RC115 NovDec 2024 - Magazine - Page 33
perspective, there’s de昀椀nitely an advantage we see in selecting
these kinds of buildings.” Including cost savings, less waste and
lower maintenance requirements.
However, Strachan is quick to add that pre-engineered buildings
aren’t always a slam dunk. “It depends on the market [and] if there
is an installer that can put up a building that size in the area.”
In the case of the Lloydminster project there did happen to be a
couple of local suppliers, “so we said, okay, this is a viable building
that we can install (because) the most competitive person is usually
the one who’s local,” Strachan observes. As opposed to using an
outside company that have brought in workers which in turn
would have added travel costs to the bottom line.
Yet another cost savings example given by Wilner pertains to the
over昀氀ow trough, which serves to contain surplus wastewater until
the plant has the capacity to treat it.
“That over昀氀ow was originally to be stainless steel. The contractor
said to the team: ‘I want to build this in stainless steel. It’s quick, it’s
easy. I can manufacture it o昀昀 site. I can bring it to site and bolt it on,
and I’m done,’” Wilner recalls. “But then stainless-steel prices went
through the roof, and we asked ourselves, ‘What do we do?’ So, a
week before we were supposed to start manufacturing in stainless
steel, we ran some numbers (and found) it would be half the price if
we went back and did it in concrete.”
Wilner estimates the cost savings for that change was $35,000,
“which is not much for an $81.5-million project. But do that over
and over and that’s where your savings come in.” All made
possible he says, because the team was “nimbler” than it would
have been with design build.
From takeoff to landing
Construction of the plant took place during the pandemic and that
contributed to “some of the country’s worst supply chain issues
we’ve seen in 30, 40 years,” recalls Stang. Despite that challenge,
remarkably “we had zero change orders on the project.”
One of the primary reasons they were able to avoid such cost
overruns was “our project management team were the ones in the
trenches every day and making sure that project moved forward,”
says Stang. “Not that we have a history of having lots of project
overrun—but I mean, those do happen—especially on large
projects where there are a lot more complexities and a lot more
components to go sideways in a capital project.”
In the case of the Lloydminster wastewater treatment
plant, Stang speaks glowingly of how the IPD process
ultimately contributed to the success of the project.
Including, laying the groundwork for a highly skilled and
experienced team that adopted a hands-on, collaborative,
problem solving approach to ensure a soft landing.
“I believe the integrated project delivery method we chose
absolutely hit the mark. We delivered it on time and under
budget through a pandemic and I’m proud of that.”
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