Winter renovated multiple areas in 11 JC Penney department stores in three neighboring metropolitan areas in Virginia.

There are many reasons an owner might decide to renovate multiple physical locations or areas within a building: to meet new construction standards or building codes, to upgrade technology, or even to refresh the design. Whatever drives it, the decision to renovate seldom comes at a convenient time. Renovation presents a number of inherent challenges, but when it requires work in multiple locations, around occupied facilities, on a tight schedule, and with restricted hours and access, it becomes seemingly impossible for the inexperienced contractor.

The good news is that it can be done, but only by a general contractor that understands that the keys to success for this kind of renovation include site logistics planning, communicating, and properly staffing the project in order to ensure it’s done safely, on time, and within budget.

1. Proper Logistics Planning

A renovation project that requires work in multiple locations (whether in the same building or geographically separated) also requires multiple logistics plans. Considerations such as site-specific traffic patterns, noise ordinances, neighbors’ concerns, and preferred delivery routes for materials are paramount. It’s also important to realize that the logistics plans must be flexible – what worked in one location might not work at another, and what worked last week might not work this week.

Additionally, you need to plan for laydown and staging, parking, and safety for all locations. When possible, activities should be sequenced in such a way that will minimize redundancy on other sites and maximize efficiency across the project as a whole. Leveraging lean construction principles such as pull-planning, just-in-time deliveries, and prefabrication helps to achieve a good experience for everyone involved.

Example: Noise Insulation Program Task Orders

The scope for the City of Atlanta’s Noise Insulation Program Task Orders 1 and 2 involved replacing the doors and windows in 652 apartment units, two smaller duplexes, and eight single-family homes. Winter worked simultaneously in 20 units between two fully occupied apartment complexes, in addition to the single-family homes, within strict work hours of 8:00 AM to 5:00 PM, Monday through Friday. Adding to the challenge, we had to modify the logistics plan around school schedules, Federal and State holidays, individual work schedules, and many other considerations. Every minute of every day was occupied by a specifically engineered sequence of trade work. Due to carefully decided logistics planning, Winter successfully left each unit and home fully watertight at the end of each day and finished the largest apartment complex two months ahead of schedule.

2. Communicating and Coordinating

During Winter’s Noise Insulation Program construction for the City of Atlanta, Winter left each home fully watertight at the end of each day.

Keeping operations open is not as simple as putting up a temporary wall and commencing construction work as usual. Contractors need to know when to limit noisy construction activities, when to permit materials deliveries, and when to start and stop construction activities, in order to truly keep the facility operational. When there are multiple facilities or areas under construction, the coordination become even more complicated. The key is constant, consistent, and clear communication among every team member and stakeholder: the construction team, owner, architect, tenants, staff, and visitors.

Example: Hartsfield-Jackson Atlanta International Airport Concession Build-Outs

In 2012 and 2013, Winter completed 19 concession space build-outs at Hartsfield-Jackson Atlanta International Airport, a high-security facility that is open 24/7. Between three and six projects were active at the same time across multiple terminals, and each project averaged two months in duration. In order to work in the airport, each worker must meet strict security requirements, and all construction activities must be communicated and coordinated with airport officials. Some of the work was limited to certain hours, and Winter had to plan around those restrictions. Winter’s team utilized multiple communication tools, such as daily huddles, weekly photo reports, and weekly meetings, to discuss upcoming construction activities and associated safety precautions, expectations of airport officials, and needs of neighboring tenants at each location.

3. Adequate Staffing

Regardless of how many areas require construction work, each jobsite needs to have appropriate supervision onsite 100% of the time. This can get expensive for a construction manager to staff such a project, but by fostering a culture of empowerment, CMs can sufficiently staff renovations in multiple locations at a reasonable cost. A general superintendent should ultimately run the project, but he doesn’t need to be onsite all the time to ensure the project is being run safely and efficiently. Instead, the CM should utilize a tiered structure, assigning at least one field representative to each location (depending on size and scope), who reports to an assistant superintendent in charge of a couple locations, and so on. This facilitates accountability and clear lines of communication to ensure each project goes as planned.

Example: JC Penney Renovations

Winter renovated multiple areas in 11 JC Penney department stores in three neighboring metropolitan areas in Virginia. The stores were grouped according to proximity and sequenced into three phases, each of which was completed within six weeks. The scope of work for each location included the demolition and build-back of four areas within the store, including new finishes, display features, and floor polish and carpet. For security purposes, work was restricted to business hours, and the malls remained open and operational for the entire duration of the fast-tracked project. To isolate the customers and staff from the jobsite, Winter installed temporary barricades. Each mall was staffed with an onsite foreman and a superintendent overseeing the entire project. This allowed the team to drive the schedule forward while guaranteeing a safe environment for customers and staff at each of the stores.

4. Skilled Fast-Tracking

Winter completed 19 concession space build-outs at Hartsfield-Jackson Atlanta International Airport, including the Atlanta ChopHouse.

The decision to perform simultaneous renovations in multiple locations often comes along with the desire to finish the projects quickly, or “fast-track” them. If the projects are in schools, it’s necessary to work quickly and quietly in order to avoid disruptions to the school environment and school activities.

Fast-track is more than just hurrying – it’s a completely different mindset and approach to the goal of the project. Sometimes fast-tracking involves the contractor being involved in project planning while the architect is designing the renovation. This allows construction to begin sooner and to proceed at a faster pace. Sometimes fast-tracking involves moving forward with early phases of construction before the design is completely developed.

Some of the tools that are available in fast-track projects include compressing critical path activities, adding additional project supervision, and working extended work weeks. Some activities must be performed early, for example, obtaining hazardous material reports and, if necessary, work with remediation experts.

