White Papers + Studies Authored by SIGMA7

What is a Mission Critical Facility and Mission Critical Design?

02/07/2024

WHAT IS A MISSION CRITICAL FACILITY?

Simply put, a mission critical facility supports and provides essential business functions that if interrupted would result in a negative impact to on-going operations. The disruption to business-as-usual activities can have severe business continuity and financial implications and, in some cases, potentially life-threatening impacts.

Mission critical facilities include Data Centers, 911 and Emergency Operations Centers, Communications and Broadcast Facilities, Hospitals, Health Science, and Medical Facilities, Power Plants and Generation Facilities, as examples.

WHAT IS MISSION CRITICAL DESIGN?

Mission critical design is the application of redundant, reliable, and highly available solutions that provide assurance to a business that the heart of their operation can maintain continuous operations despite an outage. Outages or interruptions can be the result of a natural or man-made extreme event that can be caused by weather, utility disruptions, power spikes, surges, or voltage dips, equipment failure, operational, procedural, or human error.

Mission critical design is not a one-size-fits-all solution. Each business, facility, and operation has differing mission critical needs based upon their operational requirements. The result, a unique and specifically tailored solution.

SIGMA7's APPROACH to MISSION CRITICAL PROJECTS

SIGMA7 provides secure, reliable, redundant, and highly reliable solutions for our clients enabling them to maintain 24x7x365 business operations. Our knowledgeable team, with more than three decades of experience in the development, design, and delivery of highly reliable technical solutions, has proven expertise with mission critical facilities, critical infrastructure, and related systems. We implement real world solutions that enable our clients’ businesses to perform seamlessly and without interruption while maintaining business as usual.

Our Uptime® Institute Accredited Tier Designers (ATDs) take a holistic inventory and macro view of a business, its operation, immediate, and long-term concerns. We review and consider many crucial elements beyond ‘just’ power, cooling, and IT infrastructure redundancy while developing a solution appropriate for you and your business operation and model.

In addition to ‘traditional’ mission critical architectural and engineering design service we can support your organization’s mission critical needs with:

Site and Facility Selection
Geographical, Environmental, and Site Risk Assessment and Analysis
Security Assessment and Analysis
Data Center Review, Analysis and Risk Assessment
Tier Standards, Topology, and Operational Sustainability Study
Single Point of Failure Analysis
Arc Flash, Short Circuit and Coordination Studies
Risk Mitigation Plan
Life Cycle Assessments and Replacement Strategies
Master planning

Want to learn more about Mission Critical Facilities or discuss how SIGMA7's integrated design approach can benefit you and your facility? Please reach out to our team.

ABOUT US

SIGMA7, a full service integrated architectural and engineering firm, provides professional services to clients in the public and private sectors. Our clients are Fortune 500 organizations in the technology, insurance, banking, and financial markets.

Still curious or want to learn more about SIGMA7, our integrated A/E approach, or see how we can assist you and your team?

Please visit SIGMA7design.com, email us at contact@sigma7.com, or call our office at 212 779.7100 we are here to listen, answer your questions, and would like to learn more about you and your organization as well.

Top Ten Data Center Tips

09/13/2023

TOP TEN DATA CENTER TIPS

SUMMARY

More than ever, businesses are requiring their CIOs and data center managers to do more with less. Efficiency in data center management, layout, and operation is key. The following are some tips to assist you and your team in maximizing your facility and its ongoing operation.

Mitigate Inefficiencies

Small changes when implemented holistically can result in substantial improvements.

As an example, it is easy to improve floor pressurization and reduce leakage within the data center white space. Install draft stopping including cold locks or pillows at under rack and cabinet penetrations. Seal openings at pipes, conduits, cable trays, fiber troughs, and other penetrations through the data access floor plenum and partitions. Verify that floor slabs and perimeter rated partitions are properly fire stopped with rated caulk, mineral wool, or other appropriate rated and recognized methodology and replace missing firestopping as needed.

