Asphalt Pro - May 2018

Paving for Bonus Issue

asphaltPRO PRODUCTION – PROFESSIONALS – PRODUCTS

Hawaii Paves a Safer Route CM/GC

• Adapt to Steel Changes • Preserve with Fog • Mark Extensions

MAY 2019 WWW.THEASPHALTPRO.COM

UNMATCHED DESIGN

Heatec has been designing and building tank farms for over 40 years and each project has been unique in some way. That’s because each customer is unique. You have your own business model that may be slightly different or dramatically different from the other guys’.

That’s why at Heatec we take a comprehensive approach to designing your tank farm. That means we look at the materials you will be using, all the equipment that needs heat, the piping, and even future plans for expansion. Then we design a system that works for you.

And we make it efficient and simple to operate. Heatec is unmatched when it comes to designing heating and storage systems for your asphalt plant. To find out more about our approach, visit us at www. heatec.com or give us a call at 423-821-5200.

H E AT E C , I N C .

an Astec Industries Company

5200 WILSON RD • CHATTANOOGA, TN 37410 USA 800.235.5200 • FAX 423.821.7673 • heatec.com

SM

Dedicated to Success.

© 2017 ROADTEC, INC. ALL RIGHTS RESERVED

®

At GENCOR, we’re always thinking ahead. Two generations ahead, in fact.

We’ve led the industry since 1894. from our development of the first transportable hot-mix batch plant over 100 years ago, to the clean, quiet, efficient Ultraplant that’s earned numerous environmental awards. That’s the kind of innovative thinking you can continue to count on, for generations to come.

Call 407.290.6000 or visit www.gencor.com.

CONTENTS

asphaltPRO May 2018

departments

20

Editor’s Letter

6 — Support Asphalt Together

AROUND THE GLOBE 8

SAFETY SPOTLIGHT

10 — Protect Workers from Opioid Epidemic From Midwest Economic Policy Institute

TRAINING

12 – Get Back to Basics with Specimen Prep From IPC Global

SOLVE YOUR PROBLEM 14 – Solve Dust Clouds

By Sandy Lender

PAVEMENT MAINTENANCE

16 – Blythe Maintains Carolina Pavements, Overall Budget with Fog Seal

By Ron DiGiacomandrea

44

60

PROJECT MANAGEMENT

20 – Quality, Smoothness and Speed to Completion in Colorado

By Sarah Redohl

PRODUCER PROFILE

28 — Maryland Asphalt Association Awards CJ Miller for Top Quality

By Sarah Redohl

MEET THE STATE EXEC

28

32 — WAPA’s David Gent

By AsphaltPro Staff

INTERNATIONAL SNAPSHOT 36 — International Maneuvering From Evoquip

THAT’S A GOOD IDEA

64 – Make Your Own Extension Marks

By John Ball

PRODUCT GALLERY 66 — New Products for the Producer’s Bottom Line

By AsphaltPro Staff

OFF THE MAT

71 – You Can Prevent Worksite Violence

By Lorraine D’Angelo

HERE’S HOW IT WORKS

74 — Heatec’s Polymer-blending Skid

Feature articles 40 – Asphalt Industry Will Adapt to Steel and Aluminum Tariff Effects

By Sandy Lender Paving for Bonus Issue

44 – Carolina Sunrock Earns International Recognition

By Sarah Redohl

asphaltPRO PRODUCTION – PROFESSIONALS – PRODUCTS

Hawaii Paves a Safer Route CM/GC

52 — Saddle Road Improvements Safely Connect Communities, Overcome Challenges

By AsphaltPro Staff 60 – Paving Speed Changes Quality

By Sandy Lender

• Adapt to Steel Changes • Preserve with Fog • Mark Extensions

MAY 2019 WWW.THEASPHALTPRO.COM

on the cover Five inches of asphalt straightens out the dangerous Saddle Road in Hawaii. See related article on page 52. Photo courtesy HAPI.

editor’s Letter Support Asphalt Together

Each spring, the Transportation Construction Coalition (TCC) goes to Washington to lobby on behalf of all transportation construction workers, engineers, planners, consultants and others aligned with the industry. This is the kind of partnership that works for positive growth. You can see members of different associations working together with a common goal for transportation funding.

Within the asphalt industry, we work together to provide and promote safe, efficient, sustainable pavement methodology, among other goals. Since 1998, I’ve observed or participated in events that members of the asphalt industry have hosted to further not just one company or one entity, but to further this industry as a whole. An overarching lesson I’ve learned is that we, collectively, do things for the good of the industry, not just for ourselves, not just for the paycheck. Of course, that’s not to say workers can afford to show up each day for peanuts. As I pointed out in the March/April editor’s note, we have a big bump in the industry right now that requires we pay a premium to attract, train and keep skilled workers. And our industry has that as a focus: attracting, training and keeping skilled workers.

Our industry has another talking point that is of great value: we advance the use of asphalt.

Our industry is strong when we rally behind the common interest of advancing asphalt. We suffer in the end if we don’t support one another, and I think this community of asphalt-minded professionals knows that. I see this industry of experts and professionals working together to build and brand asphalt as a material that is safe and drivable, efficient to place, and environmentally sustainable to use from cradle to reclamation/reuse.

Each member of the industry, no matter the number of tons he or she produces per year, serves the public. The end user may drive on an interstate paved by one of four crews that a large producer/contractor employs, but then she turns off the interstate onto neighborhood streets that were paved by perhaps a smaller plant that produces enough tonnage to supply the only crew employed at this time. Then the end user pulls into a community and parks under a carport, all paved by a small company that buys mix from another producer nearby and subcontracts the striping to a new contractor in the business. Each asphalt industry member of that chain served the end user with safe, smooth pavements for a complete asphalt experience.

The asphalt industry is strong when we work together to advance the concepts that make the end user’s experience positive, safe and exemplary each day. The asphalt industry is strong when we work together to bring new workers into the fold and train them with the skills to effect such quality pavements. The asphalt industry is strong when we work together to remind our elected officials of our positive merits and our need for reliable funding to keep the end user—their constituents—safe on America’s roadways. The asphalt industry is strong when we work together.

Stay Safe,

May 2018 • Vol. 11 No. 7

asphaltPRO

602 W. Morrison, Box 6a • Fayette, MO 65248

(573) 823-6297 • www.theasphaltpro.com GROUP PUBLISHER Chris Harrison chris@ theasphaltpro.com PUBLISHER Sally Shoemaker sally@theasphaltpro.com (573) 823-6297 EDITOR Sandy Lender sandy@theasphaltpro.com (239) 272-8613 ASSOCIATE EDITOR Sarah Redohl sarah@theasphaltpro.com (573) 289-5390 MEDIA SALES Cara Owings cara@theasphaltpro.com (660) 537-0778 ART DIRECTOR Kristin Branscom BUSINESS MANAGER Susan Campbell (660) 728-5007

AsphaltPro is published 11 times per year.

Writers expressing views in AsphaltPro Magazine or on the AsphaltPro website are professionals with sound, professional advice. Views expressed herein are not necessarily the same as the views of AsphaltPro, thus producers/contractors are still encouraged to use best practices when implementing new advice.

SUBSCRIPTION POLICY: Individual subscriptions are available without charge in the United Sates, Canada and Mexico to qualified individuals.

Sandy Lender

6 // may 2018

One year subscription to non-qualifying Individuals: United States $90, Canada and Mexico $125.00. For the international digital edition, visit theasphaltpro.com/subscribe/.

around the globe

Industry News and Happenings from Around the World FINLAND

For the third year in a row there have been no accidents at ALLU’s Finland manufacturing plant.

This achievement is due to the ALLU team embracing the concept of total health and safety in the factory, with the well-being of the ALLU staff being paramount to the production process, according to the OEM.

UNITED STATES

The United States Department of Labor Occupational Safety and Health Administration (OSHA) has announced a Safe + Sound Week for Aug. 13 through 19. It’s a nationwide event to raise awareness and understanding of the value of safety and health programs that include management leadership, worker participation, and a systematic approach to finding and fixing hazards in workplaces. To participate, begin by visiting https://www.osha.gov/safeandsoundweek/.

FLORIDA

Professional engineers, planners, Florida DOT policymakers and consultants are encouraged to attend the 2018 ACEC-FL Transportation Conference May 30 through 31 in Orlando. Get more information from Cherie Pinsky at cpinsky@fleng.org.

ILLINOIS

The American Rental Association (ARA), Moline, Illinois, and TechForce Foundation, Scottsdale, Arizona, are collaborating in an effort to raise the profile of trade and technical careers. ARA announced its support of the FutureTech Success™ campaign as an association partner during The Rental Show in New Orleans. The campaign is an industry-wide initiative to inspire, support and connect middle- and high-school students (and their influencers) with resources to support their technical education and career development.

INDIANA

The Asphalt Pavement Association of Indiana (APAI) partnered with the Future Farmers of America, Indiana chapter, to host #Ag2Asphalt Day May 2 at the chapter’s leadership center in Trafalgar, Indiana. The goal: to let FFA members know of the great job opportunities in the asphalt industry. There are additional ideas for involving youth, including FFA chapters in your state, in the December issue’s “Bring New Workers to Your Company” article.

8 // may 2018

Read it online: https://theasphaltpro.com/articles/ find-new-workers-company/

IOWA

The Chicago Athenaeum Museum of Architecture and Design presented a GOOD DESIGN® Award for design excellence and innovation to the John Deere 310E articulated dump truck in February. A jury of 14 designers, architects, journalists and critics identified the 310E due to its strong chamfers, color breakup and stout overall proportions. The 310E is manufactured at the John Deere facility in Davenport, Iowa.

MINNESOTA

• Northern Tool + Equipment, Burnsville, Minnesota, is adding another tool to its belt to support the building professionals with a new construction department. The new area is now in all 101 stores and features 275-plus tools and accessories. The new construction department focuses its products on the business customer and features tools for construction site prep, rebar cutting, and more.

• The Association of Equipment Manufacturers (AEM), Milwaukee, has elected Rusty Fowler, president and CEO of Krone NA, to the AEM AG sector board; and Rick Johnson, CEO of Charles Machine Works, and Bryan Rich, chairman & CEO of SmartEquip, to the AEM CE sector board.

MISSOURI

Your AsphaltPro staff, Fayette, Missouri, has teamed up with hall-of-famer industry consultant John S. Ball III of Top Quality Paving & Training, Manchester, New Hampshire, to bring you an online training course for each member of your asphalt paving crew. Check out free previews of lessons at http://training. theasphaltpro.com/p/asphalt-paving-101.

NEW YORK

The Independent Equipment Dealers Association (IEDA) announced the addition of three new members to its board of directors. Michael Cole from Cole Equipment, Ada, Oklahoma; Kiki Brignoni from Heavy Equipment Inventory, San Juan, Puerto Rico; and Mike Pentz from Calvin Group, Loveland, Colorado, were inducted into the association’s board of directors during IEDA’s February 18 through 20 annual meeting and expo in Orlando.

SOUTH CAROLINA

Dynapac North America, Fort Mill, South Carolina, has announced partnerships with seven independent manufacturer representative agencies to provide sales and service to rental customers. Each of the seven partnerships has formed since The FAYAT Group acquired Dynapac in Q417.

TENNESSEE

Bridgestone Americas Inc., Nashville, Tennessee, announced Marisa Blank as the executive director of sales, commercial off-theroad (OTR) tires, Bridgestone Americas Tire Operations (BATO). In this role, Blank will lead and develop sales growth strategies for the mining and construction industries and related segments. Blank joined Bridgestone in 2010, most recently serving as director of original equipment (OE) account management for the company’s consumer tire business in North America. Over the last seven years, she has helped advance the OE consumer business.

TEXAS

Construction software developer HCSS, Sugar Land, Texas, awarded $50,000 in college scholarships to students in construction-related fields earlier this year. The Intern of the Year scholarship of $10,000 went to Keith Krass, who interned as an assistant health, safety and environmental specialist (HSE) with Allan Myers, Worcester, Pennsylvania, from May to August of 2017. He is a safety management major at Slippery Rock University in Pennsylvania. AsphaltPro extends a huge congratulations to Krass, the four finalists and 12 honorable mentions from this year’s competition. You can get a complete list of these outstanding students (and their dates of graduation) from HCSS. To learn about submissions for the 2018 Construction Intern Awards, visit www.constructioninternawards.com.

WISCONSIN

The Association of Equipment Manufacturers (AEM), Milwaukee, has launched The AEM Thinking Forward Podcast that explores, each month, a different topic along the lines of potentially disruptive technologies. Episodes will be posted on aem.org/think.

ASTEC Parts. We’re Here. Always.

Combine the world’s largest inventory of in stock parts for asphalt plants, the ability to build and machine custom parts and a fully staffed department of salesmen, technicians and engineers and you have ASTEC parts.

• Over 100,000 parts in stock • OEM for ASTEC, DILLMAN, Barber-Green, EssTee & McCarter • In-house parts techs and engineers available 24/7 • Over 600 combined years of experience ready to help you

800.251.6042 • www.astecparts.com

safety spotlight

Protect Workers from Opioid Epidemic I

In her Midwest Economic Policy Institute report Addressing the Opioid Epidemic Among Midwest Construction Workers, Jill Manzo shines a light on a broad-ranging public health crisis that killed nearly 1,000 Midwest construction workers at a cost of more than $5 billion in 2015.

“What makes construction so vulnerable to this epidemic is the physical nature of the work,” Manzo said. “Injury rates are 77 percent higher in construction than other occupations, and the financial incentive to get back to work before their bodies are healed is leading many down a path that can ultimately lead to abuse and even death.”

Manzo’s report notes that according to the National Safety Council’s 2017 Survey on Drug Use and Substance Abuse, 15 percent of construction workers struggle with substance abuse—nearly twice the national average. Other research has found that opioids account for about 20 percent of total spending on prescription drugs in the construction industry—far higher than its share in other industries.

Across the Midwest, 60 to 80 percent of all workers compensation claims have involved opioids.

To estimate the regional impact of the epidemic on Midwest construction workers, Manzo first analyzed state-level opioid death rates reported by the Kaiser Family Foundation alongside recent research from the Cleveland Plain Dealer that found construction workers are more than seven times more likely to die of an overdose. Ohio workers have been hardest hit by the epidemic by far, followed by Michigan, Wisconsin and Illinois.

The industry’s cost from these fatalities, adjusted for inflation to 2017 dollars from a study that used data from the U.S. Bureau of Labor Statistics by medical researchers at the University of California, Davis, topped more than $5 billion for the region. The $5 billion estimate includes lost production, lost family income, and other costs every year for construction workers and their families.

The report highlights a range of policy recommendations. Manzo’s executive summary of the report listed eight of the recommendations specifically.

1. Provide health insurance that covers substance abuse and mental health treatment.

2. Adopt new policies in health plans that limit dosages of opioid medications.

3. Encourage physical therapy and anti-inflammatory medications for chronic wear-and-tear injuries.

4. Educate employees about responsible prescription opioid use.

5. Provide at least two weeks of paid sick leave.

6. Update employee policies to include regular drug testing, but do not immediately fire employees who test positive.

7. Temporarily put employees who are on prescription opioids in low-risk positions.

8. Fund substance abuse treatment programs and workforce development initiatives.

10 // may 2018

Opioid Abuse Takes a Toll The Midwest Economic Policy Institute’s executive summary of the February 2018 report Addressing the Opioid Epidemic Among Midwest Construction Workers shared the number of construction worker deaths attributed to opioid overdose in 2015. The document also listed the cost in expenses due to substance abuse.

• Illinois: 164 deaths, $867 million in costs • Indiana: 83 deaths, $450 million in costs • Iowa: 32 deaths, $168 million in costs • Michigan: 160 deaths, $858 million in costs • Minnesota: 54 deaths, $292 million in costs • Ohio: 380 deaths, $2 billion in costs • Wisconsin: 92 deaths, $524 million in costs The summary pointed out that “[e]ach construction worker with an untreated substance abuse disorder costs an employer $6,800 per year in excess healthcare expenses, absenteeism, and turnover costs. But when a construction employee is in recovery from a substance abuse disorder, contractors save nearly $2,400 per year.”

Source: Midwest Economic Policy Institute

Manzo’s report suggests these are recommendations to offer to contractors, labor unions and elected officials to combat opioid addiction in the construction industry.

