|
TMS, and our Resource Partners, have operated for many years purely on a referral basis. Our clients have been satisfied in such a way that they have shared their experiences with other facilities and/or potential clients. It has been through our experiences with a variety of industries that TMS has developed such a vast resource group. There are tremendous client benefits to this "cross culture" experience.
In each project we challenge the boundaries of Valued Engineering to the benefit of the form and function of the finished product. We make valuable assessments related to the replacement life and warranty compliances, again a long term ROI issue consideration. In each of these project examples, John Johnson implemented a strenuous system of constant communications and accountabilities. In each case, where the client was willing to adhere to the system, they were provided a project delivery that was concise to timeline and budgets.
The "mode of operation" which TMS and their resources adhere to, is applicable to projects large or small. The size of the capital budget should only increase the magnitude of responsibility and communications.
Saint Joseph Mercy Hospital System
Ann Arbor, Michigan
• Defined potential need for Consumer Services
• Created business plan
• Developed design
• Constructed center
• Created business plan
John Johnson and his team have been deeply engaged with Saint Joseph Mercy for the past two years. TMS assisting in the development and guidance of UBI for most of the Saint Joseph Mercy's affiliated campuses. It is the goal to streamline the process related to the staffing, P.O.S. and training systems in order to eliminate or reduce cost. Our team has already implemented certain programs that have saved the system thousands of capital dollars. As of December 2008, the P.O.S. system is being implemented, blended learning training is on-going, and the development of specifics for the on-going management phases is being completed.
Detroit Medical Center—Wound Center
Birmingham, Michigan
• Produced design
• Developed budget
• Constructed offices
One of the most difficult project structures we have dealt with. We had 50% of the funding and direction coming from the DMC, 30% coming from a high powered physician group and 20% coming in from the landlord. A plan was developed to create specific separation points as it related to costs and decision making. This first step was critical prior to having a kick off of the project. The time and energy used at this time translated into substantial time and money savings later in the project’s build out phase. We held the entire project in line with budget, many times having to redirect the physicians to needed changes in finishes for better value and function. The Certificate of Occupancy was handed over on the exact day promised.
Detroit Medical Center—Medical Offices
Birmingham, Michigan
• Produced design
• Developed budget
• Constructed offices
A spin off of the previously mentioned project, this required much attention to detail as we had a very limited budget and timeline. As was the case with the Wound Center, we had multiple stakeholders and overseers. It was directed by John Johnson that Each stakeholder would be required to assign their "champion" to safeguard those specific interests. The adherence to this structure allowed for a much smoother delivery.
State of California
San Diego, California
• Green Waste program development
• Assisted in Agricultural Partner site selection
• Developed "material" flow channels
• Produced operational plan with Agricultural Department
• Developed business plan and financials
• Provided site management planning
• Secured permitting
Ascension Health
Michigan
• Michigan mission market
• Retail development
John and his team had been recommended to a group that was trying to solve a very large, looming problem for the State of California related to "Green Waste." The scope of the project was a tremendous undertaking and involved many layers of government, as well as the private sector. With a change in how the general public's green waste (grass, branches, etc.) was being processed, the San Diego County Recycle Department had no place to take the end product. This end product was in the form of mulch and formerly was used to provide daily coverage of the county's many landfills. Governor Schwarzenegger's office had determined this practice to be producing harmful carbon gases and affecting the air quality.
It was through the work of our team that we were able to identify a need for this same end product in the hills of the Pauma Valley and its thousands of acres covered by citrus and avocado farmers. We soon were able to develop a process of delivery of the mulch to the farmers and show how the entire process could save on water consumption. In addition, by adding a pathogen expert to our resources, we were able to show with factual data that the application of this material enhanced the plants ability to ward off harmful disease and infestations. The permits issued were the first of their kind in the county.
|
