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SSOE provided programming and design support for a state-of-the-art modular data center, scalable to 2MW. Collaborating closely with the client’s design team and construction partner, SSOE focused on optimizing the white space to grey space ratio, ensuring efficient use of space for both equipment and support infrastructure. The design emphasized concurrent maintainability, allowing for operations to continue without downtime, thus enhancing reliability and uptime for critical processes. By leveraging advanced design techniques and modular construction methods, SSOE delivered a high-performance, energy-efficient data center that meets the stringent requirements of the semiconductor industry.

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$100 million documented project savings to date with additional savings anticipated.

A well-known electric vehicle (EV) manufacturer has partnered with a leading non-domestic battery producer to develop an advanced battery chemistry aimed at enhancing EV performance. The goal of this collaboration is to offer customers improved battery value, durability, and fast-charging capabilities. To realize this vision, SSOE—a seasoned design firm with extensive experience in the EV and battery manufacturing sector—was selected to lead the engineering design and execution of the groundbreaking $1.5 billion investment.

SSOE partnered with construction firm Walbridge to implement a design / build delivery method. Since the project’s inception, all stakeholders worked closely to ensure unified project recommendations aligned with schedules and budgets. SSOE’s responsibilities encompassed the entire facility design, programming, and engineering.

The nearly 2 million SF facility includes production space and ancillary buildings supporting the main manufacturing area. Drawing on insights from the client’s existing battery manufacturing facilities, SSOE adapted their foreign manufacturing processes, building design, equipment, and layout to meet U.S. codes and standards throughout all design phases.

This greenfield battery plant marks the first U.S. location for the foreign client and will serve as their flagship facility in North America. Leveraging SSOE’s expertise in foreign direct investment, we’ve ensured a seamless transition for this global manufacturer as they establish operations in the U.S. Once operational, the plant is expected to add more than 18 GWh of battery capacity and employ over 2,500 workers, contributing to the local economy and advancing sustainable transportation.

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SSOE is currently working on prototype architectural plans for K-12 buildings throughout South Carolina to include elementary, middle, high school, and Career Technology Education (C.T.E.) buildings. Plans will be utilized by the participating school districts with the designer being hired by the school district to do the site-adapt of the plans.

According to the SCDE’s proposal for the American Rescue Plan (ARP) funds, students and schools in South Carolina face critical issues including the need for upgraded facilities. SSOE will work this client to develop the most effective and efficient learning environments benefiting the state education system overall.

 

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SSOE was contracted by a major semiconductor manufacturer to design a 1,425,000 SF greenfield fabrication facility (Fab). The Fab would be a new addition to the client’s existing campus. Having recently completed the campus-wide master planning, SSOE was well-positioned to resolve the challenges posed during the Conceptual Design phase, including:

  • Greenfield “ground-up” Fab design planning for a 341,000 SF building with five levels.
  • Routing site utilities through, around, or over an existing Fab without disrupting production or causing excessive vibration.
  • Client requirements to keep the Fab level of the new facility at the same elevation as the Fab levels of neighboring existing buildings, complicated by grade changes in the site, and limitations from an adjacent wetland.
  • Vehicle access to the new Fab had to be strategically routed around existing structures and wetlands.
  • Full Fab development including: sub-utility levels, utility level, Subfab and laterals, 264,450 SF cleanroom manufacturing space, gowning, storage, and connections with adjacent structures.
  • Expansion planning for future chemical utility and process utility buildings.
  • Detailed analysis for utility requirements to ensure both expanded and new systems would support the intended use for the new Fab.

SSOE provided project leadership, cleanroom, and Subfab expertise while guiding a subconsultant firm through the overall facility design. This Conceptual Design phase was completed within the proposed 12-week time frame, and rolled seamlessly into the Detailed Design phase.

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SSOE was selected to act as the Owner’s Representative for this long-time food client on an important tomato sorting and processing project. Working closely with EC Nelson, the project’s Design-Build mechanical contractor, along with the electrical and integration contractors, SSOE provided design quality assurance and managed all aspects of the project on behalf of the client. The project was completed on schedule, in time for the seasonal arrival of tomatoes. The new electronic system sorts unpeeled tomatoes by quality and color, sending a larger percentage of high-quality tomatoes to the process lines making high-end diced tomato products, while directing the lesser-quality tomatoes to the evaporators to be made into tomato paste. The new process handles 280 tons of tomatoes per hour.

As the Owner’s Representative, we managed a multitude of moving pieces (designer, contractor, equipment manufacturers, purchasing team, project controls team) that needed to align at just the right times for successful project execution. SSOE also managed the master schedule, which included the engineering packages release timing, equipment ordering, the completion of programming, equipment testing, safety checks, and performance validations. Project team meetings were held weekly along with multiple meetings throughout the week to make sure project milestones were on track, and project status reports were delivered directly to the client’s upper management team. Additionally, we worked closely with Procurement to develop and process requisitions for purchase orders to support construction tasks as needed, while handling all administrative project-related tasks.