– FROM MIDWEST ECONOMIC POLICY INSTITUTE

STAY OUT OF STICKY SITUATIONS AMMANN RSS 120-M RECYCLING SHREDDER Can a shredder that’s kinder and gentler help your recycling operations run more smoothly? The answer is a resounding yes. The patented gentle crushing action of the Ammann RSS 120-M results in fewer fines, which makes RAP dramatically less sticky – and asphalt-mixing plants dramatically more productive.

The RSS 120-M: • Is a shredder, iron separator and screener – all built into a single machine.

• Goes from installation to production in 30 minutes.

• Is ideal for recycling asphalt, from milled materials to asphalt slabs.

• Features standard transport by flatbed truck.

• Has a capacity of just less than 200 U.S. tons per hour.

• Runs in reverse for cleaning.

• Minimizes sound and dust emissions.

• Offers one-hour screen changes.

• Works in any weather conditions.

• Can be managed locally or remotely.

For additional product information and services please visit : www.ammann - group.com PMP-2207-00-EN | © Ammann Group

training

Get Back to Basics with Specimen Prep

STEP 1: Obtain a representative batch of mix (batching) The first step when preparing specimens is to obtain a representative batch of asphalt mix. Due to the wide range of properties to be investigated and the limited result repeatability, performance tests require a large quantity of asphalt mix. The quality parameters such as uniformity and homogeneity are fundamental for obtaining accurate results.

An ideal lab mixer should be capable of preparing a minimum of 20 or 30 liters of asphalt mix with uniformly distributed heating to the sample bowl, with a precise temperature set point previously determined using a rotational viscometer. Particular care should be taken for operator safety, with an insulated heating system and motorized bowl movement to reduce the operator’s contact with the hot mix.

STEP 2: Obtain a homogeneous sample by quality compaction Gyratory compaction probably represents one of the best simulations of the real compaction effort: an asphalt sample is compacted with double action, combining a vertical static force with a horizontal shear force due to the inclination of the rotating mold at a fixed angle. The volumetric properties of the sample are controlled in real time with the inbuilt height measuring device, enabling the compaction of samples with very precise height, density and percentage of voids.

A potential problem with samples compacted by Superpave Gyratory Compactors (SGC) is when the gyratory compactor’s geometry compacts samples without perfect perpendicularity between topand-bottom and side faces, thus introducing a small error to the gy-

12 // may 2018

ratory angle. For tests where cylindrical specimens—uncut and uncored—are used directly from the SGC, such as moisture-induced damage verification, results could be affected by this small error.

This potential problem can be overcome with new closed-loop developments in SGC technology, which is designed to provide optimum parallelism between faces, accurate internal angle and also apply a zero-angle at the end of the compaction.

STEP 3: Cut and core precise cylinders for optimum quality Sometimes, it is necessary to core and cut the cylinders after compaction to obtain more homogeneous specimens by removing material with higher air voids around the outside that were in contact with the mold walls and top and bottom platens.

To perform this procedure precisely and guarantee suitable quality specimens, it is essential to use highly accurate cutting and coring machines. The cutting machines must be capable of making straight cuts within the precise dimensional tolerances specified. The coring machine must cut clean, straight, smooth coaxial cuts without damaging the specimens in the most critical areas, typically on the edges and corners.

Today, automatic cutting machines can perform the full clamping and coring operation in an extremely precise way. Cutting and coring machines can be noisy, create dust and dirt plus safety can be of concern for operators. For these reasons, fully closed machines that are safe, quiet and dust proof are becoming more and more popular.

A trend toward smaller size specimens Test methods and specimen preparation continues to evolve. For example, in some AMPT-based tests, like AASHTO T378 dynamic modulus and AASHTO TP107 uniaxial fatigue, specimens are subjected to isotropic stress conditions, and studies have shown that this reduces the test’s sensitivity to the specimen dimensions. For this reason, small diameter specimens (38-, 50- or 75-mm diameter) are becoming popular, allowing many specimens to be produced from a single 150-mm diameter SGC sample, thus reducing the quantity of asphalt mix required in the lab. This can save time, whilst increasing the test repeatability. Small diameter specimens can also be taken from transversal coring of on-site collected, 150mm cores, allowing performance evaluation of existing pavements, not easily possible until now.

Answer Key 1. c 2. d 3. c 4. b 5. False

P

Precise specimen preparation is a key step in performing reliable performance testing, regardless of the material tested or the sophistication of your testing systems. Testing poor quality specimens generates misleading results, which is a waste of valuable time and resources.

Sample preparation is particularly crucial when testing non-homogenous and non-uniform material such as asphalt mix, thus specimens should ideally match pavement conditions in the field.

Lab-prepared specimens need to have particle orientation, air void distribution and density homogeneity as close to field samples as practical. Let’s explore some basic steps for achieving the appropriate range of specimen preparation.

– FROM IPC GLOBAL

Solve your problem

Solve Dust Clouds

Were you planning to offer face masks to workers who may enter dusty areas during the work day? While that sounds like an excellent way to protect workers from inhaling respirable silica dust, it’s a solution that opens up another set of requirements.

You probably know that as of June 2017, employers have been required to take steps to protect employees from the hazards associated with exposure to respirable crystalline silica. In the Occupational Safety and Health Administration’s (OSHA) Respirable Crystalline Silica Standard for Construction, the administration compiled a table that listed standards for different pieces of equipment that expose a worker to different levels of this dust. From here on out, you’ll hear people refer to “Table 1” for the construction side of industry—versus the production side—for determining which equipment and tasks require what level/manner of engineering controls for protecting workers from respirable crystalline silica.

In the images at left, you see the worker cutting a transverse joint with a pavement saw that isn’t kicking up a great deal of dust. The worker is wearing a face mask, which OSHA defines as a filtering facepiece. For the purposes of protecting workers from respirable crystalline silica, any dust mask (filtering facepiece) is considered a respirator, and triggers employer responsibilities.

If you’re going to use respirators to mitigate employee exposure, you must have: • A written program • A medical evaluation of the worker prior to respirator use • Training for the worker every 12 months • A fit test of the worker every 12 months Engineering controls are one way to ensure you keep workers’ exposure below the permitted exposure limit (PEL). Matt Mileski, CSP, is the safety coordinator at HRI Inc., and shared that pavement saws will need to have integrated water systems to comply with OSHA regs. “You can’t have a second employee spraying water on the blade and think you’re in compliance,” he shared with an audience. Take the time to modify saws with proper water systems or to purchase updated equipment so you’re in compliance with Table 1.

AsphaltPro has reported in the past on the partnership among industry associations, OSHA and equipment manufacturers to engineer dust-control parameters on milling machines. This collaborative industry effort resulted in robust watering systems and vacuuming systems that are standard offerings on larger mills and options on smaller mills, depending on the OEM. Another way to engineer the solution is to put equipment operators in cabs. If your broom has an enclosed cab, the employer must ensure that the enclosed cab or booth is: • maintained as free as practicable from settled dust; • has door seals and closing mechanisms that work properly; • has gaskets and seals that are in good condition and work properly; • is under positive pressure maintained through continuous delivery of filtered air; • has intake air that is filtered through a pre-filter that is 95 percent efficient in the 0.3-10.0 microgram range; and • has heating and cooling capabilities.

The controls for enclosed cabs lower the potential for dust to be re-suspended inside the cab or enter the enclosed cab or booth. They also ensure that the filtered air provided to the employee does not contain silica particles and that the working conditions in the cab are comfortable so that employees are less likely to open windows and be exposed. The procedures for maintaining and cleaning the cab or booth, and for frequent and regular inspections of the cabs and booths, must be addressed through the employer’s Written Exposure Control Plan and Competent Person requirements.

– BY SANDY LENDER

14 // may 2018

A Deal this Big, Leaves No Room for Photos.

Introducing the New Stealth Crushing Plant.

$399k 800-25-EAGLE www.EagleCrusher.com

Pavement Maintenance

Blythe Maintains Carolina Pavements, Overall Budget with the Fog Seal F

For paving professionals, the sight of a brand new pavement surface gives them a feeling of satisfaction from the realization of a job well done. It’s almost like the sight of all those presents under the tree on Christmas morning before the unwrapping chaos. But as soon as the traffic hits it, the new pavement will begin to wear. How can you maintain the pavement surface to stave off costly pavement repairs or major rehabilitation as you reach for the pavement service life you were hoping for?

Agencies and owners across the country continue to pursue pavement preservation techniques as a means of maintaining their road infrastructure. With lots of lane miles to maintain, keeping good pavements in good shape through timely pavement maintenance is a big key for agencies and owners in getting the most out of their budget dollars. One cost-effective way to do that is through the use of fog seal applications.

As with any pavement preservation technique, the key is to choose the right application for the right road at the right time. A new road surface would be at 100 percent of its expected service life. For fog seals, the right time is around 80 to 95 percent of the expected service life. Assuming an intended pavement service life of 20 years, to keep a good road surface in good condition, fog seals can be applied every three to five years.

The Asphalt Institute’s Publication MS 19, The Basic Asphalt Emulsion Manual, describes a fog seal as “a light spray application of binder applied to the surface of a chip seal, an open-graded mix, or a weathered hot mix surface.” The material used for such a light spray application starts with an emulsified asphalt meeting the applicable specifications as directed by the overseeing agency (typically AASHTO M 140, AASHTO M 208, or some modified versions of these specifications).

The specification compliant emulsified asphalt is then diluted with water, usually at a 1:1 ratio. This diluted emulsified asphalt is then spray applied using a conventional tack distributor truck. The emulsified asphalt grade used and rates of application for fog seals are usually set by, and will vary by, the agency. The rates are also dependent on the type and texture of the surface to which they are applied. When making fog seals, slow setting emulsified asphalts are a typical grade selection (i.e. CSS-1h or similar), with application rates somewhere around 0.12 gallons per square yard being common. Rapid setting emulsion grades can also be used to produce fog seal. After a fog seal application has broken and set, the finished roadway will be ready to return to traffic, often within 30 to 60 minutes after application.

REAL WORLD APPLICATION

After initial discussions and consultation with the different agencies for some of Blythe Construction’s 2017 fog seal projects, the deci-

16 // may 2018

Step 1 is to prepare the surface by cleaning and crackfilling. Step 2 is to edge along any concrete curbing. The Blythe crew used a device designed to distribute the fog seal emulsion along the curb and gutter while keeping the curbing surface clean.

Step 3, once the curbs are cut in, is to apply the remaining fog seal using the distributor truck. sion was made to use GSB-88® asphalt emulsion as the base material to produce the fog seals. As GSB-88 can be classified as a slow setting emulsified asphalt, and is already approved for provisional use by the North Carolina Department of Transportation (NCDOT), this seemed like a perfect fit for these projects. As well, BCI Materials (a part of Blythe Construction) has a GSB-88 fog seal product which

Blythe Construction expects the demand for fog seal applications to continue to grow in its marketplace as more agencies and owners seek to employ this cost-effective pavement preservation technique. meets the specification requirements of, and is approved by, the South Carolina Department of Transportation (SCDOT) for use on open-graded friction courses.

GSB-88 is a sealer/binder that rejuvenates and weatherizes asphalt surfaces. It is designed for use on both commercial and military airport runways, and meets the requirements that are specified in P-608 of the Federal Aviation Administration’s (FAA) AC# 150/5370-10G. BCI Materials manufactures GSB-88 at our emulsion plant in Charlotte, North Carolina, under our licensing agreement with the technology owner, Asphalt Systems Inc. of Salt Lake City, Utah.

With contracts in hand, and expectations set high, Blythe Construction’s crews began work on a set of maintenance projects.

Each crew began with a review of the process and execution of work events, including resident notifications, traffic control procedures, best practices to be used, equipment inspections and insuring any potential safety issues were fully addressed before starting work each day.

Step 1 in fog sealing over a chip seal is to sweep the chip surface. Step 2 is to apply fog seal on areas abutting driveways with the wand, as this worker is doing.

SPARTANBURG COUNTY, SOUTH CAROLINA FOG SEAL OVER HOT MIX ASPHALT (HMA)

After an initial application in 2016 on 50,000 square yards of existing pavement to evaluate the use of a fog seal application, Spartanburg County requested covering another 100,000 square yards for 2017. The roads that were selected had a pavement condition index (PCI) of 60 to 75, with the goal of mitigating surface cracking or raveling of the existing pavement. The fog seal was prepared using a 2:1 dilution ratio. Depth patching and crack filling with an approved crackseal product had been performed prior to the fog seal application. Some of the selected roads had concrete curbing, while others did not.

A couple of days prior to beginning the operation, flyers were placed at each residence on the project to notify citizens about the project details and timeline.

After cleaning the pavement, the first step was to edge along any concrete curbing. A device designed to allow fog seal application along curb and gutter was used to keep the curbing surface clean.

Ronald E. Kirby Jr., PE, a Certified Floodplain Manager and Spartanburg County Engineer overseeing the project for the agency, likes the results he is getting with these GSB-88 fog seal applications. Kirby said, “I have been pleased with GSB-88. We have used the product in 2016 and 2017. I intend to apply GSB-88 in 2018 as well. We typically use it on roads that have been depth patched and crack sealed. The dark black color helps hide the crack seal. I have

Step 3 is to fog seal the remaining road surfaces with the distributor truck.

Step 4 is to let the treatment set. Once broken and set, the GSB-88 fog seal has left the chip sealed road surface with a dark black color. www.THeAsphaltpro.com // 17

Pavement Maintenance noticed that cracks are not propagating as quickly as the cracks on untreated roads. We typically put GSB-88 on pavements that are a little farther down on the Kendall curve.”

He also said that he sees the GSB-88 fog seal applications are retaining the fines well. Regarding service life, he said, “We are watching the performance to determine how much additional pavement life we are getting.”

NCDOT DIVISION 10 MAINTENANCE OFFICEFOG SEAL OVER CHIP SEAL SURFACE TREATMENT

The North Carolina DOT has 14 divisions that are responsible for their geographical areas within the state. Each division typically has its own maintenance office that is responsible for the division’s maintenance operations and budget. In Division 10, which includes the city of Charlotte and some surrounding counties, their maintenance office requested a fog seal application to cover a chip seal surface treatment.

For chip seal surface treatments, a fog seal application is a good way to help lock the stone chips in place. A quality fog seal application over chip seal can leave the road surface looking like a freshly paved surface and seals the surface against the elements.

After the existing chip seal surfaces were swept, application of fog seal on areas abutting driveways was accomplished using the

“I have noticed that cracks are not propagating as quickly as the cracks on untreated roads. We typically put GSB-88 on pavements that are a little farther down on the Kendall curve.”—Ronald E. Kirby Jr., PE wand attachment of the distributor truck. The dilution rate of 2:1 was used for the project.

Blythe Construction expects the demand for fog seal applications to continue to grow in our marketplace as more agencies and owners seek to employ this cost-effective pavement preservation technique. With agencies and owners looking for ways to maintain more miles each year of their road inventories, fog seal is a great tool to have in their maintenance toolbox.

– BY RON DIGIACOMANDREA

Ron DiGiacomandrea is the quality control manager, emulsions, for BCI Materials, a division of Blythe Construction Inc., Charlotte, North Carolina.

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project management

Although the end result of this project was the addition of a third travel lane in each direction, Kraemer and its subcontractors also performed the grading, earthwork and drainage needed to eventually add a fourth lane of travel in each direction for a total width of eight lanes.

Quality, Smoothness and Speed to Completion in Colorado P

Producing and paving 9,000 tons of asphalt over the course of a weekend is no easy feat. Doing it for eight weekends in a row is impressive. Maintaining quality, achieving a smoothness bonus, and receiving an “Excellence in Program Delivery” award

20 // may 2018

from the Colorado Asphalt Pavement Association (CAPA) for such a project is astounding.

But that’s exactly what Kraemer North America and Martin Marietta, as general contractor and paving subcontractor, did on an 8-mile job along E-470.

Located in the southeast Denver metro area, the project extended from around mile marker 5 to mile marker 13, between Parker Road and Quincy Avenue.

Although the end result of this project was the addition of a third travel lane in each direction, Kraemer and its subcon-

“We were able to complete the job early because of what [Martin Marietta] brought to the table in terms of the amount of asphalt they could provide and the crew, equipment and resources they had available.”—Michael Fay tractors also performed the grading, earthwork and drainage needed to eventually add a fourth lane of travel in each direction for a total width of eight lanes. The project also included widening 11 bridges and three overpasses.

