Healthcare · InfrastructureCompleted 2022

Operating Room Chilled Water Plant Replacement

The plant that keeps every operating room cool was failing. It was replaced without the rooms ever noticing.

LocationAugusta, GA

ClientConfidential

LocationAugusta, GA

SectorHealthcare

Value$22M

Size2,400-ton plant

DeliveryDesign-Build

Duration12 months

StatusCompleted 2022

Why it mattered

Building inside a working hospital means every hour of construction is taken from patient care. The discipline is to take as little as possible, give it back on the hour agreed, and treat infection control as logic, not paperwork.

The challenge

A regional hospital's chilled water plant was at the end of its life, and it served every operating room in the building. Even a brief loss of cooling would have stopped surgery.

Swapping chillers, towers and pumps meant stepping through a series of temporary cooling configurations. Each one narrowed the margin on temperature and humidity in the ORs, so each was planned with the same care as the permanent work.

Our role

Shutdown & Turnaround Scheduling Critical Path Analysis Commissioning & Startup Scheduling

Schedule at a glance

The whole program, on one line.

Start to finish, as the schedule tells it. For work still in progress, the bar moves with today's data date.

StartJul 2021

Duration12 months

HandoverJul 2022

Progress—

Capture the constraintsScript every outagePublish the look-aheadReturn rooms on time

How we held the date

Our approach, phase by phase.

The same disciplined sequence we bring to every engagement, shaped around what this project needed most.

PHASE 01PHASE 02PHASE 03PHASE 04

PHASE 01Capture the constraints

Surgical calendars, ICRA classes, utility dependencies and clinical sign-offs written into the schedule as hard logic.

PHASE 02Script every outage

Each shutdown and room turnover planned hour by hour and walked through with facilities and clinical leadership beforehand.

PHASE 03Publish the look-ahead

A rolling two-week view issued to clinicians in plain language, so no department was ever caught unaware.

PHASE 04Return rooms on time

Commissioning, air balancing, testing and terminal cleaning sequenced so each space went back to care on its scheduled hour.

What changed

The difference we made

Measured the only way that matters: whether the date and the budget held.

Result 01Conditions held throughout

OR temperature and humidity stayed inside tolerance through every cutover.

Result 02Rehearsed switchovers

Each switchover ran from a minute-level script, walked through with facilities and clinical leads before the night it happened.

Result 03Redundancy restored

The hospital came out with N+1 redundancy on a system that had been running without a spare.

Services engaged

What we brought to it

Our work in Healthcare

2.01.14Shutdown & Turnaround Scheduling

Hour-by-hour shutdown and turnaround schedules that compress outage windows and return critical assets to service safely, on the date operations committed to.

2.01.07Critical Path Analysis

Rigorous analysis of critical and near-critical paths that shows leadership exactly where attention and money will move the date, and where they will not.

2.01.15Commissioning & Startup Scheduling

System-based commissioning and startup schedules that carry facilities from mechanical completion to reliable operation without the familiar last-mile slip.

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