There was no room for missteps with 278 mechanical systems to install and strict engineering and FDA quality regulations to meet. Facing an extremely fast-paced schedule, McKenney’s had to manage coordination and construction activities along with more than 300 formal design changes and a complicated change management process
To manage design and field changes, McKenney’s assembled a change management team and developed a change management process while tasking our on-site resources and BIM team with identifying design inconsistencies. To keep construction on schedule, we established a formal progress-tracking tool and manpower loading plans — and regularly held short interval “look ahead” meetings. We also developed a robust quality assurance quality control method and team for system turnover through a four-level walkdown process.
The team met very high quality standards and hit the originally scheduled startup date.