MP provided design services for Lahey Hospital & Medical Center’s Samuel and Nancy Jo Altschuler Simulation Center. The space will provide staff with a realistic health care setting using the latest technology and training methods for learning new techniques, strengthening teamwork, and optimizing response to crises and unanticipated events. Unlike most simulation centers, this facility is within the main campus of the hospital and is accessible to staff 24/7.

The new facility includes a functional operating and exam room, simulation spaces, observation room, and classroom. The class space features a moveable wall to configure room size. A glass-paneled corridor provides additional transparency into observation spaces. Additional spaces include a kitchenette and lounge area.

MP’s scope of services for this project included programming and planning, site evaluation and clinical test fits, ground up construction, interior design, sustainable design, WELL Building, and LEAN process improvement. The design team focused heavily on the functionality of the simulation space and created realistic clinical spaces for the most accurate learning experience for the users, while incorporating LHMC’s standard calming hospitality-like design aesthetics.

MP completed this renovation to expand Lahey Hospital’s current capacity to provide rapid throughput testing of up to 11,100 COVID tests per day and provide a cloud-based IT interface allowing specimens to be resulted in 24 hours or less. The project achieved these goals through the following improvements:

  • Replacement of existing testing equipment with two Thermofisher Module 2 testing components
  • Adding three Bio-Safety Cabinets and two TECAN Module 1 Components
  • Adding staff work stations and storage through modular casework
  • Expanding Specimen Drop Off and Processing to provide a dedicated COVID specimen intake area

The project includes a microbiology lab located within the Lahey Hospital core laboratory used for COVID testing. Existing equipment (which included one Bio-Safety Cabinet and a PANTHER testing unit) was replaced with two Thermofisher Module 2 units, three Bio-Safety Cabinets and two TECAN Module I units. The new larger equipment required minor modifications, including:

  • Demolition of one partition to accommodate the Module 2 equipment size and clearance
  • Addition of a partition and door to separate the bio-safety cabinets and TECAN units
  • Modifications to ductwork to accommodate new layout
  • New monolithic sheet flooring in both rooms
  • New cleanable acoustical tile ceiling
  • New flammable storage cabinets
  • New modular casework work stations and storage
  • New handwashing sinks with eye wash
  • New Reagent sink

Existing Specimen Drop-off, which was located directly across the corridor, along with existing adjacent vacant offices, were converted to a dedicated COVID Drop off and processing area.

LEAN Design

This project utilized Lean planning practices in design, construction, and target value estimating.

This substation and automatic transfer switch replacement project replaced the emergency power branch switchgear and electrical infrastructure for the hospital, including the design of a new 8,000 SF penthouse at the existing roof level of the hospital to house the new electrical gear. The project presented many logistical challenges due to the existing conditions and the quantity of conduits that were required to feed the existing hospital programs.

The team raised the new floor level of the penthouse to allow for the construction of a new structural slab designed for the new equipment load’s electrical gear, and provide a new interstitial space to route the conduits from the existing risers to the new electrical gear. Once construction of the penthouse was completed, a series of electrical shutdowns were scheduled with the hospital clinical programs to transfer the existing emergency power circuits to the new electrical gear, coordinated over the course of several months.

The Libby loading dock project relocated the existing materials management for BIDMC’s West Campus to the existing Libby Building to free up the site for the hospital’s new inpatient building. The project created two full tractor trailer loading bays and a third bay for smaller delivery trucks. The project added a large freight elevator and modernized the existing freight elevator so that materials can be received at the Libby building and distributed via the existing tunnel system to West Campus. The program included clean and soiled linen, red bag waste, trash, and recycling. Staging areas were a critical component of the project as demand shifted from incoming supplies during the early morning hours to carts and supplies leaving campus at the end of the day.

The project permanently relocated the bulk oxygen storage farm and new oxygen distribution to the West Campus including new connections for the future inpatient building. The siting and layout for the dock combined with the restrictions and limitations on the oxygen tanks provided for a very tight layout. Extensive coordination of vendors and suppliers was required to confirm site planning logistics for the tractor trailer and oxygen supply trucks servicing the hospital.

Lean Design

This project utilized LEAN planning practices.

A multiphase renovation to expand storage capacity of central sterile processing (CSP). The project included modernizing the existing cart and utensil washers and providing new air handling unit dedicated to the CSP to maintain key pressure differentials between soiled and clean operations within the department.

The project benefited from a LEAN 3P and prototyping process that allowed the team to identify the smallest workable area for each step in the process, allowing the team to maximize the area available for renovations in each phase of construction. It also identified the root cause of the throughput issues which were originally thought to be the washers. It was determined that out-of-sequence work was the root cause for throughput volumes and shortages in supplies. This was addressed with a visual storage solution allowing staff to identify shortages quickly in the visual inventory wall. The LEAN process also streamlined the soiled washroom operations, providing both redundancy and new capacity to accommodate a growing surgical program.

The multiphase project extended between two 1970’s-era buildings and was located in the basement level below diagnostic imaging. Cost was a key concern and the team evaluated multiple options, including a temporary CSP trailer configuration before deciding that renovating in-place was the most cost effective for the client.