Key to the success of this project was our ability to be adaptable as we faced project challenges outside our control. Adjustments made included compressing the schedule when needed and sometimes having crews on-site around the clock. We utilized a combination of our Owner’s Representative and added an additional SSOE resource to shoulder the on-site night shift Construction Manager role, which ultimately reduced the schedule by a week and a half.

In March 2020, restrictions were implemented due to the world-wide Covid-19 pandemic, adding unforeseen project complications. At this time, we were tasked with providing a safe, Covid-free working environment, monitoring the ability of the client-ordered European equipment to be delivered to the U.S., and developing a solution to get key project staff located around the U.S. to the client’s site when needed. Solutions included the development of on-site safety protocols, which included mask wearing, taking temperatures, and completing health questionnaires. Most importantly, the client dedicated a several company jets to move critical resources to and from the site, including the Owner’s Representative and other key personnel. This helped ensure the project was completed in time for the July 1st arrival of tomatoes from the local farmers.

To meet the client’s deadline while completing the project safely, the roof was installed at nighttime during off-shift hours. SSOE’s on-site Owner’s Representative pulled double shifts until another SSOE resource could be brought on-site. This allowed the project to complete on time, saving the client $3,198,000.00 in production cost if all work had been limited to one shift.

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Due to a recent acquisition, this client is closing a plant in the South and moving its three different product lines to separate existing plants. Because of SSOE’s successful execution of a recent network optimization project, we were asked to assist the client in moving one of the three lines affected by this complex plant consolidation. Using the same team that worked on the previous plant relocation project, we capitalized on their knowledge of the client’s equipment and installation specs and standards, utilizing many design details from the recently completed project.

Well into the design of the original project, the client changed course due to the extreme product demand caused by the Covid-19 pandemic. They gave us three days to collaborate with vendors to develop a cost estimate to purchase and install all new process and packaging equipment for the destination plant and completely re-engineer the two production lines. Without hesitation, SSOE shifted direction to help this long-time client achieve their business and market needs. The pandemic also required us to change the way we worked together: we moved from face to face communication to virtual communication and utilized large venues for major client review meetings to achieve social distancing requirements.

To properly manage a project of this size and scope, SSOE utilized a Project Manager / Design Manager approach, both of whom have worked with this client for many years: the Project Manager is the Packaging Subject Matter Expert who acted as the Owner’s Representative and handled client interface and overall project cost and schedule management; the Design Manager is the Process Lead and discipline coordinator.

The project is on schedule to have new lines running at the new facility in August 2021, only three months after the original scope’s due date. SSOE’s services for the project include structural, architectural, civil, mechanical, plumbing, electrical, process, controls, packaging, fire protection, lighting, wastewater treatment, overall project scheduling, on-site construction management, and project management.

SSOE recorded over $1.35 million in project savings through implementation of multiple value engineering opportunities and identification of sales tax credits.

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Discovery Life Sciences (DLS) hired SSOE for the laboratory programming and planning for a new building to be located at their Huntsville, Alabama discovery center. DLS was looking to consolidate multiple laboratories under one roof to increase efficiency and modernize their laboratory spaces.

SSOE’s planning expert collaborated with the client user groups to create a program and optimized program customized to fit their unique needs. Working alongside the eight different laboratory user groups, the SSOE team generated a program that included space for a planned 25 percent growth across each of DLS’s business units.

After right-sizing DLS’s program, SSOE’s planning team created adjacency diagrams and blocking diagrams to plan out where different business units needed to be located within the building. One area that necessitated special consideration was the bio-repository, which needed to be centrally located within the building due to the potential risk of damage from natural disasters.

SSOE generated a program that consisted of just over 90,000 SF, utilizing a modular planning concept to allow future flexibility and adaptability. Laboratory spaces include wet research labs, a cleanroom, a BSL-3 laboratory, and genomics spaces.

The project’s flexibility and adaptability were tested when the genomics program director changed just as our team was finalizing construction documents. We swiftly pivoted, transforming the genomics space from an open lab into three separate labs, complete with anterooms and pass-throughs to accommodate the product

The genomics sequencing rooms house 30 sequencers, each of which emits a significant amount of heat. To address this, our team meticulously planned the space, incorporating specialized cooling and exhaust systems. These systems are connected to emergency power, ensuring that there will be no interruption to services in the event of a power outage.

Additional spaces include a cell services and processing lab, infectious disease, proteomics lab, donor center, immunohistochemistry services lab, histology, pathology lab, specialized biorepository for tissue samples in freezers, paraffin and slide-based samples, and shipping and receiving logistics room.

SSOE worked with the DLS to select the laboratory equipment and coordinated with equipment suppliers to ensure the required infrastructure was integrated to support the selected equipment. This project led to subsequent initiatives with DLS that persist to this day.

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HCW Biologics needed to grow its operation and turned to SSOE to scale up. The client is transitioning from research and development to clinical trials for oncological and age-related medicine. With our Design-Build partner BE&K, SSOE provided full-service programming and planning, architecture, and engineering for the renovation of a 40,000 SF existing office, and warehouse space to be repurposed as laboratories, cGMP production spaces, warehouse, and support spaces.