Install baffles between cabinets, walls, and column gaps as well as rack unit sized blank-off panels or continuous sheet solutions in racks that are not fully populated.

Fill Your Racks

Resist the urge to expand horizontally.

Strive for efficient rack utilization. Expand vertically filling your racks to maximize cabinet fill, minimize cabinet usage, and provide for efficient use of the data center as a whole.

Maximize Your Environment

Efficiently populate your racks, working towards achieving your cabinet design load objective. When you achieve your kW/cabinet design load, you make best use of your cabinets and the data center as a whole.

Additionally, your critical infrastructure (heat rejection and electrical plant) will also benefit as they will be operating within their design parameters, with improved efficiency.

Right Size You Cable Plant

While it may be convenient to re-use your old cable plant, oversized cables (both length and diameter) is likely to cost you more money and result in a reduction in efficiency.

Thinner (smaller OD cables) take up less space, are more easily installed, and managed. Excessively long cables result in snaked and spooled cabling under the floor. Outdated and excess cables create cable dams resulting in poor airflow that starves your equipment of needed cooling and heat rejection.

Mind Your PUE

Keep a mindful eye on Power Usage Effectiveness (PUE). While we all strive to be a “10;” when it comes to PUE, achieving a “1” the holy grail - and virtually impossible to achieve.

A PUE of 1.0, equates to each and every unit of power being consumed, within the data center, is utilized solely by the IT equipment.

A PUE in the range of 1.2 to 1.5 is considered to be very efficient .

Keep the Hot Side HOT and the Cold Side COLD

Thermal efficiency is key component for efficient data center operations. A well-organized data center with delegated HOT and COLD aisles is a must to maximize the efficiency of your cooling, heat rejection, and IT equipment.

If you are operating in a raised floor environment utilize your floor plenum for cooling and ceiling plenum for the return of hot air. This will minimize recirculation, mixing, and dilution of your heat rejection solution within the white space.

Be mindful of equipment that does not intake in the front and discharge from the rear (side discharge equipment).

Implement Containment

Containment of your hot or cold aisles further contributes to the overall efficiency and operation of your heat rejection system. There are many strategies that can be implemented, even after the initial installation and deployment.

Options include end of row doors, vertical rack extensions, horizontal panels, or rack mounted chimneys.

If a Little is Good, More is Better, and Too Much is Never Enough

Unfortunately, this golden rule does not apply to data center operations.

Oversized equipment is not beneficial as it will operate inefficiently. Heat rejection equipment constantly cycle on and off and failing to dehumidify the air.

Select the right system(s) based upon your environment and operational model. There are many types of plants, systems and applications to choose from, including but not limited to dry coolers, air cooled chillers, water cooled chillers, adiabatic coolers. Rack level cooling can be provided by CRACs, CRAHs, in-row cooling, cooling doors, etc.

Leverage technology, such as CFD modeling, to test and validate your operational model as well as aid in the identification and resolution of hot and cold spots.

Leave No Cable, Cabinet, or Server Behind

Please don’t abandon equipment in place.

Careful extraction of IT cables, power whips, unused equipment, and related appurtenances should be systematically removed during refresh cycles and new project deployments. Prior to removal, power down all offline IT equipment.

Don’t turn your plenums into a junkyard and your data center into an IT museum.

The Three “R’s”

Reuse, Repurpose, and Recycle

Be responsible with your old equipment while contributing to your organization’s ESG and circular IT economics. Can your decommissioned IT assets be Reused in a non-data center application within your facility (test, dev lab, or other)? Is it possible to Repurpose components for use in other equipment, applications or environments? Is donating your old equipment to a school or other facility viable?

If Reuse and Repurposing are not an option, seek a Recycling solution. Check with your manufacturers, vendors, municipality, and carter for other Certified E-Waste Recycling options. You might even get paid for your trash!

Lastly, don’t forget to ‘sanitize and wipe’ the data from all of your equipment as part of your decommissioning process.

