Asphalt Pro - June 2021 by Asphalt Pro LLC

The Lab & Binder Issue

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CONTENTS

asphaltPRO June 2021

departments

Editor’s Letter

6 – Beware of Imaginary Gifts

SAFETY SPOTLIGHT

8 – Seat Rotation Offers Roller Operator Safety, Comfort By Sarah Redohl

MIX IT UP

10 – County Makes Smart Mix Move By Doug Carlson

TRAINING

16 – Water the Wheels to Keep Tack at Bay By John Ball

PAVEMENT MAINTENANCE

18 – Austroads Shares Long-Term Sprayed Seal Trial Outcomes By AsphaltPro Staff

PRODUCER PROFILE

20 – Minnesota Asphalt Contractor Celebrates 75 Years in Business By Sarah Redohl

WOMEN of ASPHALT PROFILE

26 – Two Women of Asphalt: Meet Luck Stone’s Alicia Brooks and Mary Ann Clark By Sandy Lender

Universal SNAPSHOT 32 – Universal Roundup By AsphaltPro Staff

PRODUCT GALLERY

52 – Train, Pave, Maintain By AsphaltPro Staff

Feature articles

HERE'S HOW IT WORKS

36 – City Asphalt Celebrates Staten Island Plant By Sarah Redohl

NEW TECH

42 – Both APC Production Divisions Take Home CDOT Awards By Sandy Lender

56 – CWMF’s Reverse-flow Baghouse 58– Pavo App Simplifies Visual Surveys By Sarah Redohl 60 – Maintain Your Mill Safely By Sarah Redohl

ONLINE UPDATE

62 – AsphaltPro Online

The Lab & Binder Issue

asphaltPRO PRODUCTION – PROFESSIONALS – PRODUCTS

Plant Replacement For City Asphalt

Australia Seals

46 – Sustainability Tips for Asphalt Plant Dryer Burners By Malcolm Swanson, P.E. 48 – How to Hack-proof Asphalt Plant Controls By Sandy Lender

JUNE 2021 WWW.THEASPHALTPRO.COM

on the cover City Asphalt was eager to replace its 70-year-old batch plant on Staten Island with a new 400 tonsper-hour Gencor Drum Mix Ultraplant. See related article on page 36. Photo courtesy of City Asphalt

editor’s Letter Beware of Imaginary Gifts

Let’s start this month’s note with a story. In my first job out of college, a certain cattle industry trade magazine had 11 employees on staff. Because it’s relevant to the story, I’ll share this was in 1992 and my base salary was around $19K. For the first couple years, the association instituted a wage (and hiring) freeze. When the association approved a 10-cents-an-hour raise for employees, the announcement was disappointing, but understandable. Except for one strange thing. One magazine worker was elated with the extra $4 per week. I remember to this day her standing in the production department crooning with enthusiasm: “I don’t feel quite so overworked and underpaid.” Fast forward to 2021. Take a look at the American Jobs Plan with its chunk of $621 billion for the transportation industry to split among 22,000 miles of roadway; a handful of high-profile bridge projects; transit, ports, and airports projects; and electrifying vehicles. I recognize the $621 billion for “transportation” is more than any of the other line items in that particular plan are slated to receive, thus I’m supposed to sit down and be thankful for the government handout. But I also recognize the $621 billion for transportation undercuts itself by electrifying vehicles that don’t contribute to the dwindling transportation fund. I also recognize that the counter-plan from Congress, as of press time, only offered $299 billion to roads and bridges, making it less desirable than a 10-cent raise. A nice aspect of the Congressional plan is it designating specific billions of dollars to public transit, rail, water infrastructure, safety, ports and inland waterways, airports, broadband, and water storage beyond the $299 billion roads and bridges would be guaranteed. While the amount suggested for our industry over a period of five years doesn’t excite me, it makes sense when couched with the published concept: “Federal pay-fors should shore up any infrastructure-related trust fund that is facing a revenue shortfall.” I also like the published concept: “Federal pay-fors should ensure that all users of certain types of infrastructure (ex: electric vehicles) are contributing to the generation of revenue.” Amen. Back in the mid-90s, the cattle association in my story above tossed pennies at its employees to placate them into subservience while the officers and execs planned a merger with another association. The workers shut up and sat down to continue doing our jobs. Compliant and quiet-like. Personally—because my editor’s note is not the opinion of the entire AsphaltPro staff—I see more parallels here than you can shake a stick at. The pittance raise, for which a 24-year-old who didn’t know any better was grateful, represents the handful of dollars legislators want to sprinkle on an industry that supports this nation. Our industry should be more mature than someone who’s been circling the sun fewer than three decades. As an industry, we should be able to remind legislators to represent our interests. After all, our interests are compatible with protecting the environment and maintaining our nation’s economic corridors. These are not mutually exclusive. Thanks to our sustainable and highly recyclable product—asphalt—these interests are often interdependent. Let’s share that message when we contact our legislators and ask for a more logical use of imaginary money. There are a lot more than 22,000 miles of roadways in this nation. A 10-cents-an-hour raise ain’t gonna cut it this time. Stay Safe,

Sandy Lender

6 // june 2021

June 2021 • Vol. 14 No.8

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

Seat Rotation Offers Roller Operator Safety, Comfort Asphalt roller operators originally had no choice but to operate their equipment while facing forward. Over the years, original equipment manufacturers have made adjustments to allow a 90-degree angle, swivel and side-to-side movement on some compaction machines. A new feature optional on all sixth-generation rollers from Dynapac North America, Fort Mill, South Carolina, goes further. “When an operator sits at 90 degrees, they can see what’s in front of and behind the machine and the direction they are facing,” said Vijay Palanisamy, Dynapac’s director of product marketing & communications. Whether their back is to traffic, their crew or job site obstructions such as walls, Palanisamy added, “everything behind them is in their blind spot.” With Dynapac’s 255-degree seat rotation feature, the operator can see what’s in front of the machine, to the left and right, and partially behind the machine. “With 255-degree seat rotation, there is no longer a defined forward or reverse motion on the roller,” Palanisamy said. “You’re always rolling forward, and never looking back.” The seat and accompanying operator controls rotate 255 degrees in one direction. The feature is particularly useful for night paving, he added. Despite illuminating machines and job sites as much as possible, night paving will always offer reduced visibility. Because most of the lights on rollers are located on the back and front, Palanisamy said op-

“A comfortable roller tends to be more productive. At the end of the shift, you’ll see that in the results, from both a quality and a production standpoint.” —Vijay Palanisamy 8 // june 2021

On Dynapac’s sixth-generation rollers, the seat and accompanying operator controls rotate 255 degrees in one direction so the driver is always facing forward.

The 255-degree rotation utilizes the same type of lever operators have long used to turn 90 degrees. erators will be able to more clearly see the direction they are facing—always forward. Palanisamy said the feature also improves focus, which also contributes to safety: “Having the operator always looking forward leads to less distraction from the work they’re doing.” There’s also the matter of comfort; driving forward means less turning, less craning, and overall better posture. “A comfortable roller tends to be more productive,” Palanisamy said. “At the end of the shift, you’ll see that in the results, from both a quality and a production standpoint.” Part of keeping operators happy is to keep things simple. The 255-degree rotation utilizes the same type of lever operators have long used to turn 90 degrees.

For Dynapac’s forward-thinking customers who have already invested in the 255-degree rotation feature, the new rotation feature took a bit of getting used to. “It changes how the operator operates the machine, and they’ve been doing it the other way for a long time,” Palanisamy said. However, he added, “once they get used to the new feature, they haven’t wanted to go back.” Along with the seat rotation option, the sixth-generation rollers come with a mini steering wheel that rotates along with the seat and is always to the left of the operator. “Normally, the steering wheel is in front of them and it makes it more cumbersome to get in and out,” Palanisamy said. “With the mini steering wheel, they aren’t confined by anything and there’s nothing obstructing their view.” The machine automatically senses the rotation of the seat and the joystick adjusts accordingly, so the controls remain the same facing either direction. The 255-degree rotation feature is optional on all Dynapac sixth generation machines, with +/- 80-degree rotation as standard. Dynapac launched the feature globally on its sixth-generation rollers in 2018, but began to promote the feature in the U.S. market at the end of 2020. “With so many other improvements in our sixth-generation rollers compared to previous models, we wanted our customers to experience those other benefits first,” Palanisamy said. Other improvements include a redesigned dashboard and control panels that aim to make operation easier and more intuitive, a completely redesigned water system with expanded operations and capabilities, and better performance and compaction characteristics. The sixth-generation rollers have also been redesigned visually, with a more “modern and forward-looking design” Palanisamy said. Now that its sixth-generation rollers have been out for a couple of years, Palanisamy added, “the next step is to show off the benefits of 255-degree seat rotation.” – BY SARAH REDOHL

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mix it up

County Makes Smart Mix Move New rubberized asphalt technologies have moved from modified binders to modified mixes. One emerging technology supplied by Liberty Tire Recycling, Pittsburgh, Pennsylvania, called SmartMIX, is a next-generation dry process. It’s a hybrid rubber technology and material that is processed and reacted like an older binder technology’s “wet process,” but handles like a dry powder at the hot-mix asphalt (HMA) plant. SmartMIX was used in a recent road improvement project in Henderson County, Kentucky. County Engineer Bill Hubiak said he was looking for a way to modify a binder course mix to make it more durable and longer-lasting. “I’ve been looking for an easier way to use rubberized asphalt,” Hubiak said. “This project on Ohio Drive handles a lot of semitruck traffic for an industrial zone and we needed a way to beef up the surface. Instead of using the traditional small aggregate, thin surface mix, I decided to use the same mix from the structural layer, which has a little larger rock, a half-inch aggregate instead of a 3/8-inch stone. We also placed it in a 2-inch lift, instead of the traditional 1.5-inch lift for a surface. I needed something that would be tougher to stand up to the load.” Cost was a factor as well as strength. “I didn’t have the budget to add a tank of modified binder at the contractor’s mix plant,” Hubiak explained. “With SmartMIX, we can add it directly to the mix at the contractor’s plant.” The challenge came in the mechanics of the plant available. The contractor, Rogers Group Inc., headquartered in Nashville, Tennessee, had a 2.5-ton batch plant near the Ohio Drive project. But the batch plant has an aggregate screening system on top where the rubber would get screened out with the fines if the SmartMIX was added with the recycled asphalt pavement (RAP) on the RAP belt. In continuous mixing plants, Liberty Tire normally uses a fiber blower system that has been fitted to handle the rubber powder; it is typically dosed at about 12 pounds of rubber per ton or about 0.6 percent by weight of

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The team at Rogers Group Inc. chose to use the old Henderson batch plant, originally built in 1957, for its close proximity to the Ohio Drive paving project and easier haul route very close by. Photo courtesy of Dave Bangs of the R.O.A.D. Co. “SmartMIX™ is a licensed MIX-Maxer® product of the R.O.A.D. Company, Valrico, Florida.” mix. This dosage rate is based upon extensive testing performed at the National Center for Asphalt Technology (NCAT) where 12 different sizes and sources of rubber were used with the objective of bumping a PG6722 binder to a PG76-22 modified. It typically takes between 8 and 12 percent rubber,

by weight of the binder, to accomplish this. With the SmartMIX, designers basically use the rubber at the 12 percent range. The logistics of handling rubber-modified binder often require special tanks, trucks and equipment. To get around that, Liberty Tire developed a way to add the SmartMIX at the

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mix it up mix plant—like a dry process—while getting a wet-process-like performance. To keep the rubber from swelling and sucking out the light fractions from the binder, SmartMIX is pre-swelled with asphalt extender oil at the Liberty Tire plant through a reacted rubber particle technology (R2PT). With the SmartMIX ready to add, the team needed an opening in the plant for the rubber to go in. “It’s an old H&B batch plant built in 1957,” James Reece explained. He’s the area manager of asphalt plants with the Rogers Group. “It sorts the fines up top, including the RAP fines, so we couldn’t add the rubber up there. Instead, we decided to pull off a panel that is between the aggregate hopper and the pugmill below. We had a slide chute built that made it easy to drop the rubber in.” To make the additive easier to handle, Liberty Tire got innovative, as well, repackaging the SmartMIX from its usual one-ton bulk bags into pre-weighed 30-pound bags. The Hi-Tech Asphalt Solutions blowers typically work for continuous mixers, but would not be adequate for the batch application. The team couldn’t cycle the blower and scales on and off quickly enough to keep up with a batch plant. Instead, the crew lifted and dumped the pre-weighed material down the chute. John Hatchett, the Henderson plant operator for Rogers Group, shared: “The batch plant has been in use since the 1950s. Rogers Group acquired it at its current location in the 1970s. The plant has had a couple of upgrades, like an 80-ton silo and scales away from the plant, an indoor control room and computer systems; it all used to be run by hand. And we moved from burning waste oil to natural gas.” “John has been working with the plant for about 30 years,” Reece bragged. “He knows the ins and outs of the plant like nobody else. He can tell by a sound if something is wrong, probably before the computer can. It [the 2.5-ton batch plant] may be small in terms of production, but it’s reliable. It has the least hiccups, even less than the newer drum plants. “Our craziest days were during the construction of the I-69 Autobahn Parkway project about seven years ago,” Hatchett recalled. “We ran two shifts, seven days a week, for several weeks to batch out 160,000 tons of mix. That’s a lot of batches! It wore

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Liberty Tire re-packaged the 2,000-pound bulk bag into the 30-pound bags for workers to lift and add to the batches. The bags were pre-weighed to precisely dose the rubber into the batch. Because the 30-pound bags are kind of delicate, they were packaged in sturdy boxes. Each box was about 1,300 pounds. About 22,800 pounds of the rubber went into the Ohio Drive job. That means the guys handled about 760 bags. Photo courtesy of Liberty Tire

Tim Mann and Mark Farmer of Rogers Group physically cut the bags and poured the SmartMIX down the chute designed for this plant’s unique situation. “Standing on the deck where we were feeding the SmartMIX was like being on an old WW2 Destroyer the way that old plant sounded and moved,” Doug Carlson reported. “It was a powerful rumble. It was simply built and well maintained to do a job and it does that well.” Since this project, Liberty Tire has devised a simple hopper and auger system that can load a batch plant mechanically. Photos courtesy of Liberty Tire the people out, but not this old plant. It kept chugging along. I think there’s only one more plant like this that’s still assembled, over in Murray, Kentucky.” For this Ohio Drive project, Superpave, RAP and rubber remixed the design. “We added the SmartMIX to our existing Class 3 Superpave mix with a PG64-22

binder,” Jason Vreeland said. He’s the quality control (QC) manager for Rogers Group. “It had 10 percent RAP. We didn’t need to change the mix design or resubmit. You could say we recycled the mix design. “The Kentucky Transportation Cabinet has asked contractors to collect balanced mix design (BMD) information such

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mix it up

LEFT: Henderson County Engineer Bill Hubiak explained they placed the surface at 2 inches thick instead of the traditional 1.5 inches. Photo courtesy of Liberty Tire RIGHT: Henderson County Engineer Bill Hubiak anticipates the Superpave mix with SmartMIX technology on Ohio Drive may last an additional three to five years. Photo courtesy of Henderson County

Rogers Group added the SmartMIX to an existing Class 3 Superpave mix with a PG64-22 binder and 10 percent RAP. “I decided to use the same mix from the structural layer, which has a little larger rock,” Bill Hubiak said. Photo courtesy of Liberty Tire 14 // june 2021

as CT-Index and Hamburg on all projects to see where our mixes would be if the BMD were implemented today. Back at our lab, we tested this mix and got good results. “Rubber is usually good to use to stop reflective cracking,” Vreeland continued. “The mix with the SmartMIX in it had CT-Index numbers above 300 where regular mixes usually have a CT-Index around 200. It makes sense, adding a more flexible component to the mix should reduce cracking and give the higher CT number. Everything else looks good.” “We were very pleased how the project turned out,” Hubiak said. “We were able to build a part of the project without any rubber so that we could have a good comparison of performance over the years. As a result of the upgrade to this road, one company invested $8 million into its plant on Ohio Drive and added 39 new jobs. That’s a big win for city and county.” The project also reduced waste—a big win for everyone. “We usually collect and send off six to ten semi loads of scrap tires each year,” Nancy Watkins said. She’s the coordinator for Henderson County Solid Waste and Recycling. “This project used the equivalent amount of rubber that we would have in one of those loads. Recycled tire rubber can be used in lots of things like track, athletic fields and playgrounds, but using it in a road is a great way to re-purpose the rubber. Rubberized asphalt builds an asset that the whole community can use and can save money. It can build more public support for a paving program.” “Like many counties around the country, our budgets have been cut and we are a little behind on our upkeep with regard to PCI [pavement condition index],” Hubiak said. “We are always looking for ways we can catch up. If the SmartMIX holds up an extra three to five years compared to the regular asphalt, this could be a cost-effective way to help us provide the public with higher quality roads and streets.” – BY DOUG CARLSON

Doug Carlson is the vice president of asphalt products for Liberty Tire Recycling, Pittsburgh, Pennsylvania. For more information, contact Carlson at (412) 562-1700 or visit www.libertytire.com.