Through workshops and collaboration with the scientific staff, our team generated a flexible and adaptable research laboratory. We worked with the client to develop their new production facility and guided the client through the development of their manufacturing procedures and established a Quality Assurance / Quality Control process.

Because the pharmaceutical industry is repatriating the drug manufacturing process, SSOE understood the client’s need to fast-track this project. Our national lab planner worked with HCW Biologics to ensure we were not repeating their smaller-scale configuration. Instead, we listened to the client to know what did and did not work in their limited operation to provide a more successful spatial arrangement in the designs for the larger operation.

SSOE designed spaces for specialty research labs including bioreactor, process, and microbiology, in addition to tissue culture and research laboratories. The new 5,000 SF cGMP cleanroom environment includes ISO 7 production labs and an ISO 6 sterile filling suite.

Finally, the project also included the addition of a new 1,000 SF vivarium space that is supplemental to animal holding including procedure rooms, isolation, and support spaces to facilitate vivarium operations. SSOE provided programming, planning, architecture, interior design, fire alarm, fire protection, technology, and structural, mechanical, electrical, plumbing, and process engineering for the project. Construction will be completed in March 2024.

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SSOE is proud to be Toyota’s engineering and design services provider for their BEV production facility on their 1,800-acre campus in Liberty, North Carolina. The new Toyota battery campus is currently in the design phase and will be constructed in phases over the next several years. This important investment for the Toyota Battery Manufacturing, North Carolina mega site further extends the 20+ year successful relationship between Toyota and SSOE.

SSOE is providing architecture, engineering, and on-site technical staff for the ambitious build, currently approximately 2.5 million SF of design is under construction. At full buildout, the project scope includes multiple BEV production lines with associated support buildings. In addition, Toyota continues to explore new energy savings opportunities for battery production at the campus in an effort to reach their long-term goal of carbon neutrality for its vehicles and operations by 2050.

Toyota’s robust campus vision includes the potential for a childcare facility, healthcare facility, and fitness center with associated outdoor sport courts. Adjacent to the team member amenities a park-like setting containing walking paths and green space is also under consideration.

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A New Headquarters

The Georgia Municipal Association (GMA) constructed a new Headquarters Building on their existing property at 201 Pryor Street. The facility includes a new office building, the renovation of the existing headquarters building (originally built in the early 1900s and expanded in 1987), a new 150-space parking deck, and the creation of outdoor courtyard / collaboration spaces. The new facility faces both Trinity Avenue and Pryor Street and includes a new front door located off of Pryor Street.

Four Stories High With A New Parking Deck

The building is four stories tall with a connector to the existing building with connections at two levels. The building also shares an elevator and stair with a new parking deck which replaces their existing surface parking lot and consolidates all parking needs into their facility. The building also includes an exterior fourth-floor terrace with views of the Capitol building.

Building Accents

The parking deck is five levels with connections to the building at one, four, and five that corresponds to building levels one, two, and four. The building’s façade is red modular brick with large storefront windows on the ground level with precast arched headers. On the upper levels, punched windows have architectural precast headers, sills, and bands. The two-level connector is primarily a glazed wall system with a precast base and sill. The parking deck also has a red modular brick façade facing the street with active use office storefront openings on Level 1 and aluminum framed openings on the upper parking levels.

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A Bold New Vision

The new Morgan County High School and Career Academy is the result of a bold vision by district leadership to create a new school with a central focus on college and career pathways. In a journey that began with the idea of a renovated high school facility and new career academy transformed through much planning and community input into an ambitious program that delivers both into one facility.

Building Highlights

The 42 instructional unit includes 28 classrooms; five science labs; a media center; gymnasium; band, choral, and art departments; F]family-living suite; and JROTC Suite. The two-story academy wing includes specific spaces for programs in healthcare, culinary arts, horticulture, ag mechanics, engineering, biotech science, business, cosmetology, and marketing. Also included in the design is a 500-seat auditorium.

The building’s plan features separate drop-off entrances for buses and parents as well as a third entry for the career academy program. The new facility, which is adjacent to and connects to the existing ninth grade academy, is situated directly across from the pre-existing stadium.

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Creating A Modern Crown Jewel

The Bailey Performance Center is the crown jewel of Kennesaw State University’s Arts District. The facility contains a 624-seat music performance hall and a 3,600 SF choral and music rehearsal room. The serene, modern interior of the Main Hall complements the world-class acoustics achieved within the 65-foot tall precast structure.

Adjustable Elements

Operable doors above the platform and adjustable acoustical curtains throughout allow the hall to be tuned for specific music performances. Technology includes live audio reproduction, digital multi-track audio recording, and live video streaming.

Additional Features

The Bailey Center also contains a 1,800 SF art gallery, green room / dressing room, box office, management offices, and musical instrument storage. The west entrance features a pre-function outdoor garden while the east entrance is connected to the Ruth Zuckerman Art Museum.

Building Connections

The facility is also connected to the adjacent Wilson Music Building which was also designed by our firm and completed in March 2009.

