Asphalt Pro - December 2020

State of the Sustainable Industry

asphaltPRO PRODUCTION – PROFESSIONALS – PRODUCTS

How to Build a Plant over Winter FMCSA Deadlines

• • • • •

Run with Fewer Plant Personnel Kiewit Replaces Failed Concrete Watch Your Cracking Language Reclaim a Site for Wildlife China Flexes its Metal

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DECEMBER 2020 WWW.THEASPHALTPRO.COM

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CONTENTS

asphaltPRO December 2020

departments

32

Editor’s Letter

6 – Asphalt Will Fix UHI Later

SAFETY SPOTLIGHT

8 – Rent Safe Equipment From ARA

MIX IT UP

10 – Standardize Your Cracking Language

By AsphaltPro Staff

TRAINING

12 – Train Clearly

By John Ball

PAVEMENT MAINTENANCE 14 – South Carolina’s First FDR Makes Royal Rehab From Wirtgen Group

PROJECT MANAGEMENT

16 – Get the Most Out of Plant Labor During, After COVID-19

By Carlos Cardenas

38

14

PRODUCER PROFILE

20 – Harding Group Invests in the Future

By Katelyn Storms

WOMEN of ASPHALT PROFILE 26 – A Woman of Asphalt: Meet Pittman’s Angel Griffith

By Sandy Lender

INTERNATIONAL SNAPSHOT 31 – International Weight From Intercomp

PRODUCT GALLERY

54 – Sustainability is Easier with Greened Equipment

OFF THE MAT

30 – Decrease China’s Dominance in Strategic Metals

By Lewis Black 32 – Cooperation Builds New Plant for Gerken Materials

By Sandy Lender

58 – Comply with FMCSA Clearinghouse Final Rules

By AsphaltPro Staff

38 – Kiewit Keeps to Tight Schedules

By Sarah Redohl

HERE’S HOW IT WORKS

42 – Enhancement Reclamation Becomes Crooked Creek Wildlife Sanctuary

By Libby Pritchard and Sandy Lender

ONLINE UPDATE

48 – Martin Marietta Maximizes Million-Dollar Weekends

By Sarah Redohl

60 – Dynapac’s Seismic and ABC Technology 63 – AsphaltPro Online

16

Feature articles

State of the Sustainable Industry

asphaltPRO PRODUCTION – PROFESSIONALS – PRODUCTS

How to Build a Plant over Winter FMCSA Deadlines

• Run with Fewer Plant Personnel • Kiewit Replaces Failed Concrete • Watch Your Cracking Language • Reclaim a Site for Wildlife • China Flexes its Metal

xx

DECEMBER 2020 WWW.THEASPHALTPRO.COM

on the cover Gerken Materials teams up with a number of vendors to build a new, green facility in Ohio.

See related article on page 32. Photo courtesy of CWMF

editor’s Letter Asphalt Will Fix UHI Later

I’ve written about the urban heat island (UHI) effect and albedo before. The short and sweet of it is some folks believe allowing dark horizontal surfaces to absorb solar energy is dangerous; therefore, we should paint those surfaces with reflective coatings. Or we could throw net-carbon-footprint concerns to the wind and pave streets with light-colored concrete to create that reflective feeling.

Research and science, as documented in the 2013 white paper “Unintended Consequences, A Research Synthesis Examining the Use of Reflective Pavements to Mitigate the Urban Heat Island Effect,” sponsored by the Arizona State University National Center for Excellence for SMART Innovations, tells us myriad factors influence UHI effect. In fact, there are cases where reflective horizontal surfaces increase the temperature of vertical surfaces near them, thus adding to UHI effect and speeding our descent into a global warming spiral of doom.

During a webinar the National Asphalt Pavement Association (NAPA) assembled for the topic Oct. 15, one researcher said, “We have to appreciate the complexity of various designs.”

In other words, porosity of pavement contributes to its cooling attributes. Smaller aggregate within a pavement design speeds its cooling. White-washing a million roofs in Phoenix merely reflects heat energy to Tucson. And so on.

Why should this concept come up in this year’s “State of the Sustainable Industry” issue of AsphaltPro? To be honest, I wish it didn’t have to. But there are city planners within the United States who are panicking into believing the way to “cool” a planet is by painting surfaces a reflective color.

In the words of a Men in Black character, “A person is smart. People are dumb, panicky, dangerous animals, and you know it.” Setting aside the obvious panicky example of toilet-paper hoarding that took place in March, let’s look at the less-publicized example of city officials currently signing onto the Global Cool Cities Alliance.

Now, I’m not saying the act of joining an alliance that states it’ll be “easy” and “cost-effective” to make all the world’s cities have solar reflective urban surfaces is as asinine as stapling money to clouds to solve the current cycle of a planet’s global warm-up, but we’re trending toward idiocy with the concept of painting all horizontal surfaces white.

Follow me here.

By the time people figure out what a mistake reflective painting is, we’ll have a drain on the electric grid trying to cool buildings located within any-degree-angle of the painted surface. California already has rolling power outages; what’s it going to be like when the cities of Los Angeles, Oak Grove and Sacramento, which are three of the seven (at press time) that have signed onto the GCCA, need extra power for air conditioning? Where is this endless supply of power to counteract the reflective surfaces going to come from?

It makes my head hurt.

While the asphalt industry can swoop in and the save the day at some point in the future by sealcoating, chipsealing or overlaying the paved surfaces with black products to solve the reflective problem, it’s silly to create the problem in the first place. Why let city planners make a mistake of this magnitude? While, yes, asphalt can fix it later, I hate to sit back and watch people screw up the planet. I consider this my home. I like this place, even if it is going through a warm cycle.

And speaking of home, I want to wish everyone a safe, happy and healthy season as you travel home or stay-at-home for the holidays. May the promise of this season bring you peace and joy. I wish you a Merry Christmas and a safe and prosperous New Year!

Stay Safe,

Sandy Lender

6 // DECEMber 2020

December 2020 • Vol. 14 No.3

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) 355-9775 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.

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

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Safety Spotlight

Rent Safe Equipment Many of the equipment rental industry’s largest and most widely recognizable companies have integrated “Clean.

Safe. Essential.” program from the American Rental Association (ARA), Moline, Illinois, into their operations. H&E Equipment Services, Herc Rentals, Sunbelt Rentals, Sunstate Equipment, United Rentals and others are participating in the nationwide, rental-industry-specific ARA member program designed to help keep the rental experience safe through the COVID-19 pandemic and beyond.

With implementation from the five largest equipment rental companies, more than 3,000 ARA member stores across the construction/industrial, general tool/light construction and party/special event segments are now recognized as “Clean. Safe. Essential.” after completing the “Clean. Safe. Essential.” training certificate program or an equivalent. Their endorsement provides key support for a national rental awareness campaign that will be rolled out in 2021 as ARA continues to support members and the vitality of the industry.

The ARA “Clean. Safe. Essential.” program provides member stores with consistent training on measures to minimize exposure to the coronavirus for customers, staff, vendors and guests. Training is based on expertise from the U.S. Centers for Disease Control

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and Prevention (CDC), World Health Organization (WHO), rental operators and equipment manufacturers. The training is also updated with new guidance from these health organizations and ARA is currently on the third iteration of the content. Upon completion of the “Clean. Safe. Essential.” online training program, ARA members receive a certificate and an implementation kit for their specific location.

“We’re pleased that the largest organizations in our membership see the benefits of adding ‘Clean. Safe. Essential.’ to their existing safety initiatives,” ARA CEO Tony Conant said. “We appreciate their shared commitment to the safety of the rental experience. As more and more rental stores continue to complete the training, the next step is to increase national awareness that rental is clean, safe, and essential to customer success.”

To find a rental store location participating in the “Clean. Safe.

Essential.” program, rental customers can visit the newly redesigned rental store locator website www.RentalHQ.com and conduct a search for equipment or tools. Stores that have earned the “Clean. Safe. Essential.” designation will be marked with a “Clean.

Safe. Essential.” badge in the search results.

– FROM ARA

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mix it up

Standardize Your Cracking Language W

Within the paving industry, different methodologies have different names in different areas of the country. Depending on which state you call home, you might refer to a fogseal as an emulsion spray. You might refer to a mill-and-fill as a mill-and-inlay or a mill-and-overlay. What I find interesting about the regional nomenclature differences is some professionals will argue their definitions as ardently as a Midwesterner testifying the proper word for soda is pop.

As of late, the terms and data collection practices used in describing pavement condition have become as plentiful as the test methods for determining a binder’s propensity to prevent the problem.

We won’t get into the test methods here; you can read about those at theasphaltpro.com in the Mix It Up and Here’s How it Works departments. Instead, we’ll use this article to introduce a new document the Transportation Research Board (TRB) National Cooperative Highway Research Program (NCHRP) has released to make cracking data collection easier to navigate no matter where you’re located in North America.

In the NCHRP web-only document 288 titled “Standard Definitions for Common Types of Pavement Cracking,” the authors— Kelvin C. P. Wang; Joshua Qiang Li; Guangwei Yang, Oklahoma State University—offer standardization to make it easier for researchers, vendors, pavement cracking survey providers, pavement engineers at state highway administrations and others to conduct objective cracking measurements. TRB’s website states: “The standard definitions would be used to facilitate comparable measurement and interpretation of pavement cracking.”

The researchers came to their conclusions after the obligatory study of current/available literature and a survey of state highway administrations (SHAs). All data and explanations of it are included in the free downloadable document, but I want to call attention to chapter five, “Proposed Standard Definitions for Common Cracking Types” and the six principles that formed the foundation of the work researchers put into selecting and forming definitions. Specifically, Principle #3—Locating Cracks is More Feasible than Identifying the Causes of Cracks, from page 38 of the document, states: Naming conventions that imply the cause of cracking should be avoided in automatic processing, simply because a computer driven cracking detection system does not have the intelligence or cognition to identify them with high accuracy. Crack location on the pavement surfaces, however, may indicate load or non-load associated cracks. Identifying crack location is relatively straightforward for automated algorithms; therefore, crack location is a recommended parameter in automated processing.

10 // DECEMber 2020

“The standard definitions would be used to facilitate comparable measurement and interpretation of pavement cracking.”

What the researchers have provided with this document goes beyond a set of “word” definitions. They’ve suggested to industry a common language for better communication. Using existing regulations from entities such as the American Association of State Highway and Transportation Officials (AASHTO), they’ve proposed levels of cracking data—for asphalt and concrete pavements—to assist technology vendors, pavement managers at a network level and pavement engineers at a project level. They’ve created a system in which all professionals can collect, analyze, process, report and apply data that will “make sense” to all professionals across platforms. From pages 62-63, the authors state: Based on the survey of SHAs and research tasks completed for the project, three levels of cracking definiCONTROLS tions were proposed to address the needs of both network and project level pavement management, MEPDG, and various reporting processes. Level 3 addresses cracking extent at the network level and is a macro-indicator of general cracking extent on a pavement section, or network. Level 3 data satisfies HPMS and MAP21 reporting needs and provides overall cracking inforCONTROLS mation, which can be used as the initial qualification and evaluation of potential technology suppliers. Level 2 contains cracking information with low, medium, and high severity levels for pavements. Cracking severity in each zone, including zones for each wheel paths (zone 2 and zone 4), is also computed. Information on Level 2 can assist various network level PMS activities CONTROLS and identify locations with specific distress problems.

Level 1 classifies linear cracking into longitudinal and transverse cracking in non-wheel paths, wheel path crack from the wheel paths, and sealed cracks for asphalt pavement. Level 1 also includes the proposed definition for concrete pavement. The general approach of applying the proposed cracking definitions are accumuCONTROLS lative. That is, cracking analysis always starts with Level 3, then to Level 2, and finally for the most detailed process to Level 1.

The authors state the next steps for implementation and validation of their new cracking definitions will include field implementation trials from SHAs, design experiments for “ground-truth” results, developing draft AASHTO standard for consideration, and CONTROLS additional steps.

– BY SANDY LENDER

Source: National Academies of Sciences, Engineering, and Medicine 2020.

“Standard Definitions for Common Types of Pavement Cracking.” Washington, D.C.: The National Academies Press. doi.org/10.17226/25928

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training

Here, Scott Spano has the level to check the mat. He can talk to any member of the crew through the wireless headset without having to yell across the paving site.

The paver operator has the headset that includes Bluetooth hookup. If the plant operator should call to let us know of a problem, this is how we’ll be notified. No one has to stop working to take a phone call at the side of the project.

Consultant John Ball oversees the project from the deck of the paver and is able to speak clearly to workers through the wireless headsets on this job. This photo courtesy of Intercounty Paving.

Train Clearly During the summer of 2020, I consulted with a company that had purchased a set of wireless headsets for the paving crew. The paver operator, both screed operators, the roller operator, lute artist and I each wore a headset for the successful performance of a parking lot job while I instructed and assisted them.

What was unique about this is I was on the paver most of the time, yet I could direct the ground workers easily by speaking into the wireless system. I could talk in a normal voice, keeping a calm workday with no yelling for mix or equipment movement. It was so much easier to get the job done correctly when the members of the crew were able to hear one another without raised voices trying to shout over equipment engine noise. The pictures tell the story of a top quality job.

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– BY JOHN BALL

With the headsets on crewmembers, it’s as if each of us is on the same phone call. The raker can easily request extra mix for an area without having to try to get someone’s attention and yell for it. Ground personnel are able to get tamping shoes and hand rollers to an area as soon as it’s called for without someone yelling to find them.

Communication is calm and relaxed, making training of new laborers a much easier process than in the past.

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.

WEB EXTRA: Read about different wireless headsets available for construction crews in “Hands-free Construction Headsets Improve Crew Communication” and “Use Headsets to Communicate with Your Crew” on TheAsphaltPro.com.