“For those 8 miles, we’ve done all of the work for those additional lanes except the paving,” said Jim Brady, Construction Manager for the E-470 Public Highway Authority. “Right now, we’ve got that projected for 2032 in our master plan.”

The genesis of the project was a traffic and revenue study the E-470 Public Highway Authority performed to track current traffic trends and projected traffic growth.

Last year, traffic on the highway increased around 5 percent, and for the three years prior, traffic growth percentages were increasing in the double digits.

“The study determined that we’d start to see our level of service drop to a D by 2018 for that stretch of the highway,” Brady said, “and we’d start to lose service due to traffic volumes.”

The Authority made plans to rectify the issue.

Felsburg Holt & Ullevig began designing the project in early 2015, and construction began in spring 2016 with Kraemer as the general contractor and Martin Marietta performing the asphalt production and paving.

Kraemer’s Project Manager Michael Fay complimented Martin Marietta, with whom they’ve worked before, on their performance on the job.

“They were right there for the planning, scheduling and getting things done in large volumes week to week,” Fay said. “We were able to complete the job early because of what they brought to the table in terms of

CM/GC was the project delivery method of choice on this job. This process allowed the E-470 Public Highway Authority a higher degree of involvement in the project.

Martin Marietta’s West Plant in Golden, Colorado, produced more than 200,000 tons of asphalt for the E-470 job. the amount of asphalt they could provide and the crew, equipment and resources they had available.”

PAVING E-470 Martin Marietta’s West Plant in Golden, Colorado, produced more than 200,000 tons of asphalt for the E-470 job, including 130,400 tons of hot mix asphalt (HMA) and 76,000 tons of stone mastic asphalt (SMA).

The HMA used was S 64-22 with 20 percent RAP and was paved in three lifts of 3 inches each, for a total of 9 inches, placed on top of cement-treated subgrade.

“Our entire roadway is built on full depth asphalt on cement treated subgrade,” Brady said. “It was a business decision we made when we first started construction so we didn’t have to work around having a mix of concrete and asphalt. Asphalt gives

www.THeAsphaltpro.com // 21

project management

Located in the southeast Denver metro area, this 8-mile project along E-470 extended from around mile marker 5 to mile marker 13, between Parker Road and Quincy Avenue. us more latitude to keep the road surface in good condition.”

On top of the 9 inches of HMA, Martin Marietta placed two inches of SMA. Having used SMA on E-470 overlays for years, it made sense for the expansion.

“We started using stone matrix asphalt back in 2004 and it’s proven to be a hardy wearing surface,” Brady said. In fact, the section of roadway they just widened was the first section the Authority had ever used SMA on. “That’s going on 14 years and the existing wearing surface was still in good shape.”

Ever forward-thinking, though, the Authority did decide to overlay the existing roadway with a new lift of SMA. The 2-inch SMA surface course was paved in a single lift with two Caterpillar

22 // may 2018

1055F pavers working in tandem to pave 24to 26-foot-wide passes.

Instead of paving the surface course at night, as it was bid, Martin Marietta suggested employing echelon paving on weekends to improve safety, speed up the project and reduce visible joints on the project.

In fact, there are only two joints across the entire six-lane highway.

Bid as a construction manager/general contractor, or CM/GC, project, the contractor and subcontractors were able to bring new ideas like this one to the table early in the design process.

WHY CM/GC?

Although the CM/GC delivery model is gaining popularity—in fact, Kraemer will be doing a CM/GC job for CDOT on I-25

later this year—this was the first time the E-470 Public Highway Authority has ever bid a project in this way.

“CM/GC is a method of project delivery that’s getting some traction,” Brady said, adding that CDOT has used it numerous times over the last six years, as have other state agencies. Kraemer has quite a history with CM/GC projects, Fay said, adding that they performed their first CM/GC project in 2004 for Vail Resorts.

For this project, the E-470 Public Highway Authority hired the design firm Felsburg Holt & Ullevig to complete around 30 percent of the design before advertising the job for bids from general contractors. The Authority then selected Kraemer North America as the general contractor for the project based on merit, with a cost element.

project management From then onward, Kraemer worked alongside the design firm to finish the plans.

“A design firm knows how to put things on paper that will work, but they don’t always know if that’s the best way out in the real world,” Brady said. “If we have the contractor involved at that part of process, they bring a different set of eyes early on and can help save money and to accelerate the project.”

And accelerate they did. Brady credits finishing the project a few months early to the ability to get started without a 100 percent complete design.

“If we tried to fully design the project and then advertise it, we’d have been waiting a long time to get the full bid package out,” Brady said. Instead, they broke the project into phases and were able to complete everything a few months early, in October 2017.

By dividing the project into multiple packages, Kraemer was able to begin work in May of 2016 and get a third travel lane open for a portion of the project by the fall and alleviate

24 // may 2018

some of the anticipated construction congestion the overlays would cause.

With Kraemer coming in under the initial budget for the job, the Authority was also able to add another bridge widening, two ramp reconstructions, retaining walls, and enhanced aesthetic features to soften the effects on nearby residents and businesses.

One specific example of the CM/GC process in action was when Kraemer’s subcontractor for the cement treated subgrade noticed that some areas were below the strength requirement of 200 pounds per square inch.

According to Kraemer Project Manager Michael Fay, the subcontractor started increasing the amount of cement to try to increase the strength of those areas, without a significant increase in the strength despite the added cost and effort.

“That was during the early work in package one, so we continued with the added effort and cement in order to meet our milestone,” Fay said. But then, over the winter of

“Of course you need the equipment, but it’s really our employees who make it happen, from scheduling the trucks to loading them to the guy running the plant and the guy running the paver.

It took everyone’s hands to make this project a success.”—Ryan Yoch 2016 into 2017, Fay and his team researched cement treated subgrade and met with industry experts to come up with a new game plan that met E-470’s goals, but offered the contractors more flexibility. E-470 would allow for more range within its strength requirements and would pay for the additional cement itself.

In this way, the CM/GC process, also reduced risk.

“If you let a project, all that risk is on the contractor and he has to price his work almost assuming a worst-case scenario,” Brady said. “This way, we made those risks separate pay items so if, for example, we don’t get a lot of rain holding up work, the Authority gets to keep those dollars.”

CM/GC identifies all risk elements and allows the team to discuss how to allocate and share the identified risks.

“I think E-470 appreciated the openbook nature of the CM/GC environment,” Fay said. “Kraemer and our subcontractors share pricing and we’re always open to a better way to do things. You’re truly getting the best value at the end of the day.”

“The concern with CM/GC is that you lose the competitive pricing,” Brady said.

However, that wasn’t the case for this project.

“Competitive bidding was maintained through getting numerous quotes on all

disciplines of work outside of the bridge structures,” Fay said. “Kraemer used an open-book approach for the bridges and compared this pricing against the independent cost estimator and the engineer’s estimate.” Kraemer also received multiple bids for all sub-contracted work, allowing E-470 to make “best value” decisions on all elements of work.

However, Brady realizes CM/GC might not be right for every project. For example, he said, a simple project might be better-suited to put out a set of plans and receive competitive bids. “[For this project], we wanted to be more in control of the risk elements, construction phasing, and traffic management for the project,” Brady said, which made this job a good candidate for CM/GC. “For some people, it’s a bit of a mental shift on how to handle problems when they come up,” Fay added. But, for the right job and the right team, CM/GC might be well worth the mental shift.

KEEP TRAFFIC GOING AND CUSTOMERS HAPPY

According to Ryan Yoch, General Manager of Martin Marietta’s Rocky Mountain Division, all the bottom lift paving was performed mainly on weekdays behind barrier, with minimal impediment to traffic. Two lanes of traffic in both directions were kept open during weekday morning and evening rush hours. The speed limit was only reduced to 65 mph rather than 75 through the construction zone.

However, Yoch said, paving the surface course would impede traffic to a larger degree, so a new plan of action had to be established.

E-470 is composed of eight local member governments: Adams, Arapahoe and Douglas counties, and the municipalities of Aurora, Brighton, Commerce City, Parker and Thornton. As a separate entity from CDOT, the E-470 Public Highway Authority receives no state or federal funds. Instead, the Authority is entirely self-funded through

www.THeAsphaltpro.com // 25

project management “Asphalt gives us more latitude to keep the road surface in good condition.”—Jim Brady

Instead of paving the surface course at night, as it was bid, Martin Marietta suggested employing echelon paving on weekends to improve safety, speed up the project and reduce visible joints on the project. tolls. As such, they were very concerned about drivability throughout construction.

“We’re a toll road, so our drivers are our customers and our customers generate our revenue, so customer service is a constant theme of the project,” Brady said. “Allowing them to do tandem paving on the weekends was a bit of a struggle for us because it did create more congestion, but it also allowed us to get done much quicker. A big benefit of doing CM/GC was making traffic management a team effort.”

“E-470 is always very concerned about their customers—the driving public,” Yoch said. “But you also have to make sure it’s still safe for your employees to be on the road.”

Fay considers the cooperation of the various stakeholders to be one of the major successes of the project, making coordination and traffic management as frictionless as possible. “They saw we were doing all we could to minimize impacts to them and were great partners to help move things quickly and safely,” he said.

The Authority ultimately allowed Martin Marietta to close down to a single lane on Saturdays and Sundays to pave the surface course.

26 // may 2018

In addition to the increased safety of paving on the weekends versus at night, this also helped Martin Marietta more easily bring two crews to the job.

“We could be safer and faster and get rid of two cold joints on the project,” Yoch said. “It was a win all around.”

Martin Marietta was able to pave the surface course of the third lane and the overlays—a total of 64 lane miles (including 12foot shoulders)—over the course of eight weekends. Their average paving speed was 25 feet per minute, paving eight lane miles each weekend or 2 miles per weekend in one direction, covering one 12-foot shoulder and three 12-foot driving lanes.

Maintaining this pace wasn’t only a challenge on the job site, but also at the asphalt plant.

“We’ve worked with Kraemer on a few jobs over the past couple of years,” Yoch said. “I think they knew our potential, but they really saw a lot more of it when we got fired up on this project.”

In fact, Martin Marietta nearly doubled the production they committed to Kraemer upon award of the project, completing around 9,000 tons over each weekend they paved SMA.

“Even some of our competitors called and complimented us on a job well done,” Yoch said.

To hit those numbers, Martin Marietta used its 750 ton-per-hour Astec double drum plant—the largest double barrell plant in the world, according to Yoch.

“It’s nice to open her up and let her run,” Yoch said, “but it was a grueling two days to get that volume at a high quality without many issues.”

However, Yoch adds, it’s less about the iron than it is about the people.

“Of course you need the equipment, but it’s really our employees who make it happen, from scheduling the trucks to loading them to the guy running the plant and the guy running the paver,” Yoch said. “It took everyone’s hands to make this project a success.”

Although it was challenging to maintain smoothness and quality at those volumes, in the end Martin Marietta was able to hit its smoothness bonus for around 85 percent of the money available. “If there had been a quality bonus, they would have been writing us another big check,” Yoch said.

To help achieve smoothness and quality, Martin Marietta used its Roadtec shuttle buggy to remix asphalt on the job and prevent trucks from bumping the paver for maximum smoothness. To load the second paver, they rented a Weiler E1250. The crew ran three CAT 534 double drum vibratory steel wheel rollers and two CAT 634 vibratory steel wheel rollers to get compaction.

Another challenge to obtain smoothness was that Martin Marietta didn’t do any milling on the old highway before paving the SMA overlay. Instead, they identified some of the larger bumps or dips and performed some bump grind milling to maximize the smoothness E470 expects.

“At the end of the day, that’s why they like us because we go the extra mile,” Yoch said.

– BY SARAH REDOHL

CM/GC Delivers the Whole Project Construction Manager/General Contractor (CM/GC) is a project delivery method where the general contractor acts as a consultant during the initial procurement phase of the project.

“It’s kind of like an arranged marriage,” said Colorado Department of Transportation (CDOT) Innovative Contracting Program Manager Nabil Haddad. “The contract is between the owner and the contractor and the owner and the consultant.

There’s no contract between the contractor and the designer.”

The owner or agency hires the contractor, who works alongside the internal design team of design consultants, to help with the design, look at the risks, assist with scheduling, identify opportunities for innovation, and work through constructability issues.

“Consultants and designers usually appreciate having someone with construction experience help with design,” Haddad said.

CDOT has used CM/GC on 14 projects since it began using the project delivery method in 2011. In fact, CDOT just selected Kraemer North America for a CM/GC project on I-25 between Castle Rock and Monument.

For CM/GC to work smoothly, Haddad recommends hiring the contractor as early in the design process as possible. For its last handful of projects, CDOT brought in the designer and contractor at the same time.

“We’ve done it both ways, but the earlier you hire the contractor, the better,” Haddad said.

For example, in the case of the project on E-470, the E-470 Public Highway Authority hired the design firm Felsburg Holt & Ullevig in March of 2015. After the firm completed around 30 percent of the design, the authority began advertising the job for bids from general contractors before selecting Kraemer North America based on merit with a cost element. That way, Kraemer could offer its expertise throughout most of the design process— such as suggesting the design firm divide the project into multiple phases to allow Kraemer to begin work in May of 2016 and finish the project a few months ahead of schedule, in the fall of 2017.

Haddad said that once the design approaches 90 percent completion, the contractor gives a price for the project. Then, the owner or agency negotiates until the price falls within a preagreed percentage of the cost estimate—usually 5 percent. “It looks more like design-bid-build after that,” Haddad said.

According to E-470 Public Highway Authority Construction Manager Jim Brady, one concern with CM/GC is that agencies will lose out on competitive bidding. However, to ensure that cost remains competitive, Haddad said the costs provided by the contractor are checked against CDOT’s own estimates, as well as those of a third party independent cost estimator, or ICE. “We compare three estimates, from the contractor, CDOT and ICE,” Haddad said. “Everything is open and we publish those numbers at the end of the project.”

“There are some contractors in town who are leery about CM/ GC because they aren’t used to it,” Haddad said. “We’ve been

talking to them and engaging with them, and, little by little, they’re realizing the value of this delivery method and how beneficial it is.”

Additionally, CM/GC can save money in some cases by reducing risk. The CM/GC process allows everyone involved to discuss potential issues, identify ways to mitigate risks, and assign financial responsibility for those risks, should they arise.

“If you look at CM/GC nationwide, all the agencies who’ve used it see reduced overall risk,” Haddad said. He added you can break down risk into different categories: owner risk, contractor risk and overall risk. With design-build, the risk is usually transferred from the owner to the design-build team, Haddad said, and with design-bid-build, the risk is normally on the owner. “CM/ GC typically lowers overall risk because the owner, designer and contractor work collaboratively to reduce risk from the start.”

In the event of unforeseen issues, the CM/GC project delivery method also allows for risk pools.

“For example, we might put $200,000 into a risk pool in case we run into soft soil,” Haddad said. “If we run into those issues, we can share that cost. And, if we don’t experience those risks, we can split the balance of the risk pool. Contractors love it because they can find innovative ways to save money.”

When to Use CM/GC To decide which projects are best for CM/GC, CDOT uses a riskbased matrix to determine the best delivery method for each project. Although there are a lot of factors to consider, Haddad said, most of the projects for which CDOT uses CM/GC are high dollar value projects. “$90 or $130 million,” Haddad said.

In addition to cost, CDOT looks at several other factors, including project schedule, innovation opportunities, third party agreements, risk and level of design.

“If the level of design is too high, say 80 to 90 percent designed, CM/GC probably won’t work since there isn’t enough flexibility to change the design,” Haddad said. Oversight is an additional consideration. “Do we want to let them run with it, or do we want to have more say as an owner? If we aren’t ready to relinquish a lot of control, CM/GC is a better method.”

“You have to have the right project, the right personnel and the right reasons to use this method,” Haddad said.

The Future of CM/GC Despite its benefits for some projects, the CM/GC concept is fairly new to the United States, with Utah being an early adopter of this project delivery method around a decade ago. According to Haddad, CM/GC began picking up momentum three or four years ago.

“There’s definitely interest in it,” Haddad said, adding that he’s received calls from DOTs in Nevada, Massachusetts, Maine and Louisiana. “It’s not declining. It’s still a tool in the toolbox and it’s not going away.”

– BY SARAH REDOHL

www.THeAsphaltpro.com // 27

producer profile

In 2016, CJ Miller celebrated the grand opening of a brand new 400 tph Astec Double Barrel plant in Finksburg.

