Service

Project Management
Process Architect
Project Architect
Project Supervisor Design Process
Building Services / Utilities Engineering
Civil and Structural Services
Cost Management

Value

c.€12.0m (combined)

Design

16 Weeks (per project)

Procurement

06 Weeks (per project)

Build

07 Weeks (per project)

Stage

Complete

Footprint

1,450 m2 (15,608 ft2)

Project Deliverables

Detailed survey and generation of BIM Model
Scheme and Detail Design Reports and Presentation
Change Management
Hazard Analysis
Value Engineering
Fire Engineering
Budget Cost Analysis at each Design Phase
PSDP and Preliminary SHW Plan
Procurement/Contract Strategy
Tender Process and Report
IFC Documentation
Support to Site Operations
Snagging/Handover
Final Account Negotiation
Safety File and O&M Review

The projects comprised the provision of new build Fill Suites, upgrading of a Compounding Suite and provision of Packaging Halls which represented a major investment by our client and one of the most demanding in terms of planning and scheduling as each represented an increased in critical production capability while maintaining and protecting existing operations in a very restricted footprint. Four additional Fill Suites and associated accommodation were provided each requiring a twelve-month planning and execution phase.

Overview

Taylors were commissioned to manage the design, procurement with construction support for the provision of a series of ISO5 Fill Suites, including upgrades to existing Compounding Suite, extension of a sterile Corridor, Gown and Scrubs rooms as part of a critical production expansion programme. The fill suites were developed in line with a master planning exercise to future proof opportunities for the phased strategic development of two distinct liquid fill lines which provided for the phased development of their filling and packaging capability over a ten-year period.

The projects generally required intervention into live operation facilities and comprised demolition works to create the required footprint, upgrading of HVAC systems and provision of new AHU’s, controls, general building and IT services and the clean utilities to service the new filling machines.

The projects were executed over a number of years and required particular detailing and scheduling to minimize impact on existing production activities. Shared access/egress routes for contractors and production staff was required and disruptive works such as excavation, removal of heavy structural members and unplanned work relating to dampness etc. were executed out of hours. Isolation of services and removal of redundant services was critical for personal safety and sourcing tie-in points for services/utilities and equipment hookup was critical for project success. The projects were planned to be completed and handed over during scheduled shutdown periods which required intensification of work with increased personnel on site to execute same.