A Special Note From Donald Runnicles Of The Atlanta Symphony Orchestra

“The Bailey Performance Center is simply a gorgeous instrument — as any musician relishes the unlimited scope of a special instrument, so any performing ensemble will celebrate the warm and vibrant acoustic atmosphere this exciting new hall affords. The Bailey Performance Center is a Georgia jewel.”

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Master Plan Updates

As part of a larger park master plan update, SSOE was asked by the Department of Natural Resources to provide site adaptation, programming, and construction documents for a new visitor and education center at Fort Yargo State Park.

Providing A Visual Connection To A Historic Fort

Situated near Fort Yargo lake, the building is designed to provide visitors with a visual connection to the historic Fort Yargo, as well as a physical connection to nature and the surrounding environment. The building program is comprised of a large retail space, multi-purpose room, pre-function area, and back-of-house offices, storage, and support spaces.

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SSOE saved the client $400,000 through the use of reality capture and the reduction in the amount of equipment needed for the project.

A food client needed to relocate its ribbon rolling lines from one facility to another due to an impending plant shutdown. Because of the variety of services we offer, SSOE was hired to provide process, mechanical, civil, structural, architectural, and controls design and engineering services, as well as project management for the relocation project. The project had to remain confidential during its initial phases, which posed a challenge. Due to this, SSOE provided flexibility during the detailed design phase, as a Front-End Loading package was not able to be fully vetted with plant staff who were unaware of the impending closure.

Using reality capture, SSOE relocated 11 roll lines and installed two new silos. The existing lines were 40 years old and no drawings were available for the existing equipment. The newly designed ribbon roll lines came in two feet longer than desired. SSOE quickly solved the issue allowing the equipment to fit in the existing space by rearranging the equipment and being part of an on-site team to review the equipment and optimize the design to fit it in the allowed space.

The project also featured a building expansion and the relocation of existing equipment to allow for more space for new equipment. The new equipment had to allow for the product to retain its gluten-free label. To do so, a new HVAC system, conveyor covers, dust filters, and a vacuum system were installed with minimum downtime. SSOE designed and installed a new bottom product bin while the existing bin was still in service. The system had to be switched over to the new bin within two days, which the team completed on schedule. SSOE used reality capture to ensure the equipment could be installed in tight locations. This use of 3D technology was new to the client.

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Often, the most difficult part of a job is pulling together consultants working on various pieces of the project. While the task of coordinating numerous suppliers is vital for project success, it is not the most valuable use of one’s time. This global consumer products client recognized this, and enlisted the assistance of SSOE to act as the coordinator of three design firms for this time-sensitive project. This included coordinating the fast-track schedule and budget for the three firms.

This project involved process line additions required to add two new perfumes to the client’s laundry product line. Technical components included installing two new 3,000 gallon tanks, piping to tie the new tanks into the mixing skids, and an extension to the Motor Control Center (MCC) room.

SSOE’s engineering expertise, combined with our familiarity working as an extension of the client on numerous projects at this facility, made coordinating this project a seamless effort.

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In the world of consumer products, it is well known that speed to market is of utmost important when it comes to new products. When this well-known, global consumer products manufacturer sought to launch it’s new 2-in-1 laundry product line, it was critical they be the first to market in order to reap the first-mover advantage.

In an effort to capitalize on the strengths of multiple engineering providers, the client decided to award the project to a consortium of competing firms. SSOE and its partners were charged with providing all engineering and design services to allow for the production of the new laundry product. This included the design of new tanks and piping, as well as tying them into to the existing mixing skids. In addition to this technical role, SSOE was also tasked with coordinating the efforts of all design and construction firms involved in this project.

The project was successfully completed within its fast-track schedule. This allowed the client to get the new product on store shelves before its competitors, resulting in increased revenue, profitability, and higher return on investment.

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Despite setbacks, the schedule for this complex project was met through creative sequencing and quick thinking.

When this project for a major consumer products client went to bid, SSOE was not the lowest bidder and lost the job opportunity. The successful bidder was new to the site and their lack of familiarity caused delays in schedule. They struggled to meet the strict timeline and, in the end, were removed from the project. SSOE was asked to take over the large project, complete with compromised time-critical schedule, and get it back on track.

To ensure deadlines were met effectively, SSOE utilized offshore resources; an Indian-based engineering firm. This afforded round-the-clock development of over 300 drawings.

The project goal was to realign the filling lines with palletizers of a similar speed to avoid bottlenecks and under-utilized capacity. While a typical project would reroute only one line, this project rerouted seven lines to different palletizers, making this project especially complex.

SSOE’s on-site construction assistance proved especially helpful when our extensive in-plant experience allowed us to efficiently act as the project’s scheduler, coordinator, and supervisor. Through strategic sequencing of construction, the team was able to get this project back on schedule and avoid any costly down time.

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When faced with the need for new elementary schools, Fremont City Schools selected the team of SSOE / Munger for design. The seven existing elementary schools will be demolished and consolidated onto the four existing sites of Atkinson, Croghan, Lutz, and Otis. Each new Pre-K through 5th grade building will be constructed while the existing elementary schools are occupied with classes. The new facilities will be 58,460 SF in size and were designed to meet LEED Silver certification requirements.

