Industry outlook PG4 | Safety leadership PG8 | Filter press management PG30
February 2018 | www.AggMan.com
Your guide to profitable production
Environmental
Excellence Vulcan’s Gurley Quarry shows new operations can teach older ones a few tricks.
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12
Plan your AGG1 visit
25
Manage mixed tier engine fleets
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NEW!
EMCO 360 Crusher Optimizer Feeder As the latest addition to the Deister line of two-mass electromechanical vibrating feeders, the new EMCO 360 Crusher Optimizer Feeder is specifically engineered to optimize cone crusher performance. Featuring a 360-degree discharge opening, the unit distributes a homogeneous feed to cone crushers, keeping cones choke-fed for optimum efficiency, product consistency, greater manganese wear life, and improved production rates.
See us at AGG1 – Booth #2606
Engineered for greater day-to-day reliability & ease of maintenance: Machine weight – more robust Long bearing life No bearings to grease No belts to replace Energy efficient Transmission springs not susceptible to temperature or shelf life High-profile in-feed lip Heavy-duty formed deck with replaceable liners Heavy-duty spring isolation assemblies for suspension or support mounting Availability – 1 to 2 weeks on stock models
DEISTER MACHINE COMPANY, INC. P.O. Box 1 • Fort Wayne, IN 46801 260-426-7495 • Fax: 260-422-1523 info@deistermachine.com deistermachine.com
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Industry education and new equipment will be the focus of the upcoming AGG1 show to be held March 6-8 in Houston.
On Our Cover: Vulcan Material’s Gurley Quarry is a fairly new operation, but it has staked out an advanced approach to the environment. Cover photo by Kerry Clines.
PAGE 12
Location is a key consideration when implementing a filter press at your site.
PAGE 30
TABLE OF CONTENTS FEBRUARY 2018 |
VOLUME 23, NUMBER 2
FEATURE ARTICLES First Domain of Safety Leadership: 8 The Drive Accountability
When it comes to producing a safer workplace, accountability is the first, and perhaps most important, domain.
12 16
COLUMNS & DEPARTMENTS 3 Editorial Onward to infrastructure.
Head to Houston for AGG1
4 Data Mining The latest financial analysis of issues impacting in the industry and Aggregates Manager’s exclusive aggregates industry outlook.
Vulcan’s Gurley Quarry: Embracing the Environment
6 RollOuts Keestrack’s R5e hybrid impact crushing plant, and other new equipment for the aggregates market.
Construction producers will soon gather for the AGG1 Aggregates Academy & Expo.
Gurley Quarry earned NSSGA’s prestigious Platinum Environmental award for doing the right thing.
30 Keep Your Filter Press Fit
An increasingly popular choice for dewatering, filter presses can save space and allow for additional mining, but must be cared for properly.
OPERATIONS ILLUSTRATED
25
Taking on the Tiers
Mixed tier equipment fleets can be challenging, but good inventory and training practices make it quite manageable.
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36 Rock Law In the era of #MeToo, increased sexual harassment claims are likely in the workplace. 38 Advertiser Index See who’s who and where to find their products. 39 Classified Ads Aggregates industry classifieds. 40 Carved in Stone While much has changed over the last 20 years, the need for a significant, long-term investment in roads has not.
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Crushing Performance
Choosing the toughest high-starting torquedesigned motor for your quarry, mine or mill just got easier. The new line of Crusher Duty motors from Baldor Electric Company are highperformance, NEMA Premium® efficient motors suitable for across the line or inverter duty use in extremely harsh environments. Best of all, Baldor•Reliance® Crusher Duty motors are designed for easy drop-in field replacement, built for easy maintenance and are kept in stock for quick delivery. Conquer the task of keeping your operation up and running with the crushing performance of Crusher Duty motors from Baldor. baldor.com
479-646-4711
©2018 Baldor Electric Company
• Unmatched Quality • Superior Reliability • In Stock for Quick Delivery • U.S. DOE Integral Motor Rule Compliant • Enhanced Performance • Designed for Safe Operation
See us AGG1 ABB Booth 1905
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February 2018
EDITORIAL
Vol. 23, No. 2
by Therese Dunphy, Editor-in-Chief tdunphy@randallreilly.com
aggman.com /AggregatesManager /AggManEditor
Editorial Editor-in-Chief: Therese Dunphy Editorial Director: Marcia Gruver Doyle Senior Editor: Kerry Clines Online Editor: Wayne Grayson editorial@aggman.com
Design & Production Art Director: Sandy Turner, Jr. Production Designer: Timothy Smith Advertising Production Manager: Leah Boyd production@aggman.com
Construction Media Vice President, Construction Media: Joe Donald sales@randallreillyconstruction.com
3200 Rice Mine Rd NE Tuscaloosa, AL 35406 800-633-5953 randallreilly.com
Corporate Chairman: Mike Reilly President and CEO: Brent Reilly Chief Operations Officer: Shane Elmore Chief Financial Officer: Kim Fieldbinder Senior Vice President, Sales: Scott Miller Senior Vice President, Editorial and Research: Linda Longton Vice President of Events: Stacy McCants Vice President, Audience Development: Prescott Shibles Vice President, Digital Services: Nick Reid Vice President, Marketing: Julie Arsenault
For change of address and other subscription inquiries, please contact: aggregatesmanager@halldata.com.
Aggregates Manager TM magazine (ISSN 1552-3071) is published monthly by Randall-Reilly, LLC copyright 2018. Executive and Administrative offices, 3200 Rice Mine Rd. N.E., Tuscaloosa, AL 35406. Subscription rates: $24 annually, Non-domestic $125 annually. Single copies: $7. We assume no responsibility for the validity of claims of manufacturers in any advertisement or editorial product information or literature offered by them. Publisher reserves the right to refuse non-qualified subscriptions. Periodical circulation postage paid at Tuscaloosa, Alabama and additional entries. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by an information storage retrieval system, without written permission of the copyright owner. POSTMASTER: Send all UAA to CFS. (See DMM 507.1.5.2); NON-POSTAL AND MILITARY FACILITIES: send address corrections to Aggregates Manager, 3200 Rice Mine Road N.E., Tuscaloosa, AL 35406.
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Onward to Infrastructure
T
he road to infrastructure investment has experienced two hallmarks often experienced on nation’s highways: delays and potholes. Although infrastructure was promised to be addressed within the first 100 days of President Trump’s administration, it came as little surprise to those who have studied the development of past bills that 100 days came and went without a proposal. First, it was pushed to the fall, then put on hold as Congress took on tax reform. When tax reform was passed, expectations of an impending announcement were high. In early January, the president’s chief economic advisor, Gary Cohn, discussed a proposal for a $1 trillion plan built around public-private partnerships. It included $200 billion in federal spending, as well as $800 billion from state, local, and private-sector sources. As these details began to emerge, President Trump told Republican leaders the same thing he said to Democrats months earlier: publicprivate partnerships are ineffective. Following his comments, the National Review wrote: “What’s next? If the White House policy staff brings out a detailed infrastructure-spending proposal along the lines of their earlier ideas, which the president has criticized, it is unlikely to get much of a hearing.” The patch for this particular pothole may come from an endangered species: a bipartisan Congressional effort. On Jan. 10, U.S. Rep John Katko (R-N.Y.) and Elizabeth Esty (D-Conn.), co-chairs of the Problem Solvers Caucus Infrastructure Working Group, released a report (Rebuilding America’s Infrastructure) highlighting its recommendations. “I was proud to work in a bipartisan manner…to produce a comprehensive report detailing areas in which we can begin to work together to streamline processes and provide sustainable funding solutions,” Rep. Katko said in a press release. “In doing so, we’ve signaled to President Trump, as well as leaders on both sides of the aisle in the House and Senate, that we are ready to work in a bipartisan manner to move our nation’s infrastructure forward.” “You cannot build a 21st century economy with a mid-20th century infrastructure,” Rep. Esty added. “It’s time for infrastructure.” Among the group’s suggestions is “modernizing the current federal gasoline user fee” and implementing an indexing mechanism for future funds. Whether that happens immediately or in a phased-in approach, the goal would be to ensure full and sustainable funds to the Highway Trust Fund. Other ideas include an annual registration fee on electric and hybrid vehicles, a user fee based on the value of freight, and incentivized pilot projects to test mileage-based user fees. A bipartisan legislative approach would be a welcome change, as would an expeditious one. As the report notes: “Lawmakers must stop kicking this can down the road.” AGGREGATES MANAGER / February 2018
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mining U.S.