Tyler Spano works with a headset on.

12 // DECEMber 2020

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Pavement Maintenance

South Carolina’s First FDR Makes Royal Rehab The four-lane Highway 123 in Pickens County was the scene of the first full-depth reclamation (FDR) operation on the roads maintained by the South Carolina Department of Transportation (SCDOT). Up to 20,000 vehicles a day, 15 percent of which were trucks, had made structural rehabilitation of the 7-mile section of road unavoidable.

The construction project simultaneously widened the roadway to 14 feet, 5 inches.

“To this end, we initially milled off 2 feet along the inner edge of the roadway that borders the passing lane,” Mike Crenshaw said. He’s the president of King Asphalt Inc., Liberty, South Carolina, which served as the contractor for the project.

Once King Asphalt had prepared the road, the cold recycling train, led by the W 380 CRi, could get rolling. The tracked cold recycler milled the damaged pavement at a width of 12 feet, 6 inches and a depth of 8 inches in a single pass. In the process, it simultaneously granulated the material while mixing in 2.3 percent foamed bitumen, 1 percent pre-spread cement and 3-4 percent water.

“In FDR, stabilizing the layers recycled with foamed bitumen gives the sub-base the structural strength it needs to withstand recurring loads over decades of use,” explained Mark Stahl, director of recycling products for the Wirtgen Group in North America.

The mix design plays a critical role in this process. This means determining the appropriate amount of biding agent to use. To do so, Wirtgen laboratory equipment—the WLB 10 S laboratory-scale foamed bitumen plant and the WLM 30 laboratory-scale mixer—was used to test six different material samples in advance.

At the end of the structural rehabilitation project, the W 380 CRi had recycled more than 100,000 tons of asphalt in an environmentally friendly and high-quality manner using the perfect formula. Crenshaw said he was delighted with the machine’s output of 420 U.S. tons of recycled

T

The team from King Asphalt and the team from Wirtgen America

CONTR

CONTR

During the full-depth reclamation project in South Carolina, the Wirtgen W 380 CRi recycled the pavement at a depth of 20 cm in a single pass and as part of a paving train together with the SUPER 2000-3i paver from Vögele and the HD+ 140 VV-HF tandem roller from Hamm.

Photos courtesy of Wirtgen America material per hour: “It worked like a charm.

I’ve never seen another machine that can even come close. More than 7 tons rolled over the discharge conveyor every minute.”

The W 380 CRi is also designed to rehabilitate road surfaces that exceed the available working widths of 10 feet, 6 inches; 11 feet, 6 inches; and 12 feet, 6 inches. In this case, the recycler scoops up the material

on the side that was pre-milled by a cold milling machine and adds it to the mixing process. Thanks to a mixing capacity of 787 TPH in combination with rear loading onto a road paver with the appropriate buffer and paving screed, even very wide road surfaces can be rehabilitated in a single pass.

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14 // DECEMber 2020

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project management

Companies may require up to three employees for a larger sized, higher volume operation that might use the ADM MileMaker Series plants, which run in the 120-425 TPH range. Photos courtesy of ADM

Get the Most Out of Plant Labor During, After COVID-19 We all see the pandemic has presented new economic and labor challenges for hot-mix asphalt (HMA) producers.

Savvy owners and operators will explore new avenues to overcome the challenges, based on the size of their asphalt operations and revenue potential.

With hiring and layoff legal issues to navigate (see the article titled “Tips to Navigate Re-hiring Workforce After COVID-19� from the September issue) into the 2021 asphalt season, asphalt producers continue their attempts at producing readily available and high-quality mix during challenging times. It is more important than ever that asphalt producers operate for a high return on investment (ROI), which requires they understand the significant role labor plays in ROI. Employee training is another area that has been impacted during the pandemic. Although many smaller asphalt-production facility employees train in the field, newer, younger workers who may have had the advantage (pre-COVID) of training with more highly

W

16 // DECEMber 2020

skilled workers who did not return to work this year, did not have that advantage, leaving knowledge and skill gaps.

Balancing labor considerations with other operational factors, especially with a potentially shrinking labor pool, can be like walking a tight rope. Labor can be expensive, and many asphalt operations have traditionally kept labor costs low with lower compensation scales, even before the pandemic. Although this approach may be seemingly good for the bottom line, there are pitfalls that also negatively impact ROI and endanger revenue streams in ways that are bad for operations in general.

Regardless of the asphalt-production facility size, choosing to pay workers at lower compensation scales makes it harder to attract more knowledgeable and skilled workers who are more likely to stay with an operation. This opens asphalt facilities up to high turnover, which is itself costly to the bottom line in recruiting and training costs that become a revolving door, and a continual drain on business capital.

Better managed asphalt production companies keep asphalt quality and ready-availability high—both important components to building and retaining lasting customer relationships. It’s more expensive to bring in new hot-mix customers than to keep existing customers coming back.

Ready-availability of quality asphalt saves paving customers time and labor costs for their own businesses, through shorter lines and less down time both picking up asphalt and for workers waiting for hot-mix at the job site. This improves customers’ ROI and keeps them coming back to the production facilities that are helping them achieve a better bottom line. Asphalt producers using less knowledgeable and skilled workers are less likely to provide the quality and ready availability for high paving-customer retention.

Beyond the pay scale for an individual production-facility employee, the number of facility employees necessary to operate an HMA plant is also an important factor in determining and efficiently managing labor costs. Several factors play into how many employees a production facility needs.

• The total volume of product being output • Amount of material/type of material being fed into the bins • Size of the loader relevant to bin sizes • How well material needs are managed • Whether hot mix is continuous or batch mix • Number of—or need for—storage silos

When it comes to labor costs, choosing the right size plant to meet production needs benefits smaller and larger operations, alike, as the size of the asphalt plant impacts the number of employees necessary to operate it.

For hot-mix production facilities producing continuous mix asphalt at smaller volumes, the number of employees your operation needs to run the plant is one to two. Smaller-size continuous-operation plants such as the ADM Asphalt Drum Mixers SPL Series (60– 160 TPH) and the ADM RoadBuilder Series (110–350 TPH) require one plant operator and one loader operator.

However, there are asphalt operations that may use a plant operator only, if the facility produces just one or two mixes, produces between 50 and 70 tons of asphalt, has storage capabilities, uses the appropriate size feeder for the size of the existing aggregate bins, and employs a plant operator who is experienced in ordering and managing materials.

For operations that produce more than 70 tons, where both a plant operator and loader operator are necessary, the responsibilities for each break down as follows. The plant operator is responsible for the smooth operation of the plant and continuous flow of HMA. To achieve this, the plant supervisor’s responsibilities include pre- and post-startup, maintenance, and supervision of the loader operator.

As part of the plant operator’s supervisory responsibility, pre- and post-startup and maintenance may be shared functions between the

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For a larger sized, higher volume operation that might use an EX Series plant, which operates in the 120-425 TPH range, the company might employ the plant operator, loader operator and grounds operator. plant and loader operators. Regardless of who performs these duties, pre-startup includes turning on the plant; checking oil levels, belts, and fluids (including for any leaks); turning on the air compressor (if applicable); and performing the regularly scheduled maintenance checklist.

Post-startup includes checking, fixing, or replacing any broken parts and cleaning up the plant.

Once the plant is running, the plant operator’s primary responsibilities are to keep the plant operating, continuously monitoring any automation functions, making repairs or overseeing any breakdown repairs, and to load out trucks picking up asphalt.

The loader operator’s main responsibility is to determine the type of aggregate that goes into which bins, load the aggregate into the bins, and ensure the bins are kept full. When the loader operator is not driving around the site performing these functions, he is responsible to walk the site to observe whether any plant issues have occurred that may require maintenance or repair, and to communicate any issues by two-way radio to the plant operator.

The number of employees needed for a larger sized, higher volume operation, using plants such as the ADM MileMaker Series (160– 425 TPH) or the EX Series (120–425 TPH), may require up to three employees, consisting of the plant operator, loader operator, and grounds operator.

The grounds operator is responsible to walk the site to observe plant issues that may have occurred and require maintenance or repair, to communicate these issues by two-way radio to the plant operator, and assist with maintenance and repair as the grounds operator’s capabilities allow and the plant operator sees fit. The grounds-operator position is necessary for high-production facilities where the loader operator is kept busy, full time, driving and loading bins, and is unable to park and inspect the grounds, to help prevent any failure for asphalt to flow.

18 // DECEMber 2020

If the production facility is running batch mix, another operator, in addition to the plant operator, may be necessary to coordinate and handle loadout. This position is responsible to communicate with each individual driver for their particular mix need, whether it’s a 50/50 sand-to-gravel mix, a 48/50 sand-to-gravel mix, or numerous other potential mix combinations. Then, the loadout operator communicates the need to the plant operator to change the mix design specifications or continue to run the current mix. Clear communication from loadout operator to truck driver, and from loadout operator to plant operator is paramount for getting trucks loaded properly and timely when there are constantly changing mix needs.

Lastly, much larger production facilities may also require an asphalt lab technician, whether the position is outsourced (off-site) or an on-site employee. The lab technician understands the properties, advantages and disadvantages of asphalt mixes such as Marshall and Superpave mixes and the way they are best applied. He is responsible to check the quality of raw materials for damage, moisture, loss, or other problems before the material is used to produce hot-mix. A highly knowledgeable and experienced plant operator may be able to fill this need, for greater ROI. Beyond labor costs, labor efficiency may also contribute to greater production-facility ROI. Scrimping on the number of employees or attendant salaries commensurate with skills, may interfere with total production output and potential revenue. Greater revenues can lead to greater ROI, even with labor costs higher than an operation might prefer.

Additionally, the better managed an asphalt-production facility is as a business, the greater the likelihood for greater labor efficiency.

Production facilities that do the following are likely to realize better than average ROI. • Use good-quality materials and good equipment upon which plant and loader operators can rely.

• Keep up with material management, ensuring materials are ordered and delivered on a timely basis to prevent plant shut down due to material outages.

• Find the proper balance with material inventory, not just preventing material outages, but preventing having too much aggregate on site that can get in the way of operations and require additional and unnecessary movement of material.

• Know the knowledge levels and limits of personnel to staff accordingly, reduce the possibility of breakdowns, and provide customers with high quality mix that keeps them coming back.

Regardless of an asphalt-production facility’s size, by understanding the new labor and economic issues that are impacting hot-mix production during these uncertain times, asphalt producers can work toward greater ROI to help offset any current revenue losses.

They can also build for future revenue potential by understanding how the COVID economy is affecting supply and demand of workers and asphalt, alike, specifically in their local municipalities, and scale their businesses up or down accordingly. Producers should also understand that by following many of the same labor principles (outlined in this article) that may contribute to ROI now, will also benefit their businesses in the future, for a brighter future to come.

–BY CARLOS CARDENAS

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producer profile

When customers load out from the Harding Group’s asphalt plant, their process is streamlined with e-ticketing and electronic invoicing. Harding Group also has increased confidence in consistency of product with upgraded equipment and components. Photos courtesy of Harding Group

Harding Group Invests in the Future Evolution is the life blood of every organization. This concept is a core principal of Harding Group, an asphalt and concrete company based in Indianapolis, Indiana. Harding Group has been a part of the Indianapolis roadbuilding community since the 1960s. In 2018, the company went through an ownership transition where Shelby Howard IV became the owner of Harding Group.

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A BACKGROUND IN BUSINESS

Shelby IV grew up in his family commercial vehicle dealership business working his way up from the parts room. His father, Shelby Howard III, purchased his first dealership in 1992 and grew that dealership into

20 // DECEMber 2020

a network of dealerships throughout Indiana and the contiguous states. In 2014, the dealerships were acquired by a national company. For the next five years, Shelby Howard IV stayed in the dealerships and became general manager for the Indianapolis and Gary locations which were two of the highest performing dealerships in the portfolio. Shelby IV wanted to transition back into a family business and made his investment in Harding Group shortly after.

Shelby Howard IV learned that the keys to success in the growth of his dealerships was having strong communication between employees as well as having industry leading technology. It is anecdotally said the construction industry is a laggard in adop-

tion of technology. Harding Group historically fell in this category; however, Shelby IV has made significant investments in use of technology in a short time.

BRING TECHNOLOGY TO THE FOREFRONT

“In today’s environment, you have to always be looking for ways to improve your business efficiencies to stay best in class,” Shelby Howard IV said. “Technology is one tool that is always advancing. We try to stay in front of our competitors by fully embracing the tools that are at our fingertips. This allows our employees to strive and at the same time, it makes it easier for our customers to do business with us.”

Shelby Howard IV (right) is pictured here with his Dad, Shelby Howard III (left), as they visit the Harding North Plant.

William Jacobs, a Plant Operator, is shown here in the control room at the Harding Group North Plant.

Operating multiple hot mix asphalt plants, Harding Group identified multiple opportunities to upgrade its communication with its own paving crews and its outside customers. Beginning in 2019, Harding Group began electronically sending invoices and tickets daily for all its transactions.

The primary reason for this was to eliminate the many hands a paper ticket must go through prior to a customer entering an invoice and the corresponding tickets in its accounting system.

Asphalt professionals know that prior to 2020, paper tickets were often printed at asphalt plants and handed to the hauler, then to the foreman on the job site, then to an office employee and so on. Harding Group was ready to streamline this process.

“Our E-ticketing process is an internally developed process as we use both Libra and Astec loadout software at the plants to generate the tickets,” Shelby Howard IV said.

“We felt it was important to have one unified delivery system of invoices and tickets when using multiple load out software partners.”