Led by SSOE, the four elementary projects have the exact same floor plan, with two of the schools mirrored on their sites to better facilitate parking and bus lanes. The duplication of floor plans provides each student in the district with the same experience, allows staff to transfer from one building to another easily, and provides ease for facility maintenance and First Responders. The designs are focused on student centered learning environments, with first through fifth grades each having their classrooms surrounded by a learning studio. Pre-K and Kindergarten areas are connected with internal doorways to enable team teaching and access within classroom areas. These spaces are sized to accommodate artistic, small group reading, and other early development learning. The studio will be utilized for shared learning, special activities, and house the students’ storage cubbies, freeing the classrooms for dedicated learning spaces.

Another key facility feature is the Learning Commons, positioned on the second level as an open extension of the corridor. This colorful area will provide students various options for learning and includes soft, tiered seating for group discussions or individual study, a teaming area with table top outlets for tablet / device charging, a Makerspace, active movement seating, in addition to books and other learning resources for the students. Services provided by SSOE for this project include project management, programming, architecture, interior design, landscape architecture, and construction administration. During the interviewing process, the SSOE team proposed an accelerated design schedule that allowed construction on the elementary schools to begin a year earlier than originally planned by the district. Construction is currently underway and the new elementary schools will be open for classes for the start of the 2020-2021 school year. This $58 million project is the single largest one-time project in the history of Sandusky County.

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ProMedica Fremont Memorial Hospital teamed with SSOE Group to design and establish a full-service cancer center to meet the needs of the communities it serves. This new facility offers more convenient access, enhanced privacy, and improved comfort for patients. The center offers the latest protocols for medical oncology, as well as the newest technology in radiation oncology, including a Varian TrueBeam linear accelerator. The design included eight chemotherapy infusion bays, dosimetry, CT simulator, new pharmacy to comply with USP 797 and USP 800 general chapters, laboratory and blood draw, four exam rooms, three nurse stations, and additional staff support spaces. Additional cancer-care services, such as genetic, dietary and family counseling, and rehabilitation services are included in the overall design of this facility.

SSOE was instrumental in aligning the hospital’s programmatic goals with the limited project construction budget, and worked through multiple design options with hospital leadership to minimize the amount of construction within the new facility. Project goals were accomplished by prioritizing necessary patient care spaces, such as linear accelerator vault, infusion bays, exam / treatment spaces, pharmacy and laboratory. Plans also included repurposing some staff areas to minimize demolition, while allowing staff to work contiguously and efficiently within these support spaces. SSOE led the design process from the onset of the project and confirmed and validated strategic and operational plans; determined budgetary and scheduling constraints; and coordinated the overall project quality with consultant engineers, and coordinated equipment layouts, requirements, and manufacturer specifications for specialized equipment. Existing conditions and capacities to projected needs to satisfy functionality, adequacy of spaces, and operational adjacencies were also compared.

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Input from programming phase was used to eliminate duplicate space requirements and reduce the building footprint by 15%. Additionally, developed method to capture and reuse energy generated during dynamometer testing process throughout the facility.

To meet the market demand for new products in China, GM built its first Chinese R&D facility in Shanghai. This facility, which is the most comprehensive and advanced automotive development center in China, included areas for advanced vehicle development, powertrain design, electrical and fuel cell design, chassis, HVAC, body, exterior and interior development, and telematics. SSOE applied its vast experience in designing automotive R&D facilities, and familiarity with the Chinese design and construction process to deliver this high caliber, sustainable project.

SSOE designed an interior hydrogen fuel cell garage space, along with an exterior hydrogen fueling station and garage space. Special considerations, including distance from nearby high rises, were made during design due to safety considerations. Fuel farms were also integrated to provide for blending and testing operations for hydrogen-based vehicles and hybrids.

A significant design feature was a central garage space that separated the building into two halves. The central garage space functions as a central spine and serves as a common use area for multiple groups. It potentially allows groups to share tooling.

Another feature was a visually secure, exterior patio for GM to view vehicles in natural sunlight. This requirement created an interesting challenge since the site was located within city limits and near a multiple story building. SSOE designed a visual screen to obstruct the view from the building while still allowing the natural sunlight to enter the space.

SSOE provided an innovative design which minimized environmental impact, while maximizing occupant safety, health, and comfort. Design criteria also emphasized the use of sustainable materials and other energy reduction features.

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Significant savings in total project cost. Fast track execution to minimize manufacturing downtime.

When this chemical client embarked on an EPA mandated upgrade at four of its manufacturing facilities, SSOE was enlisted to execute the industry-wide directive. The project required integration of a new agent into its insulation board processing systems, a formulation change intended to reduce emissions. SSOE’s extensive background in implementing process upgrade and modifications in the chemical industry proved integral to implementing the change. Putting multi-disciplined teams in place at each of the facilities, the firm ultimately helped the client save time and project costs had they conducted the upgrade internally, while simultaneously enhancing the existing process.

