Region’s first new hospital in decades wins prestigious Vista Award
Market
Healthcare
Key Services
Construction
Preconstruction
Self-Perform
Steel Fabrication
Strategic Partnerships
Virtual Design & Construction
Delivery Method
Construction Manager at Risk (CMAR)Capacity
432,000 SFWork Hours
825,000The challenge
After successfully completing another total replacement hospital for SSM, Alberici was hired to construct a new, 366,000 SF replacement hospital for SSM St. Mary’s Health Center. The project included a new patient tower, a four-story 66,000 SF medical office building, and an outpatient/emergency center with 26 exam rooms. The hospital contains 172 private patient rooms, an outpatient/emergency center, 26 ICUs, 14 labor/delivery suites, 11 imaging rooms, and seven operating suites.
Approximately 70 percent of the labor force was comprised of local craft. At the peak of the project, 425 workers were on site at one time. More than 1,850 individuals worked on the project in total.
Our project team used Lean construction, BIM, and patient room mock-ups to improve the construction process.
Approximately 70 percent of the labor force was comprised of local craft. At the peak of the project, 425 workers were on site at one time. More than 1,850 individuals worked on the project in total.
With sophisticated MEP systems, potential for labor congestion on-site presented a challenge that led to a unique off-site prefabrication strategy.
Key Facts
Vista Award Winner from the American Society for Healthcare Engineers (ASHE)
70% local workforce
Completed four months ahead of schedule
Challenge met
From the beginning of the project, Alberici devised a strategy to fabricate off-site 132 patient-room bathrooms as pods to improve the schedule, reduce congestion on site and increase quality. The pods were built by a dedicated workforce located at a rented warehouse three miles from the construction site, which allowed them to be built concurrent to the project’s on-site ceiling and wall rough-in for MEP. As the pods were constructed in batches, the team recognized a significant productivity increase, a schedule gain, and in-effect saved the project $2 million.
As a result, Alberici was able to enhance the overall schedule, and commit to an earlier opening date, four months ahead of schedule.
Recent Projects
Washington University Medical Campus Lipstein BJC Institute of Health Vertical Expansion
Mercy Center for Performance Medicine & Specialty Care
