Healthcare · ModernizationCompleted 2024

Regional Hospital OR & HVAC Modernization

Twelve operating rooms to modernize, and one rule from the surgeons: never more than one closed at a time.

LocationAthens, GA

ClientConfidential

LocationAthens, GA

SectorHealthcare

Value$57M

Size12 operating rooms

DeliveryCM at Risk

Duration20 months

StatusCompleted 2024

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 referral hospital needed to renew twelve operating rooms and the air handlers behind them. Leadership set a single condition: surgical capacity could drop by no more than one room at any point.

The trap was mechanical. Several air handlers served multiple rooms, so a poorly sequenced cutover could take three rooms down at once. The schedule had to marry air-side phasing to room turnovers before a single trade mobilized.

Our role

Look Ahead Planning CPM Scheduling Schedule Updates Executive Reporting

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.

StartNov 2022

Duration20 months

HandoverJul 2024

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 01One room at a time, for twenty months

At no point in the program was more than one room out of service.

Result 02Air side and room side aligned

Air-handler cutovers were scheduled inside room turnovers, so no room left service twice.

Result 03Surgeons kept ahead

A plain-language two-week view of room availability reached every surgeon each Friday.

Services engaged

What we brought to it

Our work in Healthcare

2.01.13Look Ahead Planning

Rolling look-ahead plans that translate the master schedule into ready, resourced, constraint-free work at the workface, where productivity is won or lost.

2.01.01CPM Scheduling

Critical Path Method schedules engineered so that every date has a reason, every float value means something and every forecast can be trusted in a boardroom.

2.01.06Schedule Updates

Disciplined periodic updates that capture verified progress, explain every movement and keep the schedule an instrument of command rather than a record of hope.

2.02.09Executive Reporting

Concise, candid, decision-grade reporting for boards, executives, lenders and public stakeholders.

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