RO Tilt-Wall Brochure

TEXAS’ PREMIER BUILDER: TILT-WALL

ABOUT ROGERS-O’BRIEN CONSTRUCTION

Since 1969, Rogers-O’Brien has firmly established itself as a leading general contractor in Texas by providing a wide range of preconstruction and construction management services. Our unique approach consistently delivers high quality buildings in a variety of market sectors, exceeding the most demanding expectations.

Ethics and integrity serve as the cornerstones for everything we do, and the adherence to these values has earned us a solid reputation. The commitment to our customers is evident in the dedication of our people, our open communication policies, pioneering technology, operational diligence and continued process improvement.

Rogers-O’Brien is family-owned, with three generations invested in the company’s operations. The family attitude extends throughout our strong management team, many of whom rose up through the ranks to management. To our offices in Austin, Dallas and Houston, we have also actively recruited a forwardthinking new generation to energize us with knowledge of new tools, techniques and approaches to continually improve the way we deliver services. Others who have joined us in the past decade are seasoned construction professionals, hand-picked for their ability to grow the firm. This controlled growth approach has resulted in $1.5 billion in construction volume over the past five years.

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SAFETY At Rogers-O’Brien, we always put safety first, believing it is our duty to provide the safest possible workplace for our employees, jobsite partners and clients. Our dedicated safety personnel directs our proactive approach to environmental, safety and health programs that Rogers-O’Brien has refined over the course of four decades.

Our program includes customary requirements such as background checks and drug screening for all new employees; subcontractor compliance with our substance abuse policy and safety procedures; and maintaining a minimum level of OSHA 30-hour safety training for all management-level personnel. We also assign each new employee a work partner until the safety director has completed an assessment of that employee and identified his/her training needs.

We have a long-established partnership with OSHA to identify and eliminate potential hazards in the industry and establish the safest environment possible for our subcontractors. We consistently maintain an Experience Modification Rate (EMR) well below industry average. Rogers-O’Brien won 2nd place in the National AGC Construction Safety Excellence Awards Competition and has won the ABC Safety Star Award for two consecutive years.

TECHNOLOGY DRIVES QUALITY An early adopter of Building Information Modeling (BIM), Rogers-O’Brien actively uses technology to enhance team collaboration and achieve operational efficiencies, faster project delivery and lower total project costs. Our staff includes recognized industry leaders in BIM that have authored national journal articles and presented to international audiences. Our technology team keeps current on BIM software such as Autodesk Revit and Navisworks; Innovaya to generate quantities and costs directly from either architect’s electronic files or our internally built models; Timberline estimating software to develop and analyze project costs; and Primavera products for scheduling. This technology team also manages our online portal for all team members to distribute and electronically review project data and documents.

Rogers-O’Brien harnesses the power of technology to improve project delivery in these key areas: • During design, our estimators quickly develop new take-offs and reprice the effects of major design revisions like changing the building skin.

• Laser scanning of existing structures helps coordinate renovation design.

• Project managers analyze site logistics and construction sequences.

• Virtual models are used by superintendents to show work crews exactly how completed work should look; IPads are used in the field to compare in-place construction to virtual models and quickly resolve any variances.

• Subcontractors can pre-fabricate MEP systems, wall sections, or even entire rooms based on the model, reducing job site labor and clutter.

• At project completion, information-rich 3D as-built drawings act as a virtual operating manual.

SUCCESSFUL PROJECT PLANNING How do you define success on a construction project? The answer varies according to each participant’s perspective:

• The owner wants results — on time and within budget, with the completed facility performing as anticipated.

• Process may be foremost to the architect, focused on achieving the creative vision.

• The contractor may see relationships as paramount, to assure key subcontractors and suppliers will support their future projects.

Recognizing the divide that too often arises between what the distinctive parties define as success, RogersO’Brien Construction formalized an approach called Successful Project Planning to balance process, results and relationships. This approach acknowledges that each participant has something at stake, seeks to define those expectations and provides a framework for taking corrective action when expectations are not being met.

To get all key project team members thinking with a preventative mindset, focused on solving problems before the fact, prior to construction start-up, Ken Dunham, Rogers-O’Brien Vice President, facilitates a day-long workshop with all stakeholders in attendance covering these key topics:

• Fostering team collaboration

• Defining decision-making process

• Process agreements and team expectations

• Potential roadblocks and preventions

• Action plan Successful Project Planning enables project teams to more readily meet schedule, budget and quality requirements while fostering solid working relationships. This process has been successfully applied to many Rogers-O’Brien construction projects. The initial workshop clearly defines the way in which all parties communicate, ground rules and expectations, aligning all parties to work together toward exceptional outcomes.

PRECONSTRUCTION APPROACH Rogers-O’Brien has evolved preconstruction services into a sophisticated, multi-party effort. We assemble our complete team of project manager, superintendent, estimators and key field staff long before any dirt is turned to set the stage for the entire construction process. Meshing estimating and operations into one group to heighten project success, this team stays intact through project completion.

Rogers-O’Brien fully embraces the collaborative approach to construction, and we start by engaging the design team, major subcontractors and key suppliers during design to explore the best way to achieve the client’s functional needs and quality objectives within the desired budget and schedule.

We conduct the following activities typical to preconstruction: • Develop milestone estimates.

• Review design documents for constructability, completeness, accuracy, coordination of disciplines and compliance with the budget.

• Develop a phasing plan and construction schedule.

• Explore value options.

• Pre-qualify subcontractors.

• Assist in preparing bid documents to enhance competitive pricing; break down bid packages to coincide with construction phasing and to encourage participation by small businesses and minority- and womenowned subcontractors.

• Develop a Guaranteed Maximum Price (GMP).