On-Highway
Diesel Fuel
Prices 01/8/18
United States $2.996 One Week +0.023 p One Year +0.399 p
Company Cemex, S.A.B. de C.V.
New England $3.077 One Week +0.067 p One Year +0.400 p
Central Atlantic $3.209 One Week +0.058 p One Year +0.396 p
Lower Atlantic $2.877 One Week +0.033 p One Year +0.361 p
Midwest $2.947 One Week +0.012 p One Year +0.400 p
Gulf Coast $2.785 One Week +0.011 p One Year +0.337 p
Rocky Mountain $2.974 One Week -0.007 q One Year +0.433 p
West Coast $3.394 One Week +0.033 p One Year +0.521 p
West Coast less California $3.387 One Week +0.014 p One Year +0.313 p
California $3.638 One Week -0.048 q One Year +0.685 p
CX
Current Value $7.85 p
52-Week Low $7.10
52-Week High $10.37
CRH plc
CRG
$37.17 p
$34.01
$41.73
Eagle Materials Inc.
EXP
$119.63 p
$86.51
$119.83
Granite Construction Inc.
GVA
$64.08 q
$45.14
$67.40
Heidelberg Cement AG
HEI
$111.37 p
$91.73
$112.54
LafargeHolcim Ltd. ADR
HCMLY
$11.91 p
$10.01
$12.34
Martin Marietta Materials, Inc.
MLM
$230.25 p
$191.09
$244.32
MDU Resources Group, Inc.
MDU
$26.61 q
$25.14
$29.74
Summit Materials
SUM
$31.74 p
$21.88
$32.59
United States Lime & Minerals, Inc.
USLM
$79.00 q
$71.61
$101.40
U.S. Concrete
USCR
$84.35 p
$57.95
$86.35
Vulcan Materials Co.
VMC
$133.94 p
$108.95
$136.82
Source: Wall Street Journal Market Watch. Currency conversion calculated on date of close 01/09/18.
COMPANY SPOTLIGHT
East Coast $3.025 One Week -0.045 p One Year +0.377 p
Ticker
H
ighlights from U.S. Concrete, Inc.’s (USCR) third quarter include a 7.9-percent increase in consolidated revenue to $354.6 million, a 3.0-percent increase in average sales price of ready-mixed concrete to $136.62 per cubic yard, and a 2.7-percent increase in average sales price of aggregate to $12.25 per ton. While ready-mix revenues increased 8.6 percent to $323.6 million, aggregate product revenues declined 5.3 percent to $21 million. “Despite significant weather-related challenges, we are pleased to report that U.S. Concrete reached new quarterly highs for both revenue and Adjusted EBITDA in the third quarter of 2017,” said President, CEO, and Vice Chairman William J. Sandbrook in a company press release. “Our results continue to valU.S. CONCRETE, INC.’S (USCR) idate the strength of our market positions, the robustness of our regional construction economies, and the operational excellence of our dedicated team members that helped us to produce solid growth in a quarter that was overshadowed by three devastating hurricanes and one of the wettest summers on record in Texas.” Sandbrook said that the company would continue to remain active in the acquisition market, noting, “We are excited about our opportunities for growth both organically and through acquisitions.” In November, U.S. Concrete closed its arrangement to acquire all issued and outstanding common shares of Polaris Materials Corp. It paid an aggregate of approximately $241.49 million to former Polaris shareholders. Option holders and holders of deferred shares were paid an aggregate of approximately $6.5 million as part of the agreement. “This acquisition will enable us to self-supply a majority of our current Northern California aggregate requirements and to further expand our footprint into other supply-constrained markets along the West Coast, including Southern California,” Sandbrook said. The company also acquired Junction, Texas-based Cherokee Bridge and Road Inc., which owns three ready-mixed concrete plants. It will become part of the company’s Ingram Concrete LLC subsidiary.
Source: Market Watch
Data
STOCK REPORT
Source: U.S. Energy Information Administration (dollars per gallon, prices include all taxes).
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ek h
.37
.73
.83
.40
.54
.34
.32
.74
.59
.40
AGGREGATES INDUSTRY OUTLOOK The January Aggregates Industry Index fell back 3.06 percent from December to 129.35. While respondents were optimistic on the industry’s annual outlook, monthly sales were a weak point this month. While January is a typically low month — sentiments on monthly sales were down 18.75 percent against December results — they were also down nearly 9 percent versus January 2017. And, while some producers are benefitting from state transportation funding increases, demands for a national plan are becoming a steady drumbeat.
Aggregates Industry Outlook 150
139.35
145
139.94
140
134.60
132.37
135
133.44 128.38
124.24
130
140.38
135.06
125
121.69
133.61
129.35
120
129.36
115 110 105 100 Jan. 2017
.35
Feb. 2017
March 2017
April 2017
May 2017
June 2017
July 2017
Aug. 2017
Sept. 2017
Oct. 2017
Nov. 2017
Dec. 2017
Jan. 2018
.82 Funding to infrastructure — on both the federal and state level — needs to be addressed. — Bill Schmitz, Vice President, Quality Control and Sales, Gernatt Asphalt Products, Inc.
Demand fundamentals remain strong in our core regional markets. In 2018 and beyond, each of these regions stands to benefit from a combination of increased state-level infrastructure investment, stable demand for new single-family homes, and the subsequent buildout of low-rise commercial amenities. — Damian Murphy, Regional President, Summit Materials
It appears first quarter sales in the Northeast will be impacted by a harsher winter than last year. Assuming production can resume on schedule, sales should be brisk in the second quarter and beyond. Hopefully, the federal government can pass a meaningful transportation bill with funding in 2018. — Daryl Zeiner, Sales Manager, The H&K Group For the current month, weather conditions (snow amounts and record colds) have slowed production with most customers I work with, but on a temporary basis. My largest ‘positive’ area is still Texas and frac sand; 22 companies are now all working in the Permian West Texas Basin.
December through February are seasonally slow every year. We expect this to be at least as good as last (year), and possibly better. Indications are that business is going to be strong in 2018, particularly in the Kentucky market. — Jon Thompson, President, Letart Corp.
With significant growth anticipated in the Texas market, as well as geographically South and West, I see great opportunity for expansion in all aspects of the construction market and relative increases in material prices. — Jill Shackelford, President, Jill Shackelford Consulting
— Jason Hurdis, Senior Market Professional, Caterpillar
Editor’s note: To join our panel, email Editor-in-Chief Therese Dunphy at tdunphy@randallreilly.com.