Maryland Asphalt Association Awards CJ Miller for Top Quality I

“If you do good work, you’ll never run out of work.”

That’s the company motto of CJ Miller LLC, Hampstead, Maryland.

And that motto is likely why the paving and excavating company received four awards for paving quality at the Maryland Asphalt Association’s 56th annual paving conference in March. The awards come just one year shy of the company’s 60th year in business, demonstrating just how accurate a motto can be.

CJ MILLER: 60 YEARS IN THE MAKING

CJ Miller LLC was born from humble beginnings. After a couple years installing septic systems as he finished high school,

28 // may 2018

Charles Jacob “Buck” Miller Jr. officially opened his business in 1959.

In addition to underground utility work, the company originally performed soil conservation projects and constructed farm ponds, but it wasn’t long before CJ Miller expanded its efforts to include asphalt production and paving.

From the time it built its first asphalt plant until now, the company has steadily grown in asphalt production.

CJ Miller built its first asphalt plant in 1970 in Woodsboro, a 1-ton H&B batch plant that was later replaced with a 3-ton Barber Greene batch plant.

Then, in 1971, the company began its asphalt paving operations.

In 1979, the company opened a 3-ton Barber Greene batch plant in Finksburg that is

still in use today and began to focus its paving efforts on larger state and county roads.

A third batch plant (a 2-ton Barber Greene) was purchased and added to the property at Finksburg in 1984. Extra production needs dictated that the plant be placed on the same property as the 3-ton Barber Greene plant.

CJ Miller purchased a fourth batch plant, in Westminster, in 1999. After operating it for a few years, it was replaced in May 2002 with a new 500 tph Standard Havens drum plant.

By 2015, it was determined that the Finksburg location needed improvements in efficiency and productivity and the 2-ton Barber Greene plant was to make way for a modern facility. Then, in 2016, CJ Miller celebrated the grand opening of a brand new 400 ton-per-hour Astec Double Barrel

plant in Finksburg, bringing the company’s current number of operating plants to four.

“Launching a new plant enabled us to boost production, and incorporating the Astec Double Barrel Green System allowed us to minimize emissions and cut down on fuel usage, reducing our environmental footprint,” said CJ Miller’s Director of Asphalt Plants Joe Frock. “Seeing trucks waiting to be loaded with HMA had become the norm at Finksburg, and we needed more production, and more storage for it.”

Frock, who has more than 40 years of experience in construction—33 years at asphalt plants, and 14 years at CJ Miller—sees the new plant as an essential step in the company’s continued growth as it serves Carroll County and additional counties throughout the state.

Last year, CJ Miller produced around 700,000 tons of asphalt, laying around 400,000 tons with its own crews.

A MODERN LOOK AT CJ MILLER

Today, CJ Miller is a full service site contractor, offering clearing, grading, demolition, site utilities, fine grading, curbs, snow removal, soil modification and reclamation, in addition to asphalt production and paving. It has more than 1000 pieces of equipment and 500 employees throughout its divisions.

CJ Miller also offers trucking services and estimates around half of its customers use CJ Miller haul trucks.

The company owns 50 trucks using them each day for its own projects, and hires an additional 100 for daily production needs.

“The only thing we don’t do is build bridges or buildings,” Frock said. Although the company used to be recognized for its grading services, Frock said that today CJ Miller is well-balanced among all of its services.

The company’s mix portfolio contains more than 100 different mix designs, as well as cold patch, curb mix, porous pavement, bulk emulsified tack, virgin crushed stone and sand products, natural stone sands (C33 and C-144 mason sand), crushed recycled concrete, asphalt millings, as well as various soils and mulches.

CJ Miller purchased a fourth batch plant, in Westminster, in 1999. It was replaced in May 2002 with a new 500 tph Standard Havens drum plant.

Last year, CJ Miller produced around 700,000 tons of asphalt, laying around 400,000 tons with its own crews.

The company’s most common mixes are 12.5-mm or 9.5-mm surface mixes, which Quality Control Manager Mike Utz estimates make up two-thirds of the company’s production.

Utz has been with the company for 16 years. He follows in the footsteps of his grandfather, Elwood Utz, who started working for CJ Miller as a foreman in 1964, and his father, Dennis Utz, who was a paving superintendent.

“We joke that it’s mandatory for our family to work here,” Utz said.

Brothers Charles Jacob “CJ” Miller III and Billy Miller have been at the helm as president and vice president of the company for the last several years, working to grow the company and build on its success.

“We have a very solid reputation in heavy highway and have expanded our residential street projects as well as commercial work,” CJ Miller said, also noting the company’s success in porous paving and soil stabilization.

“Our state highway crews perform excellent work,” Billy Miller added. “They put pride in what they do – making sure the joints look good and the ride is smooth. We try to utilize the latest equipment and make sure everything goes right.”

www.THeAsphaltpro.com // 29

producer profile

CJ Miller is a full service site contractor, offering clearing, grading, demolition, site utilities, fine grading, curbs, snow removal, soil modification and reclamation, in addition to asphalt production and paving.

AWARD-WINNING TEAM, AWARD-WINNING QUALITY At this year’s MAA paving conference, CJ Miller received four of the conference’s 11 total awards, each for projects the company performed for the Maryland State Highway Administration (MD SHA).

The first award-winning project was a mill and 2-inch overlay on Route 340.

The second was Route 1 in Howard County—a job Frock says they completed in a summer despite the significant hurdle of traffic volume.

30 // may 2018

CJ Miller also received an award for a mill and 2-inch overlay project on Route 31.

Rt. I-97, for which the company won its fourth award, is unique for several reasons.

The $3.2 million project, which required 20,500 tons of hot mix for its 6.8 total lane miles, was completed in October 2017. The phases of the 6-week project included a 2-inch mill, a significant amount of patching (19 mm), a wedge and level with varying lift depths between one and one and a half inches (9.5 mm), and a 2-inch 12.5-mm level 2 surface course.

The crew paved 12-foot lane widths with its Cat AP1050 track paver, loaded through

the company’s Roadtec 2500 transfer machine. All of the mix was supplied by the company’s Westminster asphalt plant, located only three miles from the project. Pat Boone, who has been with company for 10 years, runs the Westminster Plant.

“We had a long haul on this one,” Utz joked. “In all seriousness, our trucks drive through there almost every day, and as much as we always want to pave it right, we especially wanted a project in our own backyard to be a good representation of our work in the community.”

The unique aspect of this job was that a portion of it would be used as a pilot project with the National Center for Asphalt Technology, the Federal Highway Administration, and MD SHA to achieve higher than normal density.

“The state picked this job because it was shovel-ready and it lent itself well to the goals of the pilot project,” Utz said. “There were large sections of the project that test strips could easily be completed in, with additional areas should we need them.”

In total, CJ Miller paved four different test sections, applying various levels of compaction by changing the rolling patterns and mix design: • Normal mix, normal rolling pattern.

The mix used was 12.5 mm, level 2, 4.8 percent PG 64S-22 binder. Three Hamm 120 sized rollers were used, each covering the mat with three complete passes up and back.

• Normal mix, additional roller. For this strip, everything was kept the same, except they added another Hamm 120 sized roller to allow for three additional passes.

• Higher AC mix, normal rolling pattern.

The mix used was 12.5 mm, 5 percent PG 64S-22 binder. Three Hamm 120 sized rollers were used, each covering the mat with three complete passes up and back.

• Higher AC mix, additional roller. For this strip, the higher AC mix mentioned above was used, and a fourth Hamm 120 sized roller was added for three additional passes to this section.

To efficiently pave the test sections, the Westminster plant first produced the mix with higher AC content. The mix design was selected by MD SHA as the easiest way

“The supervision of Roland Wilson, our paving superintendent, and Gene Thomas, our assistant paving superintendent, both of whom have been with the company for three decades or more, was instrumental in the logistics of the Rt. 97 project,” Utz added.

“Honestly, this company works as a team,” Utz said. “Producing a high quality

end product takes effort, planning and personal investment from our employees.”

CJ Miller’s four recent awards from MAA prove that even after 60 years in business, the company motto, “If you do good work, you’ll never run out of work,” is alive and well.

– BY SARAH REDOHL

At this year’s MAA paving conference, CJ Miller received four of the conference’s 11 total awards, each for projects the company performed for the Maryland State Highway Administration to increase ease of compaction. The plant was also sure to use the same aggregates.

At the jobsite, the crews then paved two of the test strips with the higher AC mix, one with a normal rolling pattern of three Hamm 120 rollers, each making three full passes up and back. For the second test strip, foreman Bryan Laughman added a fourth Hamm 120 roller, for a total of 12 full passes.

Then, the plant began to run its normal mix, and then paved two more sections, one compacted by three rollers and the other by four.

On the night of the pilot project, CJ Miller had a nuclear gauge and two extra quality control guys on site to cut nearly 40 cores: seven cores per test strip for a total of 28 cores on the pilot project, plus 10 additional cores for the overall project.

After testing, the control test strip cores’ density was determined to be 95.8. Utz said the best density was achieved on the section with higher AC and more compactive effort, yielding average compaction of 97.1 percent. MD SHA will continue to measure the long-term performance of the test strips over time.

In addition to earning them an award from MAA, the I-97 job also received incentives for density, ride quality and mix.

“The crews deserve the majority of the credit,” Utz said.

www.THeAsphaltpro.com // 31

meet the state exec

Meet the State Exec: WAPA’s David Gent W

Washington Asphalt Pavement Association was formed in 1954, and its regular (HMA producing) members represent 98 percent of HMA/ WMA production capacity in the state.

David Gent has been the association’s executive director since Jan. 1, 2016. Dave was the technical director for WAPA in the 18 months prior, after working for paving contractors for 36 years. He’s been active in WAPA since 1984.

WAPA has its annual meeting each November, a mid-year meeting each May, and technical conferences throughout the year. AsphaltPro spent some time getting to know Gent, WAPA and what they’re doing to promote asphalt in Washington.

What are the top ways you have increased membership in the association? We try very hard to maintain good working relationships with our department of transportation (DOT) and with the associations representing city, county and consulting engineers. If you want your company involved in moving HMA paving forward within the state, WAPA provides a voice and a platform that represents professionalism and an industry-wide perspective. That is the base value of belonging to our association.

WAPA also holds educational conferences across the state twice a year, one held jointly with the DOT and one targeted to consultants and other industry professionals. WAPA membership provides these training opportunities that focus on HMA and state specific HMA topics, innovations, and specification changes.

Finally, WAPA has always been a lead “boots on the ground” advocate in the state legislature for increased state transportation and roadway preservation funding.

WAPA interacts and educates legislators on the importance of highway and infrastructure funding from an industry-wide and statewide perspective.

We are fortunate to have developed our reputation as a fair dealing association that

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is dedicated to continuously raising the bar for building best value roads and infrastructure. Our membership supports this mission and being a WAPA member is widely recognized as a lead indicator that your company is focused on pride and professionalism.

We share our best practices and ideas with the greater SAPA community. The other SAPAs, in continuous communication, readily share with WAPA too.

What is your favorite method for recruiting new asphalt professionals to the industry in general? And why?

WAPA was an early proponent of endowed scholarships. We award approximately forty $1,000 scholarships to civil engineering students at the two largest state universities each year. The awarded students are chosen by key HMA knowledgeable professors within their departments.

The scholarships are awarded to students that have taken construction materials classes that specifically must include a good grounding in HMA. These students receive some basic grounding in road materials science and gather an appreciation of the value of our roadway systems to our economy and society. I get to remind them that more than 93 percent of all our paved roads, nationwide, are paved with asphalt!

It’s great to interact with these students and impress upon them the critical role asphalt pavements play in our daily way of life. It’s a great bonus when some of the students go on to internships and early career entry with WAPA member companies or the public works agencies we work for.

About how many member asphalt projects do you visit per year/paving season? What about asphalt plant tours? Member asphalt open house events? State agency or DOT meetings? I visit approximately 50 asphalt projects each year to judge them for our annual paving awards or to view construction practices used on specific jobs. I also go

David Gent has been the Executive Director of Washington Asphalt Pavement Association since Jan. 1, 2016. on a few asphalt plant tours each year, especially when new or innovative technology is added and I attend asphalt plant open house events periodically. I participate in about 20 agency meetings with various public agencies each year, the bulk of which involve the Washington State DOT. Our APWA chapter is also proactive in maintaining and refining local agency specifications and I participate in that forum.

On a scale of 1 to 5 (1 being none at all; 5 being very much), how much of a threat to your members’ market share/livelihood is the concrete industry in your state? About a 3.5. Although HMA is the proven highest value choice when calculating a life cycle cost analysis (LCCA), most importantly we consistently win the “best initial cost/speed of construction” element of the LCCA, which is key during a period of tight transportation budgets. That being the case, the concrete industry is always aggressive at marketing the attributes of its product at every oppor-

tunity. Fortunately, HMA is a very adaptive and versatile product that can adapt well to every sector of paving, from attractive bike paths to stout log sorting yards.

Recently the concrete folks have been pushing roller-compacted concrete as an alternative to asphalt paving because the high initial cost and slow speed of construction of standard concrete pavements is difficult to overcome in this marketplace.

Could you share an anecdote of a time when the concrete industry encroached on the asphalt marketplace in your state? There was a small roller compacted concrete (RCC) project (5,000 square yards at 7 inches thick) built in 2016 in a southwest Washington county that has been showcased at regional conferences recently. It was an interesting presentation. Of course, the true performance and long-term value of the pavement will take years to evaluate.

It was interesting to me that even though the presentation intended to show the attributes of RCC as an alternative to HMA, the RCC, being shown in its very best light, was calculated to be equal in cost to an equivalent HMA section. The RCC construction was much slower and included the need for post-paving surface treatment (finishing agents, power troweling, tined surface and sawed joints). On top of that, best practices call for the use of a specialty mixing plant, a highly specialized asphalt paver and asphalt rollers to achieve compaction.

We’ll let the project speak for itself over time, but in polling nationally, the small number of RCC pavements placed have not achieved the performance purported. And the best fix for poorly constructed RCC? A good structural overlay with HMA. On a scale of 1 to 5 (1 being none at all; 5 being very much), how much difficulty are your members having in finding qualified workers for their asphalt paving or production crews? 3.5. We lost field crew talent during the financial slowdown and because state highway funding had fallen behind the need. With an improving economy and a modest gas user fee increase, the market has rebounded somewhat, but is still not “red hot”. We have generally been able to field solid paving crews, but it can be

Gent visits approximately 50 asphalt projects each year to judge them for WAPA’s annual paving awards. difficult to manage at the height of our road building season. Better union training programs and alternative vocational educational programs have helped somewhat and, to date, our members have been able to meet the immediate need.

Could you give an example of a way your state APA assists members with workforce development? We provide the training sessions I mentioned above, which cover “best practices” and “back to basics” classroom training and which is targeted generally for crew leaders, supervisors and above. We also actively promote the NAPA free webinar series, co-sponsor equipment manufacturer training opportunities and provide notices highlighting online training tools that are entering the market. Paving crew workforce development is not a core mission for WAPA at this point, but we discuss and assess the needs of our members continually.

On a scale of 1 to 5 (1 being none at all; 5 being very much), how involved are your state elected officials in transportation issues such as funding and infrastructure improvements? 3. Many state elected officials would rather not deal with the tough choices necessary for funding basic transportation and many have

found it easy to be critical of the DOT, but through continuous advocacy and education our legislature seems to (eventually) find a way to increase funding when budget cliffs are looming. We are fortunate that there are always a few very well informed elected officials that understand the need and work to build a consensus for basic levels of funding. WAPA has been key in stressing the value and importance of preventative/timely maintenance to our elected officials. It would be irresponsible to undermine the incredible investment we’ve made in the state road network by lack of sufficient funding.

On a scale of 1 to 5 (1 being none at all; 5 being very much), how involved are your asphalt members in transportation issues such as funding and infrastructure improvements? 3.5. There is a core group that always “answers the call” when needed and who religiously attend the Transportation Construction Coalition Fly-In to Washington D.C. each year. Others step up in times of acute need. Many folks would rather just run their businesses and they rely on their industry association representatives to deal with these issues.

WAPA generally provides this service at the state level while NAPA provides leadership at the national level.

www.THeAsphaltpro.com // 33

meet the state exec We are fortunate to have developed our reputation as a fair dealing association that is dedicated to continuously raising the bar for building best value roads and infrastructure.

