2 COGHLIN PERSPECTIVE

MESSAGE FROM THE PRESIDENT

COGHLIN PERSPECTIVE 3

So, this is our third edition of the Coghlin Perspective and I am sohonored to be able to celebrate our company’s 125th anniversary.As I have noted in other issues, our company has thrived due toour people—people of common sense smarts, integrity andinnovation. It is an honor to represent an organization that isvalued and respected in our community. I think communityparticipation ranks among our most valuable offerings. This

volunteer effort pervades our organization whether it be school activities oryouth development or city activities—Coghlin folks participate!

2010 promises exciting new challenges! My guess is that we have thrived for125 years because we feel that way each and every new year about the work that wedo. We are focused on providing our customers with improved efficiencies in ourwork delivery methods, and staying technologically ahead of the game with ourCAD Live Estimating Software. We are working on projects for customersfarther away and wider in scope, as that is a sign of the times in our industry andis a trend I believe will continue. We are investing in training and education forour people, and as this economy turns around Coghlin will be positioned andready at the batter’s box. Happy summer!

Susan M. Mailman

A publication from:

Coghlin Electrical Contractors, Inc.100 Prescott StreetWorcester, MA 01605508.793.0300 • 508.793.0303 Faxwww.coghlin.com

Susan MailmanPresident

Dick SabataloSafety

Christine KellyVice President & General Manager

Kevin HennessyChief Estimator

Matthew LoganBusiness Development

Brian LewisDirector Project Management

Stephen WentzellChief Financial Officer

On the Cover:

UMASS Biological LabsMattapan, MAPhoto By:Stephanie Caputo

VOLUME 2 • ISSUE 1

Coghlin Perspective is a resource for industrial end users,property managers, building owners and operators, facilitiesmanagers, general contractors, architects, consulting engi-neers, as well as potential and existing clients of CoghlinElectrical Contractors, Inc. and Coghlin Network Services, Inc.Designed to feature topics affecting the electrical andconstruction industries. Coghlin Perspective also highlightsCEC & CNS achievements and capabilities.

Coghlin Perspective is published by Oser-Bentley CustomPublishers, LLC, a division of Oser Communications Group,Inc., 1877 N. Kolb Road, Tucson, AZ 85715. Phone (520) 721-1300, fax (520) 721-6300, www.oser.com. Oser-BentleyCustom Publishers, LLC specializes in creating and publish-ing custom magazines. Editorial comments: Karrie Welborn,karrie_w@oser.com. Please call or fax for a new subscrip-tion, change of address, or single copy. This publication maynot be reproduced in part or in whole without the express writ-ten permission of Oser-Bentley Custom Publishers, LLC. Toadvertise in an upcoming issue of this publication, pleasecontact us at (520) 721-1300 or visit us on the Web atwww.oser-bentley.com. August 2010

IN THIS ISSUE

Coordination and CommunicationA Team Effort ................................................................. 4

Data Center ChallengeExpanding FM Global ................................................... 8

Electrical SafetyUnderstanding Arc Flash ............................................ 10

A Day in the LifeNever a Dull Moment for Coghlin’s Service Team ...............................................12

BIOMEDICAL LAB

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Coghlin Electrical Contractors has more than one businessdivision behind the company’s full name. When an opportunityarises for all facets of the Coghlin divisions to participate on thesame project, Coghlin goes after the project hard, knowing fullwell it is an opportunity to shine. Coghlin’s niche is end-to-endpackaging of their business lines. Beyond the marketing of thatskill, they deliver to the promise.

This was the case with their recently completed project, theUniversity of Massachusetts Biomedical Laboratory. Located inthe Boston suburb of Mattapan, this ground-up building wasconstructed to house advanced labs, premier offices and state-of-the-art meeting space. Given the fast-track nature of the job, thegeneral contractor awarded to Coghlin the electrical,telecommunication/AV/security packages as well as the data center

Coordination and CommunicationA Team Effort

Exterior of Building

BIOMEDICAL LAB

COGHLIN PERSPECTIVE 5

package. The University of Massachusetts Biomedical Laboratorywould prove to be a unique project in the Coghlin portfolio.

