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Since 2009, SSOE has documented savings of over $20.1 million on projects for this client.

When this consumer products client identified the need to increase production, they called on SSOE to lead the design, OEM coordination, and installation as part of an EPC project delivery solution. We were selected based on our pre-determined capabilities in safety, innovation, cost, and success on previous projects.

The plant required facility work to accommodate the new equipment, including overall design for layouts, facilities, mechanical, and electrical. Design services included 3D scanning of areas proposed for the new equipment to develop engineering packages to perform construction activities.

The major scope of this project consisted of process equipment installation and upgrades to the plant’s central material delivery system. Support services included new equipment foundations, electrical and control circuitry, and balance of plant mechanical services. The most challenging aspect of this project involved placing the equipment in an older section of the plant with limited ceiling clearance.

The client provided SSOE with older scans of the areas that were not up to current quality requirements. Instead of re-scanning these areas, SSOE was able to supplement the existing data with portable scanning at the site, which ultimately contributed to a detailed 3D design. This augmentation of additional higher quality scan data provided better insight to the team and contractors as we developed the vendor models. SSOE completed this scan augmentation with our own project personnel and portable scanner, which saved the project time, trouble, and money, versus hiring a third party to travel to the site, complete safety training, and re-scan the entire area.

SSOE’s construction-level coordination included pull-planning sessions with the owner and contractors, and use of the NavisWorks model on a daily basis. This highly detailed design also allowed SSOE to conduct specific coordination meetings with the following user groups that were not directly involved in the project to minimize rework after installation:

  • Operations – Locate accessories, verify forklift access, and locate operator stations and PLC locations.
  • EH&S – Verify exact location of LOTO points, review fall protection strategy, and design machine guarding.
  • Bridge Crane Manager – Bridge crane, including lift dimensions.

Central Materials – Review staging areas and lay out central product delivery equipment.

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NPA Coatings Inc. (NPAC), a manufacturer of chemical coating products, purchased a 45 acre re-purposed brownfield site from the city of Chattanooga, Tennessee to build a new facility to manufacture e-coat, acrylic resins, and paint for the automotive industry.

SSOE was selected to provide an Engineering, Procurement, and Construction (EPC) delivery method using a technically-led open book approach. NPAC is fully integrated in all activity, design reviews, procurement, and construction while SSOE offers a single point of responsibility – consistent project leadership from FEL to commissioning. Construction planning began from the project start, which prevents delays in the process install due to site construction and early site / structure packages, while eliminating waste and hidden costs in design hand-off to procurement, fabrication, and installation. Because of the all-encompassing scope of this project, SSOE drew from its extensive bench of engineers and architects from our chemical, facilities, and construction management groups to form an experienced team to work closely with NPAC.

An EPC open book strategy gives SSOE full project responsibility from FEL to commissioning, using one contract between SSOE and NPAC to cover the entire project. SSOE will bid and award hundreds of pieces of equipment and construction contracts, while NPAC will be fully involved in the decision making process and review of all quotations. A target budget will be prepared following the FEL work with a recommended contingency agreed by both SSOE and NPAC, ultimately leading to a reduction of the budget to offset overall risk.

The design includes translation from international practices to U.S. standards, for full safety and environmental compliance, including support for VOC / HAP emissions estimates, building classification evaluation, and storage for chemical compatibility hazardous materials storage, possible flood plain siting issues, and building height constraints within a nearby FAA regulated flight path.

SSOE is performing substantial FEL design to address all major code and safety considerations and resolve multiple design variables to define and provide cost certainty to the facility scope and enable funding approval by the parent company board in Asia. Based on the strength of that design process, NPAC will be able to evaluate and include substantial process controls upgrades in the design basis which will substantially improve product consistency, product quality, and employee safety.

Related to the building envelope, in addition to architectural design, SSOE’s facilities team is providing civil, structural, mechanical, and electrical engineering including fire protection services. NPAC hopes to achieve LEED status for the project and design is ongoing in accordance with pursuit of LEED certification.

Streamlining steel package delivery with BIM2Fab® Steel

To meet the aggressive project schedule, SSOE plans to leverage our BIM2Fab Steel services, an innovative application of virtual design technology that seamlessly integrates steel design and fabrication to deliver exceptional quality. BIM2Fab Steel offers multiple advantages, from minimized risk to reduced cost and schedule—in this case, compressing the schedule by at least 4 weeks and saving NPAC time, trouble, and money in the process. Our BIM2Fab Steel models save weeks on construction schedules and can be used for clash detection and coordination across trades, ensuring a cleaner, better delivered finished product.

