在1980年代初，总部位于阿拉巴马州伯明翰的建筑公司的领导将成为Robins＆Morton做出了战略决定 - 从艰苦的出价中移交，而是与客户进行协商的合同，其中大多数是医疗保健公司。

“That was a big milestone for us,” recalls Bill Morton, chairman and CEO and the son of former president and part-owner Barry Morton, whose name was added to the original Robins Corp. in 1992. “We wanted to partner with our clients and build more collaboratively.”

作为已经成为行业范围的业务的早期采用者，Robins＆Morton可以在其核心医疗保健市场中蓬勃发展，该市场占其业务的80％以及酒店和政府部门。结合整体强劲的东南经济，该公司连续数年稳定增长。对于2018年，罗宾斯与莫顿的区域收入不到9.2亿美元，比其2017年收入总数增长了10％，这本身已经比2016年的总数增长了26.1％。Robins＆Morton目前在该地区承包商中排名第11。

The company reports that a third of that volume came from Florida, as evidenced by the recently completed $145-million tower addition and renovation project at Mount Sinai Medical Center in Miami Beach; a $76-million, 92-bed vertical expansion at Tradition Medical Center in Port St. Lucie; and the Mayo Clinic’s new $56-million cancer treatment center in Jacksonville. Last year also saw Robins & Morton working on a $158.2-million tower and central energy plant expansion at Baptist Hospital of Miami.

莫顿指出，该公司90％的收入是重复业务，“这些客户正在增长。”

其中包括位于阿拉巴马州亨茨维尔的亨茨维尔医院，承包商目前正在建造1.75亿美元的骨科和脊柱塔。运营高级副总裁鲁迪·霍恩斯比（Rudy Hornsby）估计，在过去28年中，罗宾斯（Robins＆Morton）在“数百个项目”中处理过，承包商错过了预算，时间表不超过两次18luck官网。

Hornsby also remembers well the challenges of project management in the days before Huntsville Hospital adopted integrated project delivery with Robins & Morton. Doing projects piecemeal, he recalls, “was very hard to manage.”

By building primarily for and around the health care industry, Robins & Morton has become well versed in the intricacies of health care construction and renovation work, from carefully staging work around existing critical operations to retaining the flexibility to accommodate last-minute decisions on high-tech equipment.

“Specialized medical technology changes so quickly, and physicians want the latest advancements on hand when the facility opens,” says Robin Savage, president and COO. “You have to be adaptable.”

Jacob Nagib, director of planning, engineering and construction for Daytona Beach, Fla.-based Halifax Health, credits Robins & Morton for cultivating a full understanding of health care construction issues across its project team.

“You get comfortable with them as a project goes along because they know everything,” says Nagib, who is currently overseeing Robins & Morton’s work on a 196,000-sq-ft addition at Halifax Crossing Hospital in Deltona, Fla. “They can also work directly with the facility’s users because they know what those challenges are, and what it takes to address them.”

Internal innovation

除了熟悉客户的复杂需求外，Robins＆Morton还试图解决各种规模和专业承包商所分享的内部资源挑战。

In addition to supporting the work of the Birmingham Academy of Craft Training, which recruits and trains high school students for construction careers, the company’s Craft Mentorship program helps current craft-level employees prepare for management roles. The 15-week classroom and hands-on training course covers scheduling, leadership, cost control, estimating and other tools necessary to advance in the industry.

The program is highly selective, Savage adds, accepting fewer than half of the more than 20 applicants. Members of last year’s inaugural graduating class were promoted to foreman or assistant superintendent. The next class graduates this coming July.

“We see this as a real breeding ground for craft-based superintendents of the future,” Savage says, adding that the company has also invested in improving craftworker benefits, including paid time off, financial advising and assistance in transitioning between assignments.

Another new training initiative aims to shift the company’s safety effort to reflect a human performance approach by seeking to understand the underlying systematic factors that shape workers’ behaviors and actions. Savage says the approach is already having a positive effect on jobsite safety education and what employees should be watching for from a systems perspective.

他说：“我们真的认为这是使工作场所更安全的未来浪潮。”他补充说，该方法也可以适应公司运营的其他部分。

新方法应增强已经是强大的安全计划。北卡罗来纳州劳动力和安全部最近引用了罗宾斯和莫顿（Robins＆Morton），记录了过去八年中涉及全州工作的零伤害或疾病。

Another Robins & Morton training initiative that recently broke ground is the company’s new Field Lab for students in Auburn University’s Building Science Program. The 5,000-sq-ft metal building will provide a fully equipped environment for training in the full building process as well as a venue for research into new practices and technologies.

专注于未来

Along with making extensive use of robotic layouts, drones and laser scanning for its projects, Robins & Morton is also part of the growing trend among construction companies to cultivate its own technology products. Buildfore, a company-sponsored start-up formed in 2018 by three of its schedulers, has so far developed four user-friendly construction technology products aimed at improving efficiency, collaboration and communication across the entire building team.

开发了一种工具Slatplanner，以增强具有模拟界面的最后一个计划系统，以保留该公司所说的物理合作，该合作在数字繁重的环境中丢失了。Buildfore的创始人在ENR最近在旧金山举行的FutureTech会议上发表了有关其计划产品的申请的演讲。新利luck

While Robins & Morton is currently contemplating geographic expansion as well as vying for more complex projects such as pharmaceutical manufacturing facilities, Savage expects the company to stay close to its health care roots. He notes, however, that the forces driving that market are continually evolving.

“Health care has become very competitive, and facility renovations are increasingly important for a hospital’s image,” he says.

Another trend is the growth of behavioral hospitals that provide substance abuse services. Earlier this year, ground was broken on a 80,000-sq-ft crisis stabilization unit on the campus of Cherokee Indian Hospital in Cherokee, N.C. Scheduled for completion next summer, the two-story facility incorporates 31,000 sq ft of a former hospital building to provide treatments for substance abuse patients.

“We’ll also focus on the way clients want to deliver projects and continue to be adaptable to those needs,” adds Morton. A recently established second-tier planning group, made up of nearly 20 people from across the company is providing a variety of perspectives that are being integrated into the company’s overall strategic plan.

Calling the group “one of the bigger things we’ve done this year,” Morton says the group’s input “will help us meet needs of both clients and employees.”

Hornsby说，Robins＆Morton为客户所做的最大的事情是过去几十年的实践。

“The few times there’ve been problems, they’ve stepped up to do something about it, which in turn builds trust,” he says. “It’s not often you get to a point where owner and contractor can both take each other at their word.”