The Biomedical Lab had a 14-month construction schedule,relied on pre-engineered drawings and had many daily changes.In addition, the facility was pursuing LEED certification, andas such, the building design called for extensive use of curtainwall glass, multiple skylights, and environmentally-friendlymaterials throughout. The exterior of the building is wrappedin terra cotta panels special ordered from Germany. Inaddition, the Lab carried visual aesthetics that proved difficultto integrate into the construction of the building.

COORDINATION AND COMMUNICATIONCoordination on the jobsite involves mechanical, electrical andplumbing (MEP) to work together to ensure all ductwork,

process piping and electrical piping will fit in the space provided.It requires technical skill and solid communication in order tobring the building out of the ground and showcase the skill setsof every trade. Every project has challenges, and some have asmall footprint within which all trades have to fit. This projectalso had two additional issues—building aesthetics and eleventhhour technical changes.

CHALLENGE #1: BUILDING AESTHETICSThe UMASS Biomedical Laboratory is not your standard officebuilding. It’s a state-of-the-art design, three stories of glass, openair space and “flowing space.”

“The building has an interesting dimension to it,” statedCAD Coordinator Dana Karlgren. “The majority of the corewalls on the first and second floors weren’t true square; they

Entry Rotunda

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were either angled or in some cases, radiuses. The architectmaintained a very high ceiling plane throughout the building,making coordination of all the MEP trades within the ceilingcavity a challenge.” He continued, saying that the door framesfor the offices stood 10'-0" tall, which made the average heightof the ceilings around 10'-1". Considering the bottom ofstructural steel was around 13'-0" in some areas, this meantthere was less than 3'-0" to fit all of the MEP trades, plus lightfixtures above the ceiling. Due to a diligent effort between thetrades, Coghlin was able to coordinate everything so thearchitect did not have to alter the custom door frames andlower the ceiling plane. It was a very tight fit, but throughcoordination, the appropriate result was achieved withoutimpacting the building’s design.

CHALLENGE #2ELEVENTH HOUR TECHNICAL CHANGESTechnical ChangeCoghlin had three divisions on-site. Each provided a projectmanager for the duration of the project. Each project managerdealt with rapid technical changes without schedule slippage.

ElectricalWhen you think of a standard build-out for a lab building, theusual electrical issue is coordination of a heavy power distributionsystem and the density of branch circuit wiring, and in this

project that was clearly a factor.“Probably the most time-consuming part of the project was

extending the utilities from the new building to the existingPhase 1 building across the street,” stated Karlgren. “This tookan enormous amount of coordination on everyone’s part becausethe Phase 1 building had a stringent manufacturing schedule thatcould not be disrupted. Coghlin had to get tasks approved, andwe could only perform work in certain areas at certain times.Plus, we had to coordinate all of our new work with the building’sexisting infrastructure. Luckily we built the Phase 1 building in2004, so we had some firsthand knowledge of the space. But itwas still a challenge to bring it all together, given the generalcontractor’s accelerated schedule.”

Telecom/Security/Audio VisualThe change and coordination issue for the security packageprovides another example of a fast-paced, design change. Whatinitially was planned as a traditional, analog system movedquickly, post-award, into a full blown IP (Internet protocol)system. Andy Anderson, Senior Telecommunication ProjectManager for low-voltage systems, is used to this type of changeon a construction project as the technology itself continues toevolve, and the cost of cameras fluctuates. He explained,“Ensuring that the port count and bandwidth allocation was pre-configured and documented for patch over between switches andcabling was the most significant challenge to switch the MASS

First Floor Training Room Administrative Office Space

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BIO analog system to IP. ”Regardless of these challenges, the building opened on time

with an IP-based system.

Data CenterThe corporate data center in a project of this magnitude (thedata center contract was valued at $1.1 million) is significantand typically does not go into final design once the data centerroom is established. Once the owner can visually see the room,layout and equipment, change is typically required, stated EdPechie, Project Manager for the Data Center. There werenumerous custom parts specifically fabricated to ensure theroom would be a showcase for the University. For example,Coghlin made custom troughs to conceal the PEX pipingentering the top of each in row RC unit. Custom boxes werecreated to conceal the PEX piping entering the CDUs, andcustom end caps for the power trough located on top of eachPDU concealed the power cable. Once the project wascomplete, all parties were impressed with the work. “It’s abeautiful data center,” said Pechie.