Australia Reduces CO2 with Tire Recycling

The carbon char developed in the tire recycling process is core to the Carbonmastic asphalt product in Australia. In Australia, the Gold Coast companies Austek Asphalt Production and Pearl Global developed a product known as Carbonmastic that recycles 10 tires into each metric ton of asphalt mix. They began a trial of the product on roads at Ormeau on the northern Gold Coast during the week of April 20, 2021, and Austek General Manager David Simmons said the trial was the first time a council had committed to using the environmentally innovative product. “This product is great for council roads because it restricts reflective cracking, you can lay it thinner because it’s a stronger compound, and it’s a smoother, quieter surface,” Simmons said. “Obviously, there’s environmental benefits.” Around the world, an estimated 1.5 billion tires are dumped each year, causing major environmental challenges including the nonbiodegradable tires leaching toxins into soil and water. A staggering 56 million tires— equating to about 450,000 metric tons— are estimated to be sitting in disposal sites throughout Australia. About 14 percent of Australia’s waste tires are currently recycled into other forms; 56 percent is exported and 30 percent dumped illegally, stockpiled and choking landfills mostly owned and operated by local councils. Simmons said the process fully recycles 100 percent of the tire. Tires are broken down to produce carbon char, reusable steel and fuel oil. Tire-derived fuel is a global growth market with the fuel increasingly

being adapted as an alternative to diesel. The carbon char also developed in the process is core to the Carbonmastic asphalt product. “Nothing gets wasted,” Simmons said. “It’s incredible really.” He said more than 1.6 million tires would be recycled into Austek’s production processes annually, ensuring the tires would be diverted from toxic stockpiles or landfills. The Austek production plant at Yatala would replace 0.3 to 0.4 million gallons (1.3 to 1.6 million litres) of diesel with tire-derived fuel oil. “It reduces our carbon footprint massively,” Simmons said. Simmons said other Queensland councils including Moreton Bay, Logan, Dalby and Redlands had expressed interest in the product that’s being trialed on the Gold Coast. The council applications have come about after 180 metric tons of Carbonmastic was laid on Norwell Motorplex’s V8 Supercar racetrack between Brisbane and the Gold Coast to test and showcase the product’s improved skid resistance, reduced road noise and other safety features under motor racing conditions.

This information appears courtesy of the NewsLeads creative commons resource. For more information, read the full article here: https://newsleads.com.au/ business/2021/04/20/recycled-tyreasphalt-trialed-on-gold-coast-streets/

www.THeAsphaltpro.com // 15

Training

LEFT: Using the spray system from a roller, the water is delivered via brass pipe, which is attached to 60-pound magnets on the hopper. The magnets saved the mechanic from drilling into the hopper or welding this setup together. Clamps hold the tubes. Notice the 30-degree angle of the nozzles direct the water onto the drive wheels only. The rubber tire will pick up the water. ABOVE: The plastic water tank holds 250 gallons of water with Dawn dishwashing soap as a surfactant, and it nestles between the hood of the engine and the safety railing. Husky nylon cables secure it in place on this Volvo 7170, rubber-tired paver. Typically, the steering tires would pick up tack and bring up mix. Laying a 7/8-inch mat means any pickup would be a problem.

Water the Wheels to Keep Tack at Bay If you’re not using a spray paver on a project, you have time and space between the distributor truck and the paver. That means there’s opportunity for someone to walk—or drive—on your tack, potentially making a mess. There’s also opportunity for the wheels of the paver to pick up tack and leave you with gaps in coverage, among other problems, when you’re trying to get good adhesion between the surface and your new mat. In the state of Florida, where many lifts are a thin 1 inch or less, any pick-up of material is a problem. While working with a client in Florida recently, I took a close look at a good

16 // june 2021

idea the paving foreman had come up with to keep their water-based tack from sticking to the paver’s wheels. Chris Ance of Ajax Paving did his homework to make a 250-gallon, plastic water tank fit on the paver and deliver the Goldilocks level of water for protecting the mat. Typically, the steering tires on a rubber-tired paver could pick up tack and bring up mix; when laying a 7/8-inch mat, that’s a recipe for trouble. With some good old-fashioned ingenuity, Ance assembled a spray system and shut-off mechanism that keeps from flooding the surface to be paved while protecting the whole process. With this sys-

On this city job, you can see the crew using a shut-off valve on the hose coming out of the tank to ensure proper water control. The setup includes a pump. tem, the water in the 250-gallon tank lasts his crew all day. Check out the pictures on this page for a deeper dive into his good idea. – BY JOHN BALL

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

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Pavement maintenance

Austroads Shares Long-Term Sprayed Seal Trial Outcomes In 2011 and 2012, two projects were spray sealed in Australia to evaluate the relative performance of seals constructed using various grades of polymer modified binders (PMBs). “The idea was that we would monitor how these seals/binders perform over time and collect field-related information about current and future PMB grades,” said Young Choi, senior technology leader at the Australian Road Research Board (ARRB), during a webinar presented by Austroads. Austroads is a collective of Australasian transport and traffic agencies whose focus is to support member organizations as they improve road networks. “Flexible granular pavements protected by sprayed seal surfacings are the backbone of the Australian and New Zealand road networks,” Choi said. “Road agencies have, therefore, focused on producing quality, long-lasting sprayed seal surfacings.” According to Choi, a major procurement area involved in this is bituminous binders, with Austroads member agencies collectively purchasing more than $600 million worth of this material annually. To ensure the use of high-performance products, Australia developed a national specification for PMBs, ATS3110. The hope was that the two trials would provide insight for performance-based test methods of PMBs. The two trials were performed in Coober Pedy in South Australia and Cooma in New South Wales, each divided into sections to test the different binders, which included C170 bitumen as the control, Austroads S Grade PMBs and some proprietary PMBs. A team of experts performed inspections after six and eight years of service—in October 2017 and November 2019—to investigate the surface texture depth changes of the trial seals to validate a new seal voids parameter, as well as perform rheological and chemical investigations into the aging performance of the trial binders. Surface texture depth measurements were conducted throughout the trial by Austroads’ sand patch method, which provides information on the changes of texture depth

18 // june 2021

on sprayed seals over time. “We see in pretty much all cases a slow downward progression of surface texture as it becomes a bit smoother,” said Steve Patrick, senior technology leader with ARRB. “With the sand patch texture depth data we collected from these trials, we were able to investigate if changes in sprayed seal surface texture over time were similar in Australia and New Zealand and whether the different design methods made a large difference in the performance of sprayed seals in an ongoing sense,” Patrick said. Austroads sprayed seal design is an empirically derived method, meaning it was extrapolated from experimental data generated by observation and experience. However, New Zealand’s sprayed seal design method is based on quantitative measurements of surface texture change under traffic. Results indicated similar changes in surface texture when sprayed seals are trafficked in both Australia and New Zealand. “The empirical method we have matches quite well with the quantitative method used in New Zealand,” Patrick said. “We found that the data we collected demonstrated good potential for the adoption of an updated seal voids design parameter in Australia.” The second goal of the trials, to perform rheological and chemical investigations into the aging performance of the trial binders, was less conclusive. Austroads’ PMB specification currently doesn’t include tests that provide information on aging resistance/durability. “We saw this as a good opportunity to investigate binder aging,” Choi said. “Proper understanding of binder aging properties is an essential step towards developing a robust durability performance test.” The team collected unaged binder samples during construction of the trial sites, prior to spraying. After the six and eight-year periods of service, they collected additional samples to extract binder material for testing at ARRB’s lab. The samples were subjected to Dynamic Shear Rheometer (DSR) stress ratio tests and Fourier Transform Infrared (FTIR) spectroscopy tests.

The DSR stress ratio test discovered that most binders reduced in elasticity and increased in hardness to a similar level of C170 bitumen, with only one highly modified binder (S20E SS) showing greater durability. “All binders hardened with age, without exception, but C170 became the hardest, whereas the PMBs were all softer,” Choi said. “PMBs showed gradual hardening up to six years, but then some started to soften with further aging.” In the end the team concluded that the stress ratio parameter did not appear to be a suitable test for aged binders, as harder binders would be expected to be more prone to cracking. The FTIR tests provide information on the changes in chemical properties upon aging, particularly the level of binder oxidation. “All binder without exception experienced more oxidation gradually over time, with C170 being the most oxidized and the PMBs, less oxidized,” Choi said. “The general broad trend was that the more highly modified PMBs tend to have less oxidation, with S20E SS the lowest.” “We found the aging of bitumen to be quite complex,” Choi said. The team concluded that the Australian seal life model developed in the 1980s was not able to accurately predict the age hardening of C170 bitumen at the Coober Pedy site. “That means that even for a simple bitumen material, we don’t have a full understanding of aging.” The results of the study indicate that simple rheological/chemical characterization tests do not appear suitable for ranking the cracking performance of aged binders. More complex rheological tests, such as repeated loading tests, appear to be needed to develop durability performance tests for PMBs in ATS3110. “We gained some knowledge [of binder aging], but also raised some questions about our understanding of binder,” Choi said. “Therefore, further in-depth studies appear to be required in order to develop a durability performance test for PMBs in the Austroads PMB spec.” – BY ASPHALTPRO STAFF

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Producer profile

Bituminous Roadways Inc., established its plant in Columbus, Minnesota, in 2018.

Minnesota Asphalt Contractor Celebrates 75 Years in Business Bituminous Roadways Inc., Minneapolis, is celebrating 75 years in business. Today, the company employs more than 220 people during the paving season. However, it all began with a three-man crew in 1946. In 1946, Al Wendell and two co-workers at an asphalt roofing company decided to open an asphalt paving business. Wendell went on vacation, and when he returned, he discovered his former co-workers had started a business on their own. Wendell was out. Instead of returning to the roofing company, Wendell went out on his own, establishing his residential paving operations in south

20 // june 2021

Minneapolis. Wendell expanded his crew as the company grew, and in 1958, Palmer Peterson applied for a position as a part-time estimator. He was studying civil engineering at the University of Minnesota when he spotted the help wanted ad in the university newspaper. “At the time, he had one year left to finish his degree, but once he started working with [Wendell], the two got along so well that he decided to stay on full time,” said Kent Peterson, Palmer Peterson’s son and Bituminous Roadways’ current president and CEO. Over the years, the pair developed a close friendship. Palmer Peterson, whose parents were divorced, only saw his father during the sum-

mers; Wendell became like a father to him. “They worked hard to build the business together.” Then, in 1968, after a day of fishing with Palmer and Kent Peterson, Wendell died of a heart attack. Palmer Peterson had already started buying into the company. After Wendell’s death, he bought out Wendell’s wife, Lorene, and continued Wendell’s legacy. Wendell had competed with the company launched by his former co-workers for 20 years. After another 30 years of effort under Peterson's leadership, BR was still going strong while the other company went out of business. Now, in 2021, BR is celebrating 75 years in business.

GROWING OPERATIONS

In 1980, Bituminous Roadways bought its second asphalt plant in Inver Grove Heights, south of St. Paul. They replaced the plant with a new, higher-production plant in 1996. In 2000, they started a third plant in Shakopee, southwest of the Twin Cities metro area. In 2018, they set up a fourth plant in Columbus, north of the Twin Cities metro area. And, they’re on their third plant at the original asphalt plant site in south Minneapolis.

Bituminous Roadways also mines its own aggregates at its gravel pit in Inver Grove Heights, in addition to buying from outside sources. Prior to the addition of its Columbus plant, Bituminous Roadways could have performed work on the north side of town, but it would have made for a long haul. “That makes it harder to do larger jobs in that area,” Peterson said. “The Columbus plant improves our efficiencies to serve customers in the north metro area.” “With the locations of our plants, we can serve the entire Minneapolis/St. Paul metro area,” Peterson said. Roughly 95 percent of Bituminous Roadways’ asphalt goes to its own projects, which range from roadways and highways to parking lots, trails and pathways, outdoor athletic surfaces, and more. “The only thing we don’t do is residential driveways,” Peterson said. And he means it. The company will perform small $500 patch jobs one day and a multi-million-dollar highway project the next. “My father’s strategy was if we take care of our customers on smaller work—and we do a good job—they will call us back to do all of their work.” “It’s sort of like if you go to a dentist to fill a cavity and he tells you he only does bridge work,” he said. “You go find a dentist to fill your cavity and when you need bridge work done, you go to the dentist who took care of you before.” This approach results in an average of around 800 projects per year. The company also strives to perform close to a 50-50 balance of public and private work. “We need larger work to keep operating efficiently, keep our plants producing and our unit costs down, so we need a certain

Bituminous Roadways Inc., has six paving crews, eleven grading crews, three maintenance crews, one concrete crew and two milling crews.

Palmer Peterson, pictured, joined Bituminous Asphalt as a part-time estimator in 1958. This photo was taken in 1959, shortly after he joined the company. www.THeAsphaltpro.com // 21

Producer profile

Pictured: BR truck drivers Kate Hackel, Jeff Milles and Todd Henriksen

amount of high production work,” Peterson said. That’s where public jobs come in. Meanwhile, private jobs offer better margins, due to the way Bituminous Roadways manages those jobs. “If we can get a good mix of high production and higher margin work, we’re better off.” This has enabled the company to work on a wide variety of unique and high-profile projects around the Twin Cities, including the Minnesota Vikings’ new training facility, the Canterbury Park race track in Shakopee, Target Field and TCF Stadium, the Omni Hotel, Topgolf, and almost all the Target stores in the state. They also perform high-profile highway projects, such as 169/41 in Shakopee and I-35W just north of Minneapolis. Today, the company has 220 employees during the paving season, including six paving crews, eleven grading crews, three maintenance crews, one concrete crew and two milling crews.

