Community Hospital Surgical Floor Renewal
Ten rooms rebuilt, one at a time, while surgeons kept operating in the other nine.
LocationSavannah, GAEvery hour of construction inside an operating hospital is taken from patient care. The work has to take as little as possible, give it back exactly when agreed and treat infection control as a hard rule, never a footnote.
A community hospital needed to renew all ten of its operating rooms and the six air handlers behind them. The surgical schedule could lose no more than one room at any time.
Several air handlers served more than one room, so a slip on the mechanical side could quietly take two or three rooms down instead of one.
The whole job, on one line.
Start to finish, as the schedule tells it. For work still in progress, the bar moves with today's date.
Our approach, phase by phase.
The same disciplined sequence we bring to every engagement, shaped around what this project needed most.
The difference we made
Measured the only way that matters: did the project land where we said it would.
Surgical capacity stayed at nine of ten rooms or better for the full twenty-one months.
Air-handler cutovers were matched to room turnovers, so no room was closed twice.
A two-week room availability forecast went to the surgical chiefs every Friday afternoon.
What we brought to it
Rolling look-ahead plans that turn the master schedule into ready, resourced, constraint-free work for the field.
01.01CPM SchedulingCritical Path Method schedules with complete logic, grounded durations and a critical path you can manage by, report on and defend.
01.06Schedule UpdatesDisciplined periodic updates that record real progress, reveal real trends and keep the schedule a working tool rather than a filed document.
02.10Executive ReportingShort, honest, decision-led reporting and live executive views for boards, CFOs, lenders and public stakeholders.
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