BONUS TIP

Update and Maintain your Documentation

A data center is an ever-changing environment. Equipment frequently goes in and out of the facility. Maintaining proper up-to-date and accurate documentation of your facility is key.

Documentation should be available in hard (paper) and soft (digital) formats. Keep at least three (3) binders of compiled information, namely the master, a field copy, and a reference copy. Digital copies should be stored in an accessible location (off of your cloud, in the unlikely event of a failure). A dedicated laptop or tablet should be part of your emergency to go kit.

Don’t wait for an event or emergency to realize your documentation is out of date and inaccurate.

ABOUT US

SIGMA7, a full service integrated architectural and engineering firm, provides professional services to clients in the public and private sectors. Our clients are Fortune 500 ranked organizations in the technology, insurance, banking, and financial markets.

Still curious or want to learn more about SIGMA7, our integrated A/E approach, or see how we can assist you and your team?

QAQC - Not Just a Milestone Task

09/12/2023

SUMMARY

In the fast-paced world of project development, the importance of a thorough and comprehensive Quality Assurance/Quality Control (QA/QC) process cannot be understated. While computer-aided design tools have become invaluable and have revolutionized project design and delivery, they do not eliminate the need for a robust QA/QC process.

In the past, manual drafting allowed more time for review and coordination, but with compressed schedules and increased pressure on design teams, the need for a well-orchestrated QAQC process is more important than ever.

THE CHALLENGE

Competitive fees, compressed schedules, and the misconception that computer-designed projects are flawless pose significant challenges.

Each and every project is unique, no matter how similar they may seem. The complexity of coordinating a multi-discipline solution requires careful thought and orchestration; no small task. In the days of drafting with pencil on vellum or ink on mylar, the process was slower, there was more time to think, review, focus, coordinate, and implement QA/QC, but now, time is compressed.

However, an integrated architectural and engineering (A/E) firm like SIGMA7 has an advantage over traditional siloed relationships between architects and consulting engineers in the development, documentation, coordination and QA/QC of a project.

WHY IS THIS A BENEFIT?

Our office consists of architects, mechanical and electrical engineers. A significant benefit of an integrated A/E firm lies in the fact that everyone is on the same team, sharing the same goals and interests. This contributes to how and why our teams can develop, design, and deliver better solutions for our client’s projects.

While there are a multitude of elements and components that contribute to the development of a successful project, we believe that Open and Immediate Communication, Eyes-on Project Development, and a Constant and Ongoing QA/QC Component are key elements of a well-coordinated project and QA/QC plan.

Open, Immediate, and Honest Communication

As everyone is on the same team, communication is spontaneous and without delay – the message can be transmitted across desks not across town. The likelihood of ‘telephone game’ distortions of a directive or message is eliminated. Ideas, questions, and clarifications can be easily and openly discussed.

There is no need to wait for the next meeting or conference call. Discussions are organic, naturally occurring, and without finger pointing or blame. The sharing of ideas and information can occur anytime and anywhere, during a lunch break, in the elevator, or over a cup of coffee in the pantry.

Direction and focus is easily maintained. This ensures that missteps due to misinterpretation or misunderstandings can be addressed immediately, not when the next evolution of documents is issued.

QA/QC isn’t just about finding mistakes, it is about preventing them.

Eyes-on Project Development

Having multiple pairs of consistent architectural and engineering professional’s eyes on our documents throughout the project process is another advantage of an integrated firm. The same team members stay with the project throughout the project’s evolution, from commencement to completion. The project develops organically -- progressing and evolving sequentially and simultaneously across the disciplines. The traditional hand-off from architect to mechanical engineer, and finally to the electrical engineer is eliminated, resulting in better coordination and fewer unforeseen issues. This level of understanding and coordination significantly enhances the project development, coordination, and QA/QC process.

