The mission of Murray Company is to provide integrated planning and construction services that enable our clients to grow and prosper. |
Our clients often tell us that we have a different way of approaching a project that adds value and makes us different. We believe our unique approach is what drives clients to choose Murray Company again and again.
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90% OF OUR WORK IS FROM REPEAT CLIENTS
Project Approach
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Our role is to provide hospitals and designers information to make informed decisions.
The process we use works so well because it allows every stakeholder to contribute ideas and requires a high level of engagement and communication. We work closely and respectfully with architects, engineers, c-suite personnel and facility and maintenance directors because each contributor has the expertise that makes the project successful. |
Project Approach
• Listen to identify the owner’s needs during planning • Prioritize the needs and integrate into the design and budget • Develop realistic budgets • Collaborate with the owner, architect and engineers to create a plan that meets the needs, is within budget and is buildable • Coordinate and build in a timely and efficient manner while ensuring quality |
Controlling Costs During Planning
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Our approach to cost control is different.
We identify the scope of work for the engineers, and then all trades’ estimates are calculated in-house by Murray estimators. The result is more accurate cost estimating. The process we use involves all stakeholders and is repeated for schematic design and design development packages. Utilizing Building Information Modeling (BIM) technology helps identify structural clashes before construction work begins. Correcting where designs cause structural framing, pipes or ducts to intersect in a virtual model prevents delays during construction. Additional technology is integrated into the construction process to document systems and structures before walls and ceilings are built. Vertical Divider
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Our approach to value engineering is to respect the architect’s design, the engineer’s system plan and the owner’s clinical needs. We stick to the budget and learn about our client’s goals. As an advocate for hospitals, our focus is on evaluating the ideas, collaborating to develop alternatives for cost savings and delivering on budget without sacrificing clinical functions.
We call our approach to value engineering Smart Choices. It is a proactive opportunity to compare initial costs and building life costs between different systems and options to make the best decision for today and the future. Smart Choices are developed early for greater cost and schedule control, rather than after a budget overage forces sacrifices and cuts. The owner chooses which Smart Choices to accept, and decides if the savings should be kept or reallocated to other features or systems. |
Cost Control Approach
1. Collaborate with the owner and design team to identify the scope of work based on early design documents
2. Create outline specifications as a benchmark and expand, summarize and clarify the scope of work
3. Review the outline specifications with the owner and design team to establish consensus on the scope of work
4. Prepare an accurate initial estimate based on the early design documents and outline specifications
2. Create outline specifications as a benchmark and expand, summarize and clarify the scope of work
3. Review the outline specifications with the owner and design team to establish consensus on the scope of work
4. Prepare an accurate initial estimate based on the early design documents and outline specifications
SMART CHOICES IN ACTION
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On a project for Bothwell Regional, we suggested 56 Smart Choices ideas for value engineering,
and 33 were accepted, improving the design solution and reducing the cost by 7.3%.
and 33 were accepted, improving the design solution and reducing the cost by 7.3%.
Controlling Schedules And Costs During Construction
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We create a complete schedule with detailed milestones immediately.
The initial schedule includes pre-construction tasks, the construction timeline and post-construction activities to take projects through the entire process to conclude with the 11-month inspection after construction. Selected subcontractors provide input to create the detailed schedule that is used as an accountability tool to keep projects on schedule. |
Three-week look-ahead schedules are discussed in every construction meeting to clearly identify direction, coordination, potential delays and solutions.
Work is typically phased as part of our fast track construction approach. We see results from our frequent, inclusive and transparent communication approach. |
