STAFF SAFETY
HVAC system had to be able to heat and cool the incoming air to ensure the exacting temperature and humidity parameters are maintained at all times. Facility monitoring software has been integrated into the system to provide independent monitoring, generating an audible alarm if the parameters are breached and alerting the BMS so that the settings can be adjusted in real time. In order to manage costs, reduce time- consuming commissioning and validation requirements and avoid the spatial impact of redundant building services capacity, the BES team carried out a thorough risk assessment in consultation with the client to determine where standby plant and capacity was required. This ensured the building services were specified to current need without unnecessary ‘futureproofing’. To reduce risk and maximise efficiency, the mechanical engineering team considered how areas of the facility could be linked together by the building services specification. Similar rooms were linked together and linked to a dedicated air handling unit so that failure of a single air handling unit can only affect one element of the manufacturing process. This will enable production to continue and preventing batches of product from being compromised.
Additional services
In addition to addressing the balance of energy efficiency and performance in the design of the HVAC system, the BES team was also asked to factor an operational challenge into the performance criteria. As the cleaning regimes include a mop down at least once each day, AstraZeneca wanted to reduce drying times after each mop down by half to increase availability of the production areas. After developing complex calculations, including observations of the amount of water and detergent used during a mop down, the BES team was able to design a system that allows the facility to return to temperature, humidity and air quality spec within half an hour of each mop down. In addition to the HVAC and air quality systems required by the new AstraZeneca facility, the process requirements also
demand that sterile compressed air, nitrogen, water for injection (WFI) and pure steam systems are built into the clean room locations. The BES team developed an innovative combined WFI and pure steam system that improved spatial efficiency, reduced costs and provided commissioning and validation efficiencies.
The integrated team at BES enabled
close co-ordination of the electrical and mechanical services design, with clash detection enabled by REVIT 3D modelling. Energy efficiency was a clear focus for the electrical design team with LED lighting specified throughout and flush mounted units specified for all clean areas to create a seamless finish. All lighting is on a presence and absence detection control system to avoid any need for any manual switching. All doors to and from the clean areas, which are clear glass panels to enhance visibility, are also automated to avoid the need to touch surfaces. The mechanical and electrical services for the SPP5 building are so complex that the entire 1st floor level is dedicated as a service distribution space, with all processing and office space on the ground floor and the 2nd floor providing the plant room.
Construction challenges
With the design complete and accurate construction costs provided during the design phase, the BES team produced detailed construction schedules and began the process of delivering a fully-integrated fit out and services installation within a demanding 18-month construction and commissioning phase. Full co-ordination with the process equipment supply chain was required as part of the planning process but it soon became apparent that resequencing would be needed to accommodate AstraZeneca’s requirement for key pieces of equipment – including the autoclaves and washing equipment – to be brought in and tested earlier in the programme. This, in turn, meant that other elements of the specification, such as the combined WFI and pure steam generation equipment, also had to be re-sequenced. By working closely with the client to prioritise and problem solve, the project team was able to hand over the installed autoclaves, washing equipment and associated services six months prior to project completion. Similarly, as AstraZeneca wanted to start testing the sterile processing suite a month before commissioning began, the project team accelerated this area, tweaking the programme to accommodate the client’s operational requirements.
Although commissioning and validation of such a complex facility is, by definition, a detailed and time-consuming process, a best practice approach to qualifying every element of the project at each stage, including design qualification, installation qualification and operational qualification, helped to ensure that this was trouble free. It demonstrates the importance of working collaboratively across the project team, the client and the end user, particularly when the facility in question is complex, business critical and required within a very tight programme.
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CSJ NOVEMBER 2018
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