Our project teams are accustomed to reviewing, commenting, and coordinating the work product from commencement to completion. Our architects are knowledgeable of engineering, the engineers likewise. This insight lends itself to mutual understanding, respect, awareness, and cross discipline coordination as well as embellishing the project development, coordination, and QA/QC process. You cannot effectively coordinate something that you have no familiarity with or simply do not understand. As an example, a single thin line on an engineering drawing can be a 96”x32” trunk duct or a bank of 6” conduits with a large turning radius. Oversights or misunderstandings like these can result in a potentially expensive oops during construction.

The outcome of an eyes-on effort, is a coordination and QA/QC process, that is a naturally occurring seamless component of the design and document development process. When a potential issue or concern is identified, it is quickly conveyed to all and immediately resolved. The process accomplished without blame or shame.

Identifying issues and coordination missteps are more easily corrected when identified earlier in the project development and documentation process. Early identification and timely correction eliminates costly construction changes and corrections. It is more cost effective to correct a drawing than refabricate structural steel member or re-route mechanical infrastructure.

Constant and Ongoing QA/QC Component

Project coordination and QA/QC should be a constant and ongoing component of the project process, commencing at the onset of the project, long before the review of the final construction documents.

The project kick-off meeting should clearly identify stakeholders, convey the client’s project goals, mission, and objectives. A communication plan and process established and identified. Project phases, their durations and deliverables, along with the overall project schedule should be clearly defined and understood by all members of the team. Subsequent internal job progress and client meetings are an excellent ongoing opportunity to refocus, refresh, and reestablish these criteria with the team. This is particularly important when dealing with larger projects that have big teams, multiple outside consultants, lengthy phases and an extended project duration.

Many architects and engineers complain that there is never enough time to, ‘put down the pencils,’ and perform a standalone QA/QC review. However, QA/QC can be an integral, ongoing, and seamless part of the project and documentation development process, while remaining as a milestone task on the project schedule.

By integrating coordination and QA/QC into the ongoing project process, coordination and QA/QC becomes second nature, ensures long term success, and is no longer viewed as a distraction from the task at hand.

A single attempt at Coordination and QA/QC as a standalone milestone task may be effective in some cases; however, it is an unlikely strategy for long term success. A continuous and ongoing Coordination and QA/QC process is a long-term strategy that naturally lends itself to the evolution of a project, its development and progression over time and ultimately its success.

CONCLUSION

A robust QA/QC process is critical in today's fast paced project development. Integrated A/E firms have a strategic advantage, allowing for open communication, better coordination, and an ongoing project QA/QC process. By recognizing and embracing the importance of an ongoing QA/QC process and integrating it into the project development timeline, costly mistakes can be avoided, and project success can be achieved.

ABOUT US

SIGMA7, a full service integrated architectural and engineering firm, provides professional services to clients in the public and private sectors. Our clients are Fortune 500 ranked organizations in the technology, insurance, banking, and financial markets.

Still curious or want to learn more about SIGMA7, our integrated A/E approach, or see how we can assist you and your team?

Alternative Design Minimizes Risk, Shortens Schedule, and Reduces Cost

09/08/2023

SUMMARY

SIGMA7 presents an alternative project design and delivery approach, in response to a client RFP, that maintains business continuity and provides for operational efficiency while reducing both the schedule for implementation and the client's capital spend.

THE CLIENT

A large (confidential upon request) financial organization located in the center of a major East Coast city is responsible for critical operations. The facility is housed within a 45-year-old facility with approximately 3,000 employees working onsite.

BACKGROUND

The client needed to replace the entire mission critical mechanical, electrical, and plumbing (MEP) infrastructure, supporting their business operation, as the aging systems were at or approaching end-of-service life.

Prior to issuing the RFP, the client conducted a feasibility study which included a concept design. The study determined the project could take more than eight years to complete at significant cost.