CENSUS CONSTRUCTION DATA 11/1/2017
10/1/2017
Residential
537,768
531,936
1.1
Non-residential
Type of Construction
% change Nov 2017- Oct 2017
% change Nov 2017- Nov 2016 7.9
719,226
715,141
0.6
-1.3
Office
70,003
66,935
4.6
-4.8
Commercial
88,076
87,034
1.2
7.9
Health Care
41,829
42,028
-0.5
9.5
Educational
99,580
96,504
3.2
8.3
Transportation
46,943
46,981
-0.1
13.9
Power
97,339
97,885
-0.6
-9.7
Highway and Street
88,223
88,911
-0.8
-6.4
Sewage and Waste Disposal
20,866
20,536
1.6
0.0
Manufacturing
60,965
62,107
-1.8
-15.6
Value of Construction Put in Place, Adjusted Annual Rate (Millions of dollars. Not all sub-categories of non-residential construction are included.) Source: U.S. Census Bureau
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ROLLOUTS
Your complete guide to new and updated equipment and supplies in the aggregates industry.
by Therese Dunphy | Editor-in-Chief | tdunphy@randallreilly.com
Impactor reduces fuel use by up to 45 percent Keestrack continues its focus on hybrid crushing technology with the release of its updated R5e hybrid impact crushing plant, a diesel-electric version of its 385 short-ton-per-hour model. The mid-range R5 series weighs between 45 and 55 short tons and features an overband magnet and double-deck final screen, as well as oversize material recycler. The R5e features a 463-horsepower, direct drive Volvo six-cylinder diesel engine. Hydraulics power all the lifting cylinders on the chassis, conveyor belts, track drive, vibrating discharge chute, double-deck primary screen, and double-deck post-screen module with oversize/stockpile conveyor. A sequential automatic starter initiates the system, while load and level sensors are said to optimize production rate and quality during operations. All system functions can be controlled by radio remote as standard. The unit is said to decrease fuel consumption by up to 45 percent compared to diesel-electric hydraulic models.
Keestrack | www.keestrack.com
Utility vehicles designed for rugged terrain Caterpillar introduces its first utility vehicles, the CUV82 and the CUV102D. The units feature a rugged steel cargo bed and offer 1,000-pound rear cargo capacity and 2,000-pound towing capacity. The utility vehicles have a four-wheel independent suspension system with a front sway bar to provide stability at full load. A long swing-arm suspension, custom-tuned springs, and shocks deliver a balance between a smooth ride and hauling loads. Ample ground clearance allows them to travel over rugged terrain at speeds reaching 45 mph, depending on the model. The CUV82 is powered by an 0.8-liter, three-cylinder gasoline engine delivering 50 horsepower, while a 1.0-liter, three-cylinder diesel engine delivers 25 horsepower to the CUV102D.
Caterpillar | www.cat.com
Digital truck scales feature robust design Cardinal Scale’s Armor series digital truck scales are designed with 135-ton capacity, no moving parts below the scale deck, SmartCell stainless-steel waterproof digital load cells, and IoT-enabled iSite remote monitoring software. The debris-inhibiting load cell stand design limits obstructions to the scale’s performance with the digital load cells mounted high within the stand near the scale deck. Fabricated from 1-inch-thick steel to minimize rust and corrosion damage, the load cell stands feature a baked-on tan powder coat paint finish. The NTEP legalfor-trade scales offer quick installation with load cell stands pre-installed. Each weighbridge features interconnecting load blocks and receivers for no-bolt installation.
Cardinal Scale Mfg. Co. | www.cardinalscale.com
6
AGGREGATES MANAGER / February 2018
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Long-lasting belt repair cures quickly The Devcon R-Flex Belt Repair Kit, from ITW Polymers Adhesives North America, is said to provide rapid repair of gouges, tears, holes, and damaged cold vulcanized splices in styrenebutadiene rubber conveyor belts while offering flexibility, greater resistance to crack propagation, and a longer open time in hot climates. R-Flex is a mixable hybrid polymer that self-levels in three minutes, allowing repaired belts to be returned to service within 90 minutes of application. It can also be used to protect hinged and solid plate fasteners.
ITW Polymers Adhesives North America | www.devcon.com
Reliable distance and level measurements Hawk Measurement Systems offers the OptioLaser S200 distance/level sensor. The S200 Series uses an infrared semiconductor, GaAs laser diode. A light energy wavelength travels to the material being measured and any solid or liquid target in its path reflects back a percentage of the emitted energy. The unit calculates the distance, based on the transit time the laser pulse travels to the material and back. It can be used for blocked chute detection, barrier detection, stockpile monitoring, and point level measurement.
Hawk Measurement Systems www.hawkmeasure.com
FEEDING
High-efficiency vibrators for sand, gravel spreaders Martin Engineering introduces a 12 VDC electric vibrator for improved material flow in specialized hauling and distribution vehicles. Cougar MDC12400/700 vibrators offer bulk material movement for sand/gravel/salt/fertilizer spreader trucks, concrete pump trucks, and volumetric mixer trucks. Able to be retrofitted to most standard brackets, the vibrators are said to use less current and run at a lower temperature while retaining the power of comparable models. The result is longer equipment life with lower operating expense and maintenance costs by reducing material buildup, slow unloading, clogging, and bridging.
www.kpijci.com
Martin Engineering | www.martin-eng.com
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SPECIAL REPORT by C. David Crouch
The First Domain of Safety Leadership: Drive Accountability
ConExpo-Con/Agg exhibitors met producer optimism with a broad array of new equipment, as well as a glimpse into the future.
When it comes to producing a safer workplace, accountability is the first, and perhaps most important, domain. Editor’s Note: This article is the second in a series on safety leadership.
I
n the first article, we acknowledged that safety incidents are the result of organizational culture, and culture is heavily influenced by leadership behavior. So to create a strong safety culture, we must address leadership behavior. In 2012, Caterpillar Safety Services launched a comprehensive research effort to determine the most important characteristics of effective safety leadership. With collaboration from behavioral assessment experts at Development Dimensions International (DDI), the team discerned four basic skills a leader must demonstrate with a high degree of competence that lead to safety excellence. DDI Chief Scientist Dr. Evan Sinar statistically validated these findings through rigorous data analysis. To produce a safer workplace, leaders must drive accountability, create connectivity, demonstrate credible consciousness, and build trust. This article will address the most important domain — accountability, which provides the strongest link to leading indicator performance among the four domains.
Domain #1: Drive accountability Accountability is perhaps one of the most talked about
8
concepts in business today, yet one of the least understood. Leaders typically view it as something they must hold others to, while employees see it primarily as discipline for something they did wrong. While these widely held perceptions reveal limited aspects of a strong accountability system, there’s much more leaders must understand to build voluntary and accurate execution of work. Accountability is accepting responsibility for and providing satisfactory explanations of one’s own actions and deeds. It is the opposite of blaming others for things that go wrong. Leaders can either hold their subordinates accountable for the expected work, or they can create an environment in which others take accountability for their work. When employees take accountability for their work, they do what’s expected of them with a high degree of accuracy while requiring very little intervention from the leader. It requires a one-on-one relationship between leader and subordinate. We call it accountability 5-3-3: five elements of accountability, three moments of truth during which the leader must demonstrate strong ability, and three types of performers in every team requiring the leader to adapt their style depending on the type.