In close collaboration with the client and steel fabricators, SSOE’s BIM2Fab Steel team can release fabrication-ready drawings just days, as opposed to weeks, after design documents are released. SSOE will supply detail and erection sheets as well as CNC files for automated fabrication machines, further cutting down the time required to deliver structural members to the field.

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SSOE worked closely with a long-time consumer products client to install safety guarding around liquid laundry detergent packing equipment to improve safety. The Scope of Work started with the installation of safety guarding around a Unit Load Former (ULF) hoist area, as well as improvement to the safety guarding around the nearby stretch wrapper. We were asked to design a door / gate that would open and close instantly as well as shut down the stretch wrapper immediately, if the door / gate boundary was crossed, eliminating the opportunity for injury.

SSOE evaluated multiple options and discovered a market-ready roll-up safety door that exceeded the client’s requested Category 3 safety rating. This market-ready overhead door eliminated access to the stretch wrapper while it is spinning and also required less custom design by the SSOE team and custom fabrication, saving the client time, trouble, and money. Our client was pleased with this innovative solution which exceeded the request, the automation of the new door, and the safety it provided. As a result, they requested and received additional funding to provide the same safety solution for 11 additional lines.

Due to travel restrictions implemented from the Covid-19 pandemic, the client allowed our team to laser scan the areas affected by this project. SSOE’s design team then referred to this data, stored in Cintoo, for the needed measurements throughout the design process, eliminating the need for engineers’ site visits. The use of Cintoo also allowed us to share the scan information with our design partners and allowed us to input both our model and their model into the program. It identified clashes and ensured the equipment fit in the space properly, saving the client potential equipment re-work during installation. Our familiarity with this client’s plant, people, and processes combined with our design expertise and innovative thinking led to a successful acquisition of similar project work at an additional client facility.

By utilizing a market-ready solution, reducing custom design and fabrication needed, and implementing this solution on 11 additional lines, $210,000 in Value Promise savings was realized.

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Through value engineering activities within the assembly and stamping areas, we provided more than $8 million in cost savings to Toyota.

SSOE provided design services for Toyota’s San Antonio plant, which spans more than 2 million SF, and continues to provide services for multiple projects as the facility grows. Our familiarity with the plant, on-site construction support services, and responsiveness make us a valuable asset to Toyota. Based on our intimate knowledge of this facility and our successful long-term working relationship with the client, Toyota selected SSOE as the A/E firm of choice for this program.

A number of factors drove this significant program. Changes to the Toyota Tundra model required a different assembly footprint to accommodate new options. Additionally, Toyota moved Sequoia production from their Indiana plant to San Antonio. This relocation called for alterations in multiple areas to house the new line. SSOE provided all architectural and engineering design services, including on-site representation and permitting for this program.

Our team leveraged technologies such as laser scanning, Cintoo, SharePoint, and Plangrid for file sharing and construction administration.

In total, the program affected eight plant areas including stamping, welding, Forma (an on-site supplier who shares space within the plant), Avanzar (an on-site supplier who feeds the assembly shop), Vuteq (a Tier 1 supplier), assembly shops, the east parking lot, and the dock area. Using a staggered approach with a significant focus on schedule, we coordinated the expansion of multiple areas simultaneously. Our team utilized non-production times to complete work without halting production.

SSOE coordinated a revised process layout for the assembly shop expansion, positioning noncritical spaces to the west and maintaining the roof pitch from the existing area to the new expansion. These value engineering measures eliminated the need for a step-up in the roof, new roof drains in the existing roof, new storm drainage piping, and existing structural member reinforcement to mitigate water ponding. These creative design concepts provided Toyota with savings of approximately $750,000.

For the stamping shop expansion, we began with a compressed air usage study. The results showed the existing system could support the new laser weld process with minor piping modifications. This discovery eliminated the need for a utility building expansion and associated equipment, providing a cost savings of $5 million. We continued value engineering within the stamping shop with our approach to the sheet receiving area. As sheet receiving is critical to the stamping process and cannot be shut down for an extended time, we developed a construction sequencing plan to reconfigure delivery to the area. This plan allowed the area to remain functional, saving Toyota approximately $2.5 million in lost production costs.