WAPA presents its annual paving awards at its annual meeting each November.

Could you share an example of a time when your state APA hosted elected officials to educate them on the need for highway funding, asphalt materials, construction workforce development, etc.? We presented transportation leaders from the State House and State Senate with “profiles in courage” awards at our annual awards banquet in 2015 when the last fuel user fee was passed. We always invite elected officials to present their outlook regarding transportation matters at our annual meeting.

State and national elected officials are invited to plant site open house tours by progressive WAPA members on occasion, but these are not regularly scheduled events.

GET TO KNOW DAVID GENT How did you join the asphalt industry?

I was a junior in the civil engineering department at the University of Washington the year Mt. St. Helens erupted. My family lived in a small city (Moses Lake) located in the middle of the state that was hit very hard by the ash fall from the volcano. My dad asked me to come home and help him shovel about a foot of ash off the roof of our family home.

One of my favorite professors and mentors, Dr. Joe Mahoney, heard that I was heading home and asked me to bring back several 5-gallon buckets of the volcanic ash.

His interest was to see if the ash had cementitious properties. His initial idea was that perhaps the ash could be easily stabilized in the short term to help with cleanup and to limit the damage being done by the fine ash blowing throughout the region. It

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turned out that the ash was not naturally cementitious, but I ended up working as a lab and research assistant from that point on, focusing mostly on asphalt paving research with Dr. Ron Terrel. That experience jump started my interest in asphalt paving and it has been central to my career.

When I’d earned my degree, I was hired by a family-owned heavy civil contractor (Wilder Construction). HMA production and paving was a core line of the business.

I began estimating and project engineering directly out of college and grew to love the ever-changing challenges presented by civil construction and roadway paving projects. I particularly enjoyed that there was always a new job or challenge quickly following each completed project.

Not many civil engineering students were as exposed to asphalt technology as I was and so I found a solid niche in working on projects that nearly always had a large paving component. I loved the challenges and was able to bid and build a wide variety of projects, both in Washington State and occasionally in Alaska (bidding only).

What is the most challenging part of your job, and why do you think it’s a challenge in your state? Continuing to raise the profile of the importance that asphalt pavements play in our economy and everyday lives and trying to keep that message highlighted so that it is properly funded versus more high-profile infrastructure, like floating bridges, soft bore tunnels, car ferries, light rail, bike lanes, etc.

People simply take asphalt pavements for granted, as a basic fact of everyday life. It’s

hard for folks to be passionate about asphalt pavements, but without the road system, bike paths, walking trails, port facilities, etc., that make our economy efficient, our lives would be much different.

What do you see as the most important part of your job as the executive director of a SAPA? Promoting the value and versatility of hot mix asphalt to the public, teaching asphalt technology to a wide variety of stakeholders and freeing WAPA members to concentrate on running their businesses knowing that WAPA is out there advocating for funding and fair and practical specifications.

What has been the most rewarding experience for you during your time as the executive director? Awarding the best paving awards at our annual awards banquet. Paving crew members and their foremen come to be recognized alongside public works officials and company leaders and company owners for their good work.

Often, they have their spouse, or an honored guest, attend the banquet with them.

These hard-working folks are handed prestigious awards by the president of the APWA or the president of the Association of County Engineers or by the chairman of the Airport Manager’s Association or even by the State Secretary of Transportation!

It’s gratifying to recognize the key members of the project teams appreciation for their great efforts in a room full of folks whose work lives center on delivering great paving projects. Those normally stoic faces light up with a big smile! It never gets old to show appreciation for a job well done.

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international snapshot

The Bison 120 jaw crusher from EvoQuip is one of the company’s crushers designed to get the job done in confined job spaces. Photo courtesy Terex EvoQuip.

International Maneuvering T

The Bison 120 jaw crusher, pictured here on a site in Ireland, exhibited for the first time at a show in Las Vegas in January. The machine has been specifically designed to offer operators versatility, maneuverability and transportability. It’s “small” enough to fit inside a container for transport. It features a 680- by 400-millimeter single toggle jaw crusher that can be adjusted hydraulically using the remote control. But this isn’t the only new crusher on the scene from Terex Corporation.

36 // may 2018

At the AGG1/World of Asphalt 2018 show in Houston, Terex EvoQuip displayed the Cobra 230 impact crusher with output potential up to 275 tons per hour. It’s designed to get into tight sites and crawl while it works. The team at the EvoQuip booth shared that the Cobra 230 can crush reclaimed asphalt pavement (RAP) on the job, and has an integrated pre-screen for fines removal. Check out the specs in this month’s product gallery.

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Asphalt Drum Mixers

Asphalt Industry Will Adapt to Steel and Aluminum Tariff Effects

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BY SANDY LENDER

By now, AsphaltPro magazine readers have probably heard the dire warnings from a handful of organizations concerning the additional duties the United States of America now imposes on steel and aluminum being imported from most foreign countries. According to a release from the Secure Customs Brokers division of Clasquin Overseas Forwarding and Logistics, Valley Stream, New York, “all imports of steel articles specified in the Annex shall be subjected to an additional 25 percent ad valorem rate of duty with respect to goods entered, or withdrawn from warehouse for consumption, on or after 12:01 a.m. eastern daylight time on March 23, 2018,” and “all imports of aluminum articles specified in the Annex shall be subject to an additional 10 percent ad valorem rate of duty with respect to goods entered, or withdrawn from warehouse for consumption, on or after 12:01 a.m. eastern daylight time on March 23, 2018. This rate of duty, which is in addition to any other duties, fees, exactions, and charges applicable to such imported aluminum articles, shall apply to imports of aluminum articles from all countries except Canada and Mexico.”

CAPACITY FOR SECURITY

At first blush, that reads like a tax on building materials entering the United States. But there’s a deeper meaning behind the tariffs. The United States isn’t imposing taxes on foreign entities for the sole purpose of getting off-shore businesses to help pay off national debt.

Here’s what the U.S. Department of Commerce (USDOC) had to say.

The USDOC Bureau of Industry and Security Office of Technology Evaluation sent a 262-page report to The President of the United States Jan. 11, 2018. I read the document, including appendices A through L. The issue of whether or not the USA should support its steel manufacturing capabilities by assessing additional duties on imported steel and aluminum products goes beyond the discussion of pricing equipment from overseas versus pricing equipment from Florida, Iowa, Kentucky, Tennessee, etc. Imposing a tariff on steel from foreign countries was a recommendation of the USDOC for the purpose of future economic welfare and national security.

“The Secretary also recognized the close relation of economic welfare of the United States to its national security; the impact of foreign competition on the economic welfare of individual domestic industries; and any substantial unemployment, decrease in

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revenues of government, loss of skills, or any other serious effects resulting from the displacement of any domestic products by excessive imports, without excluding other factors, in determining whether a weakening of the U.S. economy by such imports may impair national security,” the USDOC document states. In particular, this report assesses whether steel is being imported “in such quantities” and “under such circumstances” as to “threaten to impair the national security.”

The report found that “[i]mports in such quantities as are presently found adversely impact the economic welfare of the U.S. steel industry,” and “[i]mports are priced substantially lower than U.S. produced steel…Displacement of domestic steel by excessive quantities of imports has the serious effect of weakening our internal economy,” and “Global excess steel capacity is a circumstance that contributes to the weakening of the domestic economy.”

“Based on these findings, the Secretary of Commerce concludes that the present quantities and circumstance of steel imports are ‘weakening our internal economy’ and threaten to impair the national security as defined in Section 232. The Secretary considered the Department’s narrower investigation of iron ore and semi-finished steel imports in 2001, which recommended no action be taken, and finds that several important factors—the broader scope of the investigation, the level of global excess capacity, the level of imports, the reduction in basic oxygen furnace facilities since 2001, and the potential impact of further plant closures on capacity needed in a national emergency, support recommending action under Section 232. In light of this conclusion, the Secretary has determined that the only effective means of removing the threat of impairment is to reduce imports to a level that should, in combination with good management, enable U.S. steel mills to operate at 80 percent or more of their rated production capacity.”

When I read the March 2018 Global Steel Trade Monitor from the International Trade Administration, I learned that the top three steel producers in the United States owned by U.S. companies manufacture less than the 80 percent the Secretary recommends.

“Based on available data, the top three domestically-owned producers accounted for 56 percent of total United States production in 2016,” the report stated.

“[T]he Secretary has determined that the only effective means of removing the threat of impairment is to reduce imports to a level that should, in combination with good management, enable U.S. steel mills to operate at 80 percent or more of their rated production capacity.”—U.S. Department of Commerce One of those three domestically-owned producers supplies material to an original equipment manufacturer (OEM) that asphalt professionals will recognize: Roadtec Inc. in Chattanooga. Roadtec President John Irvine shared the reality taking place during the week of April 2 for his company.

“We are very fortunate in Chattanooga having the Nucor Steel Plant in Ft. Payne, Alabama, 40 miles from here. Our main supplier, Siskin Steel, and its partner (Nucor Corporation) are very in tune and responsive to our needs. Siskin delivers steel daily to Roadtec, Astec and Heatec here in Chattanooga. We buy about $25 to $30 million worth of steel from them annually. They keep us up to speed on developments in steel cost developments. This week we negotiated our third quarter steel buy. The cost of steel is going up 39 percent on all the a36 steel we buy. This is the majority of what we buy other than the specialty t-1 tool steel, chromium carbide liners, nihard cast augers, etc. Some say steel will go to 60 percent or 70 percent higher than what we are experiencing today by year-end when tariffs take hold. Availability is not a big concern, but availability at a good price is.”

What that means for asphalt professionals is potential price increases from OEMs by year-end. Irvine suggested contractors who are considering adding to their fleets go ahead and make the decision to do so, no matter who they’re buying from, before prices go up. He did the math, showing his work.

“Our product is approximately 7 percent flat steel and bar stock; this does not include the product we buy, which is made from steel.

But we outsource very little fabrications, weldments or machining.

If you apply a 39 percent increase to our product that is 7 percent steel, customers will see a 2.73 percent increase in the cost of our product in the third quarter 2018. If [the price of steel] goes to 80 percent increase by year-end, [customers] will see a 5.6 percent increase in cost over what they are buying for at today’s prices.”

INDUSTRIES REACT

At another industry event in March, I visited with Mark Schreiber, an engineer and owner of Mi-Way Inc., Sarasota, Florida, who has cleared abandoned manufacturing facilities across the United States in his career. Schreiber shared that he has led teams in dismantling machinery and assembly line equipment from buildings that have been closed down. The materials then are shipped to foreign countries—he named China specifically—where they

are melted down, refined into new steel stock, and then sold back to United States’ manufacturers at a price point that is lower than what U.S. steel refiners can compete with. But China isn’t the only country supplying steel to the United States.

In fact, despite being the largest supplier of steel in the world (according to USDOC), China barely edges into the top 10 importers of steel to the United States (according to stats in Global Steel Trade Monitor). The United States is the 26th top export source of steel for China (See Table 1). The “hope” of the steel (and aluminum) tariffs is to bring more of that production back onshore. It’ll take more than one company getting behind the idea, but it has started with one.

United States Steel Corporation (NYSE:X), headquartered in Pittsburgh, announced March 7 it would restart one of its blast furnaces at its Granite City, Illinois, location and needed about 500 employees to come on back to work. It posted ads for specific metallurgists, welders and others with “no experience needed” with wages ranging from $16 to $35 per hour. The corporation listed favorable market conditions, the ability to extend its own borrowing power until 2023, and the tariff proclamation, among the factors leading to getting production back in place.

When you get right down to it, materials expenses will rise in terms of fuel scrubbers on the large ships that bring foreign steel (more on that topic in the June issue). Materials expenses will rise in terms of decreased capacity within the United States if our steel industry doesn’t catch up to the rest of the world. Materials expenses will rise in the form of Beijing’s narrative of “construction explosion” ramping up to the next Olympics there. Materials expenses will rise in the form of inflation and the cost of doing business.

Luckily, the asphalt industry is able to adapt to the ebb and flow of materials expenses. Leonard Loesch, the CEO of Stansteel, Louisville, Kentucky, pointed this out with the example of liquid asphalt cement (AC) prices we lived through over the past 25 to 30 years.

Departments of transportation (DOTs) built escalators into the bidding/payment process to protect contractors from financial ruin.

We all know how it works: if you bid a project in May when AC prices are $300 a ton, and then begin work in July when AC prices experience a jump to $500 a ton, the state pays a percentage to help absorb the difference. The contractor doesn’t have to hedge and guess Table 1. Here’s Where U.S. Steel Comes From

Top 10 Steel Sources Canada Brazil South Korea Mexico Russia Turkey Japan Germany Taiwan China

Share Exported to U.S. in 2016 87.70% 34.00% 12.10% 72.90% 2.30% 15.00% 4.90% 4.00% 9.20% 0.80%

Share Exported to U.S. in 2017 89.90% 32.80% 11.20% 65.00% N/A 10.70% 4.70% N/A 9.60% 1.10%

Source: International Trade Administration’s March 2018 Global Steel Trade Monitor

www.THeAsphaltpro.com // 41

and try to foretell weather or war events messing with refineries and AC capacity two months from his estimating date. This makes the asphalt industry flexible and adaptable like few other industries.

“The asphalt industry is one that has the most adaptability built into it because contractors take contracts when they don’t know what the cost of liquid AC will be in the future,” Loesch said. “Asphalt contractors will adapt to price changes in materials and equipment.”

Astec CEO Ben Brock offered similar words of wisdom. “Steel prices were already increasing several months before the tariffs were announced,” Brock said. “The tariffs will raise steel prices even more. Most contractors buy steel and understand the pricing is going up for the steel they buy, and that prices for products that contain steel will go up as well. We watch steel supply, demand and pricing on a consistent basis and make adjustments as necessary. Those adjustments always include working for cost reduction mechanisms in an effort to keep our prices in line. Contractors using steel in what they do are likely doing the same things we are doing, and bidding/pricing jobs appropriately as well.”

Loesch stated that with the steel tariff discussion there aren’t any solid knowns, but wise OEMs will include escalators in pricing, as will the contractor. “If the base price goes up, the end price goes up.”

Notice he said, “if.”

“American steel companies already know what their costs are,” Loesch said. “They already have their iron ore and sources of supply.” He reminded readers that American steel companies can continue doing business as usual and still make money, without having to raise prices.

“Playing games with numbers shouldn’t last more than a year or two when it comes to the steel companies,” he suggested. “Right now, the steel companies see an opportunity to raise their prices.”

He’s right. Ken Simonson is the chief economist for the Associated General Contractors of America (AGC), which reported that “[t]he producer price index for inputs to construction industries, goods—a measure of all materials used in construction projects including items consumed by contractors, such as diesel fuel—rose 0.8 percent in March alone and 5.8 percent over 12 months.”

What I found interesting in AGC’s analysis is a continuing focus on China.

For 2017, the March 2018 Global Steel Trade Monitor stated, “Canada accounted for the largest share of U.S. imports by source country at 17 percent (5.8 million metric tons), followed by Brazil at 14 percent (4.7 mmt), South Korea at 10 percent (3.4 mmt), Mexico at 9 percent (3.2 mmt), and Russia at 8 percent (2.9 mmt).”

“Prices increased for many items in March, even before tariffs announced for steel, aluminum and many items imported from China have taken effect,” he stated in an April 10 AGC press release. “Steel service centers and other suppliers are warning there is not enough capacity at U.S. mills or in the trucking industry to deliver orders on a timely basis. Thus, contractors are likely to experience still higher prices as well as delivery delays in coming months….today’s report only reflects prices charged as of mid-March. Since then, some tariffs have taken effect, many others have been proposed, and producers of steel and concrete have implemented or announced substantial additional increases.”

Personally, I won’t lose sleep if rebar suddenly doubles in price making bids on concrete projects go up. But the fact of the matter is the cost of rebar is probably not going to double, and concrete pav-

42 // may 2018

ers will likely adapt with escalators in their bidding processes. Contractors on both sides of the paving aisle (asphalt and the gray matter) know how to adapt to materials expense changes.

One global OEM has reacted to potential steel price hikes without changing base prices. Terex Corp. CEO John Garrison penned a letter to customers March 6 saying: “Steel prices have been rising steadily for several months and this action [tariff proclamation] drove prices even higher, reaching heights not seen in many years.