AGGREGATES MANAGER / February 2018
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The five elements of accountability What does it take for a leader to create an environment whereby all individuals voluntarily and accurately work safely, no matter who is watching? We validated five core elements from the research. 1. Clearly define expectations. The emergent safety leader ensures that every person who reports to the leader knows exactly what is expected of them to keep themselves and others safe. It is the leader’s responsibility to ensure every subordinate is clear about the work they are expected to perform. 2. Train to ensure competence. The emergent safety leader ensures that every direct report knows how to do their work safely and accurately. It’s a breach of integrity to expect good performance if you haven’t provided proper training and preparation. While the leader may not personally train each subordinate on the specific activities of the role, they must oversee those activities and validate that the subordinate knows how to work safe and right. 3. Provide necessary resources. The emergent safety leader provides all direct reports with the resources of time, supplies, equipment, labor, and budget in order to work safely. How could we reasonably expect anyone to work safely and accurately without the necessary resources? 4. Measure the accuracy of execution. The emergent safety leader follows up with every direct report to ensure
accurate execution of all defined expectations. A leader must measure performance with periodic spot checks and conversations to ensure the activities are being performed correctly. Leaders must ensure they have the proper combination of leading and lagging indicators at each level. At the front line, measure the activities that drive safe behavior, not safety results such as accident or incident rates. For middle managers and executives, measure both the activities that build the presence of safety and safety results. 5. Deliver appropriate feedback. The emergent leader frequently recognizes safe work and coaches to improve unsafe work relative to defined expectations. Leaders must provide timely, relevant, specific, and frequent feedback to subordinates about the work they are expected to perform. Positive recognition is much more effective than correction or criticism. Most people work safely most of the time yet the majority of the communication they receive from their leader is about the unsafe work they do. This is a problem. The basic principle is this: The more you recognize the safe work your people do, the less you will have to deal with their unsafe work. Positive recognition is a very powerful tool for influencing the performance of others. When a leader builds it into their habitual leadership behavior, others will gradually begin to self-correct the things they do wrong.
SCALPING
Three moments of truth There are three pivotal moments of truth when the interaction between leader and subordinate is critical to the work of accountability. 1. At the beginning of the relationship. Discuss what’s expected and how it will be measured. The goal is to gain mutual clarity on those two items. Invest whatever amount of time is necessary to reach under-
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www.kpijci.com
AGGREGATES MANAGER / February 2018
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SPECIAL REPORT
Get your damaged SBR conveyor back in service in just 90 minutes!
Repair Tears, Holes, and Gouges With Devcon® R-Flex®, you can repair tears, holes, or gouges in SBR conveyor belts and get them back in service... in just 90 minutes!
NEW! Now Protect Clips Devcon® R-Flex® can protect clips, preventing them from catching on a wiper and shutting down a conveyor belt and an entire plant. R-Flex® Belt Repair Kit Devcon® R-Flex® Kits contain everything you need to repair damaged SBR conveyor belts or protect exposed clips. And R-Flex’s enhanced formulation offers increased flexibility, improved crack resistance, and longer working times in hot climates. For more information visit: www.devcon.com/RF or call Devcon Tech Service: 1-800-933-8266
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standing. The employee should understand what’s expected and how it is measured to such a high degree that they are able to self-assess their own performance accurately. It may take some time to achieve, but it’s worth the effort. When the employee is able to self-assess accurately and self-correct when needed, the need for intervention from others is greatly reduced. 2. Every day as you interact with one another. The two things a leader must do on a daily basis to reinforce safety activities and behaviors are noted in Elements #4 and #5, as you measure the accuracy of execution and deliver appropriate feedback. As noted, positive recognition is much more effective in influencing behavior than criticism or correction. The effective leader must administer both, but positive reinforcement should be used at a ratio of at least seven to one over correction or discipline. The specific approach to this interaction is determined by the quality of the employee’s performance as described in the next section. 3. The periodic summary or performance review. Whether formal or informal, you must regularly meet to gain clarity and make adjustments. This conversation should occur at least twice per year. It should take about an hour to complete and should focus on three primary issues — a brief review of performance during the previous period, an assessment of that performance, and look ahead into the next performance period. The employee should do most of the talking with the leader asking questions and providing support. When the relationship has matured, the employee will be largely managing their own performance while the leader gently guides and coaches.
Three types of performers An ITW Polymers Adhesives Brand
Most of the work of accountability occurs during moment of truth item #2, every day as you interact with others. Ironically, most leaders lack this skill, especially
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in the area of positive recognition. Effective leaders, however, develop their skill to influence the behavior of others as they interact each day. There are three basic types of performers in any team: high, middle, and low. We call them drivers, doers, and draggers. The effective leader understands the characteristics of each and how to customize his or her influence for optimum effect. Approximately 30 percent of a team are drivers, self-starters who require very little oversight or supervision. They are extremely dependable and loyal and can be relied upon to deliver consistent, high-quality work. They are highly competent, making them role models of excellence. If they possess the desire and potential to teach others, they can become mentors and trainers. They volunteer above and beyond the expectations of their role and frequently serve on continuous improvement safety teams. They are role models of team values and standards and encourage others to emulate them. They build high trust with others. Drivers are leaders in solving problems and resolving team conflicts and aggressively initiate positive innovations to make things better. That’s why they’re called “drivers.” They are efficient and productive, yet humble. When someone praises them for the great work they do, their typical response is “I was just doing my job.” Positive reinforcement and opportunities for development are what interest drivers most. Spend time with them to learn what they do well and pass it on to others. Doers possess many of the characteristics of drivers, but lack the desire or capability to teach. They are positive contributors to the team who consistently do what is expected of them. They are reliable team members who prefer to do their work and be left alone. They usually do their work well, hence the name “doer.” They prefer to leave confronting disrespectful behaviors in others up to the leader or the drivers. Doers comprise about 60 percent of most team rosters and are the teammates you rely on day in and day out to
produce good work. They are the core of the team and extremely valuable. Since doers usually perform well, they simply need encouragement for the good work they do and light coaching to improve. Draggers are the actively disengaged team members who make life miserable for everyone around them. They are a drag on the team. Others view them as negative contributors. They may be rude, selfish, prone to gossip, and frequently complaining. Sometimes, they can masquerade as highly competent in their work but, due to their disrespectful behavior, no one on the team wants to work with them. In a culture of accountability and safety excellence, the definition of a great team member must include demonstrating strength in both the technical skills of the role and the interpersonal skills of team interaction. Interact with them effectively, and you’ll earn the respect of the drivers and the doers. The only development options for draggers are immediate performance improvement or removal from the team. The leader must deal with this poor performance swiftly and fairly. Remember, business is a game of follow the leader. As the leader goes, so goes the team. The top leader must model effective leadership and use these techniques with the executive team, who must use them with middle managers, who must use them with supervisors, who must use them with their staff. If there is a break anywhere in the organization chart, the culture of accountability and the pursuit of zero incidents will begin to decay. Safety excellence requires consistency with accountability. Use the five elements of accountability interwoven in the three moments of truth to create a strong culture of accountability. In subsequent articles, we’ll explore the other three domains in more detail to reveal further insights into exactly what it takes to be an emergent safety leader. AM
FINISHING
www.kpijci.com C. David Crouch is director of research and development for Caterpillar Safety Services.
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AGGREGATES MANAGER / February 2018
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AGG PREVIEW by Therese Dunphy | Editor-in-Chief | tdunphy@randallreilly.com
Aggregate producers can view nearly 50,000 square feet of aggregates exhibits and attend more than 50 education sessions at AGG1 this year.
Head to
Houston
AGG1
Photo by: Visit Houston
for
Construction materials producers gather for AGG1 Aggregates Academy & Expo
I
t’s time to finalize your plans to attend AGG1 Aggregates Academy & Expo, which is, once again, colocated with the World of Asphalt. The event is scheduled for Tuesday, March 6, through Thursday, March 8, at Houston’s George R. Brown Convention Center. AGG1 focuses exclusively on the aggregates industry and offers education sessions from industry experts in virtually all segments of the aggregates industry, including operations, health and safety, environmental, reclamation, automation, management, leadership, and sales and marketing. Exhibitors will display their equipment on nearly 50,000 square feet of exhibit space. The AGG1 Academy & Expo will also highlight new products, technologies,
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and services in a wide range of categories including: conveyors, crushing, dredges, drilling and blasting, earth moving, heavy equipment, health and safety, plants, screening, site planning, trucking and hauling, vibratory equipment, and washing equipment.