THE PROJECT CHALLENGE

As an organization that conducts financial transactions and is required to adhere and comply with regulatory requirements, the client posed the following challenge:

Replace the MEP infrastructure without shutting down IT equipment
Maintaining business as usual
Ensure 24x7 operations of critical system

The client issued two separate design RFPs. The first included the replacement of 13 sets of switchgear and 7 emergency generators located throughout the building. The second included replacing 16 large air handler mechanical units, also located throughout the building.

SIGMA7’s SOLUTION—AN ALTERNATE CONCEPT FOR IMPLEMENTATION

The SIGMA7 team realized that reducing risk and ensuring business continuity while upgrading infrastructure is a key component of the project solution.

"This facility is much more than a typical office space,” said Robert Rouleau, AIA, ATD, founding partner and managing principal of SIGMA7. This client posed a very special challenge for the SIGMA7 team to consider:

“How do you ensure business continuity while upgrading MEP infrastructure in an operations facility housing so many employees conducting sensitive financial transactions that simply cannot be interrupted?”

SIGMA7 understood that sporadic and systematic shut down of the building’s infrastructure over the course of nearly a decade, as presented in the RFP design concept, while possible, was neither feasible nor beneficial for ongoing operations or project implementation. It also created potential for increased risk to the project, ongoing operations, and the ability to maintain business-as-usual.

SIGMA7 considered many factors when reviewing this client’s requirements. Significant focus placed upon:

Value: The client required the lowest cost for the best value.
Approach: The SIGMA7 team had to ensure it presented a competitive proposal that met every single client goal.
Impact: The winning proposal had to reduce business disruption, improve upon the schedule, and limit operational risk

SIGMA7 took a significant risk by proposing an alternative design concept for implementation that completely deviated from the findings of the study, the design concept presented, and the initial client ask.

The solution leveraged the two RFPs into a single integrated design solution.
Our outside-of-the-box solution was based upon the development and creation of new redundant “mechanical penthouses” to house the replacement equipment.
Equipment would no longer be replaced on a one to one, in kind basis
Risk significantly reduced
Former mechanical and electrical spaces were vacated and repurposed

The solution transplanted the entire Mechanical infrastructure and select components of the Electrical infrastructure to the underutilized roof of the facility. New penthouses were proposed to be constructed atop the building. This approach allowed for fewer larger air handlers to be installed, commissioned in-place and connected to the existing distribution ductwork. Following commissioning, a systematic removal of the existing air handlers could occur with negligible risk, while maintaining 24x7x365 business-as-usual operations.

“Our design team moved the heart of the building to the roof,” explained Rouleau. “Rather than upgrade infrastructure from within the facility and attempt to reconfigure obsolete technology, our team configured an entirely new physical plant on the roof, within enclosed mechanical penthouses.”

Key attributes of the SIGMA7 solution:

Duration of the project was reduced from eight to 2.5 years
Project cost was reduced by $10 million
Operational risk significantly minimized

Additional value-added benefits of the solution:

Eliminated the need for temporary equipment, services, and systems
Leveraged unused roof space for systems and equipment
Enabled an expanded work duration providing for year-round construction, not just during the ‘shoulder’ seasons when mechanical needs are diminished.
Reduced disruption and distraction to the buildings inhabitants as construction was focused on limited areas of the building, with a significant portion of the work performed on the roof
Reclaimed and repurposed space. These spaces allowed for the installation and commissioning of new electrical switchgear and infrastructure along with other facility needs
Decreased risk to critical operations
Enhanced redundancy and reliability of the mechanical and electrical systems
Simplified systems maintenance and operations

“SIGMA7’s integrated architectural and engineering teams have the experience, knowledge, and capability to look at a project like this during a proposal phase and be able to see something that our potential client may not see,” said Rouleau. “We took a risk presenting a proactive holistic solution in lieu of a reactive approach that focused on individual components and the ask of the client’s RFP scope of work.”

ABOUT US

SIGMA7, a full service integrated architectural and engineering firm, provides professional services to clients in the public and private sectors. Our clients are Fortune 500 ranked organizations in the technology, insurance, banking, and financial markets.