PEOPLE, PEOPLE, PEOPLE

In 1980, Bituminous Roadways bought its second asphalt plant in Inver Grove Heights, south of St. Paul.

Kent Peterson, Bituminous Roadways’ current president and CEO, considers himself the company’s third generation. Pictured third from the right next to his wife, Paula, Peterson hopes his children (pictured, along with their significant others) will lead the company’s fourth generation. 22 // june 2021

Peterson credits Bituminous Roadways’ success to its employees. “We can buy the best equipment, materials and plants, but what makes the company work is the people,” he said. “If you hire the right people for your organization, treat them well, help them take care of their family with a good income and good health insurance, and you keep them safe, that’s the key.” To facilitate a family feel within the organization, the company often holds company parties and picnics, recognizes birthdays and other important life milestones, and makes a point to buy its crews lunch regularly. And working there is, for some, an actual family affair. “We have one couple, both of whom are longtime employees, and a number of second generation workers whose parents also worked here,” Peterson said. One second generation worker, Brad Nelson, has been at the company for 42 years; his father started working for the company in 1966. Because people are the key to the company’s success, Bituminous Roadways puts a lot of effort into finding the right staff each season. “Anytime your work is seasonal, you tend to have a decent amount of turnover,” Peterson said. Last year, they hired 70 people for the paving season. “And when you’re growing, you need that many more people.”

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Producer profile

In 2000, BR started a third plant in Shakopee, southwest of the Twin Cities metro area. Throughout the years, the company has run recruitment ads on billboards and on the radio. Recently they’ve been running social media and search ads, to which they’ve received a good response. BR strives to be

mindful of what positions are best marketed on which platform. For example, they use LinkedIn to find estimators, superintendents and similar roles, whereas they’ve had more luck finding laborers through Facebook. Bituminous Roadways also prioritizes hiring from within. For example, the company just recently promoted its operations manager, Randy Kramer, to the role of vice president. He started with the company as a field supervisor in 1993. The person who filled the role of operations manager, Koby Fechner, started as an equipment operator in 1997 before working his way up. Part of Peterson’s desire to grow the company is to offer opportunities to people who are committed to the company. “We need to grow as a company so we can offer them additional opportunities.” Part of that future growth, he hopes, includes his own four children. Peterson, who worked at Bituminous Roadways during summers throughout high school and col-

SIL3 PLe

24 // june 2021

lege, considers himself Bituminous Roadways’ third generation. He was promoted to president in 1996 and has run the company ever since.

Although the technology, equipment and production rates have changed dramatically since Peterson joined the industry in 1982, perhaps the starkest change in his opinion relates to safety. When he started, safety was pretty lax: “PPE was optional, safety vests weren’t required, people came to work in shorts and worked shirtless,” he said. “Safety has also become a much higher priority across our industry.” . “My vision for the company is that it continues on in the family and moves onto the fourth generation,” he said. He hopes to see the fourth generation help steer the company into the future. “The younger generation has a better grasp on the latest technol-

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ogy to make the business more efficient and provide even better quality.” Already, the company has invested in intelligent compaction, thermal profiling and other technologies. They even built their own trucking app perfectly suited to their needs. “We didn’t find one that fit us perfectly, so we developed our own,” Peterson said. The fourth generation of the company could take things to the next level, he believes. His oldest son, Jack, holds a civil engineering degree from the University of Wisconsin and has worked for the company full time for four years. His other son, Eric, is studying civil engineering at the University of St. Thomas and has expressed interest in working in the family business. His daughter, Emily, works for a large public accounting firm now, “but I’m trying to convince her to come on board.” His other daughter, Megan, is currently in graduate school at the University of Chicago, studying social work and public policy.

Peterson realizes that it’s unlikely that all of his children will join the family business, but he wants to ensure everyone feels like a part of its operation. That’s why he hired a family business consultant four years ago. “We have quarterly meetings to give updates on the business and talk about family relationships and how they relate to the company,” he said. The meetings include significant others and family members not actively working in the family business. “This gives them a chance to learn the business from my perspective and my hopes and dreams for the company, and gives them a chance to share their hopes and dreams. It gives the entire family a place to talk about the role the company has in our family.” Peterson was encouraged to do so when he wanted to get his family more engaged in the company and the direction it was going. “The company has been a part of my family for a lot of years now and I want-

ed to get the fourth generation engaged,” he said. “I also wanted to make sure no one feels like they’re being left out. Even if they’re not interested in working with the company, they at least have a good level of knowledge of what we’re doing and where we’re going. Even though I probably communicate more with the ones involved in the company, I don’t want my other children to feel like they’re being pushed aside in our family.” For his children who are or plan to be involved in the family business, Peterson takes care to prepare a development plan so they can see how they can grow within the business. For example, Peterson’s oldest, Jack, is currently an estimator. “I’ve walked with him through that plan and we can work together to identify his next step.” When asked what’s in the works for Bituminous Roadways’ 100th birthday, Peterson said the plan is simple: “We’ll continue to look for ways to grow and improve.” – BY SARAH REDOHL

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women of asphalt

Two Women of Asphalt: Meet Luck Stone’s Alicia Brooks and Mary Ann Clark What good is crushing rock if you don’t have solid service management to move that rock from quarry to customer? Luck Stone, headquartered in Virginia, is proud to highlight two of their women of asphalt who are on the team to handle accounts. Strategic Account Manager Mary Ann Clark joined Luck Stone in January 2002 and supports: • forecasting to assist production to meet demand for product based on mix designs, projects on hand and FOB work; • working with the managers of different customers to price products on both an annual and job-by-job basis depending on their customer; • working with quality control to support mix design development; • sharing information on potential business opportunities, association news, and safety practices; and • providing digital training on new platforms Luck Stone offers. Technical Sales Support Specialist Alicia Brooks joined Luck Stone in June 2018 and describes her position as a support system for the sales team. “We hold our customers’ success as one of our top priorities,” Brooks shared. Brooks has had the opportunity to mentor another female in the industry through the Women of Asphalt (WofA) in the mentorship’s inaugural year and is now the vice chair for the WofA Virginia chapter. Virginia Asphalt Association Technical Director Mike Dudley nominated her, and VDOT Assistant Materials Engineer Rob Crandol seconded, as the Southeast Asphalt User Producer Group Aggregate subcommittee chair for 2020. “I have worked with these asphalt professionals in the asphalt production and quality realm for years prior to my Luck Stone onboarding. I am excited to be employed in a capacity where I can keep my previous asphalt relationships.” Both of these women were willing to share their paths and insights into becoming women of asphalt.

AsphaltPro: What was your first position with Luck Stone and what did you find most rewarding about it? Alicia Brooks: Luck Stone hired me as the technical sales support specialist to maintain a position on the customer experience team. The most rewarding part of my job is being able to have conversations inside the company about asphalt with coworkers who share my passion about the topic. I often find myself “translating” the customer’s needs into the sales or production language.

26 // june 2021

LEFT: Alicia Brooks is a technical sales support specialist for Luck Stone. She joined the team in June 2018, but celebrates 21 years in the industry in 2021. RIGHT: Mary Ann Clark is a strategic account manager for Luck Stone. She joined the team in January 2002 as a sales representative at the company’s Powhatan plant. Mary Ann Clark: My first position with Luck Stone was as a sales representative for the Powhatan plant. The most rewarding thing about that position, which I held for seven years, was the relationships built with our production plant teams and working with our customers to grow and advance their businesses. An example would be watching a small family-owned paving contractor grow from paving driveways and making small repairs to opening their very first asphalt plant in 2008.

AsphaltPro: Could you share with the readers your career trajectory and what challenges you’ve overcome along the way? Tell us what part of your education relates best to the career track you’re on. Alicia Brooks: My goal upon graduating high school was to attend college and become a marine biologist. Two years into my degree, the college changed the requirements of my goal to a five-year commitment. At the time, I was not eager to incur more student loan debt. I shifted to minor in education where I thought I would teach until I re-

paid my loans. Three years out of college and unexpectedly finding myself a single parent, I decided teaching wasn’t lucrative enough to raise a child without additional financial support. I answered an ad in the paper for a nuclear gauge technician. I had no idea testing asphalt was necessary in any fashion. My onthe-job training began immediately. My pay was determined by the certifications that I attained, which I fast tracked. I took all the required training classes that qualified an individual for testing, designing and producing asphalt. While it felt like I was starting over at the time, I took a chance on myself and my abilities to advance. I worked two years as an asphalt road technician, three years as a lab technician and three years as the lab manager. When I finally trained as an asphalt lab manager and an asphalt field manager, I was then able to oversee the QA program and maintain the environmental permits necessary for asphalt plant operations. Eighteen years of asphalt experience led me to the best job I have ever had here at Luck Stone. Having familiarity with the customer’s product was most attractive to my employers. While it was required that I have a degree, the experience that I gained from the asphalt industry—testing, managing and designing products—was what made me a unique candidate for this position. Mary Ann Clark: Once I completed high school, I moved to Richmond and obtained my bachelor’s degree in business management from Virginia Commonwealth University. During my sophomore year, I started to work for Overnite Transportation Company (now UPS Freight) as a part of VCU’s Cooperative Education Program. I was thrust into working for a Fortune 500 Company at a young age and developed a very specific set of customer service skills, many of which I still use today. After graduation I worked for a petroleum distributor and hauling company, Transport South (now Kenan), as the sales manager over Maryland, Virginia, West Virginia and North Carolina. In 1998 I joined Carter Machinery, the Caterpillar equipment dealer for the eastern half of Virginia, selling heavy and light construction equipment. In December 2001, I left Carter Machinery and made my home at Luck Stone. My 25-year post-college career has been primarily in sales. The biggest obstacle I have faced was that there were times when it was very lonely on the road. Sales is often a one-person show and you’re in your truck for hours by yourself. You must learn the skill of connecting with other people and have a healthy dose of curiosity to keep you engaged, active and sharp—and you have to be a little fearless and look forward to the unknown because every day can be a new adventure! When I was hired, one of my mentors told me, “It will take you five years before you even have a clue what you’re doing.” I thought he was nuts. Well, as it turns out, he was right. The world of aggregate sales as it relates to the asphalt industry is somewhat of a different animal. The education component that is most reflected in the work we do with our asphalt partners would involve learning the value and process of critical thinking (a class I took in college). I call it “being able to think around a corner.” If X happens, then what are the possible outcomes? How will those outcomes affect the customer and Luck Stone? Another

www.THeAsphaltpro.com // 27

women of asphalt mix and complete their project in a seamless manner. It’s about working together over a period of time to refine how we share and use information to improve accuracy, as well as inventory management.

Brooks brings a solid knowledge of the product to Luck Stone’s customers. She has taken all the required training classes that qualify an individual for testing, designing and producing asphalt. She’s worked as an asphalt road technician, as a lab technician, as an asphalt lab manager and an asphalt field manager; she has the qualifications to oversee the QA program and maintain the environmental permits necessary for asphalt plant operations.

Clark finds joy in the success of others. “The most rewarding aspect of the asphalt business for me is watching our customers be successful on bid work or completing heavy civil projects. I enjoy taking that information, on-the-job stories and even pictures back to our associates who make it happen every day in our scale offices and production/distribution locations.” important piece of education is operations management. This enables you to develop a skill of sharing the technical aspects of production with your customers in a way they more clearly understand in an effort to support accurate forecasting, product movement and distribution.

AsphaltPro: What about “strategy” and “forecasting” in the asphalt industry is most rewarding to you? Mary Ann Clark: The most rewarding part of forecasting is extracting the information from the customer, navigating it through our systems, delivering it to our customers and their plants so they can produce a

28 // june 2021

AsphaltPro: What do you think is the most important skill you’ve brought to your position in the industry? Alicia Brooks: The position requires courage to seek knowledge when necessary, whether it’s research or connecting with another professional with whom you are unacquainted. It requires courage to speak on topics that are new with no previous data to support it. I would challenge women just entering the industry to acknowledge that they will have to be courageous to speak on their own behalf in ways they never thought would be required. If I could offer a piece of advice around building courage, it would be to remember that it can indeed be built. It is a choice to speak or be silent. It is a choice to have your own convictions or go along even if you don’t agree. Find the times in your personal life when you were most courageous and apply that same fervor to your industry decisions. Mary Ann Clark: The most important skill I bring and the most important skill needed are not necessarily one and the same. I’m very effective at connecting with customers and building relationships over time. I believe the most important skill is listening—listening for both the customer’s spoken and unspoken needs. I would encourage others entering the industry to work on asking the really hard questions, look people in the eye and then really commit to listening to the answer exactly as your customer tells you. Put yourself in the customer’s place and think through various creative ways you may support working towards a win-win outcome. AsphaltPro: What would you say was the most challenging “obstacle” you, as a female in the asphalt industry, had to overcome, and how did you overcome it? Mary Ann Clark: This is a job in which we find ourselves working with high ranking Department of Transportation associates, lobbyists, owners of companies and longtime “Industry Mega-Players” and that can be intimidating. About six years ago, I realized they are just like the rest of us—making a living for their families and doing something they were passionate about each day. I started asking the really difficult questions, talking less, listening more and being more direct. I stopped acting and talking like a subordinate who always said “Yes, Sir/No, Sir,” because this was actually putting me at a disadvantage. After I made this change, the tone of the conversations with industry leaders became more of a peer-to-peer discussion. Alicia Brooks: The most challenging obstacle that I have had to overcome in the past few years is to listen more intently and more carefully. In the beginning of my career I felt so compelled to prove myself by planning an action, performing the action, and repeating the action to be worthy. I fear that I was neglectful in listening as well as I could have. I have just recently learned to find my voice and hear others’ voices simultaneously. AsphaltPro: How do you think other women in the industry can incorporate that “listening to all voices” skill into their workdays? Alicia Brooks: When we can share in platforms like this, we are able to support each other. Hearing the stories that other females have experi-

enced is the confirmation to our peers that “I am not the only one struggling with this conflict.” Recognition of the obstacle is the first step. Listen to coworkers for suggestions, be open to change, and ask for help when you need it. Then listen to recommendations that are being suggested. It’s not a sign a weakness to need help as we may have been taught previously. Invest in making relationships that require you to listen to the point of view of others. While asphalt careers are very skill-specific, there is more than one successful way to perform the skill and be successful.