As part of the scope, a new extruder needed to be upgraded and a blowing agent reformulated to manufacture insulation board. Ozone depleting hydrocarbon was replaced with more environmentally compatible agents. As a result, the existing layout was revised and different raw material handling equipment was installed and integrated into areas where existing operations took place. SSOE managed material handling, chemical additions, instrument upgrades, electrical upgrades, and ensured the environmental process transition. To create efficient space for the process, SSOE designed building additions at two of the sites, retrofitting them into the existing buildings, and one transformer addition to support power requirements. The firm also handled procurement for three of the sites.

SSOE needed to consider several factors in its design plan, including integration of explosion proof electrical classified components (Class 1, Div. 1 components), as well as the correct classification for process instruments. Sensitive to the confidentiality of the transition to alternative agents, SSOE created a task force with key clients to ensure ongoing communication efforts regarding the scope of the process enhancement.

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By having a strong understanding of the client’s needs for their new plant, SSOE was able to eliminate over $12 million through value engineering and improved production throughout by 25% due to process innovations.

SSOE, the client’s engineering firm of choice, performed comprehensive services on this new specialty chemical plant that produces components of high-performance electronics. Based on SSOE’s impeccable past performance from both a technical and client service standpoint, the client engaged SSOE for civil, structural, architecture, project management, mechanical, chemical process, estimating, cost control, and procurement. The facility is comprised the following functions: administration, waste recycling, bulk storage, complex chemical production, and basic utilities.

SSOE’s modification of the client’s chemical process resulted in improved conversion efficiency. The percentage of recycled chemicals increased from 14% to 20% to reduce production costs. Through process innovations and refinements driven by SSOE, the client has been able to improve production throughput by 25%.

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BIM’s interrelationship of project data allowed for rapid decision making and quality control review, virtually eliminating problems with dimension strings. A flexible design strategy with phasing plans allowed the hospital to be re-built while maintaining all services.

A small, rural community with a strong sense of history, community pride, and support retained SSOE to program and design an on-site replacement for its only hospital. The new Bryan Hospital replaces the existing facility, which was composed of several buildings of varying ages and conditions, none of which met contemporary standards. SSOE’s design supports 60 beds with capacity for expansion to 100. The hospital has been developed according to LEED® principles.

The main project challenge was to replace the outdated, existing facility, which SSOE addressed by proposing a phased demolition and construction plan. The first phase includes construction of a new energy plant, allowing the remaining hospital wing to be reconnected followed by the integration of new components in stages. The hospital includes leased clinic and shell space for future expansion.

Use of BIM was key in our team’s ability to meet the aggressive project schedule and satisfy budgetary constraints. Since 3D imaging allowed quick representation of the proposed design elements for the owner’s review and approval, BIM became the consummate coordination tool. Used to identify potential conflicts such as slab edge coordination, cross bracing, and major duct runs, BIM virtually eliminated problems with dimension strings. The interrelationship of project data allowed for rapid decision making and quality control review. BIM also easily accommodated any last minute owner modifications.

Featured improvements included new surgery, emergency, intensive care unit, laboratory, obstetrics, recladding of existing facility, new lobby / entry, and complete site work.

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SSOE saved the client 1,000 man hours and helped to streamline activity in the plant.

When this food manufacturer built a pilot plant to develop a new method of making tomato products using a new evaporator system, they realized they were limited in the manpower they needed to master the process. With a need for additional on-site support, the food manufacturer wanted a partner that not only had expertise in design process, but had a fundamental understanding of the hands-on approach needed to learn the functionality of the system and to help ensure its success. With an alliance agreement in place, the client commissioned SSOE to manage the start-up process at the facility under a Master Service Agreement (MSA). Noted for its vast expertise in tomato-based products, SSOE’s experience runs the gamut from bulk ingredient receiving through USDA/FDA inspection, sorting, processing, filling, packaging, palletizing, and warehousing.

The pilot plant, built on an existing tomato processing site, used outdoor energy efficient evaporators that used less steam to process, at minimum, 5,000 pounds of tomato for concentrate and paste. In its role, SSOE was first charged with the oversight of day-to-day pilot plant operations, including running the process system, leading repairs, troubleshooting processing issues, as well as cleaning the system.

In its second year of on-site support, SSOE transitioned plant operations to the client’s team, training them and sharing the expertise acquired during the initial pilot plant phase. SSOE also offered input on implementing control measures and means for improving site processing. Ultimately, SSOE saved the client 1,000 man hours and helped to streamline activity in the plant.

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SSOE recommended the installation of a relocated fire riser in the Aseptic Room and supply air be distributed from the ceiling, thus eliminating the need for bump-out / chase of the addition’s north side. This, coupled with the reuse of various existing equipment and several design modifications, ultimately saved the client $73,000.

A production increase at a client’s existing facility required a new aseptic line addition to the existing production process. This capacity increase required process, packaging, and palletizing equipment installation, as well as a 1,000 SF process area expansion and 1,600 SF truck dock expansion. Given SSOE’s strong relationship with the client, as well as our experience providing mechanical utilities and HVAC controls for a previous aseptic expansion at this facility, the firm was the obvious choice to provide engineering services necessary to successfully deliver this project.

