加利福尼亚大学 - 戴维斯健康医疗大楼的紧密占地面积，紧密的时间表和严格的法规导致了与马克三世建筑的一家Boldt Co.合作伙伴关系，该合作使建筑制造业异地使建筑制造业在一个七个月的窗口中完成了500万美元的项目。

The project team found success not only by embracing prefabrication but also through collaboration and coordination – which led to manufacturing the new structure at Mark III’s 24,000-sq-ft California prefabrication facility about 22 miles away before assembling the walls over two days at the school’s on-campus Sacramento site.

“We were basically guests in Mark III’s shop and working with them,” says Dan Thuleen, Boldt project manager. “It forced, but in a good way, our processes with the best practices we had, and the best practices Mark III had. We are building walls in their shop and carting them over to mechanical, electrical and plumbing portions for each of those tradespeople to do their work. We had to make decisions early on and collaborate in order to meet both the timeline and the budget.”

4000平方英尺complicat健康诊所的位置ed the project – the new building is set on a state university campus but built for the school’s private health arm. Thuleen says the approval on the design — Boldt worked with architect Boulder Associates — went through campus and health system reviews, which sometimes created conflicts. “That takes extra time and money,” he says, noting that seemingly simple things such as waterproofing on the skin required a skin consultant as part of campus construction standards. “Sometimes, there were multiple iterations of a review instead of one person.”

博尔特（Boldt）于2019年秋季赢得了该项目的竞标，并于今年年底开始设计。它于1月24日开始了拆除套餐，并将建筑分为现场基金会和钢铁以及项目的其余部分，从而在5月的最终项目批准之前就开始了。Thuleen说：“它使我们能够按时开始，但在文档控制方面提出了挑战。”“我们确实保持了正轨。”

UC-Davis副校长兼大学建筑师吉姆·卡罗尔（Jim Carroll）表示：“从设计建设工作开始，Boldt团队就了解了我们项目计划的批判性质，并努力确保成功。”“合作工作，寻找创意设计和施工解决方案与保持预算范围一样重要。”

Slated to finish in early October, the timeline has been extended three weeks to Oct. 23 because of a material procurement delay in specialized medical casework because of slow fabrication and supply availability because of the pandemic.

Early concepts called for using portable buildings, but they wouldn't fit within the November 2020 opening timeline, leading to offsite manufacturing. That decision, made prior to the pandemic, helped with timelines and ensured that jobsite restrictions put on contractors because of the pandemic didn’t have a significant impact on workers in the Mark III facility, says Pam Brink, Boldt project executive. Crews averaging 12 to 15 people wore personal protective equipment and practiced workspace distancing, made easier thanks to the facility layout.

Deborah Swingle, associate director of the Special Projects Group for UC-Davis, says the construction method was needed to meet the aggressive deadline. “Not only are we meeting the project requirements and goals,” she says, “but we are getting a quality product.”

Boldt decided to move forward with the steel frame structure and metal deck on site and construct all wall panels, including with mechanical, electrical and plumbing, at the Mark III facility. “It was really the only way the project made sense,” Thuleen says. “This is the most up-front planning I’ve ever done on a construction job.”

The collaboration, though, reached new heights with both groups working within the same facility. “This is the first time we had to elevate our level of collaboration by preparing documents for Boldt to build off,” says Makayla Oei, Mark III project executive. “The level of coordination was elevated because they came into our shop. The collaboration was the only way it could work.”

Boldt, which operates its own prefabrication facility at its Appleton, Wis., headquarters, had not performed this type of work in California before because state regulations often prohibit it on healthcare projects – those rules did not apply to this campus building. Thuleen says Boldt’s interest for prefabrication-style work has increased and they are exploring the process on a Southern California residential housing project. “Due to the coordination and effort on modeling, it worked really well.”

The tight timeline presented issues with sequencing. Thuleen says a mixture of in-person meetings or remote meetings also meant the response and turnaround on information lacked consistency, throwing off the project’s timing. Add in September’s wildfire air quality issues, and “everything has been a little harder,” he says.

OEI说：“每个星期都是另一个障碍。”“要耐心和寻找方法来操纵未知的方法，并以我们如何进入该项目的方法，我认为我们处于一个很好的位置。如果我们不采取这种方法，那么（10月）的第23届（10月）可能是不可行的。我们开始这条道路的方式使我们能够比传统方法更好地操纵未知数。”

丹•卡尔顿Mark III首席执行官说the Davis Health project goes beyond prefabrication to “construction manufacturing” of a specific project. “This is a small project but happened to be fit on a very tight schedule,” he says. “We are all in on this being the future.”