SSOE successfully executed this program though the strategic coordination of projects led by an experienced project manager and team with intimate knowledge of the entire facility. Our team collaborated with the client daily and leveraged on-site design reviews with the affected process groups to ensure our designs met their business needs and goals.

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Through the use of reality capture and advanced 3D modeling, SSOE was able to return $1.8 million in project savings to the client.

This global glass manufacturer called upon SSOE to assist with a capacity increase and process improvements at one of its production facilities. Because the project required integration of new equipment into an existing facility, the design team used laser scanning to capture an accurate representation of the space. An added layer of complexity came from the new equipment, which was a one-of-a-kind system. SSOE and the client worked collaboratively to ensure it would meet the desired outcome. The use of advanced 3D technology and laser scanning provided the client with the opportunity to see the proposed facility layout in a virtual environment before moving into the construction phase.

The unique equipment integration brought significant challenges for the design team that required a high degree of flexibility and agility to mitigate rapid changes. Through close collaboration and coordination, the SSOE team delivered a successful project, providing mechanical, electrical, controls, structural, architectural, and environmental design services. In addition to design services, the SSOE team played the role of equipment integrator, assisting with equipment design, commissioning, and start-up.

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The scope of this project involved the conversion of an existing 500,000 SF pet food facility from a textile manufacturing facility to a wet pet food facility and distribution warehouse. The site, idle for nearly a decade, required extensive refurbishment, site improvements, and building modifications to make it ready for the new processes. The project included site development, construction, design, equipment procurement, installation, and start-up of two canning lines.

The initial project phase included the civil site design, with additional parking, new roadways, laydown areas for construction, Stormwater Pollution Prevention Plan (SWPPP); lighting, and a completely new medium voltage site electrical distribution system. Interior work included the definition and design of new rooms, new floor slab, industrial waste drain system, design and specification of new utilities (HVAC, boilers, compressed air, bio-filter odor control, and others), process and packaging design, and overall modeling / BIM/VDC.

Due to the complexity of the project and condensed schedule, multiple entities were engaged across a wide variety of tasks, requiring a high level of collaboration. For example, separate design / build efforts were needed for the freezer, empty can building, compactor area, wastewater treatment, and employee center. Coordination was also extensive between the multiple layers of the client’s project management and engineering disciplines. Lastly there were multiple vendor supplied “modules” (dries, meat bins, gravy, and packaging), which were integrated into the design and installation.

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A well-known electric vehicle manufacturer sought to build a new greenfield facility to produce compact sedans, SUVs, and pickup trucks. Based on previous successes with this client, SSOE was selected as the structural Engineer of Record (EOR) for this project. We provided full structural engineering and design, in addition to fire protection code review and permitting for the 500,000 SF multi-level general assembly shop and paint shop areas of the new facility.

Our staff integrated with the client’s engineers and other consultants early in the project. The team executed the project using an owner-directed construction approach, involving a hybrid EPC delivery method with a hyper fast-track schedule. The schedule required the seamless hand-off of steel detailing packages among design, procurement, and construction teams. To maintain a constant and organized workflow, SSOE leveraged native Revit functions to code and communicate all activities. Our practice ensured each group was continually aware of what was being released to them, resulting in little to no rework, as we reviewed and released each coded piece for the next step in real-time. Proven effective, our method was shared with other design consultants and the client’s structural modeling team as a best practice.

In addition to the efficiencies gained through Revit tools, SSOE also committed to a 48-hour turnaround time on shop drawing reviews to meet the project schedule. This proved challenging, as some steel submittals consisted of more than 200 pages with multiple submittals per week. To meet this goal, we utilized SDS/2 (Structural Detailing Steel) software to enable 3D model-based shop drawing reviews. Leveraging the model gave the project team and stakeholders the ability to closely analyze the design, streamlining the review process.

This project’s intricate delivery approach and expedited schedule required innovation and agility in its execution. Our ability to drive efficiency through the use of technology and seamless collaboration with the project team was key to its successful delivery. Based on SSOE’s continued performance with this client, our structural team was selected to design the facility’s warehouse, while our architectural team was selected to design the cathode building.