In our comprehensive approach to preconstruction, we also: • Provide the design team with detailed criteria, based on our knowledge of appropriate systems for each project type, for a better roadmap to create plans that coincide with the client’s budget.

• Explore innovative ways to sequence construction to achieve costs savings.

• Analyze permitting restrictions for alternative approaches.

• Identify long-lead items to alert the design team to accelerate documentation of supporting systems.

• Develop life-cycle cost comparisons. We ask questions such as, “What is the trade-off between electric and gas heat in terms of utility consumption and demand charges?” and “What are the initial and longterm maintenance costs for different floor finishes?”

• Determine recycling and waste reduction programs to dovetail with sustainable initiatives.

Procurement and Subcontract Awards: Construction operations start with procurement. Using budgets refined during design, we develop more detailed subcontract scopes with the entire team. Our project managers are ultimately responsible for procurement and draw upon our past 48 years of experience to evaluate bids, negotiate and make recommendations based on past performance, financial stability, safety record, work backlog and availability. We believe that timely negotiations and detailed analysis of each subcontractor proposal is a key ingredient to a successful project, so we actively manage this process from start to finish.

SELECT PROJECT EXPERIENCE

FEDEX OFFICE & PRINT FACILITY PLANO, TEXAS

Owner: KDC Legacy HW Investments One, LP Architect: HKS, Inc. Rogers-O’Brien delivered the FedEx Office and Print Services Facility located in Plano, Texas, a consolidated North Texas headquarters. The project scope included the shell-building, two-story lobby area with monumental fire-rated staircase, three passenger elevators and one service elevator, and hardscape. This four-story tiltwall facility encompasses 260,000 SF and serves as a world-class facility for over 1,200 employees. The LEED Certified building exterior features metal panels, curtain wall, stone and stone veneer. The open two-story lobby has a high-quality stone accent wall, structural steel members and an open, fire-rated monumental staircase.

ERICSSON NORTH AMERICAN HQ PLANO, TEXAS

Owner: Ericsson Real Estate Holdings, Inc. Architect: Gensler Ericsson’s North American Headquarters expansion consists of two new four-story tilt-wall buildings, a connector building and two parking garages. This project is an example of successful global collaboration at all levels, where the project team was challenged with balancing Ericsson’s global design program with the needs of a North American operation and market, while also managing an aggressive budget and schedule. The prominence of Ericsson’s site required thoughtful consideration with regards to potential impacts on the surrounding community.

PIZZA HUT CORPORATE HQ PLANO, TEXAS

Owner: Yum! Brands Architect: GFF Architects Pizza Hut Corporate Headquarters consists of a 3-story, 114,000 SF tilt-wall building with steel structure, cast stone exterior veneer and stone veneer accents. Adjacent to the main office structure is a 145,000 SF, 3-level cast-in-place parking garage clad with architectural pre-cast panels. This building includes a number of unique features such as child-care facilities, exterior water features, an on-site data center, numerous full-size restaurant test kitchens and restaurant mock-ups of the company’s restaurants. Rogers-O’Brien helped the project comply with the strict policy of minimizing environmental impact by achieving two Green Globe Awards for the numerous earth-friendly features included in the design and construction of the facility. Rogers-O’Brien recently completed the second phase of this project, a 50,000 SF expansion that includes conference rooms, test kitchens, office space and a Bright Horizons child care facility.

ALLIANCE TOWN CENTER NORTH FORT WORTH, TEXAS

Owner: Hillwood Architect: BOKA Powell Rogers-O’Brien provided preconstruction and construction services for the Alliance Town Center Office North, a 3-story, 155,000 SF tilt-wall Class A office building. This project is the first office component to be built in the Alliance Town Center mixed-use development and is part of the 17,000-acre Alliance Texas master plan in northern Tarrant county.

INTERNATIONAL BUSINESS PARK PHASE 15 PLANO, TEXAS

Owner: Billingsley Company Architect: Morrison Dilworth + Walls Rogers-O’Brien was contracted by the Billingsley Company to construct office buildings at the International Business Park located near the southwest corner of the Dallas North Tollway and Park Boulevard in Plano. This ground up office complex features low water volume toilet fixtures, recycling of waste and waste management activities, storm water pollution prevention plan, Green energy (produced by wind or water), low-E insulated glass, enhanced commissioning of the HVAC systems, and 60% utilized regional material. This award-winning project was the first LEED Gold Certified building in City of Plano and winner of several awards including Environmental Star of Excellence, Green3 and Topping Out.

CORELOGIC DALLAS, TEXAS

Owner: Billingsley Company Architect: BOKA Powell Part of the Cypress Waters development in Dallas, this 327,000 SF 4-story shell tilt-wall office and parking garage serves as a new regional headquarters for CoreLogic bringing 1,300 local employees from the existing Westlake and Richardson locations. This project experienced significant weather days. We extended the substantial completion by 20 days due to adverse weather conditions. We worked with the interior finish contractor to bring them in early so they completed their finish-out to meet the original target completion. Through buy-out savings we were able to return $640,992 to the owner which they used for tenant-improvement upgrades.

SIGNET JEWELERS HQ IRVING, TEXAS

Owner: Billingsley Company Architect: GFF Architects Located in the Cypress Waters development, this 250,000 SF tilt-wall office building will serve as a new headquarters for Signet Jewelers housing 150 employees. The building is currently under construction and the expected completion is Fall 2018.

CONTACT 1901 Regal Row Dallas, Texas 75235 (214) 962-3000 3901 S. Lamar Blvd. #200 Austin, Texas 78704 (512) 486-3800 11200 Richmond Ave. #110 Houston, Texas 77082 (713) 783-2500

www.r-o.com