Internal CommunicationOn a project of this size, coordination happens on two levels:with the other trades, and internally. The communication andcoordination was streamlined through Coghlin veteran Karlgren,who took the lead in terms of keeping the team updated on

owner design, changes and schedule. Not only did the Coghlinteam install power and distribution systems, they installed all ofthe telecommunications, audio visual, and security infrastructureas well. “That took a lot of time, effort and coordination,” saidKarlgren, “not only with the other MEP trades, but within ourown internal team as well.”

Anderson explained, “Dana (Karlgren) was a major player inmaking sure the design end of the telecommunication/AV/security portion of work was issued to the electrical sidefor coordination.”

“Overall, I think the team ran a successful job and providedthe customer with a quality installation,” Karlgren stated. “Weworked with the customer (who had a constant presence on thejobsite) to accommodate their requests and ensure that theinstallation met their expectations.”

This project challenged Coghlin’s internal communicationprotocols and led to the refinement of the coordination andcommunication processes both within the company andin terms of how teams from Coghlin communicate withcustomers and vendors. It is always a benefit to take a challengeand turn it into a positive resolution. When a company hasbeen in active business for 125 years, it stands to reason theyknow how to adapt, adjust—and grow. The UMASSBiomedical Laboratory project not only shines in itscompletion, but Coghlin shines in its ability to take its ownchallenges and turn them into a winning reality.

Telecom Closet Data Center

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DATA CENTER

PROJECT OVERVIEWFM Global is a global insurance and underwriting companybased in Rhode Island with $4.7 billion in premiums. Theirsteady growth has brought them to the top of the insuranceindustry, creating a need for a new corporate data center.

FM Global invited a select list of telecommunicationcontractors to bid on this complex project. In the final analysis,Coghlin Electrical Contractors was presented with a greatopportunity and a few immediate challenges.

OPERATIONAL CHALLENGESThe intensity of a data center build-out was unique in that thedata center had to be fully built out and operational while thenew corporate headquarters was being constructed around it.

This created unique challenges in building clean. Otherchallenges included: • Fast-track schedule: Six weeks start to finish• Installing 130 new data cabinets in a 4,500 square feet footprint• Installing 500,000 ft CAT6A copper wiring; 75,000 ft MM

fiber; 4,787 fiber strands in the aforementioned time frame

• Total labor hours required for termination exceeded the daysallotted in the calendar

• LEED / sustainability requirements on the project

SOLUTIONS IMPLEMENTEDCoghlin Electrical Contractors was chosen based on theirreputation and proven success for fast-track projects. They inturn immediately reached out to their strategic partners forthe project: Panduit and Anixter. Having reliable partners iscritical to the overall success of the project.

Panduit’s flexibility from a manu-facturing perspective wasinstrumental. Without product, Coghlin could not begin theinstallation process. There were many specialty assembliesand unique piece parts that Global required for this project.Panduit was able to meet or exceed all of the dates thatCoghlin required to maintain the schedule.

In addition to acting in their traditional role as adistributor on the project, Coghlin also engaged Anixter’sREADY! Deployment Group. Anixter’s READY! Deploymentsolutions simplified manag-ing materials at the jobsite.

Data Center ChallengeExpanding FM Global

COGHLIN PERSPECTIVE 9

DATA CENTER

Anixter linked deliveries to the specific construction phases ofthe infrastructure build-out and packaged the materials toease the receiving, preparation and delivery to the site forfinal installation. This minimized the coordination ofmaterial, overall deliveries and receiving effort, and enablingthe project to move forward more efficiently.

LEED / SUSTAINABILITYEnvironmental stewardship is becoming a major businessdriver as organizations take steps to create a sustainableenvironment for future generations by going green. For FMGlobal it is a key component of their corporate strategy.