The longer-term impact of the trade action is uncertain, but the inflationary impact on steel prices and related components is already increasing our product cost.

“Unfortunately, the impact of the rising cost of steel is too large and too sudden for us to absorb,” Garrison’s note continued. Rather than increase base prices, Terex will add on a steel cost surcharge.

“The surcharge will cover a portion of our cost increases—and will remain separate and transparent from base prices. As the price of steel normalizes, we will adjust or remove the surcharge.”

Other global companies are taking a wait-and-see approach, not willing to pass taxes down to customers yet. During the Wirtgen Technology Days event in Nashville March 29, Domenic G. Ruccolo, CEO of Wirtgen Group Branch of John Deere, participated in a morning press conference. Ruccolo shared with us that the Wirtgen Group families—Deere, Hamm, Kleemann, Vogele, Wirtgen—will adapt to the changes as things move along. “As regulations change, we’re going to adapt as a global company,” he said.

This is advice OEMs were willing to offer asphalt professionals.

Adapt as the industry always does. But adapt while watching how tariffs truly affect real prices in the real world over the next few quarters, and while watching the U.S. steel industry return to 80 percent—or higher—capacity as the USDOC Secretary recommends.

This Looks Familiar The Commerce Department’s recommendation to President Trump isn’t without precedent. “Prior significant actions to address steel imports using quotas and/or tariffs were taken under various statutory authorities by President George W. Bush, President William J. Clinton (three times), President George H.W. Bush, President Ronald W. Reagan (three times), President James E. Carter (twice), and President Richard M. Nixon, all at lower levels of import penetration than the present level, which is greater than 30 percent.

“Due to the threat, as defined in Section 232, to national security from steel imports, the Secretary recommends that the President take immediate action by adjusting the level of these imports through quotas or tariffs. The quotas or tariffs imposed should be sufficient, even after any exceptions (if granted), to enable U.S. steel producers to operate at an 80 percent or better average capacity utilization rate based on available capacity in 2017.”

“The Secretary recommends that the President impose a quota or tariff on all steel products covered in this investigation imported into the United States to remove the threatened impairment to national security.”

Source: U.S. DOC Bureau of Industry and Security Office of Technology Evaluation

CAROLINA SUNROCK EARNS INTERNATIONAL RECOGNITION

BY SARAH REDOHL

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When expanding your company into new services, it may take some time for your community to recognize those changes. However, receiving both national and international recognition for a job well done can certainly help.

That’s exactly what happened for Carolina Sunrock LLC, Raleigh, North Carolina, when it paved an award-winning project on Sandy Forks Road in North Raleigh.

The project not only received a Quality in Construction Award from the National Asphalt Pavement Association, but was also recognized as the first project in the state to receive a silver certification from Greenroads Foundation, a transportation sustainability nonprofit.

The project is also recognized as Greenroads’ highest rated project internationally to date.

44 // may 2018

FROM QUARRY TO KING OF THE ROAD

Sunrock got its start in quarries nearly 70 years ago. Today, the company has 400 employees across all of its divisions, with 30 to 40 in its plants and 35 to 40 on its asphalt paving crews.

Over time, the company added six asphalt plants to its repertoire: an Astec/Cedar Rapids hybrid in North Raleigh, an Astec Double Barrel near Raleigh–Durham International Airport, an Astec/ Cedar Rapids hybrid at its Durham quarry, a hybrid at its Woodsdale quarry, an ALmix plant with Gencor Silos and drag conveyor at its Butner quarry, and an Astec Batch plant at its Kittrell quarry. The company is also going to begin construction of a new plant in Prospect Hill this spring.

Then, six years ago, the company decided to start a contracting division. That’s when John Barrett stepped up to the plate. Prior to

LEFT: Sandy Forks Road was originally built in the 1970s as a two-lane connector road in North Raleigh. Over time, homes and businesses began to develop alongside the 1.5-mile-long corridor. joining Sunrock as its general manager of contracting, Barrett had co-owned a small construction company that bought many of its materials through Sunrock.

With the addition of Barrett’s contracting group, Sunrock became North Carolina’s first vertically integrated contractor, from materials to site work to asphalt laydown.

In 2017, Barrett estimates that Sunrock’s paving crews laid nearly 350,000 tons of asphalt.

Barrett estimates that around 70 percent of Sunrock’s paving is public work, with the remainder of the work made up of commercial and private work including subdivisions and commercial site paving for general contractors.

Of that total tonnage, 18,000 tons went to the Sandy Forks Road project.

SANDY FORKS, SUNROCK AND SUSTAINABILITY

Sandy Forks Road was originally built in the 1970s as a two-lane connector road in North Raleigh. Over time, homes and businesses began to develop alongside the 1.5-mile-long corridor.

“It kept getting patched and repaired, and over the years it saw more and more traffic,” Barrett said. It also began to see more pedestrian and bike traffic. By the time Sunrock got its crews on the job, the road was overdue for an update.

“When the residents around there would walk to the nearby stores and restaurants, they’d be walking along the shoulder,” Barrett said. The city decided to upgrade the road to a two-lane road with center turn lanes, divided medians, retention ponds, new curb and gutter, as well as new sidewalks and asphalt bike lanes—all work performed by Sunrock.

In total, the 4-lane-mile, $9.9 million project took 18 months to complete, from January 2016 until July 2017.

From the very beginning, the city and Sunrock wanted to qualify for a Greenroads certification.

The Greenroads Foundation was established in 2010 to advance sustainability in transportation infrastructure. It also manages the Greenroads Rating System, a certification process for sustainable transportation development projects in the United States and internationally.

Greenroads grades its projects based on a number of factors, including the project requirements, environment and water, construction activities, materials and design, utilities and controls, access and liveability, and creativity and effort.

Sandy Forks is the 45th project to be certified since 2012, with an overall score of 51. Today, more than 130 projects are currently seeking certification from 11 states and eight countries, according to the Foundation.

“Greenroads is sort of like the LEED program, but for civil construction,” Barrett said. “Greenroads are all about using sustainable practices and materials to build the project.”

www.THeAsphaltpro.com // 45

The project also included construction of two bioretention cells within the median of the corridor and a water-filtering art sculpture.

To make the project as sustainable as possible, Sunrock incorporated a number of green initiatives and practices, including use of warm-mix asphalt (WMA), reclaimed asphalt pavement (RAP), recycling the materials on site and water conservation, to name a few.

The project required 18,000 tons of Superpave mix, specified by the city, for the new roadway and bike lanes.

According to Director of Quality Control Vasyl Shymonyak, the job required I-19B for the 4-inch intermediate layer and 9.5-mm B for the top two lifts.

“The first lift of 1.5 inches was a warm mix and, for the final lift of 1.5 inches, we used hot mix because we thought we’d get a better result with hot mix temperature and that the hand work would be better,” Barrett said.

The hot-mix asphalt (HMA) was produced at standard temperatures of around 300 degrees, and the WMA for the project was produced at 260 degrees, plus or minus 15 degrees, according to Shymonyak. Based on the parameters of the job, this lower temperature limit was set by the City of Raleigh, following department of transportation specifications.

According to Shymonyak, Sunrock added 0.5 percent Morlife anti-strip to the HMA and 0.5 percent Evotherm to the WMA used on this project. Using WMA for a part of this project also required plant personnel to test temperatures more often. Shymonyak estimates they sampled every five loads, or about every 750 tons.

Sunrock also incorporated 30 percent RAP into the mix used on the Sandy Forks project, which Barrett estimates is about average for Sunrock projects. The upper limit in the state is around 40 percent, he said.

46 // may 2018

Sunrock got its start in quarries nearly 70 years ago. Four of its asphalt plants are located at its quarries, in Durham, Woodsdale, Butner and Kittrell.

The company also recycled the concrete from the job to use for stone base, hauling it to one of Sunrock’s facilities only 8 miles from the job site. Forty percent of the 24,000 tons of stone base on the project were recycled from the previous road.

The crews also hauled 12,000 yards of excess dirt to another City of Raleigh project. They also constructed two bioretention cells within the median of the corridor, which treats and removes pollutants including nitrogen, phosphorus and hydrocarbons, reducing environmental impacts downstream in the Neuse watershed.

The project also included efficient LED lighting, benches, a water-filtering art sculpture, and educational signage about the project’s sustainability.

“Even before Greenroads, Sunrock and many others in our industry were using a lot of sustainable practices.”—John Barrett

The Sandy Forks project too 18 months to complete, from January 2016 until July 2017.

In addition to environmental sustainability, many of these choices also led to savings on materials, reduced transportation of materials, and less energy and fuel use. For example, by hauling the excess dirt to its Buck Jones Road project in South Raleigh, Sunrock saved money and could avoid taking the dirt to a landfill instead.

“There wasn’t any monetary incentive to get this certification, but we all bought into it: us as the builders, the city as the owner and their engineers, RK&K,” Barrett said. “It also made everyone work together a bit more, because we all had skin in the game in a different way than usual.”

“I was familiar with LEED certification and appreciated that Greenroads brings that level of attention to sustainable transportation projects,” said Chris Johnson, City of Raleigh Division Manager for Roadway Design and Construction. “Raleigh’s interest in incorporating sustainability into projects gave me the political support to recommend this project for certification and use it as a learning tool for our team.”

The new roadway is comprised of two 11-foot-wide travel lanes, an 11-foot-wide center turn lane, and two 5-foot-wide bike lanes for a total width of 43 feet. The crew paved two 16-foot passes for the travel lanes and bike lanes, and then an 11-foot pass to pave the inside turn lane, using their 10-foot Volvo P7170B paver to construct the mainline paving and a CAT AP655 track paver to pull the intersections and turn lanes.

Then, the crew compacted the project with its Cat CB7 and Hamm HD120VO rollers.

Accomplishing good rideability on the project was a challenge, Barrett said. The crews had to tie into curbs and gutters and pave around plenty of manholes.

“We did a lot of engineering to get the profile of that final lift as smooth as possible,” Barrett said. Before the final lift, the crews micro-milled and skin patched the first lift to ensure the final lift could be paved without any grade adjustments.

www.THeAsphaltpro.com // 47

Today, the company has six active asphalt plants, with a seventh in progress. This photo shows Sunrock’s Astec Double Barrel near Raleigh–Durham International Airport.

“Because the roadway had curb and gutter along both outside edges of the road and delineating the median islands this made for a unique and challenging situation to attempt to achieve good rideability,” Barrett added. The gutter was the controlling grade, so the skin patching and profile milling was done to create a smooth, uniform surface that was 1.5 inches below the gutter line before the final lift was paved. “We could not use a joint matcher on the curb because curb is not poured as smooth as a road is paved. Instead of a joint matcher we used two 30-foot non-contact ski poles to average the grade on each side of the paver as we placed the final 1.5 inches of asphalt to take our best shot at achieving good rideability.”

“Because we milled and skin patched, we were a very uniform 1.5 inches below the curb,” Barret said. “We achieved a very good tie in to the curb while building a smooth surface because we used the ski poles to average the grade.”

The crew used a Vogele MT 3000-2i offset material transfer machine to continuously pave and eliminate bumping the paver, as well as remix the asphalt.

Ultimately, every bit of extra effort paid off.

“We took it from a two-lane road where pedestrians and bikers were riding at their own risk to something really nice,” Barrett said.

“Greenroads is sort of like the LEEDs program, but for civil construction.”

—John Barrett 48 // may 2018

Sunrock used a Vogele MT 3000-2i Offset material transfer machine on the Sandy Forks project so the crew could pave continuously and the asphalt would be remixed on site.

He also expects the success of Sandy Forks Road to impact Sunrock’s future work.

“Even before Greenroads, Sunrock and many others in our industry were already using a lot of sustainable practices,” Barrett said.

“But this project made us more aware of the importance of these practices. We’re not just doing them to save money and be more competitive, but also because they impact our environment, and long term sustainability makes a difference. We’ll definitely be looking for more ways we can use these types of sustainable practices in the future.”

Improved Efficiency INCREASED PRODUCTION V-Flights Shower Material Along the Edge of the Notch as Well as the Tip

V-flights Allow for a More Even Veil of Material

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The east side alignment consisted of a 5-inch asphalt pavement, including a 3-inch lift of Marshall mix and a 2-inch top lift of Superpave.

T

SADDLE ROAD IMPROVEMENTS SAFELY CONNECT COMMUNITIES, OVERCOME CHALLENGES

BY ASPHALT PRO STAFF

The Daniel K. Inouye Highway (DKI), also known as Saddle Road, spans nearly the entire width of Hawaii Island, from Hilo on the east coast to Route 190 south of Waimea, located less than 10 miles from the island’s west coast. When it was first built in 1942, the one-lane thoroughfare’s main job was to connect the Pohakuloa Army base— located in the center of the island—with both coasts.

It was considered one of the most dangerous paved roads in the state of Hawaii, with its one-lane bridges, areas of poorly maintained pavement and tight corners. The road was considered so dangerous, in fact, that rental car companies prohibited the use of their cars on Saddle Road.

“The old Saddle was treacherous,” Walter Kunitake, chairman of the Saddle Road task force, told the Hawaii Tribune-Herald. “On a foggy night it was more than treacherous.”

That’s what makes the completion of Saddle Road’s east side alignment not only a triumph over the unique paving challenges the project presented, but also a triumph of efficiency, connectivity and safety for the residents of the Big Island.

With its recent improvements, Saddle Road is the most direct cross-island route and is used for transporting goods, military traffic, recreation and tourism, as well as daily commuting. It also offers

52 // may 2018

the only paved access to the U.S. Department of the Army’s Pohakuloa Training Area, Mauna Kea State Park, and the Muana Kea and Muana Loa observatories.

According to the Federal Highway Administration (FHWA), public use of Saddle Road had been very low prior to the improvements.

Now, cross-island travelers can save between 30 and 45 minutes, compared to the most commonly used alternative routes.

The improvements have also increased the number of daily cars using that route by 250 percent and decreased accidents by 80 percent since 2012, according to the Hawaii Tribune-Herald.

In total, the project spanned 48 miles and cost $316.5 million. “[The completion of the final phase] fulfills the late Senator [Daniel] Inouye’s vision of a safe, efficient route across the largest island in our state,” said Hawaii Governor David Ige at the final phase’s dedication ceremony in October of 2017.

Saddle Road is also considered Hawaii Route 200. In September 2013, upon the completion of the first new leg of the highway, it was renamed the Daniel K. Inouye Highway. However, many locals continue to call it Saddle Road.

FINISH THE FINAL PHASE

Saddle Road’s east side realignment—the final phase of the multiyear project—began in March of 2016 and was completed in September of 2017.

FHWA and the Central Federal Lands Highway Division, in cooperation with Hawaii DOT, oversaw the project, with funding from the federal government, the state DOT and the U.S. Army.

Performed by Hawaii Asphalt Paving Industry member, Road and Highway Builders LLC (RHB), the final phase cost $57 million and spanned 6 miles, from milepost 11.7 to milepost 5.7. It included a horizontal alignment from milepost 11.7 to milepost 8.5, and then diverged south of the existing road until connecting with Puainako Street Extension at milepost 5.7.

For the portion of the project along the existing alignment, traffic was moved several times to accommodate work. However, two lanes of traffic were open after working hours each day. With the new road diverging southeast at milepost 8.5, the crew was able to construct the road without worries about traffic.

The improvements upgraded the road to include two 12-foot travel lanes, each with an 8-foot shoulder, and a climbing lane for most of the project length. To achieve this 52-foot wide roadway, RHB performed a series of pulls with its Cat AP1000E paver. The first was 20 feet wide, the second 12 feet, the final 20 feet.

The roadway consisted of a 5-inch thick asphalt pavement, paved in two lifts: a 3-inch bottom lift of Marshall mix (36,000 tons total) and a 2-inch top lift of Superpave (24,000 tons total).

To produce the asphalt, a portable plant was brought to the island and placed at Pohakuloa Training Area (PTA) quarry, where the aggregates for the pavement were crushed. Oahu-based Asphalt Hawaii and PAR Hawaii supplied the specified PG64-22 asphalt binder for the project.

Having completed projects on the Hawaiian Islands before, the team at RHB was prepared to procure and transport materials to complete the paving on this project,” To expedite dump times, RHB chose to use belly dumps and a Roadtec Shuttle Buggy.