SSOE provided preliminary and detailed design to prepare the site, building, infrastructure, process piping, fire protection, electrical power, and controls systems for the project. The design of all mechanical, electrical, HVAC, and utilities required for all third-party “turnkey” systems, such as sterilization, refrigeration, filling, packaging, and palletizing, to be integrated into the overall production system, was also provided. Plumbing and HVAC systems were expanded to facilitate the larger facility’s needs. A new electrical transformer was integrated to serve the new production equipment, high bay fluorescent fixtures, and electrical distribution systems.

Process systems included three tanks, three pumps, a drum dumper, two filters, two platforms, and associated solenoid and electrical panels. SSOE provided the relocation design for the existing CIP skid to blending areas, including a new layout, extension of utility headers, electrical services, chemical supply piping, and CIP fluid delivery piping.

This complex project involved numerous entities. SSOE’s project management bridged the gaps between vendors and other engineering suppliers. The project was executed as a whole and incorporated multiple turnkey systems into an integrated solution. Work was coordinated with scheduled plant shutdowns to minimize operational disruptions.

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Executed 16,000 offshore engineering hours over the course of six months, exceeding the client’s goal.

When a household care manufacturer wanted to integrate an offshore engineering partner from India at its highest revenue generating site in North America, SSOE proved to be key to the successful integration. With more than 20 years of experience on the site, SSOE had personnel capable of managing, controlling, and delivering the entire site’s engineering capital as well as managing integration of an offshore partner over the course of a year.

Because the offshore supplier did not have familiarity with the site, SSOE first worked to integrate them into the existing processes, identify potential challenges and outline plans for troubleshooting them. This included a recommendation to provide a cultural training course for the offshore principles as well as the SSOE team. SSOE was also charged with a goal to manage 15,000 offshore hours over the course of a year and a $3 million site engineering budget for related yearly projects. Projects included capacity and efficiency increases, product additions, as well as site clearance to make the facility more usable. What resulted was the planning and support needed to improve the onboarding of future engineering suppliers, timing of projects, and breakdown of projects depending on complexity.

Additionally, SSOE’s experience and expertise allowed projects to be conducted as planned and exceeded the 15,000 man hour goal in just six months.

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The Nutrien facility in Lima, Ohio was under staffed and looking for a project manager to step in and take over several projects to meet their department goals. PCS enlisted the help of SSOE to develop and execute a number of projects during their busy construction season. The work was intended to be temporary but the contract was repeatedly extended because of the client’s satisfaction with SSOE’s delivered results.

SSOE was initially responsible for two projects. The first was to install two chemical truck loading scales and the relocation of eight chemical lines. The replacement of the scales was safety driven, due to significant corrosion of the scale pits, lack of adequate fall protection, and inadequate process controls. SSOE oversaw the consulting firm that developed a FEL 1 grade estimate. In order to find the best solution, the SSOE team created an electronic 3D model of the scale site to be able to foresee any maneuverability issues the trucks might have. SSOE was able to adjust plans early in the process to produce optimal results. SSOE specified piping material, determined tie points, specified scale size and location, reconfigured truck routing, and developed the AFE grade estimate for this portion of the project.

The second project consisted of installing an ammonia suppression system. This entailed designing a system to knock down ammonia vapors with water in the event of a leak. SSOE determined spray location, specified piping spray nozzle material, sized lines and spray nozzles, developed bid packages, and managed electrical power design, process control design, and construction activities.

After proving performance on the first two jobs, SSOE was hired to complete multiple maintenance projects. Vibration issues and discontinued replacement parts led to the need for replacement of an induced draft fan turbine. SSOE oversaw the civil design firm, developed the scope of work and bid packages, and developed a schedule for minimum down time. Another project consisted of the installation of a heat exchanger. The previous unit was overheating and was producing calcium, so a new unit was installed upstream of an existing intercooler which lowered the air temperature and prevent fouling. The most recent assignment was to replace the scale house building since the previous building was small and in toxic and blast zones. SSOE designed the building size, layout, and location, specified blast and toxic requirements oversaw the electrical and controls upgrade, and developed estimate and AFE.

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No reportable injuries despite maximum of 500 workers on-site at times.

Based on its long-term relationship with SSOE in the U.S., Ford China hired SSOE to coordinate development and construction of a Research and Engineering Center in China to improve product development. The facility included offices and testing laboratories on Ford’s Nanjing campus. Ford performed master planning and retained a local design firm for engineering services. SSOE coordinated the team so that all were working together toward cost control, quality, and safety. SSOE met the client’s expectations on every level, including challenges posed by an aggressive schedule.

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On April 16, 2013, a Silicon Valley power substation was attacked by a sniper. Shots were fired into the radiators and conservators of 17 transformers, causing the equipment to leak 52,000 gallons of oil, disabling the yard and interrupting service to customers. Prior to this attack, communication lines were deliberately severed near the site to delay local law enforcement’s response time. As a result, $15.4 million in damages were reported by the utility company, with 27 days spent repairing the substation to bring it back online.