Although not all buildings pursue LEED certification,corporate stewardship is aware of the components that havean impact on the environment and reducing waste via aconstruction project is a big one for most companies.Coghlin Electrical Contractors is committed to helping theircustomers meet their sustainability goals. Through thisproject Coghlin reduced the amount of material waste at thefacility and in the data center. Through Anixter’s variousREADY Deployment Services we were able to limit theamount of on-site construction waste and divert packagingmaterial from landfills.

KEY ITEM:Anixter applies a number of environmentally friendly

methods, such as recycling empty cable reels; usingprefabrication and packaging procedures that limit the amountof on-site waste; and shipping complete units instead ofcomponent parts in order to save freight, coordinationexpense and packaging waste.

TEAMWORKCoghlin, Panduit, and Anixter were able to complete thisproject ahead of schedule despite multiple changes that weremade at the last minute. This was made possible by thededication of the Coghlin team that ran the project and theirproactive interaction with both Panduit and Anixter.

Because of Coghlin’s success with the data center project,FM Global decided to negotiate the telecommunicationswork for the corporate headquarters with them, and Coghlincontinues to maintain a presence on that site today.

FM Global invited a select list oftelecommunication contractors to bid onthis complex project. In the final analysis,Coghlin Electrical Contractors waspresented with a great opportunity anda few immediate challenges.

ELECTRICAL SAFETY

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HISTORYA lot has been written recently on arc flashand electrical safety, and it’s becomedifficult to sort the requirements out andapply them day to day. Questions beingasked are: Who is the controlling body(OSHA/NFPA/IEEE)? What does mycompany need to do to be in compliance?How can we have people work safer?

To get to the root of this complexity,

it helps to break apart a few key areas:regulation, application, calculationand implementation.

REGULATIONThe two main bodies involved in arc flashand electrical safety are the OccupationalSafety and Health Administration(OSHA) and the National Fire ProtectionAssociation (NFPA). OSHA is the federal

regulatory group concerned with allworkplace safety. Because of the breadthof OSHA’s charge, all of their standardstend towards the general implementationfor the workplace and cover all sorts ofissues, from scaffolding to flooring. Also,because OSHA is a federal governingbody, their standards are enforceableunder federal law.

In 1976, OSHA turned to the NFPA to

Electrical SafetyUnderstanding Arc Flash

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COGHLIN PERSPECTIVE 11

form an electrical standards developmentcommittee to develop the detail standardrequired. This is the origin of NFPA 70E,which was initially published in 1979.However, not until 1995 does thisdocument acknowledge arc flash as asignificant concern and begin to developstandards for it.

Together, OSHA, NFPA and theirassociated standards, strive to keepworkers safe.

APPLICATIONThe best practice for electrical safety is toperform work only on de-energizedequipment. This should be adhered towhenever possible. In those circumstanceswhen de-energizing is not possible,education, training, knowledge andproper personal protective equipment(PPE) must immediately come into play.NFPA acknowledges work on live gear ispossible if performed by qualifiedindividuals with a written permit, and inadherence to OSHA regulations.

Arc flash is the result of a rapid releaseof energy due to an arcing fault between aphase bus bar and another phase bus bar,neutral or ground. During the arc faultthe air is the conductor. It can be as easyas a misplaced screwdriver.

CALCULATIONThere are two criteria to keep in mindwhen discussing arc flash: the severity ofthe flash (incident energy) and thedistance from the source.

The arc can contain a tremendousamount of energy depending on thevoltage and short circuit amperageavailable at the gear. Arc flash energy iscalculated in terms of energy per squarecentimeter (cal/cm2) and is usuallyreferred to as “incident energy.” Forexample, 1.2 cal/cm2 is enough energy toproduce a second degree burn on aperson’s skin. Higher amounts createmore damage.

The second item to keep in mind is

distance from the source. Most workersreadying to work on energized equipmentare within 18 inches of the source. Mostcalculations refer to this distance and useit for safety practices. Energy drop-off iscalculated as the inverse square of thedistance. For example, a person standingone foot away from the arc could receive8cal/cm2. Moving two feet away reducesthe impact significantly (2cal/cm2)—25percent of its original value.

