Murphy Company undertook a comprehensive upgrade of GM’s Wentzville plant, including:
- Installation of piping and equipment for a new Pre-Treatment/Thin Film line.
- Installation of seven modular Air Supply Houses both within the plant and on the roof.
- Design and implementation of a central humidification system.
- Construction and piping of a new modular chiller plant and chilled water loop.
- Replacement of Paint Purge Line #4.
Overcoming Schedule Challenges
The project schedule, originally planned for six months, was cut in half due to COVID-related disruptions and adjustments to Missouri tax credit timelines. These changes, compounded by global supply chain disruptions, created significant scheduling challenges. Murphy adapted by compressing the timeline through strategic planning, leveraging two shutdowns instead of three, and accelerating critical work phases. Despite these obstacles, the team successfully delivered the project on time, picking up 60 days in the process.
Innovation in Planning and Execution
Initial planning relied heavily on a single walk-through and information from similar projects due to the absence of finalized building plans. Leveraging the expertise of our project manager, engineering team, and Fab Shop, Murphy drove progress from the start. A Sikorsky S-64 Air-Crane, the largest commercially available helicopter in the U.S., was brought in to position four 20,000-lb rooftop air handlers. To address weight constraints, Murphy engineered and fabricated a 32’ x 12’ lifting frame in-house. This enabled the safe and efficient placement of components on the roof.
BIM Integration and Fabrication Excellence
Building Information Modeling (BIM) was instrumental in driving fabrication and reducing material waste. Challenges with software compatibility were resolved by collaborating with a third-party BIM provider, ensuring seamless integration with the general contractor’s model. This allowed for efficient pipe spool fabrication and review. Murphy fabricated and installed 8,500 linear feet of pipe, completing over 1,100 shop welds with an impressive quality rate. Prefabrication of piping systems, ductwork, and components ensured quality and cost control throughout the $17.7 million project.
Commitment to Safety and Workforce Development
Safety was paramount, with daily meetings and stringent PPE requirements, including specialized low-lint over-suits for production areas. The project recorded just one minor injury over 97,750 man-hours. Murphy also emphasized workforce training, with 25% of the team comprising apprentices from Plumbers and Pipefitters Local Union 562.
Diversity and Economic Impact
Murphy allocated over $400,000 to MBE/WBE subcontractors, supporting diversity and inclusion on-site and in recruitment efforts. The project’s success enabled GM to secure Missouri tax credits, contributing to the plant’s continued economic significance, supporting 3,500 direct jobs and 12,000 supplier roles statewide.
Conclusion
This transformative project showcased Murphy’s ability to innovate, adapt, and deliver under tight timelines and complex conditions. By integrating advanced technologies and fostering a collaborative work environment, we ensured GM achieved its expansion goals while laying the groundwork for ongoing economic growth in Missouri.