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During the planning phase, SSOE collaborated with Beaumont staff to review and refine multiple departmental options prior to the team selecting the appropriate solution that met their changing needs. While the overall design intent for the 6th floor was to match an existing 5th floor ICU, SSOE added many enhancements to cater to the specific needs of the CICU. The design team met with the intensive care nursing staff who had been working on the 5th floor for the past few years and gathered their feedback on what was working well and what could be improved upon to document end-user experiences. The lessons learned captured provided a foundation for discussion with the staff who would be working in the new CICU space.

Taking this input, and that of Beaumont’s internal interior design staff and the facility maintenance team, SSOE was able to incorporate a number of design enhancements. The new CICU includes a family nourishment area with a kitchenette, room amenities for patient guests that include a desk, area to sleep, and personal device charging stations, and individual toilet rooms dedicated to each patient room with an integrated shower. Additionally, the CICU features decentralized nurse documentation spaces for a 1:2 nurse ratio with windows for direct visual observation of the headwall–allowing staff to see both the monitoring equipment and patient, dedicated lighting for both staff and visitors, and three sub-waiting areas within the CICU to provide quiet spaces for patient family members when needed.

A unique challenge that the project team had to overcome was the utilization of existing floor drains and plumbing for the reconfigured private patient toilet rooms—originally set up to accommodate a single unit bathing room and a shared toilet room between two patient rooms. The team used laser scanning to document existing conditions and manipulate the design around these elements in a 3D environment. Another challenge was timing. The COVID-19 pandemic caused Beaumont Health to place construction of the project on hold. Once restarted, the design was altered slightly during the construction phase to become more adaptable in the event of similar future capacity overflow situations. Revisions included additional electrical outlets, medical gas, and a monitor added to each headwall— allowing Beaumont to convert from private to semi-private rooms.

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When a confidential pet food company was considering numerous improvements to an existing plant located in Pennsylvania, they called on the SSOE team to make things happen. The 16 specific scope elements initially identified included demolition, relocation, and new construction of process and infrastructure. Virtual Design and Construction (VDC) played a critical role throughout the project approach, and laser scanning was integral in capturing existing conditions.

Due to the physical constraints of the existing facility, there were dependencies between the scope elements, which required a strategic project execution plan for phased, incremental expansion of various production activities. One of the key challenges for this project was locating reasonably accurate reference information, some of which related to work performed and equipment installed over 50 years earlier.

SSOE prepared a FEL I type of package to provide concept level engineering design and cost estimating assistance in conjunction with a construction partner, Alberici, for design / build project delivery. The scope included the demolition of a 10,000 SF existing employee services building; construction of a new 20,000 SF meat batching facility; addition of a micros and minors production cell into an existing area; construction of 2 building additions for bright stack storage; construction of a new employee services facility; addition of new employee surface parking; 10,000 SF expansion of an existing can operations area; construction of a new substation / motor control center; installation of a higher capacity potable water well pump and construction of additional clear well capacity; increase in secondary clarifier / sand filter capacity; creation of a 10,000 SF warehouse space by demolishing unused electrical equipment; and implementation of odor control for an existing primary wastewater facility.

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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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$8,674,275 in documented project savings realized through a reduction in schedule and demolition costs, as well as a number of design modifications.

Recognizing the poor condition of the existing, 50-year-old, -40 degrees F freezer, the client had a decision to make. Due to quality concerns, the client chose to replace the freezer and reached out to SSOE to provide a complete project solution.

Laser scanning was employed to capture an accurate baseline for the design. The resulting scan was then used to confirm discrepancies in the client’s 2D layout that would have been detrimental to the project if gone undetected. Next, a 3D model was developed to ensure the freezer and associated equipment would fit into the building envelope. Finally, the corrected plant layout was integrated with the freezer and conveyor layouts to perform clash detection.

SSOE’s solution involved the complete demolition of both the freezer and corresponding penthouse. As the freezer was located in the center of the plant, special considerations were taken to complete the project without disrupting operations. TuffWrap was installed to provide an airtight separation from the remainder of the plant, allowing the use of diesel equipment within an operating food plant.

Schedule concerns posed a major challenge for SSOE’s team. A study provided by the client indicated that removing the penthouse would make the project approximately 23 weeks long. As such, the client was experiencing furlough issues with employees and needed the work completed in 13 weeks. SSOE worked to compress its base schedule of 18 weeks down to 13 weeks. This was accomplished through the combination of requiring two shifts (day and night) and overtime construction. Schedule coordination was crucial to the success of this project.