Drum mixers

AsphaltPro: You listed troubleshooting quality issues and balancing customer needs with product availability as a collaborative project you are a part of. Can you give an example of a time when you (or you and a colleague) performed troubleshooting to get the right product lined up for a customer? Alicia Brooks: Luck Stone has numerous collaborative efforts and I would like to share a story around the testing needs of our customers. It was brought to our attention that customers were needing and desiring more frequent testing. Collectively with our sales group, product support group and leadership, we were able to survey the customers, ascertain a change in business need for them, and increase some material testing frequencies, which will assist customers with their product usage decisions. We changed a testing frequency protocol in direct response to the customers’ needs. AsphaltPro: How did that success “feel” or influence your outlook on your job? Alicia Brooks: Experiencing the success of a project where you are changing old habits for new ones is euphoric to me. When the business needs of customers are changing, we need to be able to change with them to continue to provide them with the service they deserve.

www.tarmacinc.com

AsphaltPro: You listed working with quality control to support mix design development as one of your responsibilities. Can you give an example of this and how the process is collaborative in your department/company? What level of satisfaction does success in mix design development bring you professionally? Mary Ann Clark: I learn something from our quality control team every single time we have an interaction. That Central Lab group is a partner in all we do for our asphalt customers. Our QC members with asphalt expertise join us on calls with asphalt customers to determine needs, upcoming challenges, potential pitfalls or creative solutions. The satisfaction comes in supporting our customers all the way from mix design to paving completion as well as nurturing the relationships formed along the way. 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 asphalt business? Mary Ann Clark: I believe that the construction industry is one of the hidden jewels in the professional world today, especially for young women. There is a perception that if you’re in construction you must wear a hard hat and swing a hammer all day. While I’m

contact tarmac at 816-220-0700 or info@tarmacinc.com

www.THeAsphaltpro.com // 29

women of asphalt sure that’s the case in some segments of the construction industry, the asphalt and aggregate components of construction hold a broad and deep array of roles that bring tremendous satisfaction and personal growth. Aspects like engineering, sales, digital platforms, estimating, materials management and business development are all in construction but don’t always embody the typical look and feel of a construction worker. Dig in and explore the different segments of construction and compile as many ideas as you possibly can that hold interest for you.

MENTORS

AsphaltPro: Tell us about a person who served as a mentor for you: Alicia Brooks: Mr. Paul Willis is one of the finest people I have met and provided some of the best support and career advice I ever received. Paul hired me as his first female employee at a site and celebrated the fact that I was a female. Paul allowed me to order women’s versions of the company gear. Paul encouraged the wives of the men at the site to come and meet me. He encouraged my determination for expedited learning. He was the first man that I had worked with in the industry to see me as a coworker who happened to female, not a female worker. Paul’s actions spoke loud and clear. There are men who can look at females as equal coworkers and still embrace the unique qualities that men and women bring to every job. Be confident in your contributions as a human. Worthy leaders will discover your abilities and assist you with recognizing and improving on the shortcomings that all humans have. Mary Ann Clark: There are two: Hardy Josephson and Rick Rowland. Two extremely different styles, both customer-centric and competitive in their own way. Hardy is extremely outgoing and taught me to look for different cues in body language, to notice what was hanging on the customer’s wall, to remember their family members’ names. Customers really do want to know how much you care before they care how much you know. Hardy would just stroll into someone’s office or drive through someone’s stockyard. He would always say, “Act like you’re supposed to be here.” Hardy told me that if you’re not having fun doing what you do every day, find something else. Also, he advised me to make every interaction meaningful so that when a customer had a need, perhaps not even stone related, I was the first person they thought of. Rick really helped me dial into my business acumen and helped me to see that even the tiniest detail on a quote or a spreadsheet can influence how a customer, or another associate, may perceive your work. Be nothing if not accurate. Check your work, double check it and then check it again. Rick also really supported my work towards my MBA that will be complete in August 2021. Both of these mentors have their associates’ well-being as their North Star and have a genuine love for the success of others. The advice they offered: Don’t be afraid to fail—just don’t make the same mistake twice. Remember important dates. It will forever be appreciated by your customers and associates. Have a Servant Heart. Be curious. Ask questions, then listen. Most importantly, make a plan and execute it. The plan may change 50 times along the way, but without a plan you’re simply floating. Always stand up for what is true, right and just.

Alicia Brooks: While physical strength is often assumed to be a requirement for most construction careers, including asphalt, women can compensate in many ways. For example, on occasions where the job requires being able to lift 75 pounds, it doesn’t mean all at one time. I have been able to split many 75-pound loads into more than one trip. It was a safer way to do it as well. The job also requires patience, because plant production, asphalt lay-down, asphalt testing and asphalt maintenance exercises can take long stretches of time to complete.

AsphaltPro: What is something you would tell a young lady to encourage her in this industry? Alicia Brooks: Asphalt design, production and recycling will forever be a societal necessity. Learn this trade and you will always have an employable, expandable and sought-after skillset. It is a niche that you can develop into your own path after learning the basics in three to five years. AsphaltPro: What is the most challenging aspect for you of being in the asphalt business? Alicia Brooks: The most challenging aspect for me as a female in the asphalt industry is wondering, “Would this have happened if I were a man?” Growing up as one of three girls, I loved to fish, get dirty and bring my dad tools on his building construction sites. This type of father-daughter interaction stopped in my teens because my dad felt that he needed to protect me as a young lady—something that likely wouldn’t have happened if I had been a boy. I have faced some of those same experiences during my asphalt career. I power through the challenging aspects with the courage and patience, and I exercise daily. In addition to those, I have perpetual hope that we are being evaluated and recognized for the numerous contributions we provide. Mary Ann Clark: The most challenging aspect of my role is by far the detailed, technical component of the work. Mix designs can be extremely challenging because even when you believe you have all of the mix elements correct, the final product can still “act” differently once it’s produced. Getting that perfect mix that runs through the plant, through the pavers and ultimately is placed on the road is hard work. Fortunately, we have a Central Laboratory that helps to coach, advocate for, and educate both the sales team and our customers to ensure the highest quality products go into their mixes. It’s absolutely a “One Team” effort. AsphaltPro: What is the most rewarding aspect for you, personally, of being in the asphalt business? Alicia Brooks: I love the product. I love the process before the product. I love the smell of the asphalt, the design of the material and the sweat and long days that accompany a good job for which our own tax dollars pay. I love riding over a piece of road and saying, “I designed that, I tested that, and it will be appropriate for my child and loved ones to drive on.” Mary Ann Clark: The most rewarding aspect of the asphalt business for me is watching our customers be successful on bid work or completing heavy civil projects. I enjoy taking that information, on-the-job stories and even pictures back to our associates who make it happen every day in our scale offices and production/distribution locations. Riding down a road or interstate and knowing your team had a hand in building it is a great reward! – BY SANDY LENDER

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Universal Snapshot

Universal Roundup UAE CONSTRUCTION CRISIS

GlobalData’s MEED shared that a first-quarter decision by Abu Dhabi Airports Company to pull contractors’ performance guarantees for the Midfield terminal building project at Abu Dhabi International airport is another sign that the United Arab Emirates’ construction sector is in a full-blown crisis. Colin Foreman, the deputy editor of GlobalData’s MEED, said: “Over the past five years, there has been a growing trend of international contractors exiting the market after sustaining financial losses, and several regional heavyweights have teetered on the brink of bankruptcy. The most high-profile contractor to be affected is Dubai-listed Arabtec Holding as its shareholders voted to liquidate the contractor last year. “The construction crisis is now an issue for the financial sector,” Foreman continued. “The Arabtec liquidation has left banks smarting, with billions of dirhams of exposure to the company. Rather than drawing a line under the problem with liquidation, the problems are getting worse….As banks struggle to keep up with events, they will become increasingly wary of any new exposure. Starved of cash, more projects will stall and more companies will fail. The construction crisis will get worse before it gets any better.”

LIRA PROVES UAE POINT

Following the sacking of the Turkish Central Bank chief and a steep fall in the Turkish Lira early in 2021, Moustafa Ali, an economist at GlobalData, offered: “While the Central Bank chief’s orthodox monetary policy framework had won back the confidence of the markets, overseeing a sustained recovery in the lira, the outlook for the Turkish economy and construction industry appears to have worsened significantly following the sacking of the outgoing governor. “GlobalData expected the industry to grow by 3.8 percent in 2021, but these latest developments have negatively affected the previous outlook...With Turkey’s policy credibility likely to worsen in the com-

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ing weeks, with the expected cut in the key interest rate, the country is expected to see major outflows of capital in the coming weeks and months. This is likely to spill over into the construction industry, with projects now set to become less profitable and financial conditions likely to tighten.” Ali explained: “The strengthening of the lira was expected to provide a substantial boost for the Turkish economy and construction industry in 2021. While the Turkish economy was among one of the few major economies that grew in 2020, the construction industry recorded a contraction of 3.5 percent in 2020. The plunge in the lira is expected to significantly hamper growth in the industry this year, with the cost of raw materials and other imported goods set to rise markedly.”

METSO OUTOTEC EXPANDS

Metso Outotec has received an order for a heavy-duty mine conveyor system in South America, according to a March 22 release. The delivery consists of overland conveyors, including a 2-kilometer single flight conveyor. Equipment provided in this package runs at speeds of up to 6 meters per second with a delivery capacity of over 9,000 tph. The order value is approximately EUR 10 million and it has been booked in Minerals’ Q1/2021 orders received. Meanwhile, Metso Outotec and its distribution partner BIA Group expanded their aggregates distribution coverage to Africa, according to a March 30 release. Metso Outotec’s stationary and mobile equipment, spare and wear parts coupled with BIA’s technical expertise and local presence are available for aggregates customers in West and Central Africa. The two companies have successfully partnered in the Benelux region since 1930.

BEARINGS IN SPACE

Each time the Perseverance Mars Rover collects or handles rock and regolith samples in Jezero Crater during its multiple-year mission on the surface of the red planet, key components from SKF, Gothenburg, Sweden, will facilitate those activities. Enabling the Mars Rover’s core operations in the harsh environment on Mars are Kaydon RealiSlim thin-section ball bearings, designed and manufactured by SKF at the company’s glob-

Perseverance incorporates Kaydon RealiSlim thin-section ball bearings, designed and manufactured by SKF Inc. USA. Photo courtesy of NASA/JPL-Caltech and SKF al thin-section bearing engineering center in Muskegon, and its recently expanded manufacturing hub in Sumter, USA. These highly engineered components contribute to the survival of the rover’s main robotic arm, sample collecting turret, tool bit carousel and sample handling assembly during a months-long trip through space, and its function as intended on the Mars surface. “The bearings we designed and built to help the rover perform its core science activities were based on several models of Kaydon thin-section ball bearings customized by our engineers to minimize weight and save space, while retaining maximum functionality and reliability for a mission where repair or replacement is simply not an option,” said Isidoro Mazzitelli, director of product development and engineering Americas. Space applications must be a small fraction of the weight of standard bearing assemblies. In addition to the latest mission, SKF has a decades-long history as a supplier to global space programs, dating all the way back to NASA’s Apollo 11 mission. “Our company’s bearings, seals and other products have helped enable a wide range of spacecraft and missions for more than 40 years,” said John Schmidt, president, SKF USA Inc. “Our parts have flown on the previous space missions, dozens of commercial and government satellites, space-borne telescopes, a wide range of rocket launch vehicles and in astronaut’s spacesuits. When conditions become critical and applications demanding, engineering knowledge is the only way to success.” – BY ASPHALTPRO STAFF

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CITY ASPHALT CELEBRATES STATEN ISLAND PLANT BY SARAH REDOHL

City Asphalt's new plant was delivered in August 2019 and erected that fall. From the first day City Asphalt began to lease Vanbro Corporation’s asphalt plant property on Staten Island in 2018, company officials knew it was only a matter of time before they’d replace the 70-year-old batch plant on the property. City Asphalt LLC, owned by the Cruz family and a leader in the New York City construction market, saw a shining opportunity beneath the rust of the old plant. Located along the west shore of Staten Island, the facility has barge and rail access and is also located just off the West Shore Expressway, making it an attractive supplier for paving contractors in Staten Island, Brooklyn and Manhattan. Despite being rebuilt three times during its 70 years in operation, the batch plant had sat unused since around 2010 and was in need of major repairs when the Cruz family took over. Bringing the old plant back to life was no easy task. “It was much more expensive over the long term than buying a new plant,” said City Asphalt General Manager Matthew Cruz.

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The Vanderbilt family, under the name of VANBRO Corporation, operated an asphalt plant on this 42-acre property as far back as 1947. All of the wiring had to be replaced, much of the equipment was rusted out, the control room needed to be repaired and the computers replaced. “It was like playing Whac-AMole,” Cruz said. “When we fixed one thing, another thing would break. We ended up virtually rebuilding the entire plant from scratch.” It was a necessary, albeit temporary, hardship. “The plan was always to build a new plant once we could get through the arduous permitting process in New York City,” Cruz said. They immediately began working toward obtaining the necessary permits in 2015. In the meantime, they had to rely on the old batch plant in order to serve their customers,

including an annual supply contract to provide 150,000 to 200,000 tons of asphalt for the New York City Department of Transportation’s operations in Staten Island. That was in addition to another 50,000 to 100,000 tons for City Asphalt’s private customers.

The NYC DOT owns and operates two of its own asphalt plants, one in Brooklyn and one in Queens, contracting out mix supply for the other three boroughs of Manhattan, the Bronx, and Staten Island. Despite their numerous improvements, the old batch plant was often a source of frustration and expense. For example, when the old batch plant’s gearbox broke down, they needed to immediately source a suitable replacement. Ultimately, they found a 40-year-old gearbox on eBay that had been sitting in a ga-

ABOVE: When City Asphalt began leasing the Vanbro Corporation’s asphalt plant property, they knew they’d have to replace the 70-yearold batch plant. LEFT: The Cruz Family was able to self-perform the construction of their new plant, which expedited the construction schedule. They were able to advance the schedule to get the construction completed in 11 months. rage in Oregon. The gearbox itself cost only $800, but overnight shipping it to New York City cost more than $4,000. To add insult to injury, it was too heavy for a single shipment overnight so it had to be disassembled and sent as four separate packages then reassembled upon delivery. “All of these breakdowns were transpiring under a penalty with our NYC DOT contract,” said City Asphalt’s Director of Business Development Tom Dooley. “If we couldn’t provide them with the material they needed, we’d get a violation that came with a significant penalty.” Naturally, City Asphalt was eager to get its new 400 tph Gencor Drum Mix Ultraplant up and running, and so was the NYC DOT. And construction never stops in the city that never sleeps. In total, New York City resurfaces more than 6,000 miles of streets

www.THeAsphaltpro.com // 37

LEFT: City Asphalt decided to purchase their plant from Gencor, Orlando. RIGHT: The Cruz family’s construction team breaks ground on the construction of the new plant. Due to the poor soil conditions, extensive piling was required to be driven to bedrock to support the weight of the new equipment. Pictured from left to right: Chris Lada, Peter Lauro, Chuck Lada, Grahame Turnbull, Evarett Cruz, David Cruz, Matthew Cruz and Carlos Catao

LEFT: The plant has six heated 300-ton capacity silos, organized into two lanes. One lane is dedicated to their biggest customer, NYC DOT, and the other for private contractors. RIGHT: City Asphalt’s crew regularly had to repair the old batch plant. and highways, resulting in resurfacing that requires over 1,000,000 tons of asphalt annually, according to the NYC DOT. Not only does the city have high traffic density and allow for heavier truck tonnages than many other states, Dooley said, but its roads are often dug up to access water and gas lines, or, as is increasingly the case, to install technology infrastructure such as 5G. “The NYC DOT saw the issues we were facing with our old plant in order to meet their demand,” Dooley said, adding that they were supportive throughout the process of permitting and building City Asphalt’s new plant. “They wanted to see our new plant operating on Staten Island because it’s easier for them

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and their crews to access asphalt in the local market, without having to traverse toll bridges to New Jersey or Brooklyn.”