Educational opportunities AGG1 Academy will offer more than 50 expert-led educational sessions and seminars ranging from beginner classes that teach the basics to seminars that explore advanced concepts and technologies. The sessions are organized into four focus areas: • Operations and Production; • Automation, Technology, and Software;
• Business Management and Leadership; and • Environment, Safety, and Health. A full conference pass and show badge is $620 if purchased before Feb. 16 or $660 after that date. A show badge and three-session pass is available for $315 before Feb. 16 and $340 after. Early bird single session passes can be purchased for an early bird price of $95 or $100 after Feb. 16.
NSSGA Annual Convention The National Stone, Sand and Gravel Association’s Annual Convention will be held in conjunction with AGG1, as well as the National Ready Mixed Concrete Association, beginning March 4 and
AGGREGATES MANAGER / February 2018
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AGG 1 PREVIEW Convention/AGG1 Schedule Sunday, March 4
NSSGA General Session
Monday, March 5 Operations Tour Photo by: Visit Houston
Tuesday, March 6 Education sessions Exhibits open Networking opportunities with other construction materials producers abound. AGG1 is co-located with the World of Asphalt, while the NSSGA Annual Convention is aligned with the National Ready Mixed Concrete Association.
running through March 7. Convention attendees can attend networking sessions and committee meetings. Be sure to check the convention schedule to learn more about which meetings are open to attendees. Tickets to the ROCKPAC Reception and Mercedes Drawing, held Wednesday, March 7, are available for purchase during the annual convention. AM
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AGGREGATE SYSTEMS
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PLANT PROFILE by Kerry Clines | Senior Editor
Embracing the Environment Gurley Quarry earned NSSGA’s prestigious Platinum Environmental award for doing the right thing.
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AGGREGATES MANAGER / February 2018
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ome people believe aggregates operations are the bane of the earth and cause damage to the environment. Not so in Gurley, Ala., however. The people there have come to respect Vulcan Materials’ Gurley Quarry for what it has done to take care of the environment on its site. The operation goes above and beyond what is necessary. In fact, the National Stone, Sand & Gravel Association (NSSGA) chose Gurley Quarry as the recipient of its highest environmental award, the 2017 Platinum Environmental Excellence Award, which is presented to only one operation each year.
Getting started
The operations team at Vulcan Material’s Gurley Quarry: (Left to right) Jeff Stephens; Michael Green; Matt McCay; Tom Light; David Wheeler, plant manager; and Mike Carter.
The Gurley community didn’t always regard the quarry in a positive light. When Vulcan first began the permitting process for the quarry in 2013, approximately 250 people showed up at the first public meeting to voice their concerns. A second town meeting drew about 50 opponents, and the last one only had a dozen or so, but this was only after Vulcan made good on its promises. “It was a test to get permitted and opened,” says Joey West, Vulcan’s Northeast Alabama district operations manager, Southern and Gulf Coast Division. “Vulcan was able to get a water permit for the new quarry after a public hearing.” “When we laid out a detailed plan of what we were going to do here at the first meeting, there was a lot of optimism about how much we were going to spend on our entrance, front, and berms,” says William E. (Gene) Massey, special projects manager for Vulcan’s Southern and Gulf Coast Division. “I think people were waiting to see what we were going to do.” “We’ve done everything we promised we would do,” adds Stacy Thompson, REM, Vulcan’s environmental specialist, Southern and Gulf Coast Division. “Hurricane Creek runs through the property. It’s a significant creek, and they thought we would impact it. They thought there would be dust and had concerns about truck traffic. It took us in action
doing all the things we said we would do to show them that we meant what we were saying. It’s been a really wonderful story since then.” Not only does Hurricane Creek run through the property separating the pit and processing plant from the scale house/office, there is a protected floodplain next to the creek that extends even farther into the quarry site. Permitting through the county for site development included a No Rise certificate that required the quarry to not back up the water or impact the floodplain in any way, which meant no raised roadbed between the scale house and the plant. This could have created an issue for the quarry, but there is a back entrance to the plant that can be used during floods. “We didn’t even run off the wildlife,” West says. “There’s turkey out here, and we see deer all the time. They’re living with us just like the community.” “There’s something special about this site for the people who worked on the team to make all this happen,” Thompson says. “To see that opposition turn into something so positive — it’s very encouraging and something to be proud of.”
The operation With the pit and processing plant on one side of the property and the scale house on the other, there were some challenges in getting the operation up and running. “One of the first things we did was build a bridge over Hurricane Creek,” West notes. “We made the effort to actually span the creek rather than put in culverts, and we built it over the abutments of an old county bridge without disturbing them. That was part of the permitting we had to abide by. We put in a lot of effort to make sure we were complying, but also not disturbing.” When constructing the plant, a wet suppression system was installed on the processing equipment to control dust. “We had to do visible emissions testing, observations of each piece of equipment while the plant was running, to ensure it was in compliance and didn’t produce dust. The system works really well,” AGGREGATES MANAGER / February 2018
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Photo courtesy of Hugh Hunter, Vulcan Materials.
PLANT PROFILE
Photo courtesy of Vulcan Materials’ Gurley Quarry
Vulcan Material’s Gurley Quarry is a fairly new operation, having just opened in 2013, but it received the National Stone, Sand & Gravel Association’s 2017 Platinum Environmental Excellence Award for going above and beyond to protect the environment on the site.
Photo courtesy of Hugh Hunter, Vulcan Materials
One of the first things Vulcan Materials did was build a bridge over Hurricane Creek. The bridge, which is strong enough to accommodate heavy trucks, was built over the abutments of an old county bridge without disturbing them.
A haul truck dumps material into the primary crusher in the pit, where it is crushed and sent on to the processing plant at the base of the mountain.
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Thompson says. The operation’s pit is located on the side of the mountain, and the primary jaw crusher is in the pit area. A large earthen berm was constructed between the primary and the processing plant at the base of the mountain to help control noise. A conveyor runs through a tunnel that goes through the berm to the processing plant below. After the material reaches the processing plant, it is separated by size. Crusher run and 24 stone are set aside, while the 6-inch minus goes to a secondary impact crusher. From there, it goes to another screen that sorts out the useful product and sends oversize to the tertiary cone crusher. The finished product goes out to a wash screen and is stockpiled for sale. The water from the wash screen goes to a sand screw where the fines are pulled out. Then, it goes to a closed-loop settling pond system and is eventually recirculated to the wash plant. “We conserve as much water as we can and keep all that fine material here so it never impacts Hurricane Creek,” Thompson explains. “We’re heavily regulated. We’ve got an air and water permit with the Alabama Department of Environmental Management, and the inspectors can drive by any time and look at our plant.” Customer trucks enter at the scale house and drive across the flood plain and the bridge to get their loads in the processing plant. Once loaded, they drive back across the bridge and flood plain to the scale to check their weight and pick up a ticket. A wheel wash at the scale comes on as the truck enters to clean the truck’s tires before it leaves the site. Gurley Quarry is still a fairly new operation, having just begun production in 2013, so it only has a couple of employees on site all the time — a loader operator and the scale person. The five-man production crew rotates in from another Vulcan quarry when needed, as does the five-man stripping crew. “We bring our Scottsboro crew in to run this plant,” says David Wheeler, plant manager for both Gurley and Scottsboro quarries. “We move the one crew back and forth.” Gurley Quarry is a small operation right now, but long-term plans are to develop it. As demand grows in the future, so will the operation. “We typically produce for one week per month, but it varies,” West notes. “Sometimes we’ll do a two-week stint with different sales
AGGREGATES MANAGER / February 2018
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PLANT PROFILE
Photo courtesy of Vulcan Materials’ Gurley Quarry
volumes. We want to set it up to produce two weeks every other month. We’ll run up enough inventory to supply the demand based on what sales budgets are and then, if there’s a big demand, we may come in and produce sooner.”