However, belly dumps are relatively uncommon in the state of Hawaii, as most roads have intersections and driveways at such frequent intervals, it’s often impractical to use a belly dump that could leave a windrow of asphalt material in an inconvenient spot. This road, however, had only a few minor access roads and no driveways.

up by 9 a.m., they would start operations at 9 a.m. However, they also had to monitor weather conditions beyond their immediate work site.

One major concern was rain occurring above the area they were paving. This would cause unexpected flooding. Care had to be taken to not only monitor the area that were paving but other areas that would have an impact on their paving.

Despite planning for rain, the crew was forced to stop paving due to unexpected rain on multiple occasions. When this would happen, they would have alternate plans so the workforce could keep moving forward until weather would improve and the crew could resume paving.

SCHEDULE FOR SUCCESS

OVERCOME SITE SITUATIONS

The first in a series of unique challenges this project faced was its distance from the asphalt plant, located at milepost 38 around 30 miles from the work zone.

This distance required a larger number of trucks to bring mix to the job. This made scheduling paramount, not only to meet the trucking needs of the project but also to minimize negative effects on traveling public.

Scheduling was also important in dealing with persistent rain.

The crew experienced multiple rainout days—once a week, on average.

However, the crew would monitor weather forecasts to plan its operations. For example, if it was going to rain at 7 a.m. and clear

54 // may 2018

To expedite dump times, RHB chose to use belly dumps and a Roadtec Shuttle Buggy, which is uncommon in Hawaii, due to frequent intersections and driveways on most roads.

Other unique challenges included ash-related issues and paving on steep grades, as well as mitigating the spread of Rapid ‘Ōhi’a Death (ROD), a disease affecting trees in the area.

The nearest volcano to the project is Mauna Kea. The ash affecting this project was deposited from long-ago eruptions.

Saddle Road passes between the island’s two largest mountains, Mauna Loa (13,680 feet) and Mauna Kea (13,796 feet). Due to this location, about three quarters of the last stretch is steeper than 5 percent, with the steepest grade exceeding 7 percent.

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The completion of Saddle Road’s east side alignment is not only a triumph over the unique paving challenges the project presented, but also a triumph of efficiency, connectivity and safety for the residents of the Big Island.

The RHB crew decided the best way to tackle the steep grades of this project was to pave downhill to decrease the chance of equipment not be able to pull the hill and getting struck. Also, dumping trucks downhill and paving downhill with rubber tired machines decreases the chances of the equipment/truck spinning its tires on the road base or new pavement.

This also minimizes the chance of the screed moving side to side or vertically from spinning tires.

Another benefit of paving downhill was that they were paving away from the asphalt plant. This meant loaded haul trucks didn’t have to turn around and potentially damage the subgrade, base or asphalt paving.

The crew also took care when rolling the material on steep grades, only vibrating when rolling up the hill and not down, with its Dynapac rubber tire roller and two Cat double steel drum rollers.

For the first half of the project, the RHB crew contended with the traveling public. However, the second half of the project was a new road south of the existing roadway. Since improvements began, Saddle Road has seen a 250 percent increase in traffic.

Remember your rolling best practices: vibrate uphill when on an incline, roll in static mode along the same pass coming back down to avoid shoving.

The crew also had to take great care paving over some of the materials on site, including basalt, pahoehoe and volcanic ash.

All embankment material was balanced from excavation on site.

For example, all ash material was used to flatten embankment slopes to eliminate any material from leaving the site.

In fact, much of the project was constructed over ash. Soft spots are a common problem with ash materials and ultimately lead to pavement failures if not addressed in construction. So, the crew excavated the ash, placed geogrid and fabric over the excavated material, and then placed and compacted a 6-inch minus material in 6-inch lifts. The construction of these platforms greatly improved the performance of the subgrade material and made paving operations considerably easier to construct, mainly due to 100 percent reduction in soft spots.

However, great care had to be taken when constructing the platforms over ash, including following proper construction techniques to minimize the ash contaminating the platform. If a platform became contaminated then it was removed and the process started again.

Another unique challenge on the jobsite was containing ROD, a disease caused by two strains of the Ceratocystis fungus that attacks the vascular system of ‘Ōhi’a trees, which make up roughly 50 percent of Hawaii’s native forests and watershed. The disease can be easily spread by contact with infected trees, with about 75,000 acres of ‘Ōhi’a forests currently showing symptoms of ROD disease on Hawaii Island, according to recent and ongoing aerial surveys. The newly discovered disease has no cure, but so far has only affected Hawaii Island.

In August of 2015, the Hawaii Board of Agriculture approved an emergency quarantine on interstate movement of ‘Ōhi’a products.

56 // may 2018

In total, the job required 36,000 tons of Marshall mix and 24,000 tons of Superpave. The crew paved the steep project downhill to minimize the chances of equipment getting stuck. This also let them pave “away” from the plant so loaded trucks didn’t have to turn around on the subgrade or base course.

In the startup phase of the project, ROD was believed to be on the project site, so all tires and vehicle under carriages were washed to remove any fungus. Personnel made sure to clean gear before leaving the project site by brushing off tools and shoes, and then spraying them with a solution containing 70 percent rubbing alcohol.

The 120 acres of ‘Ōhi’a trees cut down along the job site were ground and chipped, and the chippings were placed on the dirt shoulders of the project to contain any possible ROD to the project site and avoid spreading it around the island.

SUCCESS DESPITE SETBACKS

Despite numerous challenges, the east side alignment was completed nearly on-time and within its budget, with a dedication ceremony taking place Oct. 10, 2017.

The hard work of RHB’s crew resulted in a smooth ride exceeding expectations, with only minimal areas of localized roughness.

Now—just as the late Senator Daniel K. Inouye envisioned— Saddle Road can safely connect the communities of east and west Hawaii.

Your tax deductible donations help support families that have lost a loved one, working on a construction site

Construction Angels, Inc. 501(c)3 Payroll Deduction Form Dear Construction Employee,

Construction Angels, Inc. provides immediate financial assistance to surviving children and spouse of a construction worker’s family when they lose a loved one to an onsite construction fatality. Your decision is yours alone to make, but Construction Angels will be there to help you or your friend’s family, pick up the pieces, if a tragedy such as this should occur.

Is your family prepared? Everyone expects to return home at the end of the day to our families, but for unforeseen accidents, the loss of a family member or friend is heartbreaking.

Construction Angels hopes you and your family will consider the option to support “One of our Own” in the construction industry.

Instructions • Use this form to file for deductions from your payroll.

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• Visit www.constructionangels.us for more information about this charity you are donating to.

1. What would you like to do? (Check only one box, and then complete all sections of this form.) ❒ Establish Payroll Deduction (Check this box to establish payroll deduction for the first time.) ❒ Increase or Decrease Amount (Use this form to increase or decrease your deductions. To stop payroll deduction speak with your employer.)

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The minimum contribution is $1 per week option, per pay period.

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Dependable Performance CONSISTENT MIX

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When it was time to buy two new plants, a Dillman UNIDRUMÂŽ plant was the best fit for us. We like the Unidrum because of its very consistent, homogenous mix and very low maintenance. The Unidrum plants provide more uptime with less routine maintenance.

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General Manager, R. E. Pierson Materials Corp.

Operating Four UNIDRUM Plants

PAVING SPEED CHANGES QUALITY

O

One of the many stressful sights for a paver operator is a line of haul trucks parked ahead of the paving train. Each truck holds at least 18 tons of cooling hot-mix asphalt (HMA) and it’s his job to get that material under the screed. Now. Time is money.

Adrenaline tells him to speed up.

Good training tells him to keep a steady pace.

To set an adequate paving speed, the foreman on the job and the paver operator need to have confidence in a host of factors, including: • the production at the plant; • the communication skills of the plant operator; • the trucking foreman; • the haul truck drivers following directions; • the weather forecast; • the paving and compaction train equipment and its uptime; and • the equipment operators’ training/skill levels.

For the first part of this article, let’s pretend you have the ideal paving scenario. We’ll assume each person on the job knows what he’s responsible for and when. The plant has an excellent uptime and maintenance track record, and the plant operator is staying in touch with the foreman to let him know everything is running smoothly. The trucks are arriving in a perfect round-robin interval (see sidebar at right). The dump man is communicating clearly with each truck driver.

The compaction train has planned a stellar rolling pattern and has finely-tuned equipment for getting compaction at the speed you select.

With all these factors going smoothly, the paver operator can watch the flow of material from the hopper to the screed. He will watch so that the level of mix at the auger (the head of material) will remain con-

60 // may 2018

BY SANDY LENDER

sistent across the width of the augers. To keep the height of material consistent, he will have to maintain a consistent speed. He will set the paver speed and auger rotation so the height of the mix reaches the center of the augers. He won’t radically speed up or suddenly slow down.

MEASURE AUGERS For the center of the augers to be positioned correctly, measure from the bottom of the auger curl to the ground.

This space should be 2 inches greater than the existing mat/surface you wish to match. If you have a 2-inch mat to match, the bottom of the auger needs to be 4 inches off the ground. Set the bar accordingly.

The screed operator will be able to help maintain a consistent head of material by watching for any changes from the feed sensors. These will be set for the height and speed of the job, and they need to be monitored for change. Typically, you’ll affix the feed sensor to the endgate; direct the sensor’s eye toward the mound at a 45 degree angle so it monitors the churning material correctly. You don’t want to set the sensor directly above the mound and point it straight down. Keep track of how high material builds up when extending or retracting the endgate so you don’t accidentally cover the sensor. Once it gets sticky material on its eye, you’ve got to clean it to keep it working right. The beam it sends to measure distance to the pile won’t get through a film of gunk.

THERE’S AN APP FOR THAT

To set paving speed, the operator has all kinds of tools available to him. Paving ex-

perts have created charts and tables over the years to help you select a speed based on depth and width and factoring in some mix design elements. Use them.

The team at Roadtec, Chattanooga, Tennessee, has one on https://www.roadtec. com/paving-calculator. You’ll also find download links for the calculator from Caterpillar on https://www.cat.com/en_US/ articles/solutions/paving/paving-calculator-app.html. Depending on the level of confidence you have in your truck delivery, you can plan to pave a couple feet per minute more slowly than the chart tells you to pave, or a couple feet per minute more quickly. Depending on the wind/ambient conditions you anticipate for the day, you may wish to put in a call to the plant to ask for faster loadout, and then plan for faster paving speed.

Time the Trucks Let’s say it takes 3 to 4 minutes to load the haul truck with the preferred three-drop method. The tarp is automated to slide or lower into place while the driver gets the ticket, taking another 2 minutes.

Time waiting to dump should be minimal, but let’s say that’s 10 to 15 minutes on the jobsite. The truck is engaged with the hopper for 5 minutes. The driver pulls away and has 5 minutes for cleanup in the designated area. All you need to know is the actual travel time (with traffic delays) from the plant to the work zone, and return time, to estimate the time needed for each truck to complete a cycle.

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Table 1. Some Common Paving Speeds Mat Thickness

Rate from Plant

Ideal Paving Speed

2 inches

120 tph

15 fpm

2 inches

170 tph

20 fpm

2 inches

210 tph

25 fpm

2 inches

250 tph

30 fpm

2 inches

290 tph

35 fpm

3 inches

190 tph

15 fpm

3 inches

250 tph

20 fpm

3 inches

315 tph

25 fpm

4 inches

160 tph

10 fpm

4 inches

250 tph

15 fpm

4 inches

335 tph

20 fpm

These figures assume a lane width of 12 feet, and a compaction train that can keep up with the paver.

Source: Top Quality Paving & Training

With all these variables factored in, you can set a reasonable speed that you can reasonably expect to maintain. The point is, once the paver operator establishes the paving speed for the day, he will want to stick to it. Don’t speed up to get through a line of trucks so you can take a break. The “spot” where you stop to relax will end up being an area that the state inspector finds fault with. If the plant operator has more trucks loaded and sent to your project than you anticipated, this is a problem for the foreman to work on with the trucking foreman. Changing paver speed changes the angle of attack, which changes the quality of compaction the screed offers.

62 // may 2018

During the Wirtgen Technology Days event held at the Center for Technology and Training in Antioch, Tennessee, March 29, Laikram “Nars” Narsingh, manager, commercial support and development – Vögele, shared with the audience that the forces acting on the free-floating screed are then acting on the mat.

Let’s look at those forces real quickly.

1. The tow arm offers pulling force.

2. The weight of the screed offers a downward force.

3. The material under the screed offers a reaction force.

4. The material coming out the back of the screed offers a friction (or shear) force between the material and the screed.

5. The head of material offers a pushing force against the screed.

When all of these forces are at equilibrium, or balanced, Nars explained, you get the constant mat depth. When one of the forces experiences a change, it causes the screed to either rise or fall.

By speeding up or slowing down, the paver operator disrupts the equilibrium of forces and changes the resistance of the screed against the head of material. This will result in a change in the mat thickness, a change in the performance of the screed’s compactive effort, and lower quality paving.

Of course, not all projects have perfect conditions all day long. If you must slow down because the foreman got a call from the plant and learned that there’s an interruption in delivery, adjust the paving speed slowly. Paving Consultant John Ball reminds operators they can’t suddenly drop from paving 35 feet per minute to 15 feet per minute without suffering the consequences. Radical changes in speed cause the angle of attack to change, which creates a change in the mat. The pulling force changes too quickly. In the case of a sudden slow-down, you’ll have a short wave, or even a bump, in the mat. Waves cannot be rolled out. Let automation, feed sensors and best practices help you keep a consistent head of material feeding under the screed.

Use the MTV Properly Material transfer vehicles (MTVs) are designed to remix material for the purpose of eliminating material segregation that happens during loadout and transfer. While the MTV is not adding heat, it will allow hot areas to “re-warm” cooled portions as material re-blends in its mixing chamber. The MTV is also designed to eliminate the contact—or potential “bump”—between the haul truck and paver. Using the MTV also means you don’t have to stop the paver, and that’s the point of this sidebar.

By keeping the paver in motion, you can avoid low spots or “dips” in the pavement where the screed has settled. You end up negating one of the efficacies of the MTV if you stop between trucks.

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www.THeAsphaltpro.com // 63

That’s a Good Idea

Make Your Own Extension Marks

TOP: In this picture, you can see that the white hash marks are lined up with the tape measure in 1-inch increments. RIGHT: On this extension, the numbers are “listed” in 4-inch increments with hash marks in between. The operator has to take time to figure out where his extension is and guess at the odd numbers in between these 2-inch increments. This is cumbersome. It will be faster in the field if the mechanic or screed operator takes the time to mark off each inch with a line, and add more numbers to help the crewmembers find their place. Photos courtesy John Ball of Top Quality Paving.

W

When placing a lift that is 12 feet wide with a 10-foot screed, you must use the extensions, of course. For best paving, you will keep the screed balanced by extending an equal amount on each side whenever possible. This helps you regulate the mix coming out of the truck, helps maintain the head of material and helps you with steering of the paver. This means you’ll extend one foot on each side of the screed to get your 12foot width.

The screed operator will manually slide out the extension on each side. He will stop it at one foot on the left and one foot on the right. Let’s think about how he knows when the endgate is one foot past the end of the main screed plate. The logical screed operator looks at the markings on the extension. Depending on the make and model of the paver and screed, those markings could be easy to read. Depending on the age and cleanliness of the screed and extensions, those markings could be worn off or hidden by grime.

Do yourself a favor and make this a quick-and-easy measurement to check during paving. Clean the extensions thoroughly,

64 // may 2018

and then use a tape measure to mark each inch along the length of the extension.

You will want to make your first mark with something you can rub off, in case you make a mistake. Double-check your work. Then, when you’re confident the marks are exactly one inch apart and start exactly one inch from the edge, make the marks permanent with paint and/or a tool. You can also buy a decal (in plastic or metal) designed especially for this purpose, to stick on the extension.

You can see the white lines in the top picture on this page indicating each inch of the extension. That’s an easy indicator for the screed operator to see from his platform. Put numbers on there to make it quick-and-easy to double-check settings during paving.

– BY JOHN BALL

John Ball is the proprietor of Top Quality Paving & Training, Manchester, New Hampshire. He provides personal, on-site paving consulting services around the United States and into Canada. For more information, contact him at (603) 493-1458 or tqpaving@yahoo.com.

product gallery

New Products For the Producer’s Bottom Line T

This month’s product gallery focuses on equipment and services that are designed to help the bottom line of the asphalt and aggregate producer. We picked up a plethora of information on new and/or updated products during the AGG1/World of Asphalt 2018 tradeshow in Houston March 6 through 8, but one of the buzz words heard around the convention center time and again was drones. General contractors use these for site mapping and 3D imaging of their projects, but producers can leverage drone technology to make data-gathering more efficient and more precise than it was even when we introduced the idea in the March/April 2016 issue. Updates to software, hardware, storage, and more make drone flights and data a useful tool for anyone with a facility to map and stockpiles to manage.

