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Client: SSM Health Care
Location: St. Louis, Missouri, United States
Project Type: Healthcare
Contract Amount: $47,000,000 USD
Delivery Method: Construction Management
Project Size: 117,000 sq. ft.
Start Date: October 2004
Completion Date: August 2007
Architect/Engineer: Christner, Inc.

SSM Cardinal Glennon Children's Medical Center Surgery and NICU Expansion

This project was a four-story, 117,000 SF expansion of the existing hospital. The addition was located directly west of the existing building. An existing medical office/support service building had to be razed to provide the site for the project. The expansion included a central sterile unit, 60 neo-natal intensive care unit (NICU) rooms, 10 surgical suites, 10-bay PACU, PACs and a video integration system.

 

Alberici provided full construction management services-at-risk using a lean construction approach with an “Integrated Project delivery Agreement” (IPDA). In addition to the Core Group of Alberici, SSM, Christner and McGrath, our MEPFP and Wall and Ceiling subcontractors – Corrigan, Kaiser, EFP, and TJ Wies – were selected as Lean Partners very early in the preconstruction phase.  The work was completed on a cost-plus, fixed fee agreement with the Lean Partner contractors having a stake in the construction contingency.

 

The project is viewed very highly within the lean construction community.  It has been a featured case-study in presentations given at the “2006 Lean Construction Institute Annual Congress” in San Francisco and at the Construction User’s Roundtable (CURT) “2007 Lean Construction Workshop” in Phoenix.  SSM and Alberici were also scheduled as the keynote presentation at the 2007 LCI Congress in November.

 

As a result of using a Lean Construction approach, Alberici provided the most value for the customer while consuming the least amount of resources.  This statement is based on the following metrics:

 

• The preconstruction coordination effort by the project team allowed the construction work to be performed with no additional field costs or changes due to conflict.

 

• The benefit derived from the construction of full-scale patient room mock-ups was that every improvement opportunity for the patient room had the impact of being multiplied 56 times.  

 

• These improvements in turn minimized changes during construction which helped keep the original construction contingency substantially intact.

 

• The savings from the unspent contingency which equated to about 2.1% of the original $46,000,000 construction budget was distributed to SSM and the Lean Partners as per the incentive plan documented in the IPDA.

 

• SSM chose to re-invest the retuned savings back into the project in the form of the Karl Storz Video Integration System and other changes.

 

• The project achieved an OSHA recordable rate of 1.45, which is considerably better than the industry average of 8.

 

• The project was completed without any disputes and without any change orders to add cost.

 

• The project, which was originally scheduled to be complete on October 1, 2007, was substantially complete 45 days ahead of schedule on August 15, 2007.

 

The project is viewed very highly within the lean construction community. It has been a featured case-study in presentations given at the “2006 Lean Construction Institute Annual Congress” in San Francisco and at the Construction User’s Roundtable (CURT) “2007 Lean Construction Workshop” in Phoenix.  SSM and Alberici were also scheduled as the keynote presentation at the 2007 LCI Congress in November.

 

The project has been awarded a "Best Practices Award" by the St. Louis Council of Construction Consumers and "Keystone Project of the Year Award" by the St. Louis AGC.