Community relations “We’ve come full circle with the community,” says Jeff Johnson, Vulcan’s manager, lands and public affairs, Southern and Gulf Coast Division. “We continue to work with the city to develop that relationship and be a positive part of the community. We attend city council meetings and school meetings and are involved in what they’re planning to do, so if we see a need, we can budget for it and set aside funds to help.” Gurley is a small municipality with limited funds, so Vulcan has been able to offer assistance on some projects. The quarry recently received a certificate of appreciation from the city for helping with drainage issues at a housing development.
The outdoor classroom is located in a small clearing in the woods just a short walk from the Gurley elementary school. Quarry personnel enlarged the clearing, constructed a trail with a small bridge over a low, wet area so the students could get in easily, and brought in some boulders with fossils.
“We cleaned out a ditch where water was backing up and breeding mosquitoes,” West explains. “We used our equipment and employees to clean out the ditch and restore water flow. The city
didn’t have the people or equipment to do the job.” One of the things Vulcan did on its property was to set up an outdoor classroom for the elementary school.
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PLANT PROFILE Safety first
A focus on safety is always on the top of the list at Gurley Quarry and Vulcan Materials. “Our safety culture has continued to grow and to morph and to get better and better,” says Joey West, Vulcan’s Northeast Alabama district operations manager, Southern and Gulf Coast Division. “In our division, we’re experiencing our best safety record. Safety used to be something that the managers did, but that has evolved. While managers are still responsible, our employees are responsible for making the right decisions as well.” Vulcan Materials believes that safety and environmental stewardship go hand in hand, so it has developed what it calls SHE Teams — safety, health, and environmental — that are made up of hourly employees who inspect the plants to look for unsafe conditions, health related issues, or environmental issues that they can address and take some ownership in the corrective actions. “By engaging the hourly employees, they feel a sense of pride in the plant’s safety record,” West explains, adding that hourly employees also lead safety meetings. “That causes them to be more focused and guarded to protect that record, which is what we want. It’s in the forefront of their mind all the time, because they are proud of what they’ve been able to accomplish.” Vulcan also implemented safety observations, where an hourly employee watches another employee work for 15-30 minutes and gives him feedback on what they observed. The observation is not done unknowingly, as the one being observed is notified that he will be the subject of a behavioral safety watch. The observer then makes a list of what he observes, but doesn’t name the worker being observed. The list is used to improve safety, not to point fingers. It also encourages employees to give feedback to each other if they see someone doing something unsafe. They are also encouraged to report any near-misses, knowing that the information will be used for safety training, and not for discipline. Vulcan’s Orange Hard Hat program puts orange hard hats on new hires and teams them up with a mentor for the first year. The new hire can go to the mentor with any questions. New hires also take a safety pledge. They are asked to not only work safely, but to help others work safely. It also asks them to work safely at home. “We don’t want it to be a job that they learn and only use here,” says David Wheeler, plant manager. “We want them to live it. If they’re living it, it becomes more natural and not just part of the job.” The 8-hour refresher training required by the Mine Safety and Health Administration takes on a whole new look at Vulcan sites. It’s not a typical Power Point presentation. “We have really interactive refresher training,” says Stacy Thompson, REM, Vulcan’s environmental specialist, South Region. “We have teams. We have games. We’ve learned over the years that to have the most effective training, you have to engage your audience. We save the games for after lunch when people tend to get tired, and we give out prizes. It gets really competitive. It’s a lot of fun, and we get great participation.”
It’s still in the beginning stages, but the school has already been using it. “The outdoor classroom was such a unique project,” Thompson notes. “The odds that we had that access right by the elementary school were slim, but it’s a very short walk for the students. We pulled up tax maps to see how we could get into the property and got lucky. Wood Street dead ends at our property and a dirt road goes in, so it couldn’t have been more perfect.” The classroom is located in a small clearing in the woods that quarry personnel enlarged a bit. They also constructed a trail and a small bridge over a low, wet area so the students could get in easily. Some boulders with fossils were also brought in from the quarry. “The concept was that, over the years, we would add to it, so it’s a continuing
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project,” Thompson explains. “Ultimately, we will have off shoot trails that go into several areas that have different features. We’ve put together ideas for the future and presented it to the school. We even did some research on the town and came up with some projects that the students can do in the outdoor classroom, related to town history.”
The environmental award The application Gurley Quarry submitted for the NSSGA 2017 Environmental Excellence Award included the bridge over Hurricane Creek, the outdoor classroom, the No Rise road through the floodplain, as well as the construction of a fuel storage building in the processing plant to house fuels and oils and anything that might contaminate the ground or water if left out in the open.
The Platinum award caught the quarry by surprise. “We knew we were going to receive the Gold environmental award from the NSSGA, but they choose one applicant from all of those award winners to win a platinum award,” West notes. “When Gurley Quarry was chosen for the award this year, it was a surprise to us. We were very honored and humbled to receive it.” “I’ve always been very proud to work for Vulcan Materials, but getting to do something like this and knowing that Vulcan is willing to commit the resources, money, time, and the people — everything needed to make these things happen — and getting to do that first hand as part of your job, it’s so much fun,” Thompson says. “It takes pride in your company to a whole new level.” AM
AGGREGATES MANAGER / February 2018
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OPERATIONS ILLUSTRATED By Tina Grady Barbaccia, Contributing Editor
Effectively Managing Mixed-Tier Equipment
Maintain a clean, closed fluid path when transferring diesel exhaust fluid (DEF).
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Conduct a comprehensive equipment inventory.
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Brad Stemper is a product manager for Case Construction Equipment (CE). His previous role was solutions marketing manager handling a variety of solutions, including emissions control technologies across the North American CE product line. He also worked with the sales channel and customers to identify ways to help their equipment and businesses operate more smoothly. He holds both a bachelor’s and master’s degree from the Milwaukee School of Engineering and has worked with Case since 1999 in a number of roles, including commercial training and as a technical specialist.
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AGGREGATES MANAGER / February 2018
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Taking on the Tiers
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ince the U.S. Environmental Protection Agency’s (EPA) engine tiers mandate came out in 1996, there have been varying degrees of implementation. Based on the phase-in of Tiers I through Tier 3 and ending with Tier 4 Interim (T4i) and Tier 4 Final (T4F), there have been different emissions levels acceptable for larger and smaller pieces of equipment that have changed throughout the phase-in. “Sometimes it has been hard for people to grasp what tier equipment they are dealing with and the complexity of the machine,” says Brad Stemper, product manager for Case Construction Equipment. “They have tried to categorize where everything fits in — whether processes are happening in or after the engine.” Tier 1 and Tier 2 emissions processes essentially all took place in the engine, Stemper points out. With Tier 3, Tier 4 interim, and Tier 4 Final came exhaust gas recirculation and after-treatment systems. “The emissions mandates created complexity due to the OEM’s chosen path to compliance,” Stemper says. “Some manufacturers chose to implement one solution across all products, and others chose various solutions depending on what specific solutions made sense for different machines and applications.” The key to effectively managing mixed equipment fleets is to take a comprehensive inventory and create a “cheat sheet” for each machine, Stemper says. “I suggest this to our own fleet managers,” he says. “You need to know what machine you are looking at and what it has as far as the emissions control system.”