In changing the way Harding Group communicates its invoices and tickets to its customers, it eliminates the need for the paper ticket. This is one less thing the paving foreman needs to worry about and allows him to focus on paving and not collecting paperwork to send to the office.

“For our triaxle trucks, we have invested in GeoTab, a GPS integration technology with the triaxles. GeoTab allows us to not only monitor the location of the triaxles but certain key safety metrics, which we incorporate in our overall Key Performance Indicator model. Our crew foremen all have access to see real-time the GPS of the triaxles, whether milling or paving that day, in an effort to gauge the correct speed for paving to ensure there is no waiting in between trucks and we can pave a continuous mat.

“Our operations team is also able to view the truck flow from the office, and communicate with the crew foreman whether or not we have the right number of trucks on the job for the day. This flexibility has allowed for significant operations improvements for the company by knowing and understanding where our assets are at all times and ensuring there is constant communication between the plant, field and office on a daily basis.”

www.THeAsphaltpro.com // 21

producer profile

Both plants with upgrades complete fired up within an hour of each other April 1, 2020.

The company found that sending this information daily allows its customers to provide feedback immediately. Harding Group discovered daily invoicing to be a key performance indicator metric for the accounting team in providing management with timely and accurate financial data as part of daily dashboard reporting of the asphalt plants.

“This further allows the plant to understand real time what the daily production demand is to ensure a proper continuous flow of production. We are able to create digital copies of the tickets at the time of loadout. We’ve further internally developed the reporting ability to compile data and through proprietary software are able to send an invoice matched with the corresponding tickets sorted by job to each customer for the day.”

In 2020, a shift in Indiana came by requiring paperless ticketing on certain projects. With the onset of COVID-19, Harding Group was prepared to handle these requests without any change in its stan-

22 // DECEMber 2020

dard operating procedure. During the COVID-19 peak shelter in place orders, the accounting team at Harding Group was able to work remotely while still delivering daily reporting to its customers on asphalt purchases.

Having improved the communication from the asphalt plant load out to invoicing portion of a transaction, Harding Group then shifted its focus to the front end of asphalt production: the ordering process. Servicing multiple asphalt crews from various scheduling managers presented a challenge to ensure daily production was scheduled in the most efficient manner. During the winter of 2019-2020, Harding Group took to the drawing board and reinvented its daily ordering process.

With the help from a developer and the leadership of Shelby Howard IV and Chief Financial Officer Sean Rizer, the company developed an online ordering tool which allows customers to place orders a day in advance or a week in advance. The orders are

gathered and reviewed by the plant manager which allows him/her to modify the order if necessary. This tool allows for flexibility in scheduling so if a rain-day hits the plant operator can send a message to all customers such as, “due to weather conditions all orders are being pushed back a day.” Harding Group put security measures around the platform to ensure only authorized users are placing orders. Utilizing this tool improves the communication from the paving schedulers to the plant manager and operators.

With this new system, orders can be placed from smart phones, tablets, or computers in real time. Through implementation of this tool, the company no longer worries about a missed phone call or a missed opportunity to fill an order.

This has improved the plant's ability to increase sales by not missing orders and has increased customer satisfaction and improved communication and product availability.

producer profile BRING IN A NEW PLANT

In summer of 2019, Shelby Howard IV realized Harding Group needed to increase its investment in its asphalt plants.

“The key to making a consistent product is having a consistent manufacturing process.”

Harding Group partnered with Astec Inc., Chattanooga, to make significant upgrades to its existing asphalt plants. The two plants had very different set ups and this created additional challenges for the quality control team from a consistent manufacturing standpoint.

One plant was a batch plant retrofitted several years ago with a separate dryer and mixing drum system; the other was a prototype drum and dryer combination.

Through several discussions with Astec and the opportunity to tour its facilities in Chattanooga, Harding Group decided to upgrade both plants during the winter of 2019 with the Astec Unified Drum System.

The retrofit batch plant also received several other upgrades including baghouse, drag slat conveyor, replacement silos and control system. The team at Harding Group worked countless hours during the winter on the installation with the assistance of Astec’s team.

“Some of the main initiatives of upgrading the two asphalt plants in one winter offseason were being leaders in doing our part of recycling (See “Asphalt Producers Are Among Nation’s Top Recyclers”) and consistency of asphalt product from both plants. The largest challenges of getting the plants ready for the 2020 paving season were coordination of efforts and construction schedule. Indiana weather is famous for 30 plus degree swings in the same week. However, Harding Group was able to manage the construction schedule to ensure cranes and parts were on site and the necessary crew was on hand. Harding Group’s own employees did the vast majority of the construction with the assistance of Astec. There were many cold long days spent ensuring all parts were set with exact specification.”

Both plants fired up within an hour of each other April 1, 2020, a huge undertaking, which was well worth the investment.

“I knew heading into the 2020 paving season we were going to have to make significant upgrades to our asphalt plants to stay competitive in our market,” Shel-

24 // DECEMber 2020

Sean Rizer, CFO of Harding Group, works on the development of their new app.

In 2019, Shelby Howard IV decided to make upgrades to two asphalt plants, enlisting the help of Astec Industries and his own knowledgeable team members. The retrofit batch plant received several upgrades including baghouse, drag slat conveyor, replacement silos and control system.

by Howard IV said. “We know the asphalt plants are the heart of our operations and without a reliable asphalt plant, it makes it challenging to successfully bid work and retain asphalt plant customers as well. We’ve seen already this investment has been a ‘no brainer’ as it has allowed us to retain and grow our employee base and had no layoffs due to COVID-19, which is a testament to what we are trying to do in being a sustainable company in our local market.”

In the ever changing landscape we are all in, it is important to focus on constant improvement and looking for the next opportunity. By doing so, you can differentiate yourself from the competition and streamline processes. Harding Group is planning to accomplish this by looking ahead and planning for the future through implementation of new technology.

– BY KATELYN STORMS

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Women of asphalt

A Woman of Asphalt: Meet Pittman’s Angel Griffith Angel Griffith began working with Pittman Construction, Atlanta, June 28, 2017, and has already moved to the position of traffic control zone supervisor. Her life experiences, work experiences and commitment to quality have made her a well-rounded member of the crew, willing to take on whatever job is needed most at whatever time. Not each and every day is perfect on a paving job, and she was willing and ready to share her stories and encourage other women in the field.

AsphaltPro: Could you share what your job as the traffic control supervisor requires of you for the asphalt team?

A

Angel Griffith: My role as the traffic control zone supervisor is to form an elaborate plan to keep both the traveling public and my guys safe while moving throughout the work zone. This includes placing advance warning signs, lane closures, flagging operations, barrels on the shoulders and minor jobs like blowing out the curb in slow times or learning how to run a roller, broom or Bobcat, organize trucks, string line or dump trucks. I am also known for dragging a bag around picking up trash. My motto is “I promise we will leave it better than how we found it!”

AsphaltPro: Could you tell us about some changes you’ve seen in the asphalt team “culture” in the past couple of years?

Angel Griffith: My crew is my work family. Sometimes I see them more than I see my own kids! I feel like I have 30 big brothers out there. Asking if I need food or drink or help setting up, they have accepted me from day one, and if ever I messed something up they were always there to back me up.

For example, when I first started, I got the barrel truck and trailer stuck in the median with cars coming in both directions. Immediately, the guys jumped into action holding all lanes and my foreman at the time—Tater—jumped in the truck and rolled it on out the grassy median. And all this happened in what seemed like two minutes.

These guys are my family every day I roll on the job. I pray for their safety. I’ve cried with some and for some, and laughed with them all; we play and even eat together.

AsphaltPro: What part of your education relates best to the career track you’re on?

26 // DECEMber 2020

Angel Griffith Angel Griffith: My career path made a total flop. I was headed for nursing school and ended up here and honestly I love it. I am hungry for knowledge and every day I try to learn something new. I hope to one day own my own traffic control company where every person shares the same passion.

AsphaltPro: What is the most important skill you’ve brought to your position?

Angel Griffith: The most important skill I’ve brought is passion.

When I was little, my uncle worked for the same company and was killed on the job by a tractor trailer getting on the interstate, I never want anyone to know what that feels like. I vow every day to keep them safe and do everything in my power to protect everyone I come

in contact with or everyone who passes through my work zone, even while we are not there.

I would encourage other women to own a certain skill. Do what you love, love what you do, take pride in your work, admire what you have accomplished and perfect your flaws. Be better than you were yesterday and shine doing it.

AsphaltPro: What is the most challenging project you’ve been a part of?

Angel Griffith: We have had several complex jobs. There is not any one in particular that stands out to me. I do what I do so they can do what they do—keep paving. Each one of us is all part of an elaborate plan and all of us independently doing our own thing yet coming together to make a smooth ride.

I guess my biggest asset is to keep things rolling: the traffic, the paver, it doesn’t matter especially in a town or busy crossroad, if traffic is jammed your trucks are delayed, the public is complaining, your crew could get stuck. Just keep it flowing. Find a way.

AsphaltPro: It’s a fact that asphalt paving can be hot and dusty. How do you respond to people who say it’s a “dirty job?

Angel Griffith: Haha! It is a dirty job. My response is if I want a man’s paycheck, I gotta work for it. Secretly, I love it. The dirtier I am, the harder it looks like I worked. Admiration. Maybe some days I hardly work and others are non-stop!

AsphaltPro: What do you think is an incorrect perception that we, as an industry, can re-educate young people about to encourage more women to consider a career in the construction business?

Angel Griffith: “Construction is a man’s industry.” That’s a lie, just like “you need a man to make it.” You hear these things growing up so often that you believe it and you let it cripple you to the point that you don’t even try. My advice to a young lady is never settle for less than you deserve and never let anyone tell you, “you can’t!” I came in determined to make it on my own with three little boys in a man’s world and be the best me I could and I nailed it! Striving to find better, faster, safer ways to do things and vowing to never make the same mistake twice.

I never saw my life headed in this direction but, honestly, God has blessed me beyond measure placing all the right people in my path to becoming a successful traffic control supervisor, mom and wife.

AsphaltPro: What is the most rewarding aspect for you, personally, of being in the asphalt business?

Angel Griffith: The most rewarding aspect for me is the relationship I built with these men and their families. The peace of mind I get knowing that my guys are safe because I got their back and they got mine. Yes, we pave some beautiful roads and got some awards for great rides and to see the finished product is awesome but the people I was doing it with is what mattered the most.

Traffic control is the first one in the road and the last one out, rain or shine. I can’t explain it any better than that. It is the most important

job because everyone’s life is in your hands. One wrong decision could take someone’s life.

AsphaltPro: Tell us about someone who served as a mentor when you first joined the Pittman Construction family.

Angel Griffith: When I started my journey as a Pittmanite, a man by the name of Warren Bailey—known as “Tater”—called me and said, “I am in the business of making people better and I believe that I can make you better.” My honest thought was, “oh, yeah, enlighten me!”

(I’m a convicted felon, a recovering drug addict with nobody willing to give me a chance to better myself.) As I sat and listened to what this man had to offer, thinking “this is too good to be true,” I said a prayer and took a leap of faith.

It was the best decision I made. He became my boss and my friend teaching me everything I knew, answering every question I asked.

Eventually, I was sent to school to become certified. In the beginning, I remember being so afraid to mess it up, so afraid to fail and he said something—I don’t even remember what now—but I remember feeling total peace.

Over the years, we developed a friendship both on and off the job spending time getting to know each other’s families. When my son was diagnosed with leukemia, his beautiful wife and children came and scrubbed my home from top to bottom so that I was able to bring him home to a clean environment. Money cannot buy that! Tater is one person that can freely speak into my life and, no, it’s not always what I want to hear, but everyone needs someone who is going to be honest. My life coach maybe or even my own personal cheerleader, he was the one person that was willing to give me a chance at doing life differently and I wasn’t going to waste it.

“As iron sharpens iron, so one person sharpens another.”—Proverbs 27:17 (NIV) Tater taught me a lot about the job and even showed me how to be a leader to lead with respect and grace. One thing he showed me was no matter how high up he was, he was never too high to get his hands dirty and work right alongside me. That speaks volumes.

I’ve adopted his motto of making people better and even find myself repeating things he taught me (See sidebar “Lessons from Tater”).

Everyone is a connection and you never know who is watching!

– BY SANDY LENDER

Lessons from Tater

• A soldier’s first command is never leave his post without being properly relieved • Tell the story • Make your signs match your actions • Get their attention • Tell them what you’re going to do • Give them a picture in case they can’t read • Don’t turn your back to oncoming traffic

www.THeAsphaltpro.com // 27

AND YOU KNOW WE DO THIS...

Our commitment to serving our customers in the asphalt pavement industry drives us to be our best, from our full-service engineering department eager work with you to configure a plant to meet your needs, to our logistics and construction crews ready to get that plant delivered and operational. Astec plants are all backed by after the sale parts and service support. You can count on us as your single source for complete plants, component equipment, parts and service.

SALES: 423.867.4210 All specifications subject to change with or without notice. | Products shown are representative, details may vary. | Equipment shown with options at additional cost.

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Decrease China’s Dominance in Strategic Metals

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Trade relations between China and the United States have been tense over the last few years. This past January, China and the United States signed a “phase one” trade deal, where China agreed to buy an additional $200 billion of American goods and services over the following two years. This deal resulted in the suspension of a planned tariff December 2019 on approximately $162 billion worth of Chinese goods, with an existing 15 percent duty on imports worth around $110 billion halved.

While the tariffs affect many different types of goods that are imported and exported between the two countries, there is another battle brewing in this growing trade war: strategic metals.

CHINA HAS DOMINATED THE SUPPLY CHAIN

For years, China has appeared to view its dominance in strategic earth metals as potential leverage that can be used against the United States, which includes trade disputes. Research firms and industry observers1 believe China values its strategic metals dominance for geopolitical values over commercial gain.