PREPARE TO PERMIT

Despite NYC DOT’s support, there was a long road ahead. “It took about two years to obtain the required construction permits. We were going back and forth with engineers, design consultants, various NYC and New York State (NYS) agencies, and even simply choosing a location on the 42-acre property to build the new asphalt plant before we could break ground,” Cruz said. At first, the design consultants identified that the location the company chose for the

new plant would have required a modification to the tidal wetlands permit, which would have added three years to the permitting process. “Therefore, we took drone photos which we imported into AutoCAD to overlay the new plant in various locations of the property,” Cruz said. “This allowed us to perform feasibility studies to determine the most efficient use of space on the property.” “We were able to determine the most effective traffic flow pattern, the widest turning radius for large dump trailers and stay away from various property limits and protected wetland areas,” Cruz said. After the feasibility study, it turned out that the best location to construct the new plant required City Asphalt to tear

LEFT: City Asphalt has an annual supply contract to provide 150,000 to 200,000 tons of asphalt for the New York City Department of Transportation’s operations in Staten Island. RIGHT: City Asphalt’s new 400 tph Gencor Drum Mix Ultraplant became operational in March 2020. down the existing 5,000-square-foot office building. This involved yet another building permit. “In the interest of making the process as streamlined as possible we were forced to compromise on things.” The property was low-lying, so City Asphalt needed to perform extensive work in order to comply with modern day regulations. One of the permits required the company to elevate its facility by four feet. After Hurricane Sandy in 2012, the Federal Emergency Management Agency (FEMA) required all new construction to be above an elevation of 12 feet above sea level, and City Asphalt’s old facility was only eight feet above sea level. City Asphalt also had to install 280 piles in the foundation, requiring more than 1,000 cubic yards of concrete, and develop a plan to seismically engineer their plant in case of earthquakes. The company hired a structural engineer to work with Gencor to develop a plan in compliance with NYC Department of Buildings (NYC DOB) requirements. Utilities presented another obstacle. City Asphalt had to run new natural gas lines to the plant, which required approval from the Fire Department of New York (FDNY). They also needed a stormwater pollution permit from the New York State Department of Environmental Conservation (DEC) and an air pollution permit from New York City Department of Environmental Protection (NYC DEP). Once everything was said and done, City Asphalt had worked with almost a dozen agencies, including the NYC DEP, FDNY, NYS DEC, NYC DOT, NYC Small Business Services (NYC SBS) and NYC DOB, among others.

Thankfully, the permitting process for the plant itself wasn’t as difficult. “Because we were able to shut down the old plant when we started using the new plant, that wasn’t too big of an issue,” Cruz said. All they needed was a permit modification from the old plant to the new. Plus, the new plant was more environmentally friendly to begin with and required less energy with its variable frequency drives (VFDs). “Our old plant required a 2000-kw generator, but the new one only needs 800 kw.” The plant itself was delivered in August 2019 and was erected throughout the fall. However, New York City’s crane permits presented an unexpected last-minute challenge. City Asphalt had to get multiple permits and get their cranes signed off by a master crane rigger before they could lift the silos and drag slats. After the wiring was completed in early 2020, a Gencor representative was on site programming all the computers (the plant uses Gencor’s Ultralogic control system). By February, they could power up the plant, but they still had no gas. “The city doesn’t allow gas valves to be opened during the cold winter months, so we had to wait until March 1,” Cruz said. “We could spin the drum and turn the drag slats, but we couldn’t produce mix until March.” Then, they hit another snag. The day before they were to open up the plant, the Gencor rep they’d had on site for months was called back to Gencor’s home offices because of the COVID-19 pandemic. “We basically opened up the plant by phone and FaceTime,” Cruz said. “Literally, we

were FaceTiming our Gencor rep as he told us what buttons to press, what settings to change. We even calibrated our burner remotely via FaceTime.”

“SPARE NO EXPENSE”

“When we constructed this plant, we spared no expense,” Cruz said. City Asphalt’s decision to purchase their plant from Gencor, Orlando, came down to word of mouth. “We’d been hearing their service and reliability was the best in the industry.” Another benefit of the Gencor plant is its capacity to manufacture asphalt with a high recycled asphalt product (RAP) content of up to 60 or 70 percent. The NYC DOT requires a minimum of 40 percent RAP in its mixes. “RAP utilization is a huge issue in New York City because as part of our asphalt supply contract with the city, we are responsible for taking in the millings they produce before putting down fresh asphalt,” Dooley said. “That’s an expensive proposition because every acre of land we lease comes with a very high price tag.” City Asphalt chose to invest in Gencor’s Advanced Rap Entry system, which allows the company to fractionate its RAP. The drum is equipped with two RAP collars, one for 1/4inch minus fine RAP and one for 5/8-inch minus coarse RAP. “We can make a much higher quality mix by using the correct percentage of those two separate products,” Cruz said. “This is particularly useful since using fractionated RAP allows for a more consistent product.” City Asphalt followed National Asphalt Pavement Association’s best practices by providing a tent to cover the RAP and

www.THeAsphaltpro.com // 39

Located along the west shore of Staten Island, the facility has barge and rail access. additionally paved the entire RAP and virgin aggregate storage bins with 8 inches of asphalt with a significant back pitch slope so rainwater could easily drain through the aggregate. Using these methods, they were able to maximize the efficiency of their operation and significantly lower energy costs in heating aggregate. The plant is

also equipped with a flue gas system, blue smoke recovery system, and VFDs in the drum, drag slat and baghouse. The plant has six heated 300-ton capacity silos, organized into two lanes. One lane is dedicated to their biggest customer, NYC DOT, and the other is for private contractors.

“We can make 5,000 tons per day without any issues,” Cruz said. Dooley added that another asphalt plant in the city that can only accommodate one lane through the plant often sees trucks backed up onto city streets. “We have plenty of room on our 1,500-foot driveway for trucks to queue, if needed.”

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TOP: City Asphalt paved the entire RAP and virgin aggregate storage bins with 8 inches of asphalt with a significant slope for rainwater to easily drain away from the aggregate. BOTTOM: City asphalt followed best practices by providing a tent to cover the RAP.

Additionally, the ability to store 1,800 tons of asphalt in the air has helped the company minimize its labor cost. Its NYC DOT contract requires availability for day and night jobs. The old batch plant could only produce 120 tph and store a maximum of 500 tons, so City Asphalt required both a day and night crew. With the six silos at the new plant, they can produce product during the day and store whatever might be needed to serve those night contracts, which means they no longer need to staff a full second-shift crew. To further improve loadout, City Asphalt invested in a Silo Safety System, which ensures that silos can only be opened once the truck below is in the proper position, and the Generation 3 Silo Loadout from Libra Systems, a subsidiary of Command Alkon, Harleysville, Pennsylvania. “This modern day technology really helps speed up traffic through our facility,” Cruz said, “especially with COVID-19, since trucks can drive in and out without physical contact with plant staff.” City Asphalt also designed its operations with redundancy in mind. They have a spare electrical motor and gearbox for every sin-

gle component of the plant. “It’s like having a spare asphalt plant sitting on the ground just in case something breaks down on the new plant,” Cruz said. Although the plant primarily runs on natural gas, the company invested in a diesel-powered generator as a backup. They also have two wheel loaders at the plant, alternating between the two each month with one in use and one parked as a spare. City Asphalt’s new plant relies on the same lab that served the old batch plant, with some improvements to accommodate for increased production. In the future, they plan to build a new state-of-the-art lab and expand into different mixes, including Port Authority and Federal Aviation Administration (FAA) mixes. Other future plans include the addition of two to four additional silos, two cold feed systems and a fourth AC tank. “This will allow us to increase our production to meet demand, or to expand into other work like FAA or Port Authority paving,” Cruz said. Despite plans for future growth, the team at City Asphalt is proud of what they’ve accomplished in the plant’s first season. “And that’s despite COVID-19,” Dooley said.

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Both APC Production Divisions Take Home CDOT Awards BY SANDY LENDER

The APC Southern production team made 154,116 tons with the CMI E-3 portable counterflow plant to win the CDOT Quality in Asphalt Production Award for Greater than 100,000 Tons in 2020.

The teams at two divisions of APC Companies in the Colorado Asphalt Pavement Association (CAPA) have received recognition for their quality production with a pair of state awards. The accolades were announced during the CAPA “Best in Colorado” Asphalt Pavement Awards Feb. 25, 2021.

CDOT RECOGNIZES QUALITY

The Colorado Department of Transportation (CDOT) participates in the CAPA awards ceremony each year. For 2020, APC Construction Co. LLC, Golden, Colorado, received the CDOT Quality in Asphalt Production Award in the less than 100,000 tons category. APC Southern Construction Co. received the award for greater than 100,000 tons produced. CAPA Executive Director Tom Peterson explained why this is especially noteworthy for the 2020 award cycle. “Year in and year out, both companies rank in the top five in the state, and both have won the award multiple times,” Peterson shared. “This is first time in the 20 years of the program where this has happened—both awards won by two divisions of the same company.” While the awards ceremony is hosted by CAPA and includes numerous project successes recognized by CAPA, the department of trans-

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portation evaluates and gives the CDOT Quality in Asphalt Production awards in two tonnage categories. “CDOT evaluates project test results and ranks all producers,” Peterson explained. “Results are reviewed for the tests of asphalt binder content, air voids, VMA, stability and TSR. The producers with the highest percentage of passing test results receive the highest rating in each of the two categories. Hot-mix asphalt, warm-mix asphalt and stone matrix asphalt were all included in the calculations for the Quality in Asphalt Production awards.” Here’s how these two divisions work to make award-winning mix in the Centennial State . APC Construction Co. LLC runs a Gencor Model 500 Skidded Ultraplant rated at 600 TPH with 1,200 tons storage capacity. For the award category, the plant produced around 90,000 tons in 2020; roughly 10,000 tons was WMA, according to APC Construction President Jeff Keller. “Customers don’t usually demand WMA,” Keller shared. “We discuss and educate our customers as to its advantages and use it as a ‘value added’ opportunity for both them and us.” APC Southern runs a CMI E-3 counterflow plant rated at 400 TPH. For the award category, the plant produced over 110,000 tons in 2020; over 40,000 tons was WMA, according to Keller.

The APC Construction Co. LLC production team made 89,602 tons with the Gencor Model 500 Skidded Ultraplant to win the CDOT Quality in Asphalt Production Award for Less than 100,000 Tons in 2020.

WINNING IN PLACE

APC Construction General Superintendent Jim Krattenmaker credits the Gencor Ultraplant’s consistency for its role in garnering the company’s CDOT award. “This plant consistently produces quality mixes at higher production rates and lower ones as well,” he shared. “It’s mechanically strong and stable, with an excellent controls system and user friendly loadout controls.” The controls package installed at the facility is the Gencor Ultralogiks® Plant Control System with loadout system from Libra Systems, a subsidiary of Command Alkon. The team handles its process quality control in-house with its own lab on-site, but takes its relationship with CDOT technicians and inspectors seriously. “Great communications combined with cooperation is the foundation of our partnership,” Krattenmaker said. That type of cooperation is inherent in APC Construction’s plant crew. “Each member of the team knows their job well and performs their job well and work well together as a team,” Krattenmaker said. “It is a total team effort that requires great communication between process control, production crew, transportation, and laydown and compaction teams.” He’s most proud of what those teams accomplished with the 2020 award. “We were able to achieve great results in a season that was full of challenges, including the pandemic.”

WINNING AROUND THE STATE

APC Southern Vice President Jim MacDonald credits the CMI E-3 portable plant’s “consistent crushing and stockpiling operations followed by smooth and consistent plant production” for the larger-tonnage win.

44 // june 2021

He explained that the plant is highly portable. “We can normally teardown, move and set-up in three to four days.” Of course, a highly portable plant is only part of the equation. MacDonald spoke highly of the crew working the plant. “Our people are all cross-trained so that they understand their job and what all of their teammates are doing. Total team effort for consistent and steady production results in great quality.” He listed “their dedication to safety, quality and consistent production” as facets of the team that impress him. Keller appreciated his teams and the opportunity CDOT gives to highlight them, as well. “We certainly value and appreciate the recognition and we look forward to making award-quality asphalt mixes again this year.”

WMA AND RAP

The APC sister companies generally see about a 20 to 25 degree temperature difference when running WMA, according to APC Construction Co. LLC President Jeff Keller. While this doesn’t equate to a noticeable savings in fuel costs, it does offer other benefits for them and their customers. “It’s excellent for projects with extremely long haul distances and offers excellent compaction temperature range enhancements,” Keller said. As for the companies’ RAP use, Keller shared that most specs in Colorado allow 20 percent, so that’s where they typically run. That means the RAP piles aren’t diminishing very quickly. “When we only recycle 20 percent that leaves 80 percent in the pile!”

Sustainability Tips for Asphalt Plant Dryer Burners

BY MALCOLM SWANSON, P.E.

The most fun I ever had during my years with Astec was when participating in the development, building and testing of burners. In addition to having fun, we built some really fine burners, including some that established the definition of “world class.” That is a good thing, because a burner is a necessary part of every asphalt plant. From time to time, I receive a request for guidance about purchasing a new burner. When I ask what the purpose of purchasing a new burner would be, the answer is usually “fuel efficiency.” Here is the first truth. Fuel efficiency is seldom a valid reason for changing burners. Notice that I did not say that it is never a valid reason but changing burners to reduce the fuel bill is usually disappointing. All good burners are capable of burning all the fuel and getting all the heat release when properly adjusted and operating in their efficient operating range. The differences are in emissions, noise, electric power consumption and the size of the efficient range or “sweet spot.”