The Federal Aviation Administration (FAA) estimates there will be up to 7 million drones flitting about by 2020—not all of them being used in business purposes.

For those reading this column, we’re interested in business purposes. Brian Wood of the Paving Asphalt Industry of Kentucky (PAIKY) joined Matt Riggle of Bluegrass Testing, Louisville, Kentucky, to educate attendees during the People, Plants and Paving conference at WOA. Wood reminded the audience that any drone between 0.5 and 5.5 pounds in weight must be registered with FAA. When flying the drone, you must keep it below 400 feet and maintain a line of sight.

Despite warnings and precautions, FAA reports about 250 safety incidents per month.

That means insurance is a good idea.

Here’s the bullet point list of tips from Wood: 1. Register with FAA (there are civil and criminal penalties if you don’t) 2. Comply with Part 107 rules and regulations 3. Complete the Airman Knowledge test from FAA 4. Learn your drone 5. Get property and liability insurance

66 // may 2018

Kespry has formed an exclusive alliance with John Deere.

The Kespry drone gathers images and data as it flies each flight plan.

We’ll cover all of this in depth in this year’s rock issue. Watch for the August issue to hit your mailbox. The B4UFly app remains an excellent resource for information and reporting on conditions, as we indicated in the early 2016 article.

As an example of newer tech out there, DroneDeploy out of San Francisco announced Feb. 15 the release of Live Map—a first-of-its-kind feature that allows any drone operator to create real-time maps in the field with their iOS device. Users plan a flight, take off and see maps render on-screen during flight—without the need for internet or cell connection. Customers no longer need to experience image upload and processing times traditionally required with mapping and photogrammetry software. They get an aerial view of their jobsite, field or project in seconds, according to the developer, which enables them to make real-time decisions.

“Live Map is really the re-imagining of drone mapping,” DroneDeploy CEO Mike Winn said. “There’s no SD cards, no uploads and no waiting.”

Since the original Live Map inception, mobile devices have doubled in computational power. The developer states this has allowed DroneDeploy to improve map quality 400 percent by leveraging the latest devices and computer vision algorithms. Customers can now instantly turn hundreds of acres into consumable maps and share that with collaborators without going back to the office, via instant cloud-syncing across devices. If deeper analysis is necessary, users can also create higher-resolution 2D maps from the same flight data.

The company believes Live Map is the future of mapping—mobile, real-time and in-the-field. As drones and devices continue to improve, the developer anticipates Live Map will evolve to enable even faster, higher-quality mapping and analysis for any terrain. You can learn more about DroneDeploy and Live Map by visiting www.dronedeploy. com or joining the conversation on Twitter @DroneDeploy.

At AGG1, we visited with George Matthews, CEO and chairman of Kespry, Menlo Park, California. His company provides contracting services for more than 170 aggregate companies as “an essential part of the way we work.”

Providing subscription-based volumetric mapping takes the heavy lifting off the aggregate manager’s back. One of those more recent clients is Stoneco of Michigan.

“Stoneco uses the Kespry system monthly at all of our operations for inventory management and it has allowed us to increase our accuracy, and have same day results,” Austin Fisher said.

He’s the assistant operations manager and quality control manager for Stoneco of Michigan. “The speed of obtaining data from the Kespry system has allowed us to tweak changes to our operations days faster than old methods, providing us with virtual real-time inventory checks that increase our operations’ efficiencies.”

CSA Materials in Texas also uses the Kespry platform to optimize stockpiles to meet customer demands and business forecasts. “Inventory management can be a really daunting task,” CSA Materials’ Environmental Manager Brian Biggerstaff said. “Now, the Kespry system lets us keep a historical record of each flight we make. I can watch stockpiles at remote locations.

If I measure one in March, June and September, I can quickly visually go between those dates and I can see that stockpile and where people have taken material from it, and how much has been removed from it. CSA Materials is pleased with the continuous improvement Kespry shows. As Kespry evolves, so does our drone program. We have grown from stockpile measurements into mine planning and other areas.”

For more information on Kespry’s systems or exclusive alliance with John Deere, visit http://kespry.com/solutions/overview.

While gathering data from the sky is extremely cool, there’s plenty of other new tech and iron hitting the scene for plants and production. Here’s a quick roundup of a few new products designed to help your bottom line.

www.THeAsphaltpro.com // 67

product gallery

Model LP blade belt cleaner

CONVEYOR COMPONENTS

The Model LP from Conveyor Components Company, Croswell, Michigan, is a heavy-duty, spring-loaded, rubber wiper single-blade type belt cleaner designed to provide maximum cleaning effectiveness at an economical price. The Model LP works on a variety of carryback materials ranging from construction materials such as rock, sand or gravel to left-over process materials. This belt cleaner automatically self-adjusts after the initial installation, until the blade stop assembly is activated. At which time, the wiper blade can be flipped over and used for an additional amount of time. The Model LP uses 80 durometer rubber to provide long wiper blade life, and the wiper blade is easily changed when required, according to the manufacturer.

Urethane (90 durometer) wiper blades are also an option. The mounting flange allows for easy adaptation to most conveyor rails, and the compact version fits in size-challenged spaces.

For more information, contact (800) 2333233 or info@conveyorcomponents.com.

E INSTRUMENTS

The E1500 Hand-Held Combustion Emissions Analyzer from E Instruments, Langhorne, Pennsylvania, is designed to measure CO and O2 from high efficiency and

E1500 combustion emissions analyzer 68 // may 2018

The Cobra 230 has a small footprint for crawling and crushing on tight jobsites. condensing boilers, burners, engines, turbines, kilns, furnaces, incinerators and other industrial combustion processes. Featuring a large color display and expanded internal memory, the E1500 lets the user see and save sample data without worrying about running out of memory. The E1500 also features pre-calibrated, field replaceable sensors designed to allow for easy diagnostics and replacement to reduce downtime and costly repair charges.

For more information, contact Bill Freed at (215) 750-1212 or bfreed@e-inst.com.

EVOQUIP

EvoQuip, of Terex Corporation, showcased the newest addition to its impact crushing range at WOA: the Cobra 230. The crusher has been on test with J&V Construction in Ireland. Gerd McCann, J&V Construction’s director, said, “The EvoQuip Cobra 230 has managed to surpass our expectations, handling a mix of difficult rock and heavy duty recycled concrete with ease, and turning it into products we have been able to reuse on our construction sites.” The Cobra 230 offers rapid setup and intuitive controls so the operator can be crushing minutes after unloading the machine, according to the manufacturer. The operator can also adjust the crusher setting without tools using the hydraulic assist that comes standard.

A number of key design features ensure optimal material flow through the crushing process. For example, as material moves from the feeder through the impactor onto the product belt, each section becomes wider, ensuring an unrestricted flow. The under-crusher clearance, short distance from the crusher discharge to the magnet, and the ability to lower the product conveyor while running are additional efficiencies.

The Cobra 230 uses direct drive to power the impact crusher. Two independent hydraulic controlled aprons allow the operator to optimize material throughput and reduction while getting best fuel efficiency.

As mentioned in this month’s International Snapshot, the Cobra 230’s compact footprint makes it easy to transport and ideal for working in tight or urban areas.

The machine is designed to come directly to the site to crush and screen waste from demolition projects.

For more information, contact Michelle.

Murphy@terex.com.

HAVER & BOECKER

Haver & Boecker, St. Catharines, Ontario, showcased new configurations of its patented Ty-Rail™ quick-tensioning system for screen media at AGG1 in Houston. The patented Ty-Rail system is designed specifically for Haver & Boecker’s Tyler brand of

Haver & Boecker offers new configurations of its Ty-Rail quick-tensioning system, cutting the time needed to replace screen media in half. vibrating screens and now comes standard on all new F-Class and T-Class machines with 3-bend tension rails. The system is designed to solve the age-old problem of time-intensive screen media change-outs. Replacing tension rails is typically time consuming and requires removing and replacing many pieces of hardware per screen section. Washers or bolts are often dropped or lost in the process, which adds to downtime and parts costs. Ty-Rail eliminates this problem by combining the tension rail and all of its hardware into one piece. The new TyRail angle box designs provide the ability to change screen media in half the time, according to the manufacturer. Each TyRail package includes two tension rails, eight angle boxes, eight bolts and all the hardware required to change one screen section. Once installed, each rail becomes a singular, removable piece since the bolts remain attached to the rail, and the angle boxes remain attached to the vibrating screen.

For more information, contact (800) 325-5993 or info@havercanada.com.

SIEMON

Siemon, Watertown, Connecticut, a leading global network infrastructure specialist, announced its new line of PowerMax Power Distribution Units (PDUs) that range from basic and metered to a full line of intelligent PDUs that deliver real-time power information with varying degrees of intelligent functionality.

Available in both single phase and three phase power for efficiently powering active equipment in today’s data centers, UL-listed PowerMax PDUs feature a single input in a variety of currents and voltages. Multiple output options are available to distribute reliable 120V or 208V to rack mounted IT equipment, ranging from 1.4kW to 15kW. PowerMax basic PDUs are designed to provide a robust means to reliably distribute everyday power to IT equipment, while PowerMax metered PDUs provide visual monitoring capability through a built-in LED meter that displays real-time power data. Using an embedded web-based intuitive interface, PowerMax intelligent PDUs monitor and communicate power usage and environmental information to help reduce energy costs, optimize power usage effectiveness (PUE) and ensure uptime. They are available in monitored for device-level monitoring, smart for outlet-level monitoring, switched for individual outlet control, and managed for both individual outlet control and individual outlet monitoring. PowerMax intelligent PDUs offer several advanced features such as IP address sharing that allows up to four intelligent PDUs to share a single IP address in a master-slave hierarchy and sensor ports for monitoring temperature, humidity and other environmental conditions at the cabinet level.

For more information, visit www.siemon. com/powermax.

www.THeAsphaltpro.com // 69

off the mat

You Can Prevent Worksite Violence E

Each year, according to the Occupational Safety and Health Administration (OSHA), more than 2 million workers become victims of workplace violence. The Bureau of Labor Statistics reports that 8.6 percent of the 4,836 workplace fatalities were homicides. Although construction sites are not the most common place that such violence takes place, the number of incidents occurring on worksites is still too high. Workplace violence is an issue that all employers must address.

Workplace violence is defined by the National Institute for Occupational Safety and Health (NIOSH) as “…any physical assault, threatening behavior, or verbal abuse occurring in the workplace setting.”

The Federal Bureau of Investigation (FBI) has identified four different categories of workplace violence: 1. Violent acts by criminals who have no connection with the workplace except to enter it to commit a crime; 2. Violence directed at employees by customers, clients, or others for whom the organization provides services; 3. Violence against co-workers, supervisors, or managers by a present or former employee; and 4. Violence committed by someone that does not work there but has a personal relationship with an employee.

Source: U.S. Department of Justice, Federal Bureau of Investigation, https://www.fbi.gov/news/stories/2004/march/violence_030104.

Workplace violence is both the actual violent act and threats of violence. It encompasses a range of acts including physical violence, homicide, intimidation, rape, harassment, profanity, threats, obscene phone calls, following or shouting at someone, or any other disruptive or potentially dangerous behavior. Under the general duty clause of the OSHA regulations, an employer is required to provide its employees with a safe workplace without recognized hazards that are likely to cause serious harm or death. Failure of an employer to address or minimize the risk of workplace violence can

Spread Kindness As Lorraine D’Angelo reminds company owners in this month’s Off The Mat, “[E]mployees should have a clear understanding of what workplace violence is, what the warning signs are,” etc.

Your employees need to be aware that NIOSH defines workplace violence broadly as “…any physical assault, threatening behavior, or verbal abuse occurring in the workplace setting.”

Your employees also need to know that you cannot tolerate workplace violence.

It’s not difficult to tell employees you’ll implement The Golden Rule at your company. Treat others with kindness; let others know you expect kindness in return. We’re all in this together, and changing the culture of bullying and aggression in society starts with each one of us.

– By Sandy Lender

70 // may 2018

make an employer liable, and subject it to lawsuits, fines and other monetary penalties. Employers also suffer other losses such as employee turnover and loss of productivity.

An employer should assess its workspaces and address the risks that are identified by the assessment. As an employer you should take precautions to prevent or minimize the risk of workplace violence.

Some steps you can take include: 1. Create a written policy clearly identifying the prohibited behavior and establishing procedures to follow should violence occur; 2. Communicate and train on the policy so all employees know what to do if they are the target or a witness to workplace violence; 3. Hold practice drills and establish crisis procedures for response to an incident; 4. Identify the reporting process and/or provide an anonymous hotline/helpline for reporting; 5. Secure your worksite or office and monitor those who visit the workplace site; and 6. Monitor your worksites and office locations to assess culture and civility.

One of the most important actions an employer can take is to assure any employee who does raise his or her hand that the organization will support and protect the employee from harassment, retaliation and intimidation. Many employees do not report workplace violence due to fear: fear of retaliation to themselves or to their family or co-workers, fear of becoming the “snitch,” fear of being embroiled in a legal proceeding or grievance, or fear of their supervisor’s reaction.

These fears can be overcome by identifying the problematic behavior, creating clear reporting guidelines, holding supervisors accountable and providing training that communicates how workplace violence threatens safety in the workplace. Denial or acceptance of such behavior (statements such as, “Joe is just being Joe”) also have to be addressed. Employees must be able to trust that when they do report, the company will take the appropriate steps to eradicate the bad behavior.

Employees should have a clear understanding of what workplace violence is, what the warning signs are, how they should handle the situation and where they should go to report a potentially violent situation.

– BY LORRAINE D’ANGELO

Lorraine D’Angelo, a nationally recognized expert on legal and regulatory risk management, is the president of LDA Compliance Consulting Inc. She has more than 25 years of experience in the construction industry, including a recent tenure as senior vice president for ethics and compliance at a global construction company. D’Angelo is an accredited ethics and compliance professional and a leading expert on small, women-owned, minority and DBE matters, programs and policy implementation. For more information, contact her office at (914) 548-6369 or Lorraine@ldacomplianceconsulting.com.

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Here’s how it works

Step 1 The base asphalt cement goes through a meter, to enter the Vortex via two pipes on opposite sides of the chamber.

Step 2 The polymer is augered up the tube to fall through the impact meter to the Vortex.

Step 3 Within the Vortex, polymer is fully wetted by the swirling motion of incoming liquid asphalt.

Step 4 The wetted product is pumped from the Vortex to the mill.

Step 5 The mill reduces overall blend time while increasing temperature.

Heatec’s Polymerblending Skid W

With the increase in polymer-modified asphalts (PMAs) in our industry comes the need to blend polymers into product efficiently. The team at Heatec, an Astec Industries company, Chattanooga, Tennessee, has built the Polymer-blending skid to facilitate the process and offer return for additional blending.

Here’s how it works.

While the process is “quick” enough that you won’t lose much heat, Heatec’s Greg Jones recommends you start out your base asphalt cement (AC) about 50 degrees hotter than you want your final product to be. Hook up your base asphalt supply to come in through the inlet pipe,

74 // may 2018

located in the center of the skid. A variable-speed pump for the base feed, located on the floor of the skid, meters the AC through two pipes to the Vortex.

Step two is to drop the SBS polymer bag (or ground tire rubber material) into the hopper on one end of the skid. The hopper’s load cells help monitor weight/flow of material.

The system augers the polymer up an 18-foot, 6-inch-diameter tube and then drops the material down the vertical impact meter.

The base asphalt enters the Vortex from opposite directions at the same time that polymer enters from the impact meter.

The swirling motion caused by the incoming forces facilitates the wetting of the polymer.

After the material is fully wetted in the Vortex, the blended material drops to a pipe that will either bypass the mill on the end of the skid, or go to the mill, depending on the operator’s predetermined preference. From the polymer mill, the material is pumped to the holding/reaction tank.

The pipes are set up with the versatility to bring blended material back through the mill, which can help reduce the time necessary for holding in the reaction tank.

For more information, contact Greg Jones at (423) 821-5200.

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