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During a key healthcare client meeting, this client expressed a need to visualize their strategic plan by region, city, and street level. Their goal was to see their current locations by type, competitor locations, and key performance indicators in one map. Unsure how to accomplish this, the Account Manager gathered our Civil Department Manager, BIM/VDC Technical Specialist, and Senior Marketing Coordinator for a brain storming session. As the team discussed the project parameters, it was clear that our typical graphic programs would not provide the dynamic visualization required by the client.

Thinking outside the box, the team began exploring Mapline, a sales and marketing program, as a possible solution. SSOE’s marketing and BIM/VDC technical specialists worked together to explore visualization options, input owner provided detailed data sets, and develop a methodology for the client to visualize a graphic region by isolating or combining data sets. Mapline also provides the ability to overlay information critical to understanding market share by zip code or county borders. This data can be further enhanced by “heat mapping” to add visual clarity to a strategic plan.

The client came to us with the expectation of developing a static graphic poster and was delivered an interactive web-based tool that provided the flexibility to toggle data sets on and off. Upon presentation of Mapline as a strategic analysis tool, the client was pleased with our solution and the possibilities it provided. They were so pleased that they asked us to expand the project scope and map multiple regions.

Managing “big data” is a non-typical project for SSOE. We accepted the challenge and developed a client-specific hybrid team to leverage a web-based tool that allowed our client to analyze market share and explore possible site selection locations via an interactive platform. The result of this collaboration was the perfect solution which exceeded our client’s strategic planning needs and expectations.

“Having a dynamic tool allowed our team to analyze many ‘what-if’ scenarios in real time—a luxury when you are working with multiple layers of data during strategic planning meetings!”

– Confidential Healthcare Client

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“SSOE’s integration of multiple technologies was critical in allowing the Shouldice team to foresee the risk associated with the constraints of the site and was invaluable to ensure the installation schedule was met for the customer. This technology provided an advantage of enhancing safety, limiting risk, and preventing delays. I would recommend the use of this technology to our customers.”
– Randy Sample, Project Manager of Shouldice Industrial Manufacturers & Contractors, Inc.

With a continued focus on the safety and quality of its products, Post Consumer Brands (Post) sought to replace three liquid sugar tanks at its Battle Creek, Michigan facility. While the installation project appeared to be straightforward, the location of these tanks and the constraints of the site provided a unique challenge. To confront this challenge, SSOE utilized a drone and terrestrial laser scanner to accurately capture the existing site conditions to determine the best possible way to install the new stainless steel tanks.

With 3D scans of the site, the Virtual Design and Construction (VDC) team was able to simulate risks during installation. Our team used reality capture point cloud data along with software including Autodesk Civil 3D, vehicle tracking, and Google Earth, to simulate the entire construction process from shipping the tanks on-site to lifting them into position under these complex site conditions. The team utilized multiple simulations prior to installation to identify the proper route for the delivery of the tanks, which required an articulating trailer to maneuver the site. These simulations helped the crane crew determine the optimal position for the crane and see the sequencing required to safely lift the tanks while avoiding any surrounding structures. Through the use of these integrated technologies, the installation process went as planned, meeting the schedule while maintaining full plant operations throughout the project.

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A well-known food manufacturer hired SSOE to design, install, and start-up the process and packaging lines for their newly upgraded facility in North Carolina to allow the production of its new brand. To accommodate an aggressive schedule, the team held an interactive planning (IAP) session at 60% design development to consider alternative methods to ensure successful delivery of this complex project—ultimately enlisting the help of SSOE Systems, our construction management division.

By using a criteria package instead of a more traditional bid document, we were able to start installation before design was completed, resulting in significant time savings. The team only had a small window of time to move the equipment and get the repurposed facility up and running. One team member provided on-site assistance at our client’s west coast facility where the equipment was removed and another in the facility in North Carolina where a combination of both repurposed and new process and packaging equipment was being installed. Moving into the installation phase the team realized many of the 2D installation drawings were incomplete and quickly decided to use the 3D model as the construction guide for installation. This minimized rework and ensured the team was working from the most current design, providing the ability to confirm dimensions in real time as equipment was being installed and maintain a high level of activity at each site to achieve our client’s tight timeframe.