Rare specialty metals, such as tungsten, are used for a variety of advanced technologies within industrial manufacturing, as well as mining operations such as heavy-duty construction and drilling equipment. The metals are also used in the automotive industry, as well as aerospace and defense.

According to a report2 by consulting firm Horizon Advisory, China cultivated its rare-earth industry through years of state subsidies and is prepared to use it as a geopolitical weapon.

China controls the market for nearly 35 precious minerals and metals that are important to the United States for production and manufacturing, and tungsten is

30 // DECEMber 2020

BY LEWIS BLACK

among them. Furthermore, the second largest tungsten supplier, located in Vietnam, had sourced 6 million metric tons last year. Other regions outside of the United States, such as Russia, Austria and the United Kingdom, are also known to have important tungsten sources.

WHAT’S AT STAKE FOR RARE-EARTHS

The issue at hand is that China has limited the amount of tungsten exports that can be shipped to the United States, and this has caused great concern about the overall supply chain of tungsten.

In what was seen as an aggressive move, Chinese President Xi Jinping toured a region of the country last year that bills itself as a rare-earths kingdom, and this rhetoric3 was widely viewed as China strong-arming much of the rest of the world and flexing its muscle for strategic metals supply.

What’s at stake is a more bountiful supply chain of strategic metals such as tungsten. To combat this, the U.S. Defense Department is starting a new grants program to help develop a processing facility at Mountain Pass in California, currently the only U.S.-located mine for rare-earths materials. However, U.S. manufacturers need more supply, and soon.

NEW TUNGSTEN PRODUCTION WILL OPEN THE GLOBAL SUPPLY CHAIN

Other new entrants into the market have begun projects throughout the world that are mining for tungsten. These efforts are critically important to increase supply levels and exports back to the United States, which will benefit the overall global supply chain of tungsten for production and manufacturing.

The Korea Tungsten project, located in the Sangdong Mine of South Korea, hosts one of the largest tungsten resources in the world. This mine was the leading global tungsten producer for more than 40 years and it has the potential to produce 50 percent of the world’s tungsten supply. The project has become a center of focus recently for resource experts, miners, investors, shareholders and other interested parties around the globe.

Without access to rare-earths found in locations such as the Sangdong Mine, the consequences of a continued strained supply of these metals would be disastrous to the U.S. economy, particularly during the ongoing COVID-19 pandemic. As a result, opening the supply chain for these rare-earths will help alleviate any supply threats that continue to grow from China and its long-held dominance of the market.

Hopefully, the Sangdong Mine is one example of relief United States and global manufacturers will see from the mining and production of tungsten in an effort to ease the global supply chain of this precious raw material, which is sorely needed for some of today’s most important uses.

Lewis Black is CEO of Almonty Industries, a global company involved in the mining, processing and shipping of tungsten concentrate.

For more information please visit www.almonty.com.

1: https://www.wsj.com/articles/u-s-china-trade-warreshaped-global-commerce-11581244201 2: https://www.americanmanufacturing.org/blog/entry/ new-report-chinas-regime-sees-its-dominance-of-rareearths-as-leverage 3: https://www.wsj.com/articles/xi-jinping-flexeschina-s-trade-muscle-with-visit-to-rare-earths-hub11558442724?mod=article_inline

International snapshot

International Weight

The Low Speed Weigh-In-Motion scale system from Intercomp Co., Medina, Minnesota, serves Fleet Plant Hire in Australia.

Since 2018, Australia’s Chain of Responsibility (CoR) laws hold all parties involved in the hiring or operation of commercial transportation legally responsible for violations of applicable transportation regulations. Due to this change, Fleet Plant Hire, a civil plant hire logistics company in Victoria, Australia, needed a way to ensure the weight compliance of commercial trucks at its quarry site. They chose the LS-WIM® (Low Speed Weigh-In-Motion) scale system from Intercomp Co., Medina, Minnesota, as an efficient and cost-effective solution.

“Our LS-WIM scale systems are installed as part of a quarry application,” Chris West said. He’s the Fleet Plant Hire managing director. “We decided this scale was the best suited for the relatively harsh environment. The solutions presented by Intercomp allow us to track and comply with regulations for gross vehicle weight, while also providing split and axle weight data to ensure legality. Right now, we are the only civil plant hire company in our area weighing vehicles with split weights prior to worksite departure, giving us a clear edge on the competition.”

Fleet Plant Hire transports aggregates for a large civil infrastructure expansion project. Each departing vehicle rolls over the weighbridge, and is weighed axle by

S

axle. Individual axle and gross weight data is shown on high-visibility LED displays, allowing drivers to check they have a full load while remaining axle weight compliant. This is all done without the need to stop and retrieve a weigh ticket or talk to a scale attendant. Weight data collected by the scale system also allows managers to study and determine the most efficient operational procedures for the yard.

The LS-WIM was increasingly attractive because scale and installation costs are less than half that needed to install a full-length weighbridge scale. While initial investments in hardware and civil works are minimal, operational costs for the scale system are contained due to a straightforward design, compact size and use of commercially-available components. These factors are designed to make cleaning and maintenance easier, allowing the end user to save money over time.

The effective use of Intercomp WIM systems has given Fleet Plant Hire a leg up over its competition. The lowcost, high-impact system provides a tool the company uses to increase profits through better operation. Fleet Plant Hire also provides its clients a reliable safeguard to potential fines by using scales at the jobsite.

– FROM INTERCOMP

www.THeAsphaltpro.com // 31

COOPERATION BUILDS NEW PLANT FOR GERKEN MATERIALS

BY SANDY LENDER

Plant Manager Jan Vajen explained that the team tried to work around predicted snow days, but the weather had other plans. The crew adapted, took delivery of equipment and assembled components no matter the conditions. Photo courtesy of CWMF

32 // 32December // DECEMber 2020 2020

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Since the new plant at its Pioneer site came online in late May 2020, Gerken Materials Incorporated has sent more than 80,000 tons of various mixes into the Northwest Ohio marketplace for its crews and customers. The process began in summer 2019 and saw the cooperation of multiple vendors alongside the savvy hot-mix asphalt (HMA) provider to get the environmentally friendly facility up and running. Capable of up to 50 percent recycled asphalt pavement (RAP) content mixes, they’ve incorporated a Revolution-D mixing drum from CWMF Corp., Waite Park, Minnesota, among the complementary pieces. Here’s how it all came together.

Gerken Plant Manager Jan Vajen served as the general contractor of the plant build; Gerken Assistant Plant Manager Doug Willeman took on plant set-up and installation responsibilities. Vajen explained that Gerken supplies a variety of products for the Northwest Ohio market. “We make anything and everything. Polymer-modified, virgin mix, RAP mix. You specify it, we will make it.”

Designing and making mix isn’t all this team accomplishes in a season. For the winter of 2019-2020, they installed the new plant components under less-than-ideal weather conditions, as you can see by the images here. But they accomplished the goal through weather and pandemic trials and tribulations with hard work and core principles. First, the weather tried to wreak havoc on scheduling when the silo system, supplied by CWMF Corp., arrived for assembly.

Vajen said: “We do this kind of work all of the time. We would prefer to work under better conditions than a driving snow storm. In fact, we moved the delivery in anticipation of dodging the weather, but when the iron shows up, you just got to go to work. Doug Willeman and the Gerken team is accustomed to this and worked exceptionally well together during this installation, despite the weather challenges.”

CWMF Corp. also provided the drum, baghouse, primary collector and drag slat conveyor for this new site (See sidebar). Meeker Equipment Inc., Belleville, Pennsylvania, provided the liquid asphalt (AC) tanks. Reliable Asphalt Products, Shelbyville, Kentucky, supplied the cold feed system, Vulcan burner, Minds controls and start-up service.

It sounds like a lot of moving parts, but Vajen and team worked with each vendor throughout the process, even when social distancing restrictions cropped up.

Vajen said, “We have been practicing all protocol. Social distancing, face covering, hand sanitizer, publication of all COVID-19 safety precautions. All of this while maintaining the Gerken Materials high standard for worker safety and quality products. Although COVID-19 presented a new list of challenges, the Gerken team has been up to the task.”

DEVELOPING THE PLAN

The conversation between CWMF Corp. and Gerken personnel began August 2019, according to Mike Czeck, the application sales engineer for CWMF Corp. He explained Vajen wanted to update Plant #20 located near Pioneer, Ohio. “The desire was for increased and longer-term asphalt storage capacity. For example, the original two 150-ton storage silos were replaced with two 250-ton silos.” Czeck explained that prior to the August 2019 visit, Reliable Asphalt Products’ Mauzy reached out to CWMF’s Travis Mick “to explore a collaborative opportunity for a new hot-mix plant project with Gerken Materials Inc.” Mike Mauzy, president of Reliable Asphalt Products, detailed his early participation, where the team assessed which existing components of Plant #20 should remain on site and be incorporated in the new facility. “We had been looking for good used components and

Check out the Here’s How it Works feature on Reliable Asphalt Products’ Vulcan Burner at theasphaltpro.com. Photo courtesy of Reliable Asphalt Products

By spring 2020, the Gerken Materials Pioneer site was ready for business. Photo courtesy of CWMF when those options did not materialize, they decided to move forward with new components. The plant was already outfitted with a complete Minds control system and Gerken had purchased a new Meeker vertical tank in 2016, so those items did not need upgrading.

“Mr. Vajen asked me to quote a complete new plant. Although Reliable Asphalt Products has those capabilities, we recognize that others are more geared to supply the larger components of an asphalt plant. I recommended that Gerken explore CWMF…it was recommended that they visit the new CMWF installation at Ajax Paving in Detroit.”

Mauzy also needed to show the new technology of the Vulcan burner to Vajen. “Mr. Vajen traveled with me to inspect our Vulcan burner installation at Sunbelt Asphalt near Auburn, Georgia, during the 2019 summer,” Mauzy explained. “The Vulcan burner installation at Sunbelt yielded extremely low NOx as well as low CO. It was basically the same size burner that Gerken planned to purchase with a similar application burning natural gas. Gerken’s goals were to meet the emission and fuel usage standards that were demonstrated during their inspection. Mr. Vajen specifically requested the Vulcan burner for this new plant installation.”

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both companies had to work together closely to make sure that the burner was delivered to CWMF and that CWMF had the proper information for its installation.”

EXECUTING THE PLAN

The first pieces of the puzzle arrived in January. Steve Meeker of Meeker Equipment explained: “For the Gerken Pioneer location, Meeker Equipment supplied three 25,000-gallon hot oil heated asphalt storage tanks, two with mixers, all tank-jacketed valves and jacketed piping between the tanks. We manufactured and delivered one of the three on site in 2016, so it was there prior to the start of the project. In January of 2020, we delivered tanks two and three.”

The three AC tanks will store 64-22, 70-22 and 76-22, according to Meeker.

The Revolution-D mixing drum from CWMF and Vulcan burner from Reliable Asphalt Products are controlled with the Minds plant control system. Vajen said the components have all tied into the Minds system well, exceeding the company’s expectation. Photo courtesy of Reliable Asphalt Products

Keeping up with innovations, Gerken management was keen to include safety features at the tank farm. “With our square Saf-T-Tread top design, the two newest tanks were able to be installed right next to one another and eliminate the need for a walkway between them,” Meeker explained. “This results in a wide open and safe service area on the top of the tanks. The controls for the tank farm are combined in one cabinet for consolidation of space and ease of use.

“The tanks are insulated with 6 inches on top and the sidewall and 3 inches on the bottom,” Meeker continued. “Our unique double-bottom head design allows for a test port to confirm the integrity of the internal bottom at any time during the life of the tank. The tanks also feature both mechanical level gauges and pressure transmitters for inventory control along with high-limits floats as a redundant safeguard for overfill protection.”

Czeck confirmed more of the timeline: “CWMF began shipping equipment in early February 2020. The baghouse was the first to be tackled by Doug and his team, followed by the drum. Shortly after the

CWMF Spells Out Energy Efficiency

Meeker Equipment delivered two additional 25,000-gallon hot oil heated asphalt storage tanks with Saf-T-Tread top design for the three-tank farm at the Pioneer site. Photo courtesy of Meeker Shortly after the inspection of equipment in action, CWMF and Reliable Asphalt Products jointly presented proposals to Gerken.

“Reliable Asphalt Products quoted new feed virgin and RAP feed systems, the new Vulcan burner, controls modifications and start-up service,” Mauzy said. “CWMF quoted a new drum mixer, ductwork and primary dust collector, baghouse, drag slat, and two-silo system with transfer conveyor.”

After visiting the plant in Detroit, Gerken management made the decision to move forward with both proposals.

“CWMF and Reliable Asphalt Products had to work in lockstep with one another since the Minds controls supplied and installed by Reliable would be controlling their equipment,” Mauzy said. “Also, because Reliable Asphalt Products was supplying the new burner,

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For the Gerken Paving Materials plant build in Pioneer, Ohio, CWMF provided the following components.

• Revolution-D 8-foot, 6-inch by 50-foot counterflow drum The trunnion-driven Revolution-D drum-mix plant is rated at 300 TPH and capable of up to 50 percent RAP with proper flighting configuration.

• Dust-Eater 70,000-CFM pulse-jet baghouse 16-oz Nomex filtration bags and Viton-sealed Goyen manifold pulse valves; Mike Czeck of CWMF stated: “Jan specifically required 16-oz aramid material bags over the standard 14-oz for cleaning efficiencies and improved air quality.”

• Two 250-ton asphalt storage silos Dual level indicators and optional AR lined 4-ton batches with patent-pending exterior gate removal for ease of maintenance; CWMF’s loadout gates are mechanically timed for added safety.