BURNER TYPES HIT THE SWEET SPOT

To do a useful job of covering this subject, I need to mention the different types of burners that are available to the asphalt plant market. Almost all burners for this market are either hybrid or total air burners. These two terms refer to how they handle combustion and excess air. Hybrid burners, like the well-known Hauck StarJet, have an integrated blower that introduces part of the needed air and have provision for the rest of the air to be “induced” or sucked in around the burner body and heat shield by the exhaust fan. Many people refer to this type of burner as an induced air burner, but that is incorrect. An induced air burner has no blower at all. As far as I know, there are no induced air burners in service in the U.S. market. Total air burners, as the name suggests, bring in all of the combustion and excess air by an integrated burner blower. Both of these two burner types can burn a wide range of fuels including recycled fuel oil (RFO), No. 2 oil, propane and natural gas. Typically, total air burners have better control of fuel/air ratio than hybrid burners. A burner of either type can do a great job when it is on ratio but it is easier to keep the total air burner on ratio across more of its firing range. Hybrid burners are generally less expensive than total air burners. The extra money goes into the more complete control of air. The ability to control air throughout the firing range makes it possible to have a large operating sweet spot. Hybrid burners have a relatively narrow portion of their firing range where they are on ratio and highly efficient, but within that sweet spot there is no measurable difference in fuel efficiency as compared to total air burners. Some hybrid burners have a bigger sweet spot than others. Those that provide a larger percentage of the air through the blower tend to have a larger sweet

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spot, making it a good thing to ask about before buying. The size of the sweet spot is very important, because any burner can be inefficient when operating off ratio. Unfortunately, if you ask this question by using my “sweet spot” terminology, the burner manufacturer may not know what you are talking about. If you are considering a hybrid burner to control cost, just ask what percentage of the air is provided by the burner blower. A correct answer to that question will tell you which burner has the optimum sweet spot. There are two major subtypes of total air burners—nozzle-mix and premix. These terms may not be familiar to some but they are easily explained. In a nozzle-mix burner, the fuel and air are kept separate until the fuel exits the fuel atomizing nozzle at the nose of the burner. In a premix burner, they are brought together and mixed at some point upstream of the nose of the burner. I believe the cleanest burning, quietest and most efficient burners available are of the premix type. You might think it makes sense then that everyone should go with premix, but there are several reasons to carefully consider that option. The most important thing that premix burners can do that nozzle mix burners cannot do is operate with ultralow emissions. However, in most parts of the world, that level of performance is not yet required. Premix burners are expensive; so why pay the price if you don’t need the performance. The day is probably coming when it will be needed everywhere but we are not there yet. This means the right burner to buy depends on where the plant is located and how it will be operated. In California, New Jersey and a few other places, a premix burner may be the only type that can meet the emissions limitations. On a portable plant operating on long stretches of highway in less populous areas, the plant may operate wide open all day. The burner is called upon to almost always operate pretty much in the same narrow part of its firing range. A hybrid burner will be a good choice. A plant in a city may be up and down a lot and operated at different rates. A total air burner will enable efficient operation over a wider range. If noise is a critical issue, total air burners are generally quieter and premix burners are quietest of all. Some burner blowers are constant speed with air flow control by means of a damper while others use a variable speed drive (VFD) to control air flow by adjusting blower speed. VFD air flow control reduces electricity consumption and reduces noise. It also offers more precise control of air flow than is possible with damper control, and therefore, better control of fuel/air ratio. Choosing the right type of burner does not ensure that you making the best choice. Some burners of any particular type are just better than others of the same type. If certain aspects of performance are critical, get the applicable data. If, for example, you need ultralow

NOx emissions capabilities, get data. Stack test reports are generally public information that can be accessed through state websites. The performance of burners, like anything else, depends upon the quality of engineering and manufacturing invested in it. Some fuel nozzles atomize fuels better than others. Some premix burners mix the fuel and air better than others. Intimate mixing of fuel and air in the correct ratio is critical to performance. As you can see, selecting the right burner is not a simple matter but it is an important one. Every manufacturer rightly wants to sell their own products and can provide good reasons why you should buy theirs. My somewhat self-serving advice is get independent expert help in making the right choice. I say “somewhat” because I am certainly not the only available expert.

PUGMILL SYSTEMS We’ve been designing and manufacturing custom mixing solutions in Tennessee for nearly 40 years.

FACTOR IN EXHAUST GAS TEMPERATURE

Now, let’s go back to the beginning of this article where I mentioned that the reason most folks want to change burners is to improve fuel efficiency. If you want to make significant simultaneous impacts on your bottom line via fuel efficiency and on sustainability via carbon emission reduction, don’t look to the burner to do it. It is just a popular myth that seems to persist. You can mess it up with the burner; but the presumption at this point is that you have a decent burner and have it properly adjusted. What matters after that is that you make the best use of the heat provided to the process by the burner. Assuming complete combustion of fuel, fuel efficiency can be summed up in three words: exhaust gas temperature. Having an exhaust gas temperature of 350oF is bad; 220oF is good; 180oF is better; 160oF is best. Before you write me off as being nuts at this point, because you know that my better and best numbers will make mud in the baghouse, hear the rest of the story. The dew point temperature of asphalt plant dryer exhaust gases is usually about 165oF but may be much lower, depending upon the moisture contents of the virgin aggregates and recycled asphalt pavement (RAP). If you know where your dew point is, it is possible to operate safely at these “better and best” exhaust gas temperatures. Some pretty big energy savings are available if you can get your exhaust gas temperatures down, and they aren’t just in burner fuel savings. Significant electricity savings are automatically included in this deal through reduced power needs at the exhaust fan motor and at the burner blower motor, if both are speed controlled by VFDs. You will also see production rate gains in many cases. Reduced fuel bill, reduced power bill and selling more mix equal more money in your wallet. These reductions also mean less carbon released into the atmosphere at your plant and at the power plants providing your electricity. This might be another good place to be “somewhat” self-serving by offering expert help. Telling you what to do is easy. Telling you how to do it is more dependent on your situation. Malcolm Swanson, P.E., is the proprietor of e5 Engineers, Chickamauga, Georgia. With at least 33 innovative patents and a career in asphalt plant engineering solutions, he can be reached at (423) 667-6781 or malcolm@e5engineers.com.

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www.THeAsphaltpro.com // 47

HOW TO HACK-PROOF ASPHALT PLANT CONTROLS BY SANDY LENDER

The as1 control system from Ammann Group offers an automatic backup system among its other functions. Photo courtesy of Ammann Group In the early 2000s, the chief financial officer for a publishing company based in the Chicago area stored personnel information on a laptop, which was stolen from the headquarters office. Execs felt no need to share the news of the burglary with employees at large. A few weeks later, employees in satellite locations around the Midwest discovered themselves victims of identity theft; the communications professionals deduced they had a common denominator linking their misfortune and they made accusations. The publishing company’s attorney responded with an internal memo expressing no connection to, and no liability for, identity theft issues. Thieves have grown more competent at their trade since the early 2000s and, according to NordVPN Teams, the construction industry is a tasty cybercrime target. They report “68 percent of construction executives have no cybersecurity measures in place.” Just as there are myriad ways for cybercriminals to access heavy equipment on the connected jobsite, data in the control house and sensitive information from the central office, there are myriad ways to block them. Let’s see how to protect your asphalt business and hack-proof your plant controls.

CYBERCRIME GROWS FOR ASPHALT OPERATIONS

Consider first the building information modeling (BIM) central database used by the prime contractor for a highway project. Using devic-

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es and construction tools that are connected, multiple workers can update BIM in real-time. This is efficient. This is also rife with exposure. While improving communication and efficiency, the high number of end-point devices means sensitive information is exposed all over the project, all over a system that should act like a virtual private network (VPN).

Cisco.com defines the VPN as “an encrypted connection over the internet from a device to a network. The encrypted connection helps ensure that sensitive data is safely transmitted. It prevents unauthorized people from eavesdropping on the traffic and allows the user to conduct work remotely.” Juta Gurinaviciute, the chief technology officer for NordVPN Teams, shared: “The construction industry is heavily interconnected.” She used the example of vertical construction, but the concept applies to any complex project or production facility with multiple customers, as we’ll discuss in the “Get Specific with Customer Access” portion of this article. “Several building sites need to exchange data with headquarters and routinely access cloud services,” Gurinaviciute said. “Most workers use laptops and other end-point devices, with architects, engineers and sub-contractors contributing online.”

As Gurinaviciute pointed out, the construction industry isn’t just manual labor anymore. It’s a sophisticated and digitally-managed trade, using high-end innovations and tools alongside our skilled laborers. Data breaches within the industry primarily affect company processes, resulting in prolonged downtime and operational disruption. As we all know, downtime at the hot-mix asphalt (HMA) plant is unacceptable. If the asphalt operation is quiet, that’s the sound of profit floating away on a fluffy cybercloud of angst. To keep operations up and running, tech companies such as NordVPN Teams; Irdeto, headquartered in Amsterdam; and Crypto4A; headquartered in Ottawa, Ontario, have introduced secure infrastructure for storing data. “By removing the complex problem of securing assets and services and creating scalable, cost-effective and agile infrastructure, organizations will be able to optimize the way they operate,” Irdeto’s team posited. Partnering with Crypto4A, Irdeto has released a cybersecurity platform called QxEDGE™ designed for original equipment manufacturers (OEMs) and their operators to deploy and manage sensitive workloads and operations in a secure, digital environment. The product has been introduced to the automotive, rail and construction industries. Cybertech companies aren’t the only ones working to protect your operations. OEMs and service providers within the asphalt industry—those who know our processes

best—have integrated security into the controls and technologies they offer. For example, the team at Libra Systems Inc., Harleysville, Pennsylvania, a wholly owned subsidiary of Command Alkon, Birmingham, Alabama, provides plant automation, scale ticketing, and business integration solutions for the aggregate, asphalt, and concrete industries. This team suggested encryption standards, such as those recommended by the U.S. Department of Commerce’s National Institute of Standards and Technology (NIST), headquartered in Gaithersburg, Maryland, and the American National Standards Institute (ANSI), headquartered in New York, New York, factor into your plans to safeguard data. Robert Swartzwelder, chief information security officer for Command Alkon, explained: “Leveraging current industry encryption standards (NIST or ANSI) for your data at-rest and in-transit are foundational to securing sensitive information. The level of difficulty to employ encryption ultimately depends on the knowledge and skill of the technologists engaged in the effort. There are many organizations that specialize in this field if these skills do not exist within the organization.” In other words, if your asphalt company doesn’t have a specialist who can identify what data to encrypt, and then perform the encryption, find someone who can. Michael Halada, the global product manager automation for Ammann Group, Langenthal, Switzerland, suggested that specialist also be able to build a proper external network for the plant’s VPN. Ammann Group offers the as1 control system for batch or continuous mix HMA plants; it’s designed to run the plant in either manual or automatic modes, provide statistical data to improve the operation of the plant, and back up vital data, among other functions. “Information like master data for components and recipes/job mix formulae (JMF), is stored in the local database,” Halada explained. “Same is valid for production and operating data as well as the whole configuration parameters for the plant. This data is of high importance and needs to be protected. Therefore, an automatic backup system is available in the as1 system. “For other systems to connect, the as1 system offers modern REST-based interfaces, which allow data to be collected or transmitted. For remote-accessing the system to edit or create JMF, we usually recommend to use a server or thin client system to which a remote desktop connection can be made. Again, network security is essential here, especially

This screenshot shows the Stansteel Accu-Track™ Advantage system. Photo courtesy of Stansteel when the remote user is not within the company network. However, as a specialist for control systems, we ask the plant owner to have an external network specialist involved to set up and configure a secured VPN to access the company network.”

REST = representational state transfer; think of it as the platform, rather than the protocol, for data to be shared; it gets its base security from the formatted data

TRAIN OPERATORS FOR CYBERSECURITY

Getting a third-party specialist involved in training may be wise, as well. While some elements of safeguarding company information—such as having the CFO password-protect personnel files—look like common sense to information technology (IT) professionals, there are layers of cybersecurity that the average worker might overlook. And there are layers of liability that come into play. When training plant operators and others who will be handling sensitive company and customer information, don’t be afraid to ask for help. Dan Hughes, the vice president of product management for Astec Industries Inc., Chattanooga, Tennessee, listed help as one of his top four bullet points for training the plant operator to heighten his understanding of cyber criminality. Hughes listed: 1. Run anti-virus/security software on all computers within the organization; 2. Do not access the public internet from controls computers;

3. Create frequent backups to ensure quick recovery in case of a breach; and 4. Utilize a third party to periodically test and train on current security threats. Make sure workers understand what information is sensitive beyond the obvious data stored in the computers. Passwords should be safeguarded, but do employees understand the importance of safeguarding usernames as well? “First of all, use common sense,” Halada reminded us. “Do not communicate given usernames and passwords.” Look at the amount of time your employees spend with phones in their hands. The 2020 Construction Technology report from JB Knowledge, shows us 93 percent of construction industry workers surveyed used their smartphones for work. Hopefully, they’re not accessing social media to post tonnages for the day and other information that can be mined from poor public relations control. And hopefully they aren’t allowing cybercriminals access to the company portal. Get a handle on that with your robust cybersecurity protocol. Your smartphone and tablet security can start with something as simple as multi-factor authentication, which most users are probably familiar with. Not only should the device require a username and password for access, it should have a second layer of security before unlocking access. Whether your company requires the employee to provide responses to questions, facial recognition on single-user devices, or another combination of authentication, you want to make it more difficult for criminals who don’t know your operation to “hack into” the system from a remote location.

www.THeAsphaltpro.com // 49

A handful of controls systems OEMs let down their guard(s) and offered the following tips to beef up your cybersecurity protocol at the plant, quarry or headquarters. When bringing vendors or customers onsite, don’t give them access to your network. “Do not allow third-party staff to connect their USB devices to your plant control systems or use the same network,” Halada said. “Do not surf the internet from the plant control system. Do not install any applications onto the plant control system. Use a separate, dedicated personal computer (PC) for email communication and exploring the internet or other business applications. Don’t use the same USB storage disk or stick at business and at home. Make regular backups of the database and relevant data and store it at a safe place.” Command Alkon/Libra Systems offered similar advice. “Research, identify and then

FIVE FUN CYBERSECURITY TRAINING TIPS Chief information security officers and training directors teaching the basics of cybersecurity have an uphill battle. Not all construction professionals are aware of the risks to the company’s information or their own. The chief technology officer for NordVPN Teams, Juta Gurinaviciute, explained: “With the ever-changing and evolving digital threats, maintaining cyber resistance is no longer limited to IT and security officers,” she said. Instead, security depends on every member of the organization. “Constant training is a way to build the team’s resilience against threats.” Unfortunately, training against computer hackers can be mind-numbing. Her crew at NordVPN Teams reported: “Those who found training to be very interesting were 13 times more likely to change the way they think about cyber threats and protection against them.” Here are the five ways her team offered to make cybersecurity training more attractive. 1. Gamify it. Quizzes, games, prizes and quality time with colleagues will enhance enjoyment and learning. Interactive activities boost engagement and yield better results when it comes to cybersecurity teaching. 2. Engage in friendly competition. The key element in gamification is

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implement a well-rounded cybersecurity training program that meets your organization’s needs,” Swartzwelder recommended. “This is an absolute must.” The team at PlantDemand, Munich, Germany, recommended training your team to recognize phishing and imposters. “This is the same as in every zombie movie,” they shared. “The most likely way the security will fail is if a human gets tricked into lowering their defenses.” PlantDemand’s team also recommended your employees learn to rotate their credentials. You may be keeping passwords secret, but you should also change them on a regular basis. Also change certificates and access tokens on a regular basis. Because you should be using systems with change logs, audit logs and backups, you’ll be able to trace who changed what; if necessary, you can undo the changes from a particular

competition; however, putting a prompt question within a video lesson isn’t enough. People are engaged when they have an incentive, be it a prize or pride. Companies could organize periodic competitions to keep a workforce constantly aware of new threats and how to tackle them. 3. Make it rewarding. Turn the right answer into a badge. Give a reward for discovering a vulnerability in the system. Offer a holiday bonus for a year without incident. A reward system is the optimal way to offer the positive feedback people expect while participating in a competition. 4. Turn it into a team effort. Staying protected from breaches and attacks is everyone’s business, thus employees should be encouraged to work in teams. Maybe have them solve riddles with their colleagues; have them craft a phishing email so the team learns together how this criminal technique works and what it looks like. 5. Be understood. The jargon that information security and IT professionals use is a foreign language to the typical plant operator, accountant, paving foreman and so on. When training the whole team, make sure you speak clearly and explain terms in plain language so all the members of the crew understand and remember.

user. Each user should have access to only the JMFs, schedules, order fulfillment, accounting information, or other data that he needs, which is all available within “sectors” of the PlantDemand system. Working on the “least privilege principle” could save your business much downtime and angst if there’s a security breach in one area. While that sounds a little paranoid, take note from NordVPN Teams that as much as 88 percent of data breaches are caused by human error (although only 43 percent of workers admit to having made mistakes that compromised cybersecurity). And note that Verizon recently found 5 percent of data breaches are caused internally. Whether those breaches are accidental or on purpose wasn’t differentiated, but having an officer of your company who can undo mistakes could go a long way toward preventing a problem from snowballing out of control. It’s good housekeeping to mitigate risk by extending cybersecurity and privacy into all business decisions—make it front-of-mind for every employee. The team from WEM Automation, New Berlin, Wisconsin, listed double-checking the age of your system among your housekeeping items. They reminded readers that Microsoft support for Windows 7 ended Jan. 14, 2020. That means “Microsoft no longer provides updates, security patches or support, making your system more vulnerable to malware, viruses and cyberattacks,” they shared. “If you are still operating with Windows 7, it can become a potential problem.” The WEM team recommended updating your system(s) to Windows 10 to eliminate exposure to the risks of an outdated system, offering the following tips to minimize risk in the meantime: • Disconnect your Windows 7 computer from the internet whenever possible; • Update your browser and discontinue using Internet Explorer; • Remove any unused software plugins; and • Only use software that continues to support Windows 7, activate push updates. For example, the Insignia Control System (ICS) total plant control system from ALmix, Fort Wayne, Indiana, operates on the latest Windows™ platform, according to the manufacturer. It’s designed to control the complete blending process across every plant station and provide real-time plant production data. Among a host of other functions, flexible settings for backup/restore are standard. Let’s say you’ve kept up with new programs and platforms and are actively train-

ing personnel on a robust cybersecurity program. These are excellent steps toward protecting your company’s information. In the asphalt industry, we don’t operate in a vacuum. To put it in over-simplified terms, our environmentally friendly and perpetual pavements are built because we take in liquid, stone, and other material from vendors, create well-planned mixes, and sell the resulting HMA in any of its variations to customers. All the entities along that supply-and-demand chain deserve a comfort level of cybersecurity as well.