There are several steps to perform beforean arc flash calculation can be obtained.First, a one-line schematic needs to bedeveloped for the electrical system.Second, a short circuit analysis of thesystem needs to be completed. The arcflash energy can be calculated from theshort circuit analysis. These steps providethe basis to determine the rating of thepersonal protective gear required forworking on energized equipment. Theprotective clothing comes in different

cal/cm2 ratings and is designed to protectthe worker from a second degree burn.

IMPLEMENTATIONAfter understanding the risk and knowingthe calculations, the most critical piece ofknowledge to reduce injury during an arcflash is to ensure workers are protected.Working on energized equipment is assimple as switching a circuit breaker. Inmost cases for smaller systems the PPErequired is basic gloves and glasses. Largersystems require much more extensivePPE. The best method to determine therisk and personal protective equipmentnecessary is to have an arc flash studyperformed. From this study, equipmentlabels can be created showing the availableenergy and clearance distance.

This has been a brief summary of arc flash.Please reference OSHA, NFPA 70E andIEEE 1584 for greater detail.

REFERENCED WEBSITES

OSHA - www.osha.gov

NFPA 70E - www.nfpa.org/aboutthecodes/AboutTheCodes.asp?DocNum=70E

IEEE/Institute of Electrical and Electronics Engineers Inc. - www.ieee.org or www.ieee1584.com

SERVICE TEAM

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A Day in the LifeNever a Dull Moment for Coghlin’s Service Team

In 1960 a Coghlin employee installedan ice melt cable system on the roof ofa private home. In 2009, LennyCiuffredo, Service Project Manager at

Coghlin, received a call from that samehomeowner inquiring about the cost ofreplacing her 49-year-old cables. Aprice was settled and Jim Holland of

the current service team went out totake care of the job. The homeowner,now an elderly woman, brought Jimmilk and cookies at noon to thank him

Pictured Left to Right: Mike Sweet, Don Sposato, Roger DiDonato, Jim Holland and Lenny Ciuffredo

SERVICE TEAM

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for the nice job he was doing. She alsosent a Christmas card to the team inDecember of ‘09. This vignette, a truestory, clearly exemplifies both past andpresent Coghlin work. The companyhas had a service department for wellover 50 years. The original task ofplacing the ice melt cable occurred 49years ago. Obviously it is not just theservice team, but the intrinsic persona

of a Coghlin technician, that impressesacross the decades.

As Ciuffredo said, “If we can meet ourcustomers’ needs and expectations as welltoday as the Coghlin team did in 1960,maybe the service team of 2060 will beback doing the upgrades for some of ourpresent-day accounts.”

Replacing the ice melt cable is anexample of one unexpected service callin a day in the life of Coghlin’s serviceteam. Not all of the repairs trace backnearly half a century, but all reflect thepositive characteristics of the peoplewho chose to work for and withCoghlin Electrical Contractors. Thismay be a spotlight on Coghlin’s serviceteam, but the fact is, the quality andcaring of each Coghlin employee isbased on a solid foundation of skill,courtesy and flexibility.

As for the current service team, theirdays are never the same. Each day is anadventure in itself. The team flowsthrough emergencies, unexpected turnsand ongoing adjustments throughouttheir days—and their days can be 24/7.As Jim Holland said, “We never turnour phones off. When Lenny calls, wego.” This “always ready” attitude isclearly a staple of the team. It is astrong component in the quality thatthe team brings to every task.

Here is one day in the life of today’sCoghlin Service Team.

Four service technicians, Don Sposato,Mike Sweet, Jim Holland and RogerDiDonato are led by Ciuffredo. They area tight, flexible and well-trained team.

A recent day in January began at1:30 a.m. when Ciuffredo received a callat home from a data center customer,a customer who has been servicedby Coghlin for some time. During thenight a server burned up which causedthe fire suppression system to activate.Electrical support was needed ASAP. TheCoghlin electrician, Ron Buffone whoservices this customer account was

unavailable. The customer panicked.Ciuffredo called Holland, the residentexpert on fire systems who lived in thesame town as the customer, and Sposatowho lived approximately 20 minutesaway from the site. The two techs arrivedat the site, assessed the damage anddanger and then proceeded to get thecustomer back in operation.