Example: Fulton County Schools CBI Classroom Renovations

At the time this article is published, Winter is performing renovations and upgrades to the Community Based Instruction facilities at five different high schools spread out in the Fulton County Schools system. Winter is upgrading classrooms and building new accessible restroom facilities. After receiving a Notice of Intent to Award in May, Winter will complete the five locations during summer break. Winter pre-ordered long lead items such as the wheelchair lift systems and door hardware for each school. Winter is also using concrete with a moisture vapor reduction admixture in order to accelerate the start of flooring installation, and therefore speed up project completion.

General contractors will incorporate all of these considerations into the schedule and sequencing, ultimately resulting in a successful project.[/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

The post Key Factors in Renovating Multiple Areas appeared first on Winter Construction.

What if instead of being able to complete a minor renovation on a limited number of square feet in 7 weeks, your contractor could completely transform the interior, and more, of an entire building before teachers return this fall? This is fast-track renovation, and not everyone has the mindset or experience to do it.

Comparison of a K-12 classroom before and after renovation.

So what exactly is a “fast-track” renovation, how do you pull it off, and is it worth all the effort required to do it successfully? And in the end, how is it really different from the standard design, bid, build scenario that K-12 administrators are accustomed to with their previous renovations?

Fast track implies more than just hurrying – it’s a completely different mindset and approach to the goal of the project. The developmental phases of the project and the activities overlap in an effort to significantly reduce the amount of time needed to finish after construction begins. A traditional preconstruction timeline consists of very distinct and disparate phases.

Alternatively, fast-tracking a summer renovation introduces principles of collaboration, feedback, and iteration into the very early budgeting and design of the project. This mindset continues into later phases of design and seamlessly into project buyout. From conception, the project has a full team with one goal: giving the owner as much value as possible in the time and for the money available.

Collaboration during design allows construction to begin earlier and to proceed at a faster pace. Solid decision-making processes must be in place, along with open communication so that all parties understand what will be required of them. An overall commitment from all project stakeholders is critical.

A good contractor will always apply best practices to gain efficiencies in the schedule, but in fast-track K-12 renovations there are 5 essentials:

1. On-Time Coordination
2. Design Coordination and Documentation
3. Communication
4. Self-Performance
5. Technology

On-Time Coordination

Timing is critical. Coordination meetings ideally begin during the fall of the year prior to construction starting. This assures that by the first of the year, the architect has a good sense of the project budget and, therefore, the owner’s priorities, before time is spent producing developed drawings. Contractor input in this early stage will provide critical schedule feedback and allow for early trade buyout of long lead-time items. The contractor and its subcontractors can also plan to assure sufficient manpower during construction – especially when multiple shifts and overtime are necessary during critical phases.

Design Coordination And Documentation

There’s no room for hiccups, delays or surprises. In a typical renovation, particularly those in aging school facilities, contractors are likely to encounter issues that threaten the schedule and require time-consuming mitigation. If known early, these issues can be overcome and either worked into the schedule or, if serious, can provide owners with the information they need to make major project decisions prior to work beginning.

Some measures that must be taken early are:

• Obtain hazardous material test and reports and, if detected, work with remediation experts
• Conduct concrete moisture testing and planning for mitigation, if needed
• Check the structure for existing structural deficiencies
• Identify areas where existing and new structural, mechanical, and architectural conflicts may create coordination problems during construction and develop workaround plans ahead of potential delays

Communication

Fast track requires communication be airtight on all levels, at all phases. Knowing all the activities, such as summer camps and community events that the facility hosts over the summer will keep everyone safe and the work flowing. Move-out and move-in dates and owner expectations must be clearly communicated to teachers and staff as well as parents and strictly adhered to in order to prevent the slightest delay.

Dollars spent for a third party moving company, instead of relying on teacher and parent power, is often well spent if it guarantees start and completion of moves on time.

Communication with the local jurisdiction and permit office cannot be overstated. It’s important for an architect and contractor to establish a good relationship with the inspectors and plan reviewers. This develops trust and ensures the right attention is given to the project during plan review and when on-site inspections are critical to progress.

Self-Performance

A clean jobsite is a safe job site, but it’s also a more efficient jobsite. Typically, subcontractors and vendors are required to clean up after their work. When working quickly, that doesn’t always happen. Discarded packaging, excess materials, and general debris in the space are not only unsafe and distracting, but may also conceal potential quality issues. When fast-tracking, it makes sense (and cents) for the general contractor to self-perform daily cleanup and other general labor. This is the “CEO doesn’t make the coffee” mindset, ensuring that limited skilled labor hours are well-spent by subcontractors.

It’s also much easier for the construction manager and subcontractor project managers to see where a project schedule stands when debris isn’t a distraction. Perception is reality, and it never hurts for subcontractors to have a sense of urgency about “catching up” their trade to the rest of the project.

Technology

Laser scan of Alan Pope High School under construction

You can’t talk about improving efficiency without bringing up technology.

Building information modeling (BIM) software can help with coordination between subcontractors. Documentation of existing and new conflicts between structural, mechanical, and architectural elements can be modeled ahead of potential delay-causing conflicts on site.

In addition, Winter has rolled out a fleet of rolling “job boxes” which are fully-mobile and outfitted with an internet-connected PC and flat screen monitor. This “job box” becomes the center of discussions surrounding coordination and requests for information from the architect. Instead of scheduling a later meeting at a plan table to discuss issues with involved parties, the plans are brought to the issue, and decisions can be made in real time – often with the architect and engineers’ immediate input from their office.

Summary

So if you’re considering a fast track summer renovation, make sure that you, your selected architect and all project stakeholders are on board, early, and are on the same page. And, of course, make sure you choose a contractor who is experienced and can commit to your project goals.

The post No Construction Left Behind: Fast-Track Summer Renovation appeared first on Winter Construction.