Customer Case Studies

Innovative healthcare design

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Autodesk customer success story COMPANY BECA INDUSTRY SECTOR: Building LOCATION Tauranga, New Zealand SOFTWARE Autodesk ® BIM 360™ Field Autodesk ® BIM 360™ Glue ® Autodesk ® Navisworks ® Autodesk ® Revit ® Autodesk ® ReCap ® Innovative healthcare design Increased collaboration and coordination with BIM Revit visualisation of coordinated services and structure design solution As one of the largest hospitals in the Bay of Plenty area, it was important that a range of cardiology services could be offered to the communities it serves. The hospital previously had distributed services across different floors and buildings, creating patient and workflow inefficiencies. The new Cathlab Facility however, will enable all cardiology services to be consolidated in one area and provide additional capacity for patients and improved work practices. At the completion of the project, the client will require a schedule of critical maintainable assets. This will enable improved asset and facilities management for future development of the space. Having accurate equipment data can not only lower the cost of ownership of the facility but also improve the level of service by reducing the potential for downtime. "Beca has strived over the last few years to try and manage our BIM environment. Autodesk Consulting has helped us in actually producing solutions that work for us and our clients. Through the tools and processes we have set up on our projects, we are not only increasing communication and transparency to all stakeholders but we are enabling greater collaboration and understanding between all parties involved." Philip Smith CAD Systems Manager Beca Introduction Beca is one of the largest employee-owned professional services consultancies in the Asia Pacific. Established in 1918 in New Zealand with just three employees, Beca today has a substantial Asia Pacific footprint, approaching 3,000 employees in 19 offices across the world. Project overview Beca was commissioned as the project manager and lead consultant for the Building Services and Seismic Structural design for a new Cathlab Facility at Tauranga Hospital. The building was built in 2011 and had several vacant levels, waiting to be fitted out. Originally intended to be a series of wards, the decision was made to develop Level 2 into a Cathlab Facility. Beca delivers a variety of consultancy services across the Buildings, Government, Industrial, Power, Transport and Water market segments. It operates from three main "hubs" – Australia, New Zealand and Asia – offering everything from engineering, architecture and planning services, to project and cost management, software technology and valuation services. Healthcare is one of Beca's largest market segments. It's built over 300,000 square metres of hospital facilities in New Zealand alone. The Bay of Plenty District Health Board is one of Beca's key clients, and it has been working with the team for over a decade. Complexity in design and time constraints There have been a number of challenges to address on the project. Firstly, the requirements changed from wards to a Cathlab Facility, constraining the design process. There was limited space within the ceiling void for the number of services required. This meant collaboration between all of the design stakeholders was incredibly important. Additional seismic support was also required for the services due to potential earthquakes. This is a requirement for buildings in New Zealand so that they can remain functional in the event of an earthquake. Walls, ceilings and services have to be seismically braced to prevent injury or death, further reducing the available space in the facility. There were a number of small rooms within the facility to be braced (creating potential for bracing clashes), adding to the design and construction complexity. Finally, there were also various time constraints to contend with. The project is due for completion in mid 2016 and has a strict eight month timeline, meaning there was no room for error from working with potentially incomplete or inaccurate information. This meant it was crucial that information on the existing structure and services was entirely accurate. Therefore, coordination was critical not just between the

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