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There are myriad emission control technologies, including cooled exhaust gas recirculation (CEGR), diesel oxidation catalyst (DCO), diesel particulate filter (DPF), and Selective Catalytic Reduction (SCR). “There are variations of these,” Stemper says, “so it’s important to familiarize yourself with your applicable equipment and technologies to be most proficient.” For engines equipped with SCR technology, this includes understanding proper handling and transporting of diesel exhaust fluid (DEF) for Tier 4i and Tier 4F equipment, says Luke Van Wyk, national sales manager for Thunder Creek Equipment. Using a closed system to transfer DEF from container to container eliminates potential contaminants, he notes. Many of the closed DEF systems come with the same kind of dispensing nozzle as found on fuel pumps. They are kept “closed” through the same type of coupler found on a keg tap, he adds, which eliminates contaminants that could occur with the use of a DEF poured from an open container into a funnel inserted into the DEF tank. “SCR system failures are directly related to how DEF is handled and, most likely, someone in the supply chain who contaminated it on the way to the machine,” he says. “Equipment operators and managers shouldn’t be afraid of technology. It is unavoidable, but with proper education and practices, equipment will become a seamless part of any operation. The key is to be intentional with management to have the right systems in place so there is no negative experience with technology.”
Buy certified fluids
Ensure that diesel exhaust fluid (DEF) purchased meets ISO Standard 22241. Confirm this by looking for the American Petroleum Institute (API) diesel exhaust fluid certification mark or label. “Backyard blends” of DEF may contain urea, ammonia, or other corrosive contaminants, which will get trapped inside the catalyst of a selective catalytic reduction (SCR) system and cause rust, because the catalyst is made of rare metals. This can result in thousands of dollars of catalyst replacement costs.
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Monitor temperature and shelf life
Be mindful of DEF temperature and ensure the handling system used can accommodate when it freezes into a solid state at 12 degrees F and then expands — upward of 7 percent. DEF handling systems have been developed with specialized tank designs to accommodate expansion as DEF freezes. A two-in-one DEF pumping system back flushes residual fluid into the tank so it can safely be stored in the trailer during winter months without causing damage. DEF shelf life is a function of ambient storage temperature. Optimum storage temperature is 77 degrees F, but shelf life is easily a year to 18 months if DEF is stored between 10 and 90 degrees F.
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Ensure a pure transfer system
To maintain purity of the diesel exhaust fluid (DEF), either use a closed system for transfer or follow the ISO standard that recommends sterilization between each use. Always be sure to use a container specifically made for DEF. It should be constructed of materials that meet the ISO standard and properly sterilized and sealed. Empty containers found around the shop or a fuel island — i.e. pop bottles, gas jugs, etc. — cannot be filled with DEF because the fluid could easily be contaminated, and its previous contents may not be known.
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Know your equipment Depending on the vintage and brand of each machine, it could have varying degrees of emissions solutions that require the operator to understand what is happening when warnings go off. Equipment operators and fleet managers need to take time to understand the details of the emissions solutions that are relevant to the machines they run or manage. Know the equipment-specific details and features and create a simple way to understand it, such as creating a “cheat sheet” with the pertinent information to keep inside the machine’s cab, at the fuel island, or in the maintenance shop. Tell new operators what to look for, how to manage it, and have them become knowledgeable about the specific equipment they handle.
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Voices of Experience Brad Stemper
A
little preparedness goes a long way when it comes to operating and maintaining equipment of mixed tiers with varying emissions technologies, says Brad Stemper, solutions marketing manager for Case Construction Equipment. “It can be overwhelming, depending on the fleet size,” he says, adding that fleet managers and equipment operators should take advantage of the knowledge base of equipment dealers and distributors. “Make them your No. 1 point of reference. They will have all the information for every group of equipment standards in the industry and be able to advise fleet managers of the most important points.” Stemper likens it to driving a car. All vehicles have four wheels and a steering wheel, but each make and model has subtle differences, and there are varying features and technologies. Vehicle owners often do not read the manual before operating it. The same can sometimes be said of off-highway equipment. A seasoned wheel loader or excavator operator may not realize some of the minute — and not so minute — differences. “Being familiar is the No. 1 thing that needs to happen to be more productive and profitable,” Stemper says. As new equipment technology is introduced, the fluids used — such as longer-maintenance coolants — are “completely different” than traditional coolants used just 10 or 15 years ago, Stemper points out. “You can’t just top off anti-freeze anymore,” he says. “You have to understand what your equipment uses and that the coolants can’t be mixed, because they will ‘gel up’ and eliminate the cooling capacities. You have to understand what you have so you know how to respond.” Some equipment still requires the use of diesel particulate filters (DPFs). Small, lower-horsepower machines use a combination of an in-engine system and diesel oxidation, and don’t require additional monitoring. However, once equipment reaches higher thresholds — i.e. above 75 horsepower — simplistic emissions controls aren’t able to achieve the emissions requirements. That’s when Case implements a Selective Catalytic Reduction (SCR) system into most of its higher horsepower products. “These [SCR] systems require DEF to be added, but there aren’t any concerns of needing to pull the machine off to the side and burn extra fuel just to run regeneration,” Stemper says. It is important for operators to understand that equipment using SCR technology needs to maintain the proper amount of DEF — a precise mixture of high-purity urea and de-ionized water. This chemical mixture is injected into the exhaust system to reduce NOx emissions in the exhaust. “If you run low on DEF, the machine will literally ‘pull’ the engine down and affect productivity,” Stemper says. “It’s important to keep reiterating that you have to fill up DEF. Watch the DEF gauge in each machine and have a reference card in the cab or operator station about what to check or do if a specific warning occurs.”
Luke Van Wyk
T
he most important advice for managing the diesel exhaust fluid (DEF) used in Tier 4 Interim and Tier 4 Final equipment is maintaining its purity through proper handling, advises Luke Van Wyk, owner and national sales manager for Thunder Creek Equipment. “You need to be very intentional how you handle DEF,” he explains. “There are well-defined risks if it’s not handled properly.” Although DEF isn’t hazardous, proper management and handling practices are necessary to prevent contamination that can have serious effects on machine health and performance. Not only will Tier 4 machines “literally shut down” if they are DEF deficient, but it requires a technician to assess the machine and interface with the ECM. “You can’t just put more in and start up the equipment again,” he points out. The source of DEF also matters, because this reflects its quality. The American Petroleum Institute (API) certifies DEF manufacturers for meeting ISO standards, Van Wyk notes. A black, square label with API indicated on it signifies that the DEF is coming from a reputable source. “It gives them assurance, especially because there are so many ‘backyard blenders,’” he says. “Urea is being blended with water and then being passed off as DEF. This could create some significant issues for the equipment due to contamination.” The catalyst found in Selective Catalytic Reduction (SCR) systems is made of rare metals such as tungsten, vanadium, and zeolite. When DEF is injected into the exhaust stream, it converts to ammonia. The ammonia and exhaust enter the catalyst and produce a chemical reaction with nitrogen oxide (NOx), converting it to water and nitrogen, which is completely inert, before releasing it through the equipment’s exhaust pipe. “Chemicals such as ammonia and urea are very corrosive,” Van Wyk explains. “If any metal contaminants get into the DEF, they will get trapped inside the catalyst and cause problems. As the DEF keeps coming in and the ammonia keeps entering the catalyst, those trapped minerals and the resulting corrosion will essentially cause the catalyst to rust from the inside out.” Van Wyk likens DEF contamination to an infection in the human body. “If I go in for knee surgery tomorrow, and that scalpel isn’t clean and sterile, I may get an infection,” he says. “That infection will grow and grow over time until it makes me ill. Mishandling or contaminating DEF — like an infection in the body — will spread throughout the system and cause serious damage.” Once this occurs, the catalyst cannot be repaired — only replaced — and this can cost thousands of dollars.