Still curious or want to learn more about SIGMA7, our integrated A/E approach, or see how we can assist you and your team?

Advantages of Integrated Architectural + Engineering Design

09/07/2023

SUMMARY

All projects require the services of numerous design professionals to bring a client’s vision from idea to reality.

Integrated architectural and engineering (A+E) practices provide clients and their projects with tangible strategic benefits for project development, design, and delivery. This is especially true when implementing mission critical projects.

SIGMA7’s design process optimizes our team’s workflow to produce client specific design solutions that add value, are delivered on time and on budget, while meeting or exceeding client goals and expectation.

BENEFITS OF INTEGRATED A+E SERVICES

The development, design, and delivery of a project requires the work of numerous professionals and multiple disciplines. Achieving and maintaining concurrence and harmonious agreement between offices can become an issue, as each firm and/or discipline can have a varied opinion and interpretation of client desires, project priorities, and design direction. These issues can result in a misdirection, wasted time and effort, increase in cost, confusion within the team, and/or a compromised solution.

Tangible benefits of full service integrated A/E project process, includes:

Communication and collaboration
Coordination and consistency
Compliance and due diligence
Completion and schedule

COMMUNICATION and COLLABORATION

Communication is key to the success of all projects. The barriers in communication and sharing between multiple firms poses an obstacle to the project development process.

In-house teams have the benefit of the constant and immediate flow of information. Architects and engineers working hand-in-hand within a side-by-side environment fosters natural and organic collaboration as well as learning and ongoing professional development. The sharing of ideas and concepts, as well as the desire to achieve the mission statement, goals, and objectives of the project is seamless.

There is no delay in communication. The delivery of a message or directive can be quickly and easily shared with the team, and if needed, clarified on the spot. Communication is nearly constant and occurs actively, passively, and informally both inside and outside of the office, even occurring while grabbing a coffee or over lunch. There is no need to wait for a team, job progress, or client meeting to review, discuss, or bounce ideas or suggestions between the team.

SIGMA7's team has a single voice delivering consistent direction and guidance. Our architects and engineers are directed by knowledgeable interdisciplinary project managers. Our project managers are principal and senior level staff well versed in architecture and engineering. They are not only the voice for the team, but a constant and consistent vehicle for communication between our clients and our alliance specialty consultant team. This approach ensures project communications are clear, consistent, and timely. This enables us to maintain progress while keep the team and the project itself on track throughout it's lifecycle.

When collaboration is a naturally occurring component of the design process, rather than finger pointing between disciplines and offices, the design and project process benefits as it is simplified and streamlined. Team members can easily challenge each other, leading to better, more creative solutions, out-of-the box thinking, while seeking and delivering the very best solutions for our clients.

COORDINATION and CONSISTENCY

Delivering clear and concise documentation necessitates end-to-end consistency throughout the project design and implementation lifecycle across the professions and construction trades. Integrated design services eliminates many of the obstacles, including back and forth attempts between offices to resolve issues and problems. When the A/E team residing within the same office, studio, and project team, formulating a solution is quicker, easier, and better coordinated -- simplifying the process and removing wasted effort. Real time collaboration speeds up the project process and lends itself to holistic resolution of design issues, conflicts, and field conditions, if and when they arise.

Simply stated, everyone is on the same team and working towards the same goal. The coordination process is seamless, ongoing, and constant. There is no need to wait for the next iteration of drawings to seek out the revisions and restart the coordination process. Alternatives and remedial solutions can be prepared expeditiously, developed more fully, and be better coordinated for consideration and implemented. This approach minimizes the potential for cascading problems (i.e. fixing one issue and creating another) which often results in increased project costs and extended schedule durations. resulting from the lack of collaboration and coordination.

COMPLIANCE and DUE DILIGENCE

Compliance and due diligence should commence early in the project process. Project due diligence is a key component in crafting the rules, guidelines, and requirements of the project. These components play a significant role in structuring the manner in which a project will develop. Impacts to the project can include: the site and its characteristics, building codes, rules and regulations, zoning requirements, schedule, budget, sustainability issues and concerns, market conditions, existing conditions, current and future business initiative along with dozens of other internal and external factors.