In light of this attack, critical utility service providers are now compelled by the Utility Commission, the North American Electric Reliability Corporation (NERC), and the Federal Energy Regulatory Commission (FERC) to reduce the vulnerability of critical sites through the enactment of the Critical Infrastructure Protection Reliability Standard 014 (CIP-014). To comply with these guidelines, a large electrical utility provider partnered with SSOE and a well known security equipment supplier to design and implement site hardening strategies at its Tier 1 critical sites.

An overall programmatic approach was established, including the definition of hardening objectives, identification of site threats and vulnerabilities, development of recommendations for hardening protocols, and identification of technology sources. SSOE provided project management and engineer of record services for plan implementation by creating detailed design packages with coordinated designs from civil, structural, electrical, and data / fire / security disciplines.

In compliance with safety protocols, SSOE worked with the client’s transmission group in providing all engineering and construction support for the implementation of the following security measures:

  • Electronic access control systems
  • Complete video surveillance
  • Multiple layers of perimeter intrusion detection
  • Anti-climb and anti-cut perimeter fencing
  • Vehicle rated barriers, ditches, bollards, and gates
  • Landscape modifications for visual block
  • Intrusion detection system triggered alarm based lighting
  • Ballistic protection and detection around major assets
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Through the utilization of laser scanning, SSOE was able to gather site information while spending a limited amount of time in the field. This reduction in required field time created approximately $100,000 in project savings for DTE.

DTE Energy sought an engineering alliance partner to efficiently and effectively deliver its Belle River Mills (BRM) Compressor Station Mechanical Drawing As-Built Legacy Program, meeting their delivery deadlines for confirming and updating existing mechanical drawings to reflect current conditions. SSOE was engaged as the partner of choice for this program, having successfully demonstrated its proposed project team’s ability to provide top quality deliverables, while thinking outside the box to maximize value for the client.

In order to provide the best possible value solution, SSOE partnered with an image servicing subcontractor to utilize 3D laser scanning to scan the BRM site at project kickoff. The scans were then used to remotely verify dimensions and locate missing items. An additional, short site visit was required to field investigate a handful of areas that were too congested and detailed to capture on the 3D laser scan. However, utilizing laser scanning reduced the required time for on-site walk downs from months to less than a day. This reduction in on-site staff equated to approximately $100,000 in savings for DTE.

Cost savings are not the only benefit realized through the use of laser scanning. By reducing staff time spent in the field, the risk of injury also decreased. Additionally, laser scans also increase the accuracy of combined drawing sets. Over the years, minor alterations have the potential to create match line errors. SSOE’s process in updating drawings allows measurements to be referenced to a single datum at the site, eliminating errors occurring between drawings.

Ultimately, SSOE met the client’s required deliverables. These requirements include redlines conforming to DTE’s complex drafting field data collection procedure, finalized CAD drawings, and high resolution photography for areas of changes, all while meeting DTE’s standards and procedures.

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On the merits of SSOE’s broad experience with chemical / energy projects and front-end process design, Secure Energy enlisted SSOE to help it develop a coal gasification system at its Decatur, Illinois plant.

SSOE served as the lead process engineering firm and integrated the various technologies required for the process into the plant. The firm was responsible for modeling and design of the process areas as well as scheduling and cost estimating for the overall engineering effort. With a minimal number of coal gasification units working in the U.S., SSOE developed a mathematical model of the chemical processes involved in transforming coal into synthetic natural gas and utilized the first gasifiers brought into the country by the client’s technology provider.

Running at full operational capacity, the gasification units convert 1.4 million tons of coal annually to 21 billion cubic feet of pipeline quality synthetic natural gas. The gas is supplied to the interstate natural gas pipeline network.

The client’s coal gasification transition was sparked by loan guarantees from the U.S. Department of Energy’s Energy Policy Act of 2005 designed to spur the deployment of alternative energy technology projects.

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Through innovative design concepts, benchmarking common practices, and scheduling, SSOE offered Volkswagen a savings of more than $44 million.

Having successfully performed design work for more than 50% of all greenfield automotive assembly plants built in the United States over the last 10 years, SSOE was well qualified to oversee architecture, engineering, and construction management services for Volkswagen’s new automotive production facility.

Volkswagen was also looking for a firm with a strong sustainability focus who would help the company execute its green initiatives.

Located on an 830-acre brownfield site, the production facility includes conventional steel framed buildings with concrete columns, roof structures with skylights, metal wall panels with windows, and a single-ply membrane roof. The plant has the capacity to produce 150,000 mid-sized vehicles annually. The primary manufacturing operations include weld, paint, and assembly. Other facilities on this site include outbound logistics, an extensive training center, media (utility) center, social hall with cafeteria, technical center, tank farm, recycling center, and fire station. SSOE provided environmental permitting, civil, architectural, structural, mechanical, fire protection, plumbing, electrical, fire alarm, access control, and security system design as well as construction management. SSOE’s expertise led to the first and only LEED® Platinum automotive assembly plant in the world. SSOE assisted with the preparation, submittal, and multiple agency approvals of the air permit in record time—2 weeks ahead of an aggressive 3-month schedule.

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