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Marvin M. Black Excellence In Partnering
Awards
The Marvin M. Black Excellence in Partnering
Awards are presented to construction companies that best exemplify
the spirit of partnering while working with project stakeholders.
The winning companies displayed a superior partnering process
that honored all stakeholders, resolved conflicts, improved
communication, incorporated team-building, and, most importantly,
resulted in superior projects.
The 2006 Marvin M. Black Excellence in Partnering Winners
include:
Costello Industries Inc.
Repair Runway 05-23 at Naval Station,
Mayport, Fla.
Costello Industries set out to complete work on the Repair
Runway 05-23 at the naval station in Mayport, Fla. through
the partnering process. The project team met its goals by
completing the project 60 days ahead of schedule.
Not one flight was interrupted and airfield operations were
not affected during the project, while value-engineering saved
$74,000 and no claims were filed. Weekly safety meetings were
held and there was an incentive program for periods of no
accidents in which a weekly cash prize was awarded, along
with other gifts. The safety record for the project showed
no lost-time injuries.
Crowder Construction Co.
Table Rock Intake, Cleveland, S.C.
Supporting the hallmark of true partnering, the Table Rock
Intake Project exhibited a cost-effective, on-time performance
while providing a critical function to the client. This team
blended the best talent and technology to achieve pin-point
accuracy, zero lost-time injuries and no environmental impact
in opening a 105-ft vertical shaft and a 480-ft tunnel. During
construction, the partners worked tirelessly to ensure safety
and keep the lake pristine.
These goals were established at the beginning of the project,
expressed clearly as part of a formal partnering program that
created communication channels and engendered a can-do spirit
across the team. Due to the success of partnering, Crowder
has and will continue to use the partnering method as a tool
to successfully complete projects.
Dick Pacific Construction Co.
Ltd.
U.S. Penitentiary and Federal Prison
Camp, Tucson, Ariz.
Due to the size and complexity of the U.S. Penitentiary and
Federal Prison Camp project, many negative issues could have
arisen, but through a commitment from all stakeholders to
partner, issues were resolved at the project level. The team
incorporated weekly project walk-abouts while project executives
managing Federal Bureau of Prisons issues and the stakeholders
counted on each other and spent time together. Through the
partnering process, Dick Pacific and the subcontractors brainstormed
to develop innovative ideas that saved time and money and
improved productivity while maintaining quality.
Hunter Contracting Co.
Veterans Memorial Overpass Improvement
Project-Tucson, Pima County, Ariz.
This $18.1-million project to replace the aging Veterans Memorial
Overpass engaged the partnering process to help this project
stay on schedule, save money and build strong relationships
with numerous stakeholders. The 18-month project received
intense scrutiny from the public because it involved a 12-month
closure of the Palo Verde Road Bridge.
Nearly 700 businesses near the overpass were concerned about
how the bridge closure would impact their operations. The
project team overcame many challenges, including the discovery
of a large water line in an unexpected location, and constant
coordination with the Union Pacific Railroad to perform work
over the railroad tracks. This project featured a unique convergence
of county, city, state and federal agencies; all working together
smoothly. The work was completed on time and under budget
with a great deal of community good will.
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