Identifying, acknowledging, and respecting these items will not only guide a projects development, but it’s success.

Quality Assurance and Quality Control (QA/QC) is a logical extension of compliance and due diligence process. QA/QC should be an ongoing effort throughout the project process. It is not 'just' a deliverable. Multiple disciplines within the office focuses many pairs of eyes on the project, each looking not only at their disciplines' specific scope of work, but the integration of each of the disciplines and ultimately delivery of the work product.

COMPLETION and SCHEDULE

Real-time ongoing interdisciplinary collaboration saves time and reduces project schedule durations. The design team and client can make quicker and better-informed decisions given immediate access to the project talent. The turnover time waiting for ‘the other offices’ to generate product and responses is eliminated. Submittal reviews are expedited as the packages only need to travel between desks, not offices.

RFIs and FIMs are more easily responded to as multiple disciplines can evaluate, review, and respond ensuring that the solution is complete, while accounting for potential impacts outside of a single discipline’s responsibilities.

Field conditions when they arise, are dealt with in the same manner. A single call to the office, if necessary, can resolve an issue impacting multiple disciplines.

THE SIGMA7 SOLUTION

Our practice was founded upon and continues our commitment to producing project solutions in an interdisciplinary integrated A/E environment. Our team and repeat clients recognize the inherent benefits and value add provided by integrated design. Our approach leverages our in-house multi-discipline talent, where communication, coordination, compliance, and collaboration are key components ensuring project success and well executed solutions for our clients.

ABOUT US

SIGMA7, a full service integrated architectural and engineering firm, provides professional services to clients in the public and private sectors. Our clients are Fortune 500 ranked organizations in the technology, insurance, banking, and financial markets.

Still curious or want to learn more about SIGMA7, our integrated A/E approach, or see how we can assist you and your team?

KAIZEN – Develop, Design, and Deliver Project Solutions

09/04/2023

SUMMARY

SIGMA7 utilizes the KAIZEN process to aid in the development, design, and delivery of solutions to meet our client's unique goals, needs, and objectives

KAIZEN is a business philosophy based upon continuous improvement, challenging status quo, and recognizing the importance of input from all. We utilize the principals of KAIZEN to assist our clients with understanding that change for the better, while it may be difficult, is good.

THE CHALLENGE

Building trust and moving the client and project team beyond status quo is difficult. The design team is frequently met with resistance throughout the project process as there is often a fear of the unknown. Accepting and welcoming change can be difficult for many. The KAIZEN process has proven to be a valuable tool in achieving and realizing the goals of our clients.

SIGMA7’s SOLUTION and the APPLICATION of the PRINCIPLES of KAIZEN

KAIZEN focuses on the importance of the team:

Inclusion of all personnel as well as team members outside of the organization is key, from C-suite to intern, vendors, consultants, administrative and support staff – no individual lacks importance or value in the development of a solution
Teamwork is critical to project success
Achieve objectives by removing obstacles
Embrace and acknowledge the end-goal of a project
Understand that Long Term Benefits are derived from Short Term Gains and Improvements

Breaking from STATUS QUO

The team needs to re-focus on process, approach, and objectives. Old ways, thinking, and approach results in consistently similar outcomes.

Breaking from the norm requires the team to:

Communicate clearly, openly, and honestly
Think creatively and critically
Have a desire to innovate and improve

Once the team accepts these basic concepts, the project process becomes:

Results driven
Based upon best practices
Fact-based and utilizes review and analysis

CASE STUDY

APPLICATION OF THE KAIZEN PROCESS

The following case study illustrates utilizing KAIZEN for the determination of issues at the core of the client’s concern. Once identified, the scope of work is defined, and the approach determined. Given this information, the solution is developed, designed, and delivered.