On-site in North Carolina, we held daily reviews around the model with the contractors. With more than 30 different systems interacting together, a visual tool became necessary to keep the trades moving. Contractors were able to show 3D renderings to the trades below them to provide a better idea of how everything would go together. There were a couple of very specific cases with pipes at two to three different angles, making it difficult for contractors to lay out at ground level. We were able to measure spool pieces, or certain sections of the pipe, directly through the model, and the contractor fabricated to our dimensions seamlessly, which was especially beneficial on the more complicated runs.

Late in construction, a permitting issue was discovered for the process equipment. We negotiated with the county, who ultimately agreed to us running the equipment while documentation was being created for the permit as we were nearing the checkout phase of the project—and allowed equipment training without an occupancy permit.

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SSOE provided services for renovation of the Covenant Cancer Care Center at the Saginaw campus, including space for medical and surgery oncologist practices, expansion of the infusion suite, relocation of the oncology research suite, relocation of the cardiology and diabetes suites, and the addition of a new front entry.

The intent of the renovation project was to utilize existing clinic spaces where feasible, with modifications and upgrades to meet the needs of the new functions.

The existing building documentation was in 2D AutoCAD format. SSOE converted the existing building area into a BIM model utilizing Revit software. This six-story building was modeled through BIM to allow the team to take full advantage of the 3D capabilities. Having a fully integrated BIM model created a clear vision for hospital administrators and staff. By including hospital administrators and staff in the 3D modeling process, conflicts between construction and operations were easily pinpointed.

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3D object models of the facilities and their utility infrastructure were developed and shared with the contracting partners proving invaluable in the design of the intricate routing of utilities between components in the facilities.

SSOE provided facility engineering and architectural services for two new paint shop facilities. 3D object models of the facilities and their utility infrastructure were developed using Bentley Structural, and sharing them with the contracting partners in DWG format. The object models proved invaluable in designing the intricate routing of utilities between components in the facilities.

SSOE and equipment vendors were able to study facility and process components in relation to their true magnitude. Clip volumes, perspective drawing, and isometric detail extractions aided in studying these complex relationships. From the piping models developed, SSOE used Bentley Structural’s drawing extraction feature to create several evolutionary construction details to delineate the complex routing and transitions of utility systems. These details passed the advantages of BIM to fabrication and construction members of the team.

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SSOE’s efforts, along with other design consultants, will save $100 million a year through sustainable features.

When the National Nuclear Security Administration (NNSA) decided to develop a new site with multiple facilities, SSOE was enlisted to lead design efforts for all Mechanical, Electrical, Pluming (MEP) and structural systems. With a large multidiscipline team in place and innovative use of 3D BIM design, SSOE played an integral role to the success of the project.

Mandated by Kansas City’s Responsive Infrastructure, Manufacturing and Sourcing (KCRIMS) transformation plan, the project was implemented to protect some of the nation’s most premier security assets. The new complex incorporates five buildings, featuring manufacturing spaces, laboratories, office spaces, and warehouses. SSOE led all MEP and structural design efforts for the campus buildings and provided structural and MEP design for a central utility plant, which included a chilled water system, cooling tower system, hot water boiler system, and a compressed air system. SSOE’s scope also included the electrical design of medium and low voltage power, lighting, auxiliary, grounding, and outbuilding systems.

The new campus, which manufactures non-nuclear mechanical, electronic and engineered materials for national defense systems, was developed to replace outdated facilities. SSOE’s efforts enabled the client to upgrade from an outdated complex into a 21st century Nuclear Security Enterprise.

SSOE followed sustainable design principles in an effort to reduce environmental waste, maintenance and energy costs. The efforts from the design team and their consultants will result in saving the client more than $100 million each year and qualified the project for LEED® Gold certification.

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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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In addition to moving production forward by 3 months, SSOE utilized an innovative approach to the design of the process waste discharge system. This established a realistic peak flow number which the existing infrastructure could support. The realistic flow saved $700,000 in system cost, labor, and installation time.

When a major food manufacturer sought to add production capacity through the addition of a second Ready-to-Spread (RTS) frosting line, it looked to SSOE to provide the same high quality engineering services it had provided on the original RTS line installation more than 20 years prior. SSOE provided complete EPCM project delivery for the line, from raw ingredients to the finished product warehouse, and repurposed existing warehouse areas. The project was slated for completion in just 13 months.

As an industry leader in design technology, SSOE employed Virtual Design and Construction (VDC) to deliver a construction strategy that pulled critical path activities forward, allowing maximum time for process design.