GET SPECIFIC WITH CUSTOMER ACCESS

With many HMA producers electing to give contractors a smoother customer-service experience with electronic ordering and loadout, security comes into play from the very people you want to protect. An asphalt plant manager shared with me that he could track change orders on his phone and see that the plant operator and customer were solving problems in real-time while he ended his day from the comfort of his couch. Mobile apps and remote reporting allow customers—and owners—flexibility and freedom they couldn’t enjoy in the past, but can open networks to hackers if data isn’t safeguarded. “The modern as1 control system does support interfaces to third-party systems like ERP or even open construction site management platforms like Q Plant from Q Point,” Halada said. “This is used to exchange delivery data, production data, operating data, as well as order information. The communication with cloud-based platforms is using a REST interface over HTTPS with an API Key. Other data is transmitted using MQTT with encrypted data. “For company internal communication and file transfer, usually both systems are part of an already protected company network (intranet). VPN is used if multiple sites have to communicate with a central server. The control systems usually are behind a firewall, which is configured for special communications ports only.” Swartzwelder offered this advice to make sure the flexibility you choose works for you: “Cybersecurity is not limited to choosing the important protocols, rather adopting the right security framework for your organizational needs.” He used the example of the Open Web Application Security Project® (OWASP), which is a two-

decades-old nonprofit foundation working to improve the security of software. “Following OWASP 10 guidelines, using multi-factor mechanisms with password management, and strong encryption are among the most effective controls to protect transactional data.” The team at PlantDemand echoed the complex nature of Swartzwelder’s advice, listing a “patchwork of multiple solutions” so providers take care of their infrastructure/different company systems from different locations. While they suggested the VPN require a single sign-on to offer tightly controlled paths and gateways, not all information is in one, easy-to-access place. Asphalt equipment manufacturers such as Stansteel, Louisville, Kentucky, can offer departmentalized controls with systems such as Accu-Level, Tank Tracker, Tank Manager or NightOwl Advantage Alert System. Or they can integrate the entire system with complete plant controls as comprehensive as the patented Accu-Track™ Advantage. However you elect to set up your cybersecurity net, OEMs and aftermarket controls providers are taking the criminal landscape into consideration alongside you. It may be a sad reality, but they’re taking cybersecurity into account when designing, installing and training the use of their systems. They can be partners with you in your efforts to increase efficiency and enhance cybersecurity. The point of asphalt plant controls, connected jobsites, digital data storage and the like is to make construction operations more efficient. The environmentally friendly aspect of reducing paper tickets and blueprints, gas-guzzling trips to and from jobsites, and so on, by digitizing and sharing electronic information is laudable. Our industry should be commended for embracing the efficiencies and sustainability built into the digital workflow. But those efficiencies and sustainability must be safeguarded across the depth and breadth of operations with a mix of common sense and preemptive problem-solving to keep cybercriminals from wreaking havoc on projects and production. “Cybersecurity is no longer a thing only information security and IT departments care about,” Gurinaviciute said. “As many workplaces rely solely on digital solutions that are used by the entire workforce, staying protected against cyberattacks requires everyone’s joint effort.”

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Product Gallery

Train, Pave, Maintain W

With in-person gatherings still stymied by pandemic worries, original equipment manufacturers (OEMs) and parts manufacturers are finding creative ways to share their new offerings with the marketplace. Over the next few pages, check out paving and pavement maintenance equipment that OEMs have shared via virtual press conferences and industry announcements. We’ll start with a look at a grandmother/granddaughter rolling team at Cobleskill Stone Products in Cobleskill, New York, from Dynapac, Fort Mill, South Carolina.

FAMILY MEMBERS ROLL OUT DYNAPAC FLEET Elaine Sheldon and her granddaughter, T’mara Deridder, are Cobleskill Stone Products equipment operators on a roll, thanks to the company investing in new Dynapac roller equipment. The two highly skilled operators are part of an experienced team of 10 responsible for compacting blacktop on road projects throughout New York State. The company’s recent investment has seen a fleet of new equipment purchased to support its growing business with 12 new rollers from Dynapac regional dealer, Anderson Equipment Co. Cobleskill Stone has also supported its operators by investing in the very latest CC5200 VI rollers, which the business is now using with intelligent compaction control. These machines have already been supporting key road projects with the New York State Department of Transportation. As a family run business, Cobleskill Stone has been a part of its local community since 1954. A key part of its ongoing success is based on its staff's skills, as Mike Moore, vice president of Cobleskill Stone explained: “We pride ourselves in looking after our people and being a longstanding and inclusive employer in the community. There is no better example of this than two of our operators running our larger Dynapac CC5200 VI rollers. Elaine Sheldon is one of our best operators and she has been with us for 23 years. In June 2015, we were proud to welcome her granddaughter T’mara Deridder, who was trained by Elaine right from

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day one. She has also now become one of our leading operators.” Moore shared how the dealer supported Cobleskill Stone’s business investment: “It’s incredibly important that we invest in the right solutions for our customers and that we have the backup needed to deliver projects to ever tighter deadlines. This is why we have built a strong and long-term relationship with the Dynapac brand, working with both Anderson and the Dynapac team.” “A great example of how this helps our business is how Dynapac dealer sales manager, Sean Engle, has helped our team develop our proposition and skills throughout our journey. We have also had great support from the Dynapac and Anderson teams, as we move into using intelligent compaction control. This technology is now available on the Dynapac equipment and in our case training from Topcon Solutions for our operators, has help us quickly get up to speed using the GPS enabled technology. “We have also benefitted from great support from the Anderson Equipment Co. team, led by Steve Kenny. This has been a constant throughout all new equipment introductions, demos, walk-arounds and service support. This ongoing relationship helps us get the most out of our machines, using new technologies and equipment to optimise our performance on the jobsite. “Equally by keeping our equipment in great condition, we can achieve industry-leading uptime, helping us to maintain a competitive advantage.” As part of the fleet investment, Cobleskill Stone has also opted for an extended warranty program on its new CC5200 VI rollers, working with Anderson to build this into the fleet finance package for the equipment. Steve Kenney of Anderson added: “Ever since we started working with Cobleskill Stone over 30 years ago, they have been a real brand advocate. They love the build quality of the products, and together, we have developed a strong relationship with the team, who are very proactive in identifying any maintenance required. We also get to know the equipment very well, so we can recom-

Headquartered in Cobleskill, New York, Cobleskill Stone Products Inc. produces limestone and high friction aggregate, sand and gravel products, and asphalt. It also provides construction services ranging from heavy highway construction to paving and site preparation work for industrial, commercial and residential sites. mend any preventative maintenance to maintain the high uptime levels they demand.” Talking about operating the rollers with the latest technology, Deridder said: “I have been operating the equipment for some time now. What I like is how comfortable and simple it is to control. As I also work on quite busy sites, the visibility from the front and back of the roller is very good, which helps me feel like I can keep other people safe onsite. “More recently it has been great to learn about the advanced capabilities of the Dynapac CC5200 VI rollers as they support intelligent compaction technology. This comes with a display in the cab that gives me all the information about the job and it is very easy to understand. Having had training on using this 3D technology I now know how to upload the models into the system and how to follow them on the display. “I particularly like the fact that this technology also visualises the compaction levels reached. For example, I can now see my work in real-time with completed areas highlighted

on my in-cab display. It’s certainly the way forward, especially for larger jobs.” Adding his thoughts on the introduction of intelligent compaction, Moore said: “The move to intelligent compaction was very swift and smooth, as we had already been introduced to the possibility of integrating this technology on Dynapac rollers with Steve Kenny demonstrating the technology. This allowed us to confidently specify the technology within a bid for a key project, which we won. “As soon as we were awarded the job, Steve and his team very quickly worked with us to coordinate the delivery of the machine, installation of the added sensors and display needed to use the intelligent compaction solution. Having trained our highly experienced operators, we are already delivering all the benefits of a 3D enabled Dynapac machine to our clients.” Cobleskill Stone has already proven the benefits of the new rollers, and as more work is bid, the company is taking full advantage of the productivity and quality benefits associated with using its Dynapac roller fleet. For more information on Dynapac products visit www.dynapac.us

ALLU

ALLU Group Inc., East Brunswick, New Jersey, has added Stowers Machinery Corp., Knoxville, Tennessee, as its newest dealer for the full line of ALLU Transformer and ALLU Crusher material processing attachments. The company has six locations in Tennessee.

BERGKAMP

Bergkamp Inc., Salina, Kansas, has launched the SP5E spray injection pothole patcher to replace the company’s SP5 spray patcher. Using Bergkamp’s smart patching equipment control system (SPECS) with material mix control technology, the units are equipped with a joystick and touchscreen display to provide full operator control. The SPECS system is designed to control material outputs according to a configurable mix design. The SP5E is truck-mounted and is operated from inside the cab by one operator. Because patching operations are PTO-driven, Bergkamp has been able to eliminate the traditional auxiliary engine. The patcher offers a choice of single- or dual-chamber aggregate hopper. With either single- or dual-chamber,

the aggregate hopper total volumetric capacity is 5 cubic yards struck. A 55-degree hopper wall angle is designed to flow material steadily to the augers. Aggregate can be unloaded from the hopper by removing a cover in the rear and operating the auger(s) in reverse. Three emulsion nozzles in the spray head provide a homogeneous coating of aggregate with the asphalt emulsion. The spray head oscillates for precise control. The emulsion nozzles automatically blow out to self-clean after every patch, preventing nozzle blockages. For more information, contact (785) 825-1375.

DYNAPAC

Dynapac North America, Fort Mill, South Carolina, has added the CC1300 VI (4.3 ton) and CC1400 VI (4.75 ton) rollers to its VI generation compact asphalt roller range. The new machines have a unique design with their cross-mounted engine. These generation VI rollers include eccentrics for optimum powerful performance in the vibration start-up process. The machine features high frequency compaction with the possibility to choose between dual frequencies (3,240/2,940 vpms) depending on different conditions and applications. Dual amplitude (0.02-inch/0.007-inch) function is also available as an option for more flexibility to compact different layer thicknesses. An asphalt temperature meter is optional. Other optional equipment includes front right-mounted edge presser/edge cutter, dual front right and left edge presser/edge cutter, and an optional rear-mounted chip spreader. These machine

The newly introduced CC1300VI and CC1400VI rollers from Dynapac offer optional dual amplitudes and dual edge pressers.

models are also available in a combi-version with four static rubber wheels at the rear. For more information, visit www.dynapac.us.

FONTAINE

Fontaine Heavy-Haul, Springville, Alabama, has introduced the new Fontaine Workhorse 55PVR for the road construction industry. The trailer features a low front approach angle of 9 degrees and a removable center bogie section to accommodate excavators. Todd Anderson, vice president sales and marketing, said: “It boasts 55 tons in 16 feet or 50 tons in 12 feet with 3 or 4 axles close coupled; so it can handle a wide variety of concentrated loads.” For more information, contact (800) 633-6551.

GSSI

GSSI announces a comprehensive training program for new and existing customers on how to use GSSI equipment safely and effectively in the field. More than a hundred virtual and in-person classes will be held in 2021. Training is conducted by a team of three experienced full time professional trainers. In-person classes are held in dedicated training facilities in Henderson, Nevada, and Nashua, New Hampshire, which offer more than 5,000 square feet of dedicated training space. In-person classes for 2021 feature smaller class sizes that meet rigorous COVID-19 safety protocols. Also offered are online webinar training options. The classes, which run from one to three days, are provided complimentary for those purchasing a major system during the initial two-year warranty period. Introductory live online webinars are provided for students with an interest in learning equipment basics and who cannot travel to one of the training sites. Customized webinar options are available. The class schedule is posted on the GSSI website, so students can select the class and time that meets their needs. Popular offerings include classes on UtilityScan®, StructureScan™ Mini XT, RADAN® 7, StructureScan™ Pro, and UtilityScan Pro: SIR 4000. GSSI trainers apply the technology to the student’s application focus and system type. For more information on the 2021 GSSI training program, visit https://www.geophysical. com/training-events/2021-01/.

www.THeAsphaltpro.com // 53

Product Gallery Performance Tiering Strategy provides three tiers of machines—G tier, P tier and X tier.

ROAD WIDENER

PaveScan RDM continuous asphalt density gauge from GSSI is now distributed by InstroTek. GSSI also announced InstroTek Inc., based in 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, InstroTek will maintain sales and product support via their international distribution network of partners. For more information, contact Jami Jarmon at (603) 893-1109.

HCSS

HCSS myField is designed for operators, laborers, flaggers, truck drivers, craftsmen and office personnel. Instead of verbally communicating with the foreman, myField allows crew members to directly clock in or submit their time and information about what they worked on that day. Once submitted, the foreman receives a copy and can review events and times per employee. HCSS myField integrates with the HCSS solutions suite of job management, safety, equipment, and dispatching software.

JOHN DEERE

John Deere, Moline, Illinois, has rolled out performance-tiering with its utility loaders. Available first on the wheel loader lineup, the Performance Tiering Strategy supports customers by providing machine solutions built for various applications and jobs to enhance profitability and efficiency. Moving away from the traditional series letter designations, the

54 // june 2021

Road Widener LLC, Delafield, Wisconsin, has appointed Todd Dohnal and Jack Nate as regional sales managers for the eastern United States and Europe, and the central United States and Canada, respectively. The company also offers an offset vibratory roller attachment. The attachment’s offset, patented design allows the host machine to drive on flat ground while compacting sloping shoulders, ditches and other hard-to-reach areas alongside the road. The offset vibratory roller attaches to most loaders, graders, compact track loaders and skid steers, according to the manufacturer, operating off the host machine’s engine and hydraulics. It is designed to compact a variety of materials including stone, asphalt, gravel and topsoil. For more information, contact Lynn Marsh at (414) 378-7465.