We have simplified the KAIZEN process into the following five (5) phases:

PHASE I – IDENTIFICATION

The client presented the following issues and concerns with their enterprise data center to SIGMA7:

PHASE II – INVESTIGATION

Our A+E team visited the site and observed that the issues went beyond the inefficiencies of layout and cabinet fill. We observed:

Chilled water supply & return (CHW S&R) pipe interferences
Criss crossing and dead-ended CHW S&R branch lines
Air ‘dams’ created by cabling distributed within the access floor plenum
Banks of densely stacked electrical conduits reducing air flow
Conflicts and constraints between systems
Abandoned in place components

SELECT IMAGES OBTAINED DURING INVESTIGATION

The data center needed an Effective, Long Term Data Center Master Plan Strategy that could accommodate the needs of their current, projected, and future production equipment. The solution needed to provide for:

The project team agreed that the project needed to accomplish the following goals and objectives:

Simplify and Maximize
- Mechanical Distribution
- Electrical Distribution
- Facility Operation and Maintenance
Re-organize the Data Center
- Throughout the white space (access floor production area)
- Within the floor plenum
- Hot/Cold aisle layout and consistency
- Mechanical Infrastructure and distribution
- Electrical Infrastructure and distribution
- IT/Production Equipment
Standardize equipment
- Mechanical Equipment (CRAHs)
- Electrical Equipment (PDUs, RPPs, etc.)
- Production Equipment (Configuration, layout, cabinets, containment, etc.)
Continuous, uninterrupted, and ongoing ‘business-as-usual’ operation a must

PHASE III - ENGINEERING

SIGMA7, given the additional input of the client team:

Prepared and completed Computational Fluid Dynamic (CFD) models of the proposed data center solutions to confirm the validity of the POD concept basis of design.

The design concept was based upon a two (2) multi cabinet compute POD module. Each POD includes 26 cabinets, an electrical infrastructure consisting of 2N redundant Power Distribution Units (PDUs) and end-of-row Remote Power Panels (RPPs) and rack mounted A/B PDUs. Cooling and heat rejection supported by N+1 downflow CRAC units that are fed from an updated and reconfigured CHW S&R loop including isolation valves. Hot aisle containment is provided, with the ceiling utilized as a return plenum to the snorkeled CRAC units.

PHASE IV - IMPLEMENTATION

With the design concept validated it was time to move into implementation.

The design team worked hand in hand with the IT and Facilities Engineering Team to coordinate roll out of the IT Moves, Adds, and Changes (MAC) plan while preparing the construction documents for the first two (2) PODs. The initial phase of documentation also included the masterplan approach for the planned modifications necessary to implement the future phases of the overall plan.

Chilled water piping dead ends were eliminated; a true chilled water S&R loop was implemented to support the new PODs.

The electrical distribution was re-organized and simplified including the removal of the low voltage cable plant pinch points and air dams. These improvements ensured adequate airflow would be provided throughout the access floor plenum to support the cooling needs of the increased density of the production equipment.

The POD design also included a refresh of the ceiling plane, featuring new clean room ceiling tiles and energy efficient LED lighting.

The production PODs were developed as a flexible kit of parts to simplify procurement, future installation, and modifications if needed, should there be changes to production equipment or cabinets.

The installation is capable of supporting production cabinets loaded to 16kW once the underfloor dams and obstructions were resolved.

CONSTRUCTION and AFTER IMAGES

PHASE V - REVIEW

Following the implementation of the PODs, the team reviewed the project goals and objectives, the performance of the team, as well as the end result of the project.

A few minor items were identified. Several adjustments were made to the project plan that were implemented with the later phases of the POD implementation.

The masterplan, consisting of six (6) PODs, has been successfully implemented at each of the client’s enterprise facilities.

ABOUT US

SIGMA7, a full service integrated architectural and engineering firm, provides professional services to clients in the public and private sectors. Our clients are Fortune 500 ranked organizations in the technology, insurance, banking, and financial markets.

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