To allow activities to occur concurrently SSOE utilized a phased construction approach. The prequalification process mandated contractors that have the ability to accept a 3D model, add detail, and trade the model back and forth. This allowed the use of the 3D model as a project delivery tool to drive a higher degree of coordination and project delivery integration.

Liquid process elements were modularized and built in fabrication shops on skids, allowing construction to take place in tandem with facility construction. Construction in this type of controlled environment leads to higher quality and is 30% faster, 30% more cost effective, and 80% safer than traditional construction methods. As the 3D model served as the basis for all reviews, no 2D skid drawings were required. Fabrication-level documents were produced for piping, skids, and structural steel in lieu of design intent documents. As a result, contractor rework and SSOE review of submittals were essentially eliminated, accelerating the schedule.

The ultimate result of this approach was a successfully executed project delivered in just 10 months within the budget allocated for a 13 month schedule. This resulted in an additional 3 months of production—-which translates to millions of dollars in revenue and profit.

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Designed hospital to meet program goals and saved approximately $2 million by reducing square footage by 10%, reducing to one floor, and minimizing infrastructure system lengths and material costs.

This single-story, freestanding, orthopedic, and spine specialty hospital is located on a satellite outpatient campus of the ProMedica Health System. Support spaces include those required for state licensing and program operation. This facility is ProMedica’s first all digital hospital, complete with electronic health records technology, comprehensive inpatient and outpatient diagnostic services, including CT, MRI, and general X-ray.

This project constitutes Phase II of the campus development for orthopedic services (Phase I, construction of a Medical Office Building [MOB], was completed separately). Phase II involved linking the hospital to the MOB, which houses the primary orthopedic physicians’ practice, via an enclosed, overhead pedestrian connector. Our team of BIM experts utilized 3D modeling to develop and illustrate details of the project.

Since the new hospital is a significant addition to the existing campus, coordinating site access, circulation, parking, and utilities was critical to the project’s success. To address these issues, the orthopedic facility was designed to be consistent with the existing campus master plan. Future expansion needs were considered during the site / facility planning stage, as was the hospital’s environmental impact, to which SSOE responded by incorporating LEED principles into the design.

The construction duration was approximately 15 months. Early civil and structural engineering packages were issued to expedite the construction process. To eliminate the need to fireproof the structural steel, the facility was classified as three buildings (each Type IIB construction). Each building was separated by a two-hour fire wall, with each containing two smoke compartments.

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Owens Community College selected SSOE to perform design and construction administration new Culinary Arts Center, located at the Toledo-area campus. SSOE scope of services included engineering, interior design, security / access control, and IT / technology design services. SSOE worked closely with Owens’ administration to meet an expedited design and construction schedule. Design was completed using a 100% BIM platform, with 3D sections and details used throughout the design process to aid shareholders in envisioning and understanding the design intent and layout of the space.

The project included the renovation of an existing, 14,000 SF vacant space. The new Culinary Center offers three unique laboratories – Culinary Skills, Restaurant Skills, and Food Science and Baking. The Culinary Skills Laboratory incorporates the latest cooking equipment and devices, allowing students to practice technical skills. The Restaurant Skills Laboratory simulates what students would find in the industry, including a beverage wait station and expediting cooking stations. The Food Science and Baking Laboratory is equipped with heat and humidity controls to allow students to learn advanced pastry skills. In addition the space also hosts a large dining area for holding lunches and special events, providing students with real-world experience in creating menus, preparing and plating food, and serving. A demonstration station, complete with cameras and television screens and a new outdoor gathering area were also added to provide additional functionality for special events.

Renovations to the center included state-of-the-art equipment and technology upgrades, such as new access-control door hardware and additional security and monitoring equipment.

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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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Historic Downtown Renovation

SSOE provided design services for an addition and renovation to the designated historic federal building, located in downtown Atlanta. The project is comprised of administrative office space for the 11th Circuit Court of Appeals, which includes the rehabilitation and adaptive reuse of two existing historic buildings adjacent to the Tuttle Courthouse.

Smart Design Solutions

Our services included providing design solutions meeting both the security and circulation needs of the building.

Designed Using Latest Technologies

The project is designed utilizing Building Information Modeling (BIM) software, a 3D design-driven production method. This project is part of the GSA Design Excellence program and achieved LEED Gold certification.

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