Add a Lesson Learned

Equipment (Div 11)

Long Lead Items on Accelerated Schedule

Facility name: Ogden Regional Medical Center

Project name: OGDNMC-012020M-New Rehab Unit
Location: OGDEN, UT
Project classification: Hospital – Shell Buildout
Project type: MOB
Project number: 3441500009
Lesson Learned number: 178
Impact: Schedule

Schedule impact: 25 days


Lesson Learned/Best Practice

For Projects with Accelerated Schedules and no time for Early Release of Long Lead Time Materials, verify materials can be obtained in time to meet the required schedule during Preconstruction.


Suggested Actions for Future Projects

Plan for Early Release of Long Lead Time Materials, Equipment (Contractor and Owner Provided including Equipment , IT&S and Unified Communications), review the need for these items early in the project development to review options for obtaining items in time to meet the required accelerated schedule.  Ensure to review these potential early items with DM and CM during RFP and design phases.


Keywords

Accelerated Schedule, Review Long Lead Material Items during Preconstruction, Request Substitutions during Preconstruction, Rehab

Shipping and Storage Fees

Facility name: CJW Medical Center

Project name: CJWJWC-122018M-ORTHO/NICU Expansion (Johnston Willis)
Location: RICHMOND, VA
Project classification: Hospital – Renovation
Project type: Acute Care
Project number: 3463200010
Lesson Learned number: 177
Impact: Cost

Cost impact: $4,100


Lesson Learned/Best Practice

It is critical for the General Contractor to do a better job of communicating with the Vendors and the assigned HCA Medical Equipment Manager when they know there is going to be a construction delay.  In the case of this project, the General Contractor notified the Furniture Vendor the evening before the delivery/installation was to occur the site was still not ready to receive the Furniture.  The Furniture had already been loaded into the delivery trucks and resources had already been allocated.  Because of the delay, a $4,100 handling fee was accrued, which the General Contractor will have to pay.


Suggested Actions for Future Projects

 General Contractor should ensure all parties, including vendors, effected by construction delays are properly notified in a timely manner. GC is responsible for any shipping or storage fees that might be issued due to a lack of early communication. 


Keywords

Medical Equipment, ITS, Unified Communications, vendor , schedule, delays

LDR Light Supports

Facility name: UCF Lake Nona Medical Center

Project name: Lake Nona-102018M- New Hospital
Location: TALLAHASSEE, FL
Project classification: Hospital – New
Project type: Acute Care
Project number: 2689500001
Lesson Learned number: 151
Impact: Scope


Lesson Learned/Best Practice

Typical LDR Birthing lights have the option to utilize either unistrut supports or chain supports. Given the often congested space above ceiling in these spaces a chain support provides much more accessibility to the space.


Suggested Actions for Future Projects

Chain supports for LDR birthing lights should be used whenever possible.


Keywords

LDRP, Lights

AHCA – Medical Equipment Drawings

Facility name: UCF Lake Nona Medical Center

Project name: Lake Nona-102018M- New Hospital
Location: TALLAHASSEE, FL
Project classification: Hospital – New
Project type: Acute Care
Project number: 2689500001
Lesson Learned number: 150
Impact: Cost


Lesson Learned/Best Practice

AHCA requirements for Imaging equipment varies with each “team”. Typically, the specific details required by AHCA are not included in the site specific vendor drawings resulting in added scope and rework during the inspection process.


Suggested Actions for Future Projects

Medical Equipment vendors should incorporate known AHCA requirements for each specific team in the vendor documents for the project. 


Keywords

Medical Equipment, AHCA

Need better facilities move in coordination

Facility name: Medical City McKinney

Project name: MCMKNY-102017M-BH & Rehab Relocation
Location: MCKINNEY, TX
Project classification: Hospital – Horizontal Expansion
Project type: Psych
Project number: 3833300011
Lesson Learned number: 149
Impact: Schedule


Lesson Learned/Best Practice

Needed to have conducted a more comprehensive equipment/material move in plan/review


Suggested Actions for Future Projects

Conduct with construction and facility teams move in pull plan to go over all actions associated with equipment/material/personnel move in.


Keywords

Move in, equipment/materal delivery, pull plan

Evolving HCA standards

Facility name: Medical City McKinney

Project name: MCMKNY-102017M-BH & Rehab Relocation
Location: MCKINNEY, TX
Project classification: Hospital – Horizontal Expansion
Project type: Psych
Project number: 3833300011
Lesson Learned number: 148
Impact: Cost


Lesson Learned/Best Practice

With HCA’s ever evolving design standardization there needs to be a fixed point where design is frozen for each specific project. 


Suggested Actions for Future Projects

Document date and version of HCA standards utilized within CD drawing set,  validate HCA standards with planning manger, design manager, HCA engineering and construction manager.


Keywords

HCA Standards, MEP guidlines

OFE Schedule

Facility name: North Austin Medical Center

Project name: NRTAUS-022019M-Rehab/Peds Relocation
Location: AUSTIN, TX
Project classification:
Project type: Acute Care
Project number: 0822400025
Lesson Learned number: 127
Impact: Schedule


Lesson Learned/Best Practice

Keep lead time for OFE items in mind when planning projects. Typical 120 day lead time should be considered during initial planning phase. Notification to equipment vendors needs improvement for coordination with construction schedule. 


Suggested Actions for Future Projects

Notification of construction kickoff to equipment vendors needs improvement for coordination of long lead time items with construction schedule. Include OFE vendors in initial schedule development.


Keywords

owner furnished, equipment

Equipment Vendor Communication

Facility name: Los Robles Hospital And Medical Center

Project name: LOSROB-042017P2-Imaging Relocation
Location: THOUSAND OAKS, CA
Project classification: Hospital – Horizontal Expansion
Project type: Acute Care
Project number: 3055500036
Lesson Learned number: 66
Impact: Cost


Lesson Learned/Best Practice

Lesson learned here is to create a monthly dialogue with HCA’s Medical Equipment vendors who deliver equipment to the project toward completion.

We found a best practice to be creating somewhat of a “monthly newsletter” that goes out to the vendors with site updates, schedule updates, and progress of the project. This helps create a better dialogue with vendors so they know who they are dealing with and who to ask questions and follow up with. This also creates a streamline service so no delivery is showing up late or early. This will be applied to our projects moving forward.


Suggested Actions for Future Projects

Create a monthly newsletter to equipment vendors with site updates, schedule updates, and progress of the project to improve dialogue with vendors and ensure no delivery shows up too late or early.


Actions Taken / Current Status

A monthly vendor newsletter may be useful on some projects and should be considered when appropriate.  Additionally, for all projects, there should be Medical Equipment vendor coordination calls (separate from OAC meetings) starting 120 days prior to the occupancy date.

Up to date cut sheets from equipment vendors

Facility name: Regional Medical Center Of San Jose

Project name: RMCSAJ-052017M-ASC(OP Surgery)
Location: SAN JOSE, CA
Project classification: Hospital – Renovation
Project type: Acute Care
Project number: 0838500026
Lesson Learned number: 65
Impact: Cost, Schedule, Scope


Lesson Learned/Best Practice

OFE data is sometimes out of date, especially in states with lengthy AHJ approval processes (e.g., OSHPD) .  Reach out early to the equipment vendors to make sure that the cut sheets we’re given are still current and correct.


Suggested Actions for Future Projects

Reach out early to the equipment vendors to make sure that the cut sheets we’re given are still current and correct.