• 400-TPH drag slat conveyor .96-foot C-C 100-horsepower, Ni-hard, Hi-chrome, “L” shaped floor liners • 14-foot transfer conveyor .CCO 2-way directional flop-gate assembly, Ni-hard, Hi-chrome, “L” shaped floor liners

Despite COVID-19 restrictions, the team was able to install and commission the new plant for Gerken Materials and it is now in full operation. Jan Vajen spoke highly of his Gerken crew, specifically: “We have been practicing all protocol. Social distancing, face covering, hand sanitizer, publication of all COVID-19 safety precautions. All of this while maintaining the Gerken Materials high standard for worker safety and quality products. Although COVID-19 presented a new list of challenges, the Gerken team has been up to the task.” Photo courtesy of CWMF silos arrived, and were set on a snowy February day with the drag slat immediately following.”

Mauzy said equipment delivery continued into April. “Obviously, installation and on-site technician support was hampered by COVID-19 restrictions. Over the course of May, installation was completed, the plant was commissioned and is now in full operation.”

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Getting it started took the same cooperation the team saw all along.

“Working in conjunction with CWMF, the installation of the burner in their new drum went very smoothly,” Mauzy said. “This installation was conducted in the CWMF factory. Reliable Asphalt Products worked in conjunction with the owners of Vulcan Burner in Ireland to deliver the burner from overseas to the CWMF factory. Locating some of the fuel components took some additional engineering but ultimately, the installation went smoothly, especially considering this was the first Vulcan burner installed on a new drum. The test firing and the first firing, as well as all of the components from both companies, went extremely smooth.”

“We haven’t had any issues with the burner,” Vajen agreed.

“The efficiency rating is up, proving more efficient than the previous installation.”

Czeck saw Gerken’s use of the new burner as an innovation.

“Matching up Reliable’s new-to-market Vulcan burner and our proven Revolution-D mixing drum plant components and tying it all together with Minds control system resulted in bottom line more efficient asphalt production.”

Vajen said the components have all tied into the Minds system well, exceeding the company’s expectation. “David Towers, the Gerken Pioneer plant operator, was already familiar with the Minds system since it was installed on the previous plant,” Vajen said. (Reliable Asphalt Products sold the previous plant to Super Asphalt in Puerto Rico. See sidebar.) “David Towers was already familiar with the controls so that made the transition to the new plant even easier,” Vajen said.

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A GOOD TEAM OVER THE YEARS

Not only have the members of the Gerken team worked well together within the Gerken Materials Inc., they’ve had good partnerships with the vendors who helped them bring the new plant online.

“Meeker Equipment has been an asphalt equipment supplier to Gerken Materials since the early 1990s,” Meeker said. “Our relationship has grown steadily over the years. We started our relationship early on, providing some used equipment pieces, then reclaimed used oil systems and most recently multiple asphalt tanks at their many asphalt plant locations. The people of Gerken Materials are great to work with and many of them are Ohio State Buckeye fans, so we like that as well!”

Mauzy also spoke of his friendship with Gerken personnel.

“Reliable Asphalt Products has developed a strong relationship with Gerken and most of that relationship had historically centered on transacting used asphalt plant equipment. Reliable Asphalt Products has sold equipment to and for Gerken Materials. The first new equipment transaction Reliable Asphalt Products conducted with Gerken was the sale of a new control house equipped with a complete Minds control system several years ago.”

CWMF was new to Gerken Materials, Czeck explained, “So we had to go the extra mile, ensuring the project was mutually successful for all parties involved, especially the customer.

This was a unique opportunity for us to develop a continued relationship for years to come.”

Out with the Old Mike Mauzy of Reliable Asphalt Products, Shelbyville, Kentucky, was one of the first equipment and service providers to assess the needs of the Gerken team’s Pioneer site. He explained: “One of the stipulations for the installation of the new plant was the sale of Gerken’s existing plant that was on site at the Pioneer location. Super Asphalt in Puerto Rico has been one of Reliable Asphalt Products’ very good customers over the past decade or longer. Miguel Suria, Super Asphalt’s general manager, had communicated with me his need for a portable 250-300 tph counterflow plant for some of the rebuilding work resulting from the recent devastating hurricane in Puerto Rico. I contacted Miguel while on site inspecting Gerken’s plant with Jan Vajen and sent Miguel pictures during my inspection. Miguel confirmed that the plant seemed to meet their needs. I met Miguel in Pioneer about a week later and made the deal to move the plant to Puerto Rico. While on site inspecting the plant, Mr. Suria inspected the Minds control system that was running the plant and decided to equip this plant with Minds technology in Puerto Rico.”

WEB EXTRA: Read “Ajax Materials Corporation Manages New Plant Build” at theasphaltpro.com.

www.THeAsphaltpro.com // 37

Kiewit Keeps to Tight Schedules

BY SARAH REDOHL

In June 2020, Kiewit Infrastructure South Co. finished the reconstruction of I-440 in Nashville, the largest project in the history of the Tennessee Department of Transportation.

I

In June 2020, Kiewit Infrastructure South Co. completed the largest project in the history of the Tennessee Department of Transportation—a month ahead of schedule. The $154.8 million reconstruction project took place on I-440, a 7-mile connector loop that runs south of downtown Nashville.

“Nashville is one of the fastest growing cities in the country, with an average of 100 people moving to the city every day,” Kiewit Project Manager Jordan Gregg said. “The I-440 corridor is a major artery used for commuter traffic in the city and sees a daily traffic volume in excess of 100,000 vehicles per day.”

In addition to expanding the roadway to accommodate Nashville’s growing population, the road had reached the end of its service life.

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“The life-cycle of the existing concrete pavement had expired, and the roadway had become dilapidated and laden with potholes,” Gregg said.

The existing I-440 corridor was constructed in the mid-1980s and consisted of two lanes of 10-inch jointed concrete pavement in each direction, separated by a raised grass median to provide a parkway feel.

As the prime contractor, Kiewit widened the existing corridor into the grass median, adding a third lane in each direction, with final separation provided by a concrete median wall. The existing pavement was rubblized and overlaid with asphalt.

The project also included widening three bridges by one lane in each direction and bridge deck repairs and overlays; installation of upgraded and additional storm drainage; placement of new

The I-440 corridor is a major artery used for commuter traffic in the city and sees a daily traffic volume in excess of 100,000 vehicles per day. the A and B bid. For the I-440 project, Kiewit came in with the lowest score and was awarded the design-build project in the summer of 2018.

Kiewit bid 708 calendar days to complete the project, setting their deadline for July 24, 2020. Each day was valued at $100,000.

The liquidated damages for the project were $100,000 per day for every day beyond the deadline outlined in the bid for the first 30 days past July 24; increasing to $400,000 per day after that.

guardrails, signage, lighting and striping; repair of existing sound walls and installation of new sound walls; and upgrading the roadway’s existing intelligent transportation system.

The western terminus of the project was the junction of I-40/I-440 and the eastern terminus of the project was the junction of I-24/I-440. The project was approximately 7 miles westbound and 5 miles eastbound.

The procurement utilized by TDOT was the A+B method, which requires contractors to submit a dollar bid for labor and materials (the “A” part) and estimate a total number of days to complete the project (the “B” part). In A+B bidding, bids are scored based on both

Although Kiewit was concerned how the COVID-19 pandemic might impact this project, Gregg said they were able to continue working as an essential business while strictly following all guidelines and completing the project without significant issues.

“This project was the largest project TDOT had ever done in terms of project value and was also a fish-bowl job in terms of the traveling public,” Gregg said. “Expectations were extremely high.”

Pair these factors with the high value TDOT placed on schedule and liquidated damages, and scheduling became an extremely important factor on the project. To accomplish the scheduling constraints, Kiewit broke down the 7-mile corridor into smaller sections of work to clearly identify its critical path. They supplemented the overall schedule with 90-day schedules, three-week schedules and daily schedules so they could continually track their progress toward the critical path schedule.

www.THeAsphaltpro.com // 39

In areas where existing concrete pavement had to be removed, it was taken to an on-site Kleemann 130 mobile impact crusher, where it was made into aggregate base course that was then used as the sub-base layer for the widened roadway and full-depth reconstructed sections. “Ultimately, we were able to crush and produce approximately 210,000 tons of usable aggregate base product,” Gregg said.

To stay on schedule, the crews had to pave 240,000 tons of asphalt between June and November 2019, and 60,000 tons of asphalt between March and June 2020. “Due to the schedule-critical nature of this project, the project was paved in various phases and not always in linear sequence,” Gregg said.

As the prime contractor, Kiewit widened the existing corridor into the grass median, adding a third lane in each direction, with final separation provided by a concrete median wall. The existing pavement was rubblized and overlaid with asphalt.

“When an owner places a liquidated damage of $100,000 per day to a project, it keeps us, as a contractor, focused on schedule throughout the entire project and forces us to make recovery or acceleration decisions early on in the project if we see any schedule slip, versus waiting until later in the project to react, which is often too late,” Gregg added.

Additionally, the project required that two lanes of traffic be kept open in each direction throughout construction. This could be reduced to one lane per direction between 9 p.m. and 5 a.m. Kiewit carefully phased the project so I-440 could continue to accommodate 100,000 vehicles per day.

The phasing consisted of two major phases, and a smaller final phase. During the first phase, traffic was shifted onto the outer lanes and outside shoulders so the Kiewit crew could build additional lanes in the former grass median, construct the new concrete median, and reconstruct the existing inside lanes. During the second phase, traffic was moved onto the new lanes so the outer lanes, shoulders and ramp tie-ins could be reconstructed. The final phase consisted of paving the top mat of asphalt over the entire corridor.

“To utilize and recycle as much of the existing material as possible, a rubblize and overlay approach was utilized where adjustments to the existing vertical profile were possible,” Gregg said.

Kiewit’s rubblizing subcontractor, Antigo Construction Inc., Antigo, Wisconsin, used a multi-head breaker to rubblize the existing concrete pavement to a depth of 10 inches, averaging one lane mile per shift.

There were a number of segments of the project where a rubblize and overlay approach wouldn’t be possible, including beneath several overhead bridges with clearances limitations and several bridges on I-440 where the roadway had to tie into the existing bridge deck. As a result, only 40 percent of the existing roadway could be rubblized and overlaid. The rest of the project required full-depth removal and reconstruction.

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Although the 2020 paving section of the project occurred during the height of the COVID-19 pandemic, Gregg said reduced traffic didn’t have much impact on the speed at which they were able to complete the project. “The majority of the heavy-lifting on the project had been accomplished prior to the start of the pandemic, and it did not provide us any relief regarding lane closure restrictions, work hours, etc.” Gregg said. “It did, however, likely provide us with a safer work environment towards the end of the project as the volume of traffic traveling through our work zone decreased.”

The paving was performed by one full-time Kiewit crew, one fulltime crew from subcontractor Vulcan Materials Company, Birmingham, Alabama, and a second Vulcan crew when required. Material transfer vehicles (MTVs) were used throughout the paving; Kiewit used a Weiler MTV and Cat 1055 paver and Vulcan primarily used Roadtec Shuttle Buggies and pavers. Hamm rollers equipped with Intelligent Compaction (IC) capabilities were used to compact the mat, alongside a pneumatic roller when needed.

In total, the project consisted of 42 lane-miles requiring 300,000 tons of asphalt. All asphalt for the project was produced by Vulcan Materials, mostly out of its Danley Quarry plant, with supplemental supply coming from its River Road and Hermitage plants.

“The asphalt section and design varied throughout the corridor based on existing geotechnical considerations, widening sections versus existing reconstruct sections, and rubblize and overlay sections versus full-depth reconstruct sections,” Gregg said.

Typically, the full-depth sections consisted of 6 inches of cement-treated aggregate base course (CTB), 3 inches of asphalt drainage layer (AS-Mix), 3 ½ inches of asphalt base layer (A-Mix), 3 more inches of A-Mix, 2.5 inches of asphalt binder layer (BM-2 Mix), and finally, 1 ¼ inches of asphalt surface layer (D-Mix.) The rubblize and overlay sections typically required 10 inches of rubblized existing concrete as a drainage layer, 4 inches of A-Mix, 3 inches of BM-2 Mix, and the same 1 ¼ inches of D-Mix as the fulldepth sections.

When all was said and done, Kiewit was able to complete the project a month ahead of schedule, with all lanes opening by the end of June 2020.

“Resources, including crews, equipment and material, were vital to ensure that schedule could be met,” Gregg said. Past experience on A+B projects also helped. Kiewit has completed several A+B projects for the Arkansas Department of Transportation. In Tennessee, they’ve completed two previous major projects for TDOT utilizing alternative delivery. “This project brought both of those worlds together, utilizing the alternative delivery design-build method, and the A+B, schedule critical procurement.”

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Enhancement Reclamation Becomes Crooked Creek Wildlife Sanctuary

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BY LIBBY PRITCHARD AND SANDY LENDER

Cary Gordon, Lehigh Hanson’s Marlboro Sand and Gravel plant manager, Bennettsville, South Carolina, had his very own Obi-Wan Kenobi moment back in 2012 during a routine inspection of the plant’s 9,000 acres. It happened when he spotted a grove of magnolia trees in full bloom. As he approached the tree line, the realization dawned: that’s no bloom. What he thought were bright white magnolia flowers, were actually thousands of birds.

“I immediately thought, we need to share this with the public,” Gordon said. “My wife Jennifer is going to freak out!” Gordon’s wife, Jennifer, is the executive director of the Carolina Waterfowl Rescue (CWR), a non-profit organization that rescues, provides sanctuary for and rehabilitates wildlife. For some time, CWR had

42 // DECEMber 2020

needed a place to rehabilitate waterfowl before birds could be released back into the wild, and the Lehigh Hanson property checked all the environmental boxes.

