Light traffic of phase II light railway to the north -oest
Phoenix
Airport/Traffic
Region: Hell South -west
Sent by: Kifit-Mccurethy is joint melista (KMJV)
Owner: Valley metro railway
Lead design company; Civil/Structural Engineer: Jacob
General contractor: Kiewit-Mccarthy, a joint company
MEP Engineer: Sun Engineering (operator building); Jacobs (other electric)
Parking Garage Design Company: Walker Consultants
Landscape architect: Study
At the beginning of a 1.6-mile lightning railway extension project and billionaire in Phoenix, representatives of the Valley Metrey Rail, Kiewit-Mccarthy project, Jacobs and other consultants called for storm-storm-value engineering ideas. With the design of the project about 15%, they came from the process with more than $ 60 million in savings, 141 concepts of value engineering and an innovative concrete solution.
That early collaboration marked the tone of the whole project, where teamwork and unit became a transformative way to do the job: so that the calendar and the budget.
McCarthy Building Cos.
“We started collaborating early and really became a team, and we had a model of a team, an office, and sometimes it was very difficult to know who it was without seeing -with Hardhat.
In addition to the new alignment of 1.6 miles of track, the project of $ 274 million included the construction of two additional stations of ATM degree, the first elevated station in the system and a parking garage of 90,830 feet with 252 park and walk spaces. A new bridge only by railway covers Interstate 17, which connects the city center and the east side to the West valley, opening access to North Phoenix, Sky Harbour Airport and the State University of Arizona (ASU) through a bus traffic center built below the elevated lane.
McCarthy Building Cos.
The university was a member in one of the main concepts that came out of value engineering: a mixture of concrete reinforced by steel fiber that allowed to eliminate the traditional receipt when concrete was placed in the embedded guide, the direct fixation court and the elements of the bridge. The mixture reduced the thickness of the track slab to 12 inches of 14 inches.
It was the first use of fiber -reinforced concrete in this type of applications in the country, according to the team. The material had added advantages: the construction of slopes in half up to 121 days and improving sustainability.
“Fiber -strengthened concrete was a change of game,” says Andrew Haines, vice president and manager of Jacobs’ projects. “The challenge was that it had not really been done before, so there was a risk to the design team, the contractor, the agency and the city.”
McCarthy Building Cos.
ASU professor, Barzin Mobaser and students of the School of Sustainable Engineering and the built environment, validated the concrete, which showed “that the use of steel fibers with a dose of 60 LB per courtyard improved significantly ductility and fulfilled the 45 -year lifelong life of 2 million fatigue cycles,” wrote Mobaser in a publication.
The materials made for a more “simple and efficient” process, where “fibers are luminated and added directly to the concrete mixer on the plant [and then] He poured into the formwork, which requires a minimum configuration, “he added. The team has resulted in its solution to other universities and interested parties.
Complementary skills, such as McCarthy’s vertical experience and Kiewit civilian accumism, as well as a generous exchange of resources, allowed the joint company to be carried out by many elements, including the relocation of underground services, the land, the passage of the bridge, the installation of the track and the specific center of the center station. “Our teams intentionally mixed throughout the project instead of dividing the company’s work,” says Chris Jacobson, a senior vice president of McCarthy’s operations.
The integration of the team took place at various levels, from executive to project director, superintendent and builder, in what was called “field collaboration”, says Santana. Field meetings, which also included public services, would occur before each phase, where the contact points were determined for the interested parties and the conflicts that could occur, part of the Mantra of “Team Plan, non -panic” to avoid fights and establish a process for decision -making in the field.
An art budget of $ 1.4 million was divided between national and local artists. Community reviewed facilities reflect local points of interest, including UFOs and a dear dog park. The creative locations included a foundation lining designed by artists and works on a bridge ramp and a mechanical scale.
McCarthy Building Cos.
The security culture was another focal point for sharing knowledge, with contractors who compared the Poin Point plans, removing the most robust to create a personalized plan, while promoting everyone’s ideas to identify, prevent and mitigate the risks.
The installation and relocation of 21,000 linear feet of utility, including a 48-foot water main, was one of the riskiest parts of the project. The team added Pointman from underground location software for field teams to “easily browse what is in the area with a potential risk,” says Jacobson. Real -time data was combined with a model created from constructions and “hole activity” to provide a complete image.
Prevention of heat -related incidents while working in one of the hottest cities in the United States was crucial. The measures, including the cooling stations equipped with the ice, ensuring that hydration breaks at prescribed intervals and thermal education were applied throughout the year to usualize safe work behaviors.
Calling the “best project and the best project team” in which he participated, Haines said that after “almost 6 years of design and construction, almost 90% of the team was still intact”.
