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CASE 2: RQ CONSTRUCTION
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Author s Comment RQ Construction has been looking for opportunities to implement BIM and found their chance in the Sutter Surgical Hospital project This case study supports the fact that communications and commitment management are critical to the successful implementation of the BIM process
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BIM at Yuba City Sutter Surgical Hospital North Valley
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by Frank Peters, project superintendent RQ Construction Sutter Surgical Hospital is a two-story 45,000-ft2 steel framed structure on an empty lot in Yuba City, California This project is now under construction, the steel has been erected, and the rough-ins are just beginning In planning and executing the modeling and coordination effort, the project team first defined the desired outcomes (required deliverables), then designed the systems to achieve the goals of the definition phase, and now is building that which was designed In the definition phase, the following points were noteworthy:
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RQ Construction solicited the help of SPS (Strategic Project Solutions) in creating a coordination planning strategy (see images of slide show explaining the process in Fig 521a to g) Sutter (owner) didn t require any specific deliverable other than being sold on the inherent advantages of 3D modeling before physically building it RQC thought there was probably some additional advantages to using 3D modeling but did not specify in detail There was a desire to transfer what was learned from the modeling process back to the RQC design department
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Figure 521 Strategic Project Solutions plan (Image courtesy of RQ Construction)
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Figure 521 (Continued )
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RQC made decision to pay Graphisoft to model the construction documents (architectural and structural only, no MEPS systems) A meeting was held with all MEPS trades to determine their 3D modeling capabilities and the coordination processes they currently use
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Case Studies
Figure 521 (Continued )
(d )
An agreement was made with the MEPS trades that RQC would provide the model builds from dwg files supplied by each trade The final contract coordination was still the responsibility of the mechanical/plumbing vendor (Frank M Booth)
The design and the MEPS coordination planning were based on the following decisions: Systems to coordinate:
HVAC ducting FMB (Frank M Booth, mechanical/plumbing vendor) Mechanical equipment FMB Plumbing (waste) FMB
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Figure 521 (Continued )
(f )
Case Studies
Pressure piping FMB Hydronic piping FMB Electrical conduits and cable trays BergElectric Fire sprinkler Pro-Tech Steel frame Armour Steel Architectural (modeled prior to coordination process) CFP Group (architects)
Organized team:
FMB Mechanical, plumbing, piping, equipment BergElectric Electrical Pro-Tech Fire Systems Fire sprinkler system Armour Steel Structural steel
Note: Did not include architect or EOR (engineer of record); no reason was given, just didn t think they were necessary Cocreated coordination process:
All MEPS systems are laid out in 3D space Combine all models using NavisWorks Roamer Post weekly model files to the share data file management (DFM) site See Fig 522
Figure 522 Data File Management protocol (Image courtesy of RQ Construction)
Five
Carry out weekly review and conflict resolution Match coordination sequence and layout to construction sequence planning Map team member 3D software compatibility (resulting in a matrix showing compatibility of file format and items modeled) Cocreate a coordination schedule (3D coordination work stream diagram)
During the building phase (including the coordination) the following was noted:
Underslab systems were not part of the design coordination, so we modeled it with Graphisoft, 3D Pipe (BergElectric undergraduate), and SketchUp See Fig 523 FMB detailing team couldn t (didn t) start when planned due to resource short-fall (the detailing team was still working on other projects) Structural steel (Armour) model software (X-steel) was five versions behind current supported version and had difficulty exporting a structural model that could be imported and was compatible with NavisWorks or any other software used by the team (FMB) See Fig 524 Armour Steel attempted to contract their detailing to India, but this failed due to undisclosed reasons I think it was for nontechnical reasons (opinion, not fact) FMB detailing team started detailing layouts 2 months later than originally planned They requested to use their tried-and-true light-table overlay process for coordination in lieu of detailing in 3D space for coordination They still said they will detail
Figure 523 Underslab bearing zones plumbing and electrical (Image courtesy of RQ Construction) See also color insert Fig 26
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