There was just one problem: the company had sold that particular portion of land where Gordon spotted all the roosting waterfowl. But where there’s a will, there’s a way.“It was just the right thing to do,” Gordon said. “So we decided to recreate it five miles away on our property and make it open to the public.”

The approximately 220 acres that Lehigh Hanson ultimately donated to CWR in 2018 was previously the “Airport Mine” at the Marlboro site, named for its proximity to the local Bennettsville airport. It had been mined until 2012 to a depth between 25-50

LEFT: What Cary Gordon thought were bright white magnolia flowers, were actually thousands of birds.ABOVE: The completed land before and the rookery after show the great teamwork that took place. feet, making it suitable for this type of habitat enhancement reclamation.

“The project originated because the parcel naturally became a rookery,” Salley Lewis said. She’s the environmental project coordinator with Lehigh Hanson and she explained how Lehigh Hanson went above and beyond the letter of the law. “Per South Carolina Department of Health and Environmental Control (SCDHEC), all mines must be reclaimed to specific standards. Instead of the standard reclamation, Hanson wanted to do the right thing for Bennettsville. We had the tools and location to give back to the community. It was an opportunity for everybody to win.”

But there were many steps and players involved to take the Crooked Creek Wildlife Sanctuary from dream to reality.

First, it took support and buy-in from Lehigh Hanson’s leadership. “A lot of work fell to the plant manager [Cary], and the operations manager backed him all the way,” Lewis said. From there, the regional president visited the site, followed by the North American president. After months of the Marlboro plant’s determination and support from all levels of the company, the project started taking some physical shape—at least on paper.

www.THeAsphaltpro.com // 43

A skid steer blades ground for the Lehigh Hanson reclamation project.

LEFT : A motor grader smooths the habitat for Lehigh Hanson’s reclamation project. RIGHT: The Crooked Creek Wildlife Sanctuary on Hanson’s completed land is a shining example of the positive impact our industry can and does make on our communities.

The property had previously been mined using draglines, which left natural shallow finger ponds that support many native South Carolina species and islands that could be further enhanced to create ideal rookeries for nesting birds. Additionally, the existing inhabitants provided convenient protection for a rookery, as alligators kept predators like raccoons and foxes away. The combination of mining, established features and the natural setting became the foundation for what would become a frequently altered and detailed reclamation plan that had to be approved by the South Carolina DHEC. “A lot of energy went into the design of every little spot, right down to the special wildlife fencing we used to let animals move fluidly through the area,” Gordon said. Various sections of the sanctuary also cater to certain species, like cliff swallows and bobwhite quail, which have been in significant decline since the 1980s, sparking a state-wide initiative to bring back quail populations. To support swallows, highwalls were preserved to become cliffs for them; for the bobwhites, the landscape was tailor-made to fit their habitat needs by minimizing trees to create fields where native seedlings, grasses, and berry bushes were planted.

Lewis shared that it took 9 to 10 months of non-stop work with dozers, excavators, long reaches (for the banks), haul trucks and mowers.

Regulatory agencies and habitat architects were some of the essential players from the community who energized and support-

44 // DECEMber 2020

ed the project through its development. Another local partner was key. “Lehigh Hanson, CWR, and Duke Energy—who supplies Marlboro’s energy—all met and recognized the site’s potential for the community and the environment,” Gordon said.

Duke Energy holds annual grant competitions that benefit the local community in the areas of education, workforce, nature and more. When CWR applied seeking support for what would become the Crooked Creek Wildlife Sanctuary, the energy company quickly became a proud partner.

“Duke stepped up for the public,” Gordon said. “They were great partners.” Not only did they grant funds, but also additional energy during development of the site, and now the company hosts employee volunteer days at the sanctuary.

Specifically, “Duke Energy awarded the project a grant for $50,000 to be used for wildlife enhancement,” Lewis shared. “The grant was used to stock the ponds for the migratory waterfowl, build kiosks for visitors, creation of bob-white habitat, and waterfowl habitat planting.”

The story of Airport Mine’s transformation from aggregate mine to environmental gem is one of perseverance, but also one of commitment to community. Today the site provides hiking, kayaking, field trips for Boy Scout troops, and bird watching to the public, with hopes of future equestrian trails and even another 200 acres of habitat that will focus on reptiles.

LEFT: Jennifer Gordon is the executive director of the Carolina Waterfowl Rescue (CWR), a non-profit organization that rescues, provides sanctuary for and rehabilitates wildlife, and spoke at the opening of the Crooked Creek Wildlife Sanctuary. RIGHT: Cary Gordon, Lehigh Hanson’s Marlboro Sand and Gravel plant manager, spoke at the opening of the Crooked Creek Wildlife Sanctuary.

The Crooked Creek Wildlife Sanctuary is a gift to the community and one that the community came together to support.

“It isn’t for Hanson. It’s for the people. Marlboro County has been a great partner and we need to show we’re there for them,” Gordon said.

It’s clear through this project that the community is also there for Hanson.

“It took so much cooperation for this project to happen.

There was DHEC, the South Carolina Wildlife Foundation, Pee Dee Land Trust, Duke Energy…it took buy-in from all parties,” Lewis said.

Not every mine or quarry in North America can turn completed land into a rookery, but other reclamation efforts are possible. Lewis shared this valuable advice: “The first step is to identify the needs of the area—both the animals and the communities. You want the project to reward not only the environment but the residents in the area. Which animals in the area need assistance? What do the different animals need? Safe breeding grounds, etc..?

“The next step is come up with a project that meets regulatory reclamation requirements and the needs for wildlife habitat. If another company wanted to do a similar project, I would suggest teaming up with a foundation such as a Carolina Waterfowl as we did. This helps promote the benefits to the community/environment to the state and federal regulators, which helps with permitting. Additionally, the foundation will be the owner of the newly created habitat where it can be maintained and used to benefit the community.”

The CWR rookery’s success all started with a champion—a plant manager—driving through a field, who recognized, “When these things come together, you need to take advantage.” The force was strong in Cary Gordon that day to see the opportunity to better his community and to seize it. His is a shining example of the positive impact our industry can and does make on our communities.

The original story was published in volume 36 number 4 of the Stone, Sand & Gravel REVIEW a bimonthly publication of the National Stone, Sand & Gravel Association. Libby Pritchard is the NSSGA director of Construction Materials Safety Policy. Additional information appears courtesy of Salley Lewis and Cary Gordon of Lehigh Hanson.

www.THeAsphaltpro.com // 45

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48 48 // December // DECEMber 2020 2020

LEFT: E-470 is a toll road circling the eastern half of Denver. To keep up with development and population growth in the area, the E-470 Public Highway Authority is proactively expanding the road’s capacity. ABOVE: The E-470 Public Highway Authority brought together much the same team for this portion of the project as it had on the first phase, which earned a Best in Colorado quality award from the Colorado Asphalt Pavement Association.

Martin Marietta Maximizes Million-Dollar Weekends With effective coordination of resources, quality communication with the prime contractor, and a new Gencor asphalt plant, Martin Marietta maximizes production on E-470.

BY SARAH REDOHL

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When the E-470 Public Highway Authority was ready to begin the second half of a major widening and overlay project last year, the success of phase one was still relatively fresh.

Performed in 2017, the first portion of the E-470 expansion, between Parker Road and Quincy Avenue, earned a Best in Colorado quality award from the Colorado Asphalt Pavement Association.

To widen and overlay E-470 from Quincy to I-70, the Authority brought together much the same team: Martin Marietta, Raleigh, N.C., as asphalt paving subcontractor and Kraemer North America, Plain, Wis., as prime contractor, this time alongside SEMA, Centennial, Col. “We worked really well together last time, and E-470 wanted to keep the same

team together for this phase,” said Martin Marietta General Manager Trevor Norton.

E-470 is a toll road circling the eastern half of Denver, an area that is experiencing significant development and population growth.

The genesis of these projects was a traffic and revenue study the E-470 Public Highway Authority performed to track current traffic trends and projected traffic growth. Forecasts from the 2020 Master Plan prepared

by SEH, Denver, Colorado, show a 47 percent increase in population in the E-470 influence area between 2015 and 2040 and traffic throughout the corridor is projected to increase by 80 percent between 2018 and 2040.

Although the entire region is expected to continue its rapid growth, SEH forecasts particularly dramatic growth in the eastern part of the metro area. In fact, E-470 traffic

is expected to grow at a considerably faster pace than overall area growth. The report suggests that this may be because many adjacent untolled highways and arterials are expected to reach their capacity and experience more congestion. However, E-470 “is expected to maintain adequate capacity to fully accommodate growth in travel demand.”

The E-470 Public Highway Authority’s goal is to provide a traffic level of C or better at all times, including rush hour, for its customers. “With this goal in mind, we continue to plan for widening to add capacity in advance of projected volumes,” Brady said. “Commitment to quality by the Authority, and our contractors, is crucial to this goal as well.”

The second portion of the E-470 widening project will play a major role in doing so. This phase of the project adds a third lane in each direction to an 8-mile stretch from Quincy to I-70 and overlays the entire width with SMA. “Having basically the same team in place for this second widening project has been a benefit to the success of the project,” said Jim Brady, Construction Manager for E-470 Public Highway Authority. “Through this on-going partnership, unknowns become

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In total, the E-470 job required 165,000 tons of asphalt, including 60,000 tons of SMA. It was completed on schedule in October 2020.

drainage right for the new width, as well as cap the whole span of lanes.

“The Authority does a good job maintaining their highway, so the road is actually in pretty good condition,” Norton said. Rather, it’s a matter of preparing for the future. “By continuing to build the thickness of their pavement, they’re preparing the road for higher traffic loads in the future.”

The SMA portion of the project was paved on weekends, when the crew could close two lanes. From 6:30 a.m. until 6:30 p.m. on Saturday and Sunday, Martin Marietta ran two pavers in echelon, putting down upwards of 6000 tons of SMA per weekend. On a particularly successful weekend in the middle of August, the crew was able to place 7200 tons in two days.

“We called those million-dollar weekends,” Schmidt said, “because by Sunday afternoon they’d cost us about $1 million. Time was very precious on this job.”

Achieving such high production rates required excellent communication and coordination. Each of those weekends required two paving spreads, roughly 30 crew members, 45 haul trucks and traffic control.

Martin Marietta used Cat AP 1055F pavers and Cat CB15, CB44 and CB64 rollers, as well as Roadtec SB-2500C and Weiler E1650 shuttle buggies for the top lift of SMA.

To minimize impacts on traffic, Martin Marietta paved the SMA portion of the project on weekends.

“We called those million-dollar weekends,” Schmidt said. Each of those weekends required two paving spreads, roughly 30 crew members, 45 haul trucks and traffic control. known, cost risk can be identified and allocated, project costs are predetermined and fixed, and change orders can be minimized.”

“We were part of the earlier phase, so we knew the owner’s expectations,” said Martin Marietta Project Manager Zach Schmidt.

“With the same parties involved, there were no surprises.”

As they had done during the last portion of the project, the crews performed the widening portion of the project behind barriers. This decision meant haul trucks could utilize E-470’s on/off ramps without going in and out of live traffic, but it also minimized lane closures and

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allowed the crew to work longer days without impacting traffic.

Prior to paving, the job required minimal patching, as well as milling around bridge decks, toll plazas and tie-ins for ramps.

In addition to adding a new lane in each direction, Martin Marietta also expanded the shoulders so the highway will have 12-foot shoulders both inside and outside of the travel lanes. The SMA overlay across the full width of the highway was added to get the slope and

Schmidt would talk to Paving Superintendent Justin Jordan two or three times per day leading up to those million-dollar weekends.

“Jordan did a great job coordinating with the shop to make sure the equipment was ready to go, coordinating with the plant on tonnage orders, talking to QC,” Schmidt said.

They also had to contend with an intense quality control schedule. “With the sheer volumes we were doing, we had to make sure the quality assurance and quality control teams were in sync,” Norton said.

Schmidt would coordinate with Martin Marietta Quality Control Manager Jeremy Brassington after each million-dollar weekend to ensure he’d receive the results from the QA/owner by noon on Tuesday at the latest.

“Everyone on this project did a great job of holding one another accountable for communicating well and producing results,” Norton said.

The million-dollar weekends also required effective coordination with the

LEFT: The SMA portion of the project was paved on weekends, when the crew could close two lanes. To maximize production on these weekends, Martin Marietta ran two pavers in echelon. RIGHT: Martin Marietta used Cat AP 1055F pavers and Cat CB15, CB44 and CB64 rollers, as well as Roadtec SB2500C and Weiler E1650 shuttle buggies for the top lift of SMA.

This phase of the project adds a third lane in each direction to an 8-mile stretch from Quincy to I-70 and overlaying the entire width with SMA.

According to Norton, reduced traffic conditions during the height of the COVID-19 pandemic allowed Martin Marietta to increase its productivity by 15 percent since E-470 allowed for longer lane closure hours during that time. prime contractor, to ensure they were ready for the paving crews on Saturday morning.

“Kraemer understands the production level we can achieve on a daily basis if they can ensure everything is ready for us,” Schmidt said. “That isn’t something you see on every project: the understanding of how much more work can be accomplished if everything is ready.”

Being able to have those big weekends was key to minimize impact on traffic, which was very important to the customer.

“The Authority is very concerned about keeping traffic moving on those roads, because the construction is funded by those tolls,” Norton said. “By working behind barriers on the widenings and doing the SMA paving on weekends, the traveling public wouldn’t see us on their commutes. They’d just see a big stretch of completed roadway come Monday morning.”

