KA Block Update- November 2016

View of the H.Q. project from the office building

At five stories, Kraus-Anderson’s new headquarters building had reached its full height. It would not remain the tallest point on the mixed-use KA Block for long.

Vertical construction had begun on H.Q., the 17-story apartment building along Portland Avenue, adjacent to the office building. With two buildings rising simultaneously in close proximity, members of each project team shared an update on progress.

What Milestones Were Planned for H.Q. Construction Before Year-End?

Chris Dokken, Project Manager, H.Q. Apartments: The team was pouring Level 5 and expected to complete Level 8 by the end of the year. Additional milestones included:

  • Installing an exterior hoist for vertical transportation at the end of the month.
  • Beginning Level 1 exterior enclosure in mid-November, with enclosure expected through Level 4 by year-end.
  • Beginning Level 1 window and door installation at the end of November, with installation expected through Level 3 by year-end.

How Did Cold Weather Affect Concrete Pours?

Dokken: Cold-weather concrete pours differed from those completed during warmer months in several ways:

  • Concrete mixtures included additives that accelerated curing.
  • Concrete was delivered to the project warm before placement.
  • The area beneath the slab was enclosed and heated so concrete could be poured on a warm, dry surface.
  • After placement and finishing, thermal blankets were installed to retain heat while the concrete cured.
  • When snow was forecast, crews installed snow tarps over the thermal blankets so snow could be lifted from the surface and removed off-site.

Bathroom group plumbing units were manufactured and assembled off-site in a controlled environment as part of a Lean process

How Did the Office Building Prepare for Winter?

Chad Rempe, Senior Project Manager: Except during periods of extreme cold, work could continue through the winter using temporary enclosures and heat.

Terry Coleman, Project Superintendent, Office Building: The team installed poly sheathing, and each floor had a 1 million British thermal unit space heater.

Why Were Different Structural Systems Used?

Rempe: Structural steel provided first-cost, schedule and future design-flexibility advantages for the office building.

For taller hotel and apartment projects, where sound transmission was a greater concern, concrete was a better choice. Concrete also provided a more efficient structure, requiring less floor-to-floor height to achieve the same clear height as a steel structure.

This increased usable gross square footage relative to the exterior enclosure area. For the 17-story H.Q. residential tower, concrete could mean the difference between a 190-foot building designed using steel and a 180-foot building designed in concrete.

What Were the Office Building’s Construction Highlights?

Rempe: Since topping off in October, the team had completed the slab on metal deck. Spray-applied fireproofing was in progress, with architectural precast concrete exterior panels and exterior glazing scheduled to begin in December.

Touchplan software used for subcontractor planning meetings

Which Trades Were Working in the Office Building?

Coleman:

  • Fireproofing
  • MEP rough-in work
  • Steel work finishing on the fifth floor
  • Concrete pours on the top floor
  • Temporary enclosure work self-performed by carpenters and laborers

Which Lean Construction Processes Were Used on the Project?

Coleman: The project incorporated Building Information Modeling and Virtual Design and Construction, prefabrication, daily huddles, weekly work plans, pull planning and Percentage Planned Complete.

Percentage Planned Complete measures the extent to which a plan accurately forecasts future events. It is often described as a say-do ratio.

What HVAC Innovation Was Used on the Project?

Coleman: HVAC work incorporated CoolDuct material instead of typical metal ductwork. It was lighter, easier to handle, preinsulated and manufactured in Wisconsin.

Kitted drilling equipment used during construction

How Did Double-Gated Work Areas Support Safety and Efficiency?

Coleman: Double-gated material landing zones along the edge of the building allowed workers to receive forklift loads more efficiently.

Workers could open one gate to receive a load, replace it and then open the interior gate to access materials. This allowed them to handle materials without connecting to a safety harness.

Ethan Laubach, the on-site safety coordinator, worked at the project two days each week. Laubach and Coleman also tested Primal Safety, an approach focused on reinforcing positive behaviors, encouraging work readiness, supporting health and safety, and connecting risk behaviors to the potential impact on a worker’s family.

What Other Lean Approaches Were Used?

Coleman:

  • Using Touchplan software rather than Post-it notes for subcontractor planning meetings. The team created weekly work plans with detailed commitments and six-week look-ahead plans for labor, equipment, long-lead items and information needed to complete future work. Beyond six weeks, Touchplan illustrated task sequencing and estimated timing for materials and personnel.
  • Modifying the crane on Eighth Street, initially used to set steel, to prepare it for precast installation.
  • Using a Lull rather than a skip to move materials between floors. The equipment was owned, more flexible for use on-site and less expensive.
  • Manufacturing and assembling bathroom group plumbing units off-site in a controlled, table-height environment.
  • Using kitting to give workers the tools and personal protective equipment needed to complete a task. One example was Hunt Electric’s self-contained cart with drilling and water-cooling equipment.
  • Assembling poly frames on the upper floor and using gravity to move them downward.

How Were Multiple Projects Coordinated Within the KA Block?

Rempe: At the time, approximately 80 to 100 people worked on-site each day. Each project was managed by its own project team, with daily communication to coordinate site safety, deliveries and site logistics.

The project also reflected Lean Construction practices that engage frontline teams and advance safety excellence.

What Preparations Were Underway for the Hotel and Brewery Components?

Rempe: The hotel and brewery were scheduled to begin construction in April 2017. The team was working with KA Development, Wilkinson Corporation and ESG Architects to finalize the design.

The primary focus was coordinating shafts and sleeves that penetrated the Level 1 slab, confirming that the quantity, size and layout supported the current hotel and brewery designs before those areas were poured.

For more about Lean practices, see Kraus-Anderson’s Lean journey and the BIM department.

CATEGORY: Construction