TAKEUCHI

Takeuchi-US, Atlanta, hosted a ribbon cutting ceremony and open house at its new 37,000-square-foot training center at 113 Bonnie Valentine Way in Pendergrass, Georgia, March 25. Located next door to the company’s headquarters, the Takeuchi Training Center will now be the site of sales and technical instruction for the company’s salespeople, dealer principals, dealer technicians and corporate dealer trainers. The facility’s larger classrooms and additional staff will give Takeuchi the ability to increase class capacity and add more service training classes over the coming months.

TRIMBLE

Trimble, Sunnyvale, California, introduced the Trimble® Roadworks 3D paving control platform for asphalt pavers, the next-generation platform for 3D asphalt paving control systems. The Android-based application runs on the 10-inch (25.7 centimeter) touch-screen Trimble TD520 display. Trimble Roadworks software has a familiar interface for Trimble users. Each operator can personalize the interface to match their workflow; configurable views make it easier to see the right perspective for maximum productivity. State-of-theart software and hardware give operators of

all skill levels the ability to work fast. Trimble Roadworks leverages Trimble’s proven system hardware. “Trimble Roadworks is easy to learn and more accessible for many different types of contractors because it leverages the intuitive Trimble machine control interface and applies it to asphalt pavers,” said Kevin Garcia, general manager for Trimble Civil Construction Specialty Solutions. “This platform also makes it possible to include Trimble’s industry-leading paving technology as part of a connected site ecosystem of solutions, which is valuable for complex infrastructure projects.” Trimble Roadworks 3D paving control platform for asphalt pavers is now available globally through the worldwide SITECH® distribution channel.

VOLVO

Volvo Construction Equipment has introduced Compact Assist Start, a new introductory package of their intelligent compaction system, Compact Assist. “If a customer hasn’t used intelligent compaction before, then Compact Assist Start is the perfect introduction for them,” said Mark Eckert, product manager, Volvo CE. “Giving their operators real-time information on pass and temperature mapping in a system that’s as easy to use as a smartphone, they’ll notice improvements in their crews’ productivity immediately.” Whether it’s for mapping the road, estimating density or producing jobsite reports, Compact Assist is now available in three packages to match customer requirements. Each package provides varying degrees of access to the core functions of pass mapping, temperature mapping and density/stiffness mapping. All three packages are powered by the Volvo Co-Pilot, a 10-inch in-cab tablet. Compact Assist Start is available on Volvo DD110C, DD120C, DD128C and DD140C asphalt compactors. For more information, visit your local Volvo dealer.

WESTERN GLOBAL

Western Global, Troy, Michigan, has appointed Josh Pogozelski as its eastern United States fuel distribution regional account manager. It has appointed Michael O’Brien, regional sales manager, and Sydney Talbot,

sales support representative, as the new Southeast U.S. regional sales team.

WIRTGEN The new Center for Training and Technology (CTT) facility at Wirtgen America’s Antioch, Tennessee, campus offers comprehensive training for members of the road construction industry. You can bring your crew to this site for personalized attention, including: • thought leadership from some of the industry’s top specialists; • world class training from tenured instructors; and • meeting facilities for your next event in Nashville, Tennessee. The 41,000-square-foot state-of-the-art facility located near Nashville consists of 11 classrooms, 5 technology rooms, a 4-bay shop dedicated to training, and a 5-acre proving ground used exclusively for equipment operation training and demonstrations. As Jim McEvoy, president of Wirtgen America said,

A JOHN DEERE COMPANY

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WIRTGEN AMERICA 6040 Dana Way · Antioch, TN 37013 Telephone: (615) 501-0600 Fax: (615) 501-0691 www.wirtgen-group.com

Wirtgen America has a full brochure available with information on the Center for Training and Technology. “We call this a training center, but to me, this is a learning environment.” For more information, contact Janie Gallagher at Janie.Gallagher@wirtgen-group.com.

XL Specialized Trailers, Manchester, Iowa, is offering new financing for their trailer buyers with the XL Specialized Capital program. A simple finance option, XL Specialized Capital is available for all new 2020 model year or newer XL trailers sold in the United States. The introductory rate at press time was 3.99 percent for 24 to 60 months with flexible payment terms. XL Specialized Trailers sells through a complete distribution network. Trailer buyers can complete their XL Specialized Capital credit application with the help of their local participating dealership, effective immediately. Additionally, a new 5-3-1 warranty policy was recently introduced by XL Specialized Trailers. This policy features full five-year structural coverage, full three-year paint coverage, and full one-year coverage on parts and components. For more information, contact Brian Bittner at (800) 995-6604 ext. 111.

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here’s how it works

Step 1

Step 5 Clean air exhaust gases exit the baghouse through the exhaust stack.

Exhaust gases/dust enter the baghouse and flow through the distributor panels where Aramid bags hang in groups/cells of bags.

Step 4 Dust is augered to a discharge point.

Step 3 Open air rotors allow air in to reverse the flow through the bags, causing dust to sluff off to the auger hopper below.

Step 2 Exhaust gases/dust are filtered through the bags.

CWMF’s Reverse-flow Baghouse Hot-mix asphalt (HMA) producers seek the most efficient way to keep the environment clean and safe around their facilities. To assist in dust return as well as environmental excellence, the team at CWMF, Waite Park, Minnesota, developed the Dust-Eater Reverse-Flow Baghouse. Here’s how it works: First, dryer exhaust gases and dust enter the baghouse through an inlet inertial separator and flow through distributor panels to be filtered through the dual-pocket, 14-ounce, Aramid bags.

56 // june 2021

For the cleaning process, open air rotors along the top of the baghouse allow air in to clean the bags by reversing the air flow through the bags within that specific cell of bags. This causes dust cake to sluff off bags onto a sloped floor auger hopper where it augers to a discharge point. Cleaned air enters the discharge plenum via air channels. Thus clean air exhaust gases exit the baghouse through the exhaust stack while collected dust fines are augured back to the drum or dust metering system for re-use.

For more information, contact CWMF at (877) 457-3938 or visit www.cwmfcorp.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.

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GTB-5478 C.M.I.® Portable Counterflow Drum Plant

GTB-5462 Bituma®/Astec® 300 Ton Stationary Silo System

GTB-4978 Gencor® 200-250TPH Counterflow Drum Plant

For more information on the items above and more, call or visit our website. Availability, price and condition subject to change by Stansteel®. Specifications are accurate to our knowledge, however; they are not guaranteed. All prices are in U.S. dollars unless otherwise noted. Equipment is sold on the basis of as is, where is, therefore, Stansteel® recommends inspection by buyer of any used equipment to determine suitability to their requirements. Gencor® and Bituma® are trademarks of Gencor® Industries, Inc. and Stansteel® is not related to or licensed by Gencor® Industries, Inc.

new tech

Pavo App Simplifies Visual Surveys P

Pavo is a new pavement inspection tool launched November 2020 by Strada Imaging, Wokingham, United Kingdom, that aims to make manual data collection on visual surveys of roads easier. However, the story behind Strada began more than a decade ago. Strada’s co-founders have been tackling challenges related to transportation infrastructure management for 12 years, through academic research and development on emerging technologies capable of solving key problems. In 2018, Strada Imaging was established to commercialize this work. A member of Strada’s team was a pavement engineer for years and experienced these challenges first-hand. “It is this problem identification in the first place that led the development of Pavo,” said Strada Managing Partner Senthan Mathavan. In the UK, 80 percent of transportation asset inspection and management is carried out by contractors, so the app is well-suited for both contractors and agencies, he added.

To develop Pavo, Strada Imaging partnered with Aston University, Birmingham, UK. Pavo aims to improve the pavement inspection process from the start of the project, throughout the inspection, all the way to the sharing of collected data.

PROJECT SETTINGS Traditionally, the road must be surveyed and measured, drawn up using CAD software, and the inspector takes a printout of the road layout to the job site. “This way, once a layout is printed and the team is at the surveying location things are hard to change, and any new layout observations, hence changes, must be handmarked, potentially leading to confusion,” Mathavan said. With Pavo, inspectors can visit the survey site on the day of the survey and use Pavo to draw out the layout in less than 10 minutes. On Pavo’s project set-up page, users can create road maps with different lane numbers and types, traffic flow directions, or divided into segments of different lengths. Because the map is digital and always accessible within Pavo, the road layout can also be changed after the survey has started.

INSPECTION PROCESS The traditional way of performing manual road inspections is with pens, paper, and a number of other tools such as a camera, measuring wheel and flashlight. “This can make data entry quite cumbersome,” Mathavan said.

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“Automated digitization, report generation, and emailing—all performed instantaneously— massively cut down the time and effort we usually spend on post-processing, when we are back in office.” Ryan Johnson Instead, Pavo users take notes directly on their tablet or smartphone. Pavo also makes use of the device’s in-built camera, GPS and other sensors. This eliminates the need to carry most other inspection equipment, except for a surveyor’s wheel in instances requiring higher positional accuracy than that of a GPS. The app contains a number of common road defects for fast recording and also allows users to draw defects as needed. “Surveyors can continue their old practices on paper, such as drawing or scribbling, but now all in the digital world,” Mathavan said. This process makes it possible to edit and update defects, if required. The drawing feature was a suggestion by UK-based Asset Management Group of Jacobs, which field-tested the app for 10 months. “We can now draw and write literally anything into the app directly,” said Jacobs Senior Pavement Engineer Ryan Johnson. He also appreciates that inspections via tablet work better at night and in inclement weather: “Pen and paper surveys are always at the mercy of the elements, often leaving survey sheets with illegible records due to smeared ink from rain,” he said. “With Pavo, we can simply turn off the tablet’s screen and wipe it dry before continuing.” Strada Imaging has also developed an equivalent version of Pavo for vehicle-based manual road inspections, or windshield surveys. The app can also work with or without access to the internet, another feature suggested by early users. For work in areas with lack of coverage, the work can be performed and all data will be uploaded to the cloud once a connection has been established.

EXPORTING & SHARING DATA

Another key feature of Pavo is that it eliminates the need to digitize paper-based notes. At the end of a survey, its report can be created and emailed to anyone, Mathavan explained. This includes emailing project files, as well as CSV and PDF report generation, at the click of a button. “Automated digitization, report generation, and emailing—all performed instantaneously—massively cut down the time and effort we usually spend on post-processing, when we are back in office,” Johnson said. “Pavo brings a breath of fresh air to our visual inspections.” Since Pavo’s launch, several contractors and agencies are either trialing or using the app in the UK. Now, Strada Imaging is looking to expand use of the app to other markets, including the United States. The app is currently available via Google Play. Mathavan added that they are offering a two-week free trial of Pavo. “Some form of manual pavement survey takes place in every geography, and since our app is very flexible in its recording capabilities, we are trying to market widely right from the very start.” Strada plans to release an iOS version of the app in 2021. – BY SARAH REDOHL

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new tech

Roadtec’s Mill Maintenance Mode, launched at CONEXPO-CON/AGG 2020 on its RX-505e, is a simple way for the operator to lock out the machine’s cutter drive during routine maintenance.

Maintain Your Mill Safely Roadtec’s Maintenance Mode was launched on its RX-505e at CONEXPO-CON/AGG 2020 to make it simple for the operator to lockout the machine during routine maintenance. “Mill maintenance mode provides an increased level of safety and convenience for the crew members while performing routine maintenance,” said Kyle Hammon, technical sales manager for milling machines and stabilizer-reclaimers at Roadtec Inc., Chattanooga. “Mill maintenance mode is a simple way for the operator to lock out the machine’s cutter drive during routine maintenance. This is accomplished by combining a number of functions into one switch rather than performing these functions individually.” When the system is engaged, the parking brake is locked so that the machine doesn’t move while people are underneath. The cutter drive belt is physically separated from the engine pulley. With this “unique functional improvement,” Hammon explained, the crew is able to change cutter bits or perform maintenance on the underside of the milling machine while also having engine power for use of the air compressor. “Then, a simple toggle switch is used to rotate the drum and provide the proper position for tooling maintenance.” Let’s take a closer look at each of those features.

HOW MAINTENANCE MODE WORKS

With the machine parked in a safe location, an operator or crew member can maintain the machine by applying the parking brake with the machine in neutral, ensuring the cutter drum is off and fully raising all legs of the machine.

60 // june 2021

When changing teeth, the operator can use a handheld pendant to switch on maintenance mode, and lights will flash at ground level and on top of the machine to indicate that it is protected. This will lock the parking brake, de-tension the belt, and move a shim to physically separate the drum drive belt from the engine pulley to prevent accidental spinning. This patented Belt Lifting System from Roadtec provides an extra measure of safety while maintaining the mill and allows the engine to continue to run, providing power to the on-board air compressor, which enables the use of an air hammer to change teeth on the drum. The pendant has a magnetic base that allows it to be positioned underneath the machine’s frame within easy reach of the operator so that both hands are free to perform the tooth change. The indexing switch, located on the pendant, allows for slow and controlled rotation of the drum at the touch of a finger for inspection and change out. The drum can rotate forward and backward as needed to get the angle for all working tooling. After replacing the necessary teeth, the operator simply lowers the rear moldboard and switches the machine out of maintenance mode. When maintenance mode is deactivated, the shim will automatically return to working mode position and belt tension is restored. The blinking indicator lights on the side of the machine stop flashing when the belt is tightened and is ready to resume normal milling operations. – BY SARAH REDOHL

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Online update

AsphaltPro, Online

Join the conversation with AsphaltPro online, on our social channels, our website and our blog. Join us for #throwbackthursday! Take a look back at the history of our industry with AsphaltPro every Thursday.

Pictured: Bituminous Roadways. Read more about BR on page 20.

Headlines from the AsphaltPro blog: theasphaltpro.com/asphalt-blog

Colas USA announces a new subsidiary, Colas Construction USA Inc. NCAT launches an asphalt training video series on YouTube. Hawaii Asphalt Paving Industry honors its first Hall of Fame inductees.

Randy Matsumoto

TOP POSTS Reminder: National Work Zone Awareness Week is April 26-30! Have a great—and safe—weekend!

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Happy Earth Day! Who else feels a sense of pride working with THE MOST RECYCLED material on the planet?

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62 // june 2021

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MD YEAR

JULY 18-21 2021 R ENA I S SANCE NA S HVI L L E HOT EL

For more information, contact Liz Price, Manager of Meetings and Education, at lprice@AsphaltPavement.org or by phone at 888-468-6499.

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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

We’re on it.

BROCK is proudly manufacturing equipment and supplying parts for hot mix asphalt plants. www.brock.industries | 2011 West Polymer Drive, Chattanooga, TN 37421 | 1.800.441.9528 | 1.423.476.9900

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Asphalt Pro - June 2021

Articles inside

City Asphalt Celebrates Staten Island Plant

Both APC Production Divisions Take Home CDOT Awards

Sustainability Tips for Asphalt Plant Dryer Burners