According to Norton, reduced traffic conditions during the height of the COVID-19 pandemic allowed Martin Marietta to increase its productivity by 15 percent since E-470 allowed for longer lane closure hours during that time.

Martin Marietta’s new asphalt plant, a 550tph Gencor plant in Aurora, Col., also maximized production on the project. The 35,000 tons paved on the job in 2019 were produced at Martin Marietta’s asphalt plant on the west side of Denver, resulting in a 30-mile haul to E-470. The 135,000 tons paved in 2020 could be supplied by the new plant, located 5 miles from the E-470 project.

“The company invested in that plant because that part of town is growing so rapidly,” Norton said. However, he added, the E-470 job offered some immediate justification for the new plant. “The site of that plant feels like the middle of nowhere, but when we look at the jobs we are bidding and the development

permits in that area, we will be right in the middle of that future growth.”

In total, the E-470 job required 165,000 tons of asphalt, including 60,000 tons of SMA. It was completed on schedule in October 2020.

Although the job does not offer a mix incentive, Martin Marietta ran a QPM to ensure the quality of the material—something they do on all large projects. “If there had been a mix incentive on phase one of the E-470 project, we would have gotten a significant incentive,” Norton said. “Although some projects don’t offer these incentives, I think it makes the customer happy to see that number and not have to pay it.”

The last phase of the project was recognized with a Best in Colorado quality award from the Colorado Asphalt Paving Association. Although it’s too early to tell, phase two could be a contender.

“Quality has been outstanding over the past two widening projects,” Brady said. “We have been getting 15 years plus from our SMA pavement, and we expect the same from the SMA placed by Martin Marietta.”

“Every project has a lot of moving parts, and it’s important to understand each other’s responsibilities,” Norton said. “Working with the same people just smooths out possible bumps that might happen when working with new people and new companies.”

He added: “Construction is all about relationships.”

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Product Gallery

Sustainability is Easier with “greened” Equipment The Association of Equipment Manufacturers (AEM), Milwaukee, has announced the establishment of a Sustainability Council comprised of leaders from member companies.

The council will help advance member companies’ efforts in addressing issues of sustainability and provide a framework for the adoption of best practices and innovation.

“Our members are committed to supporting a sustainable world by serving as a catalyst for conversation and innovation in the manufacturing industry,” said Curt Blades, senior vice president of Ag Services at AEM. “The Sustainability Council will work to spark ideas for establishing sustainability priorities for the equipment manufacturing industry and provide a framework that supports best practices for a more viable world.”

AEM and our member companies recognize that social and environmental challenges are complex and require transformation at all levels of an organization. Our industry is committed to supporting a sustainable world by serving as a catalyst for conversation and innovation in the equipment manufacturing industry.

For all of our 125-year history, AEM has worked to address societal and safety issues on behalf of the industry. This includes: • Health and well-being of the industry; • Economic growth and security; and • Industry innovation and infrastructure.

We recognize our industry’s connection to the natural environment and are dedicated to minimizing our operational impact. We understand that our future as an industry depends on the responsible use of natural resources and we acknowledge the real impacts of climate change and its effect on our members, their customers and their communities today. We believe it is our responsibility to address these impacts directly.

AEM has identified seven of the United Nations’s 17 Sustainability Goals, to be priorities for the Association and its member

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Here, the AFW 150-2 mini paver from Ammann placed a base course 80 centimeters wide and 6 centimeters thick in short order. companies. The Sustainable Development Goals are all interconnected and considered to be the blueprint to achieve a better future by addressing global challenges.

For additional information about the council and AEM’s sustainability efforts, please visit http://www. aem.org/sustainability.

Other equipment and services designed to enhance your bottom line and/or improve your sustainability efforts are included below.

AMMANN

The AFW 150-2 mini paver from Ammann America Inc., Davie, Florida, is a compact paver measuring 2.9 meters long, 1.64 meters high and almost 88 centimeters wide. It is capable of paving a width as narrow as 25 centimeters with minor equipment adjustments, according to the manufacturer, and working at speeds up to 10 meters per minute. It handles lifts of up to 10 centimeters.

For more information, contact Massimo.

Mezzofanti@ammann.com or info.aaa@ ammann.com.

ARA

The American Rental Association (ARA) has rescheduled The ARA Show™ for Oct. 18-20, 2021, at the Las Vegas Convention Center. The 2021 edition of ARA’s annual trade show and convention was previously scheduled for February in New Orleans. To accommodate the shift to fall 2021, ARA has canceled its 2022 show, which was planned to take place in Anaheim, California. The next show will be ARA’s 65th.

“The safety and vitality of the rental community is our top priority,” ARA CEO Tony Conant said. “We consulted with our members, monitored all the leading sources of health information, and worked closely with convention center partners, the city of New Orleans, and many others in an effort to ensure a clean, safe and essential show in February. When it became clear that the pandemic would not allow us to safely host the type of event our rental community expects, we adapted—just as our industry has throughout a resilient 2020.”

“We’re all disappointed that we are unable to get together in February, but we’re excited about the planned return to Las Vegas.”—Tony Conant The ARA Show exhibit hall at the Las Vegas Convention Center will be open Oct. 18-20, 2021. Education will be held Sunday, Oct. 17. Registration for the show will open in July and housing reservations through onPeak will open in February.

“We’re all disappointed that we are unable to get together in February, but we’re excited about the planned return to Las Vegas,” Conant said. “ARA is committed to providing a 2021 event with the education, products, networking, and technology our members need to position themselves for the future. The all-around value the show provides will be more important than ever.”

For more information, visit www.arashow.org.

CURRY

Curry Supply is working with Versatran, a division of Metalcraft, Mayville, to present the Retriever line of industrial carriers. First developed in 2002, the Retriever line provides an innovative method for loading and transporting various types of equipment. It boasts an air-operated curved platform, fast cycle times, idle-free system operation, a deck featuring a low center of gravity and a shallow loading angle, according to the manufacturer. Curry Supply now offers the Retriever 20T and 15T models across the country.

For more information, call (800) 345-2829.

GSSI

Geophysical Survey Systems Inc. (GSSI), Nashua, New Hampshire, announces that InstroTek Inc., Research Triangle Park, North Carolina, will serve as national and international distributor of GSSI’s PaveScan® RDM continuous asphalt density gauge. InstroTek will exclusively represent the PaveScan to paving contractors, pavement management, materials test laboratories and municipalities in the United States, while GSSI will continue to work with Federal and State agencies. Internationally, In-

stroTek will maintain sales and product support via their international distribution network of partners.

NEXTRAQ

NexTraq, a Michelin® Group company, Atlanta, has launched NexTraq® Vehicle Inspection, a tool that provides a customizable pre-trip vehicle inspection checklist.

Customizable inspection checklists are available for popular industry vehicles used in construction, HVAC, plumbing, electrical, landscaping, excavation and others. Paperless vehicle inspection forms can help save money on costly repairs and keep comprehensive inspection histories documenting the condition of equipment.

Checklists can be customized to meet the unique needs of a specific business to include information for trucks, vans, trailers, power equipment, fuel, generators, tractors, spare parts, pumps, dryers, blowers, mobile signage and more. Drivers/employees fill out each form associated with their vehicle from the NexTraq Connect app and can confirm they have all necessary items and equipment in working order before they hit the road. Managers receive clear and concise reports.

Available to NexTraq customers in the United States and Canada, the app is downloadable from the Apple App Store or Google Play to tablets or smartphones.

For more information, contact Mary Ann Kotlarich at (864) 458-4884.

PAVESMART

Synergy PaveSmart extends its service portfolio with the latest in survey-profile technology. According to the manufacturer, DOT and NATA certified this new inertial profiler and high-resolution mobile surveying system can simultaneously measure IRI/ NAASRA (longitudinal profile), transverse profile and 2D/3D surface scans for land surveying and machine control applications.

This device does full 3D scanning and can be simultaneously (or separately) used for IRI /NAASRA testing and full lane transverse profiles (for rutting, lane edge change and more under AASHTO PP69-10 & 70-10), according to the manufacturer. The surface survey data can be adjusted with a merge in of control points for 3D elevation content.

For more information, contact sales at the Synergy-PaveSmart website.

THUNDER CREEK

Thunder Creek Equipment and its parent company, LDJ Manufacturing, Pella, Iowa, have hired Larry Lea, the former director of sales for Mahindra USA, as the organization’s new vice president of sales. At Thunder Creek, Lea will manage the organization’s decentralized national sales team while also working with the company’s product, production and engineering teams.

Lea will remain based in Houston.

TRIMBLE

Trimble recently announced the acquisition of MidStates VRS, a virtual reference station network located in North and South Dakota, increasing the footprint of Trimble’s VRS Now GNSS corrections service to cover more than one million square miles in North America.

Global Navigation Satellite System, or GNSS, technology is particularly important to asphalt contractors who rely on intelligent compaction tools for increased accuracy, speed and efficiency on the jobsite. Trimble VRS Now offers instant access to centimeter-level positioning accuracy in the field and is an important part of a connected construction site. Expanding the Trimble VRS Now network with the addition of the MidStates VRS network will help asphalt contractors in more places, specifically across the Midwest, achieve more reliable, high accuracy positioning on paving projects using compaction control systems.

The acquisition of the MidStates network adds 105,000 square miles of coverage to the Trimble VRS Now network, making it one of the largest networks in North America. When using the service, asphalt contractors with a Trimble or third-party GNSS receiver can leverage instant, high-accuracy corrections delivered via cellular network to improve productivity.

Trimble VRS Now is always on, wherever and whenever it is needed. Trimble networks are supported by a global network operations team made up of GNSS system engineers, geodesy experts and IT professionals. The team monitors the networks 24/7

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Product Gallery from operation centers located on three continents.

“Positioning accuracy is critically important in the asphalt compaction process because even a small error can have an impact on rideability, final density and the longterm durability of the surface,” said Kevin Garcia, general manager for Trimble Civil Specialty Solutions. “Increasing the reach of the Trimble VRS Now network gives more contractors access to simple, reliable accuracy that they can feel confident about.”

Werk-Brau

Werk-Brau, Findlay, Ohio, launches the new Werk-Brau high performance loader buckets to handle material up to 2,000 pounds percubic yard in density. A 3-degree inclined bottom reduces loading forces, allowing the bucket to do more and last longer, with less wear and tear, according to the manufacturer. The loader buckets are available in various widths with capacities from 1 to 9 cubic yards, with special designs and capabilities available upon request.

High strength abrasion resistant steel is used in all critical components. All seams are welded solid. A curved side wall allows for greater capacity and higher yield. Auxiliary edge and teeth are available upon request to make digging even easier. All WerkBrau loader attachments are manufactured to OEM specifications for all makes and models of all wheel loaders.

For more information, contact Dale DeWeese at (800) 537-9561.

WIRTGEN

Pike Industries, which currently produces over three million tons of asphalt and processes over six million tons of aggregates, switched from picks with carbide tips to PCD milling tools in 2017. The result: Extremely even milled surfaces and considerable time saved during milling operations.

Due to their current tool geometry and materials, PCD milling tools are primarily suitable for surface layer rehabilitation and are predominantly used in fine milling applications. When fine milling road surfaces, milling drums with a tool spacing of 6 mm or 8 mm (LA6 or LA8) are used. In comparison, a standard milling drum for conventional milling has a tool spacing of 15 mm (LA15).

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Wirtgen PCD cutting tools show a uniform milled surface on this State Route 202 project in Gorham, Maine.

Fine milling drums with LA6 produce an even finer milling pattern than with LA8.

The Maine Department of Transportation (MaineDOT) accepts both tool spacings.

“We can therefore alternate between the milling drums,” Tom Quinn explained. He’s the head of Cold Milling and Pavement Removal at Pike Industries. “The smaller tool spacing also affects the advance rate of the machine, which means that we work with a lower speed at larger milling depths.”

Fine milling removes ruts or unevenness in the road surface, improves the grip of roads that were cleared for traffic before the surface layer was paved, and ensures a better bond between the layers when paving thin layers hot.

At Pike Industries, the fine milling process plays a major role. This is because it allows the company to produce a particularly even sub-base for the ultra-thin bonded surface layers that it paves on behalf of the state of Maine. The requirements of MaineDOT stipulate fine milling and in some cases standard milling as preparation for paving thin layers hot.

“We are currently working on a project in which we are milling a cross slope with fine milling drums and even removing the pavement at a depth of 15 cm,” Quinn said. “One reason for requiring the small tool spacings

is the durability of the milling pattern when the road is driven on without a surface layer for a longer period of time. The pavement is expected to better withstand the effects of traffic as a result.”

As part of another rehabilitation project, Pike Industries recently completed fine milling on State Route 202 in Gorham, approximately 20 km west of Portland, Maine.

The company used a Wirtgen W 220 cold milling machine equipped with a 2.50-meter-wide fine milling drum and PCD milling tools with LA8. According to Mark Williams, the site manager responsible for the project, the surface layer was removed 2 cm deep over a length of 3 km on two lanes and the adjacent shoulders.

In this context, switching from standard picks to PCD milling tools increased Pike Industries’ productivity. Previously, the team had to completely replace the set of picks at the end of each workday—now the new milling tools can be used much longer.

“Picks with carbide tips wear out over the course of the day, which means that the milling pattern is not absolutely uniform and individual picks have to be replaced more frequently. In contrast, PCD milling tools have a diamond tip and an optimized cutting geometry, thus guaranteeing consistent results. Even if a PCD tool has to be changed

every now and then, it doesn’t have a negative effect on the pattern because the PCD tools used exhibit hardly any length wear,” Quinn explained. “A uniform milling pattern is extremely important to us, and a single set of PCD milling tools is enough to guarantee this each and every day for a long period of time.”