By the time Ciuffredo was in theoffice at 7:00 a.m. Buffone had receivedthe call from the customer and been onsite since 5:00 a.m. Because Sposatohad been scheduled for some streetlighting repair at the WorcesterRegional Airport and the repair at thedata center was under control, Sposatomet Sweet at the airport and began thebucket truck work on the inoperablelighting. Holland had been scheduledfor a service call at a machine shop inWestborough. Ciuffredo called thecustomer, confirmed that the problemat the machine shop was not critical,and with understanding from thecustomer, the service call wasrescheduled for later in the day.

At 9:00 a.m. Ciuffredo received a callfrom Worcester Public School. One ofthe preschool classrooms had no heat.Winter is not a time for children to bein school with no heat! The Coghlinteam immediately took on the task ofwarming up the children. Holland tookthe school project. Once the heatingissue was resolved, he planned to go tothe machine shop. Ciuffredo calledSposato and Buffone to check the statusat the data center. As the data centerwas under control, Sposato went on tothe machine shop.

Two hours later, Ciuffredo receivedanother emergency call from a localDepartment of Public Works. Anaccident involving a cast iron streetlight pole needed immediate attention.The lines were dangerous and neededto be disconnected and the damagedpole taken to the storage yard.

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14 COGHLIN PERSPECTIVE

Ciuffredo called Sposato and Sweetwho made arrangements with airportauthorities to continue the airportrepairs the following day and wereshortly en route to the accidentlocation to ensure safety. When askedhow he handled the constantlychanging projects and the dynamics ofthe day, Sweet said, “Change makes theday go quicker. There’s alwayssomething happening.”

By noon, DiDonato called the officeto apprise Ciuffredo that he was leavingLexington and on his way to thecompany with the fire alarm problem.Ciuffredo notified the Lexington,Mass.-based customer who hadexpected a service call, explained thesituation and it was agreed thatDiDonato would return to their projectin the morning. There were no negativeramifications to the change in theLexington schedule. The customerknew the service call would not have

been re-scheduled without valid reason,and as their situation was not anemergency, they deferred to the alarmcompany’s situation.

By 2:00 p.m. Ciuffredo was alreadylooking toward and scheduling for thenext day. Holland had completed thejob at the school and finished at themachine shop, so no further re-scheduling was required. He could goforward with the next day’s schedulewithout any changes. Sposato andSweet had been scheduled fortwo days at the airport,providing weather was good.They would return to that taskthe following day. DiDonatowas scheduled in Lexington forthe remainder of the week. Thedata center was under control.Customers, both scheduled andunexpected, were happy. Theteam had successfully completedanother dynamic day.

Everything looked good for the nextday...barring any overnight emergencies,of course!

All five men on this Coghlin serviceteam look out for, and work with, oneanother in a way that transcends a workgroup, and even most teams. This teamspirit is not merely their skills, or eventheir dedication to customers, it is theirattitude of “can do” along with theirgenuine care for one another that makesthem an extraordinary service team.

Coghlin lost one of our “family” in January. John Sinacola did the job that I now dohere at Coghlin. John died on his birthday, January 2nd, after enjoying only four orfive short retirement years. John is missed by all, but especially by the service team.Most of us either worked with or for John for a long time and much of ourcommitment to customer service is a reflection of what we learned from him when hewas the service manager. Lenny Ciuffredo, Service Project Manager.

John Sinacola was such a valued employee. He was a true gem. John was a manintrigued with the workings of everything. He was a renowned beekeeper and memberof the Sutton Massachusetts Historical Society. John was a “go to” person at Coghlin.If there was a technical question in the house, which you might imagine we’ve usuallygot something of that nature—John would provide thoughtful, grounded guidance.If there was a tough job in which a customer was looking for expertise, real expertise,then John would most likely be involved. Perhaps the trait that I will remember andadmire the most was his ability to work with others, training them all the while. He was arespected, thoughtful, important part of our history, and he will be missed. SueMailman, President

Lenny Ciuffredo and Sue MailmanRemember John Sinacola

COGHLIN PERSPECTIVE 15

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