The type of application is the main factor that determines which pick is the most cost-effective for the job (carbide or PCD).

Independent of this, Wirtgen has created a useful addition to its existing range of picks with PCD milling tools, thus tailoring its range of solutions in cutting technology to meet specific requirements.

Pike Industries is certain that the work it saves during day-to-day milling operations more than offsets the higher cost of PCD milling tools, as one set of tools can be used for an entire milling season, eliminating the need to replace picks. Last year, the company milled a total area of approx. 1.7 million square meters with two milling drums. The PCD tools on the drum with tool spacing LA6 already removed over 400,000 square meters during the previous season, while the drum with tool spacing LA8 used on State Route 202 in Maine was fitted with new PCD tools at the beginning of the 2019 season.

Despite the higher acquisition costs, the PCD milling tools have already paid for themselves after half the season.

“The PCD milling tool is a complete unit,” Quinn explained. “So not only do you eliminate the cost of the carbide picks, but also the cost of the pick holders on the milling drum. We were able to significantly cut costs through the use of PCD milling tools and the associated reduction in the amount of work involved.”

Source: Wirtgen Group For more information, contact Matt Graves at matt.graves@wirtgen-group.com or visit www.wirtgen-group.com/america.

ment. The power booster can be removed to run three, four or five axles in a row.

The 13-foot, low-profile hydraulic gooseneck has a swing clearance of 107 inches.

The 26-foot-long main deck offers a loaded deck height of 18 inches with a

ground clearance of 6 inches. The main deck has seven bent d-rings along with 13 chain drops per side. The rear deck is 14 feet long with a 41-inch loaded deck height.

For more information, visit XL’s website.

XL

XL Specialized Trailers, a subsidiary of Caparo Bull Moose, Manchester, Iowa, has introduced the XL 120 hydraulic detachable gooseneck (HDG) 3+2 trailer. It has a concentrated capacity rating of 120,000 pounds in 10 feet and a low 18-inch deck height. It features several different configuration options to haul equip-

www.THeAsphaltpro.com // 57

off the mat

Comply with FMCSA Clearinghouse Final Rules The Federal Motor Carrier Safety Administration (FMCSA) established its Commercial Driver’s License (CDL) Drug and Alcohol Clearinghouse Jan. 6, 2020. If you’ve hired new drivers since January 2020, you may be familiar with the Clearinghouse because FMCSA requires employers to conduct a full query as part of a pre-employment driver investigation. The annual limited-query requirement for current employees is coming due Jan. 5, 2021.

Here’s a refresher course on the Clearinghouse.

The Clearinghouse enables employers, the FMCSA, state driver licensing agencies and state law enforcement personnel the ability to query the secure online database, which contains information about drug and alcohol program violations by holders of CDLs. “Specifically, information maintained in the Clearinghouse enables employers to identify drivers who commit a drug or alcohol program violation while working for one employer, but who fail to

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Clearinghouse 101 for Drivers

Drivers are not required to register in the Clearinghouse; however, drivers who do register will be able to access their records electronically at no cost. A driver will need to be registered to provide electronic consent if an employer or prospective employer needs to conduct a full query on his or her record, for example, during pre-employment investigation.

Additionally, the Clearinghouse will notify drivers anytime information about them is added, revised or removed. This information will be sent by mail to the address associated with the driver’s CDL, unless the driver has registered in the Clearinghouse and selected an alternative delivery preference.

FMCSA requires employers to conduct a full query as part of a pre-employment driver investigation. subsequently inform another employer (as required by current regulations),” reads FMCSA’s website.

Although the Clearinghouse final rule does not change existing DOT drug and alcohol testing requirements, it does require employers to report drug and alcohol violations and test refusals to the Clearinghouse, even if the driver in question has not registered for the Clearinghouse. Employers must also report actual knowledge of violations as defined in § 382.107, negative return-to-duty test results, and the dates the driver successfully completed all follow-up tests as ordered by the substance abuse professional. Results for drug or alcohol testing outside of DOT requirements may be reported to the Clearinghouse.

It’s important to note that the Clearinghouse only contains violations occurring on or after its establishment Jan. 6, 2020. According to the September 2020 Clearinghouse Monthly Summary Report (the last report available prior to this issue going to press), more than 40,000 violations had already been reported in 2020. The database will retain any records of drug and alcohol violations for five years, or until the driver has completed the return-to-duty process, whichever is later.

In addition to their reporting responsibilities, employers are required to conduct a full query during pre-employment and a limited query on each driver they employ on an annual basis, at least once within a 365-day period based on the employee’s hire date or another 12-month period determined by the employer.

The Clearinghouse maintains a record of an employer’s queries, as well as driver’s responses to consent requests, which are required for any full queries. Employers must keep records of drivers’ limited consent for three years.

Employers can register online to access the Clearinghouse, or they can designate a third-party administrator to report violations or conduct queries on their behalf. Owner-operators must designate a third-party administrator to comply with the employer’s Clearinghouse reporting requirements. As outlined on the Clearinghouse website, each query costs $1.25.

Until Jan. 6, 2023, employers are required to conduct both electronic queries in the Clearinghouse and traditional inquiries with previous employers required by § 391.23. After that date, querying the Clearinghouse alone will be sufficient.

Although annual queries are all that FMCSA requires, companies can choose to conduct queries on a more regular basis, such as biannually or quarterly. Then, if an accident occurs, it may be ideal to illustrate the steps you’ve taken to ensure drivers are not in violation.

– BY ASPHALTPRO STAFF

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A 4-day training and technical conference offered by R

Managers Exchange February: 13 -16, 2021

Operators Course

February: 21- 24, 2021

Book Early!

Space is limited.

Call your rep to book a spot.

800-826-0223

Or register on-line at: hotmixu.com/registration

Join us for Hotmix University in Louisville, Kentucky. During the intense exchange sessions, participants enjoy a combination of lectures, hands-on workshops on actual equipment, break-out sessions and discussions, as well as fun times to facilitate networking among industry peers.

We limit our class size so we may allow productive interaction with instructors and among asphalt producers and operators. Those who have graduated from HU have raved about the practical benefits received during their time spent learning with us.

Our staff of instructors boasts over 1,500 years of combined experience in the asphalt industry but also in the broader rotary processing equipment world. This makes our agenda unique to any other training event. Here are just some of the topics covered: Performance measures Best practices and how to improve Establish FACTS about your plant Specific plant components review Design and operation practices Heating and drying: burners and dryer/drums Baghouse and air systems

Silo systems Recycle - RAP & RAS Electronic controls Preventive Maintenance and Minimizing Downtime Productivity Reliability Engineering Much more!

here’s how it works Step 3

Step 1 The operator performs a test strip to determine CMV or Evib values to set.

Step 2

The seismic processor in the cab calculates the optimal vibratory frequency at any given time and sends that information to the vibration drive system.

The seismic sensor in the drum continuously senses the properties of the compacted material and informs the processor.

Step 5 When the seismic senses the desired degree of compaction is reached or double-jumping of the drum happens, it engages anti-bounce control and shuts off the vibration of the drum.

Step 4 The adjustable vibration drive drives the drum vibration at the correct frequency.

Dynapac’s Seismic and ABC Technology Dynapac’s newest technology was on display back at CONEXPO-CON/ AGG 2020 with the Seismic CA3500 roller with anti-bounce control (ABC) technology. This roller is designed to eliminate guesswork by automatically controlling vibratory frequency to get the best compaction rate, and then communicate with the operator to cease passes or vibration to protect against overcompaction and machine damage. Here’s how it works: When the operator begins working, the seismic technology automatically engages on machines equipped with the technology.

If the operator needs to disengage the seismic, he or she merely depresses the seismic button on the control panel.

Next, the seismic sensor, located within the drum, continuously senses the state of compaction. It senses the properties of the

D

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compacted material and informs the processor.

Next, the processor with seismic functionality, located in the operator cab, calculates the optimal frequency at any given time and controls the vibration drive system.

The adjustable vibration drive drives the drum vibration system at the needed frequency to achieve the desired degree of compaction. As the compaction increases in the material, so does the material property.

The seismic system immediately recognizes the change and adjusts the vibration frequency accordingly.

The seismic sensor will sense if double-jumping of the drum—due to overcompaction—begins. At this time, the onboard processor informs the operator with a warning and subsequently engages the ABC and shuts off the vibration of the drum to prevent material and machine damage.

The onboard display shows the operator the compaction degree measurement in terms of CMV or Evib values. The operator sets the target for CMV or Evib value after performing a test strip at the desired compaction degree. Then this value becomes the reference value for the job site; compaction is carried out to reach this level.

For more information, contact Isaac Torres at (800) 651-0033 or isaac.torres@dynapac.com.

SHOW US HOW IT WORKS If you’re an original equipment manufacturer with a complex product, let us help you explain its inner workings to asphalt professionals. There’s no charge for this news department, but our editorial staff reserves the right to decide what equipment fits the parameters of a HHIW feature. Contact our editor at sandy@theasphaltpro.com.

We’re on it.

BROCK is proudly manufacturing equipment and supplying parts for hot mix asphalt plants. www.brock.industries

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1. These photos make us HAPI! Check out the blog to see the winners of Hawaii Asphalt Pavement Industry’s annual photo contest. 2. Fort Myer Construction crew members are working along Pennsylvania Avenue NW to ensure this historic corridor is ready for the upcoming presidential inauguration. 3. Women of Asphalt is excited to welcome its 1,000th member! 4. ARTBA has honored a number of individuals and companies with awards recognizing their contributions to the industry. Get the full list on our blog!

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ALL ASPHALT PLANT COMPONENTS 100% BUILT IN USA SPECIALIZING IN

disassembly, relocation, fabricate complete asphalt plants, and startup of asphalt plants

210-240-8395

patrick@Ahernindustries.com P.O. Box 690513 • San Antonio, Texas 78269

www.ahernindustries.com

40 years of experience in the asphalt plant industry! www.THeAsphaltpro.com // 63

& Safety & Electro-Mechanical On-Line Classroom Mid-January to Mid-March Zoom in and join industry leader Clarence Richard.

*Classes fill on first come basis.

Improve . . .

• • • •

*Classes fill Monday forward. *The 3 Wkshp Days in any order. *When you can't make it that day, come back another available day. *Recorded classes, available. *Private Workshops considered.

Safety Mix Quality Production Operating Costs

Private Workshops Available Register online www.clarencerichard.com under Training or contact Carrie.

Phone: 952.939.6000 Email: carrie@clarencerichard.com

advertiser index Ahern Industries . . . . . . . . . . 63

Libra Systems . . . . . . . . . . . 57

Almix . . . . . . . . . . . . . . . . . . 7

Meeker . . . . . . . . . . . . . . . . 41

Applied Test Systems . . . . . . 36

NCCP Group . . . . . . . . . . . . 66

Asphalt Drum Mixers . . . . . . . 46

Process Heating Co . . . . . . . . 37

Astec, Inc . . . . . . . . . . . . . . . .

Inside Front Cover, 11, 15, 19, 28

Pugmill Systems . . . . . . . . . . 17

B & S Light . . . . . . . . . . . . . 52

Reliable Asphalt Products . . . . . . . . . Back Cover

Brock Industries . . . . . . . . . . 62

Roadtec . . . . . . . . . . . . . . . . 3

Clarence Richard Co . . . . . . . 64

Sripath Technology . . . . . . . . . 8

CWMF . . . . . . . . . . . . . . . . 25

Stansteel . . . . . . . . . . . . . . 59

Eagle Crusher . . . . . . . . . . . . 13

Systems Equipment . . . . . 23, 61

E.D. Etnyre . . . . . . . . . . . . . . 31

Tarmac International, Inc . . . . 43

Fast-Measure . . . . . . . . . . . 65

Top Quality Paving . . . . . . . . 65

Gencor Industries . . . . . . . . . . 4

Trans Tech Systems, Inc . . . . . 45

Green Patch . . . . . . . . . . . . 35

Willow Designs . . . . . . . . . . 65

KPI-JCI-AM . . . Inside Back Cover

Wirtgen America . . . . . . . . . . 9

AsphaltPro’s advertiser index is designed for you to have quick access to the manufacturers that can get you the information you need to run your business efficiently. Please support the advertisers that support this magazine and tell them you saw them in AsphaltPro magazine.

www.THeAsphaltpro.com // 65

LOWER YOUR CREDIT CARD PROCESSING FEES Focusing on the aggregates, asphalt supply and hauling industries

The Most Trusted Brand in the Payments Industry

Call Us Today!

ph. (631) 923-2586

www.nccpgroup.com

RAP IS WORTH WHAT IT REPLACES.

From Equipment to Application Any recycled product is worth what it replaces. To fully realize the value of RAP, you must process it back to its original mix design. As an Astec Industries group of companies, KPI-JCI and Astec Mobile Screens are leaders in RAP processing. We pair that with a wide selection of crushing, screening, and material handling equipment required to fractionate RAP and ensure the highest quality materials throughout the recycling process.

Let legislators know you support increased highway spending.

Send them a letter at dontletamericadeadend.us KPI-JCI and Astec Mobile Screens

Astec Industries Companies

700 WEST 21ST STREET • YANKTON, SD 57078 USA • 800.542.9311 • FAX 605.665.8858 • kpijci.com

A Revolutionary New Era in Burners A Division of Reliable Asphalt

Single Motor, Total Air Burner

Simple Design, Minimum Moving Parts

Runs Multiple Fuels, Simultaneously if Required

Optional Blower Mount Configurations

Energy Efficient Over Other Brands

Coaxial Blower

521 Old 7 Mile Pike • Shelbyville, KY 40065 • Office Toll Free (866) 647.1782 • Fax (502) 647-1786

www.ReliableAsphalt.com