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EQUIPMENT MANAGEMENT When the filter press chamber becomes full, the feed pump stops, and the pressure that seals the plates is released, allowing the cakes to fall to the product pile below.
Keep Your
Filter Press Fit An increasingly popular choice for dewatering, filter presses can save space and allow for additional mining, but must be cared for properly.
O
ver the past several years, the popularity of the filter press has increased dramatically, making it one of the more popular methods to process and dewater tailings. Other outside factors are also pushing producers to invest in a filter press. Due to changes in regulation and permitting processes, it has become increasingly hard to obtain permits for settling ponds. Having enough space at a site can also be an issue. Settling ponds may not fit expansion plans because they prevent access to and use of saleable product. Additionally, equipment such as belt presses often produce a moister cake using chemicals, while filter presses can
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achieve the needed drier product and require no chemicals.
How does a filter press work? At its most basic level, the filtration cycle of a filter press consists of covering recessed plates with filter media, applying enough force to create a seal between the filter plates perimeter surfaces, and then using a feed pump to supply the pressure necessary to pump the slurry into the cavities formed between the sealed plates. The filter cloth captures the slurry solids between the filter plates while allowing the filtrate water to pass through the cloth mesh and exit through ports in the filter plates. When the chamber becomes completely full, the
feed pump stops and the pressure that seals the plates is released. The plates are separated allowing the dry cakes to emerge from the chamber and fall to the ground below. Most people think that the filter plates squeeze together to expel water, but the press never moves during the time of dewatering. The only movement by the press is when they are opened and closed to expel the dry cake or to begin a new process. Plates simply connect to form a seal; the feed pump supplies the necessary pressure to dewater the fine solids. Filter presses were designed for simple and limited movement. This design leads to high-levels of automation
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EQUIPMENT MANAGEMENT
One advantage of the overhead beam style of filter press is easy access to the plates themselves.
and reliability. The ability to select cycle times, cake thickness, feed pressures, and plate styles are what allow filter presses to achieve much drier cakes than many competing technologies.
Optimizing a filter press Like other machines in your operation, the filter press should be set up to maximize your output. You should consider
these variables when designing your filter press: • Your optimal cake thickness – Thinner cakes dewater faster than thicker ones. • Permeability of solids – The higher the permeability of the material, the easier for the water to pass through, leading to a quicker cycle. • Cake moisture – Know your goal for moisture content and the amount of time needed to achieve it. • Solids concentration in your feed – Less water and higher solids in your feed means faster dewatering. • Opening and closing speed – Finding a happy medium between dewatering cakes and resetting the press can play a big role in the tons per hour capacity of your press. • Test your material – Several characteristics can impact dewatering including: - Clay content, - Particle size distribution (very coarse, very fine),
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Winterize your filter press Along with regular maintenance tasks, winterization of the filter press is something to consider. Producers operating in cold climates need to be aware of the damage that ice can cause. Although many filter presses are under roof, freezing can still occur, causing damage to equipment. To avoid damage to your filter press during the cold winter months, review these key points: • Slurry feed pumps should be opened, cleaned, and drained. • Gland system for feed pumps should be opened, cleaned, and drained. • All piping should be opened, cleaned, and drained. • All valves should be opened, cleaned, and drained. • Filter cloths and plates should be washed leaving no mud between cloth and filter plates. • Filter cloths and plates should be dry as possible prior to closing mobile plate. • Mobile plates should be closed against filter plate stack, but not fully pressurized. • Threads and machined surfaces, such as cylinder rods, should be protected against rust and corrosion. • Cloth washing systems need to be drained, cleaned, and blown dry. • Bay doors should be cleaned and placed in the closed and locked position. • If it could become exposed to the elements, the filter plate chain opening mechanism should be oiled and covered. • Hydraulic power units should topped off with oil; oil should be replaced during spring start-up. As with the rest of your plant, guarding against the impact of cold temperatures will help to ensure your filter press is ready for spring startup.
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EQUIPMENT MANAGEMENT - Particle shape, and - Particle chemistry, pH, and temperature.
Types of filter presses There are two main types of filter presses: overhead beam and side beam. Each type has its own advantages and
disadvantages depending on the user’s needs. Overhead Beam (OH): Filter plates hang from overhead beams. - Filter cloth change is easier because the overhead beam doesn’t obstruct access to plates while they are in
place on the press. - Operator has easier access for cloth washing and inspection, due to wider plate openings. - Dynamic loads are typically isolated from the beams of the press using tension shafts in various configurations. Side Beam (SB): Filter plates hang from side beams. - High speed cake discharge systems are available. - Plate shaking systems aid in cake release. - They are suitable for portable applications. - Automated rain style or one-by-one high pressure cloth washing systems are available.
Expect more.
Properly size your filter press Poor planning in sizing and design can cause unwanted wear problems. If under sizing occurs, it can result in high inlet velocities that cause excessive wear on the feed pumps, feed piping, filter cloths and, eventually, filter plates. Sites should select filter cloth styles and material based on inlet velocity to ensure they have selected the best material that will last the longest. Also, take into consideration costs to replace worn or torn filter cloths. Another problem undersized filter presses face is excessive opening and closing speed resulting in high wear and tear on mechanical components. Along with sizing, testing your slurry is imperative to select the filter press best for optimal performance and low maintenance cost.
Quality control sets Unified apart. Customers can expect longer wear life and more consistency. Being able to predict downtime, and shorten downtime, is crucial to our customers. Josh Magrath, Director of Business Development
Placing a filter press
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Where is the filter press going to be placed? Like proper sizing, the location of the filter press is also an important factor. When deciding on the site location of a filter press, several factors should be taken into consideration, including the following: - Thickener/clarifier location, - Slurry feed storage tank location, - Storage space below the press for dewatered cake material or for a 1/7/18 11:05 PM 1/8/18 1:27 PM
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conveying system, - Gravity flow of filtrate water away from the filter press, - Clearances required for replacing components, - Ability to deliver components/material to the filter press, and - Lift capabilities designed to meet the specific tasks. Walkways, railings, harness tie-offs, and access platforms are important design considerations incorporated to optimize safe operation and maintenance activities. Designers who are working with typical polypropylene filter plates and standard cloth media should consider roof and side enclosures to prevent harmful damage caused by prolonged exposure to the sun’s UV radiation. Ultimately, regardless of the filter press type and size, close cooperation with the end user, facility engineer, and OEM will achieve a properly designed facility that facilitates good, safe maintenance practices.
• Can be replaced through the bottom, top, or side depending on the type and configuration of the filter press. Filter plate hangers and wheels: • Should be checked weekly for operating alignment and wear; and • Bolts should be checked periodically and tightened as needed. Filter plate opening mechanism/chain: • Chain drive and tail shaft bearings should be lubricated per the recommended schedule; and • Chain should be checked weekly for proper tension. Hydraulic power unit: • Change filters at least every 500 hours of operation or after every oil change; • Perform oil testing every six months and change as recommended by hydraulic oil supplier; and • Check calibration of pressure indicators and relief valves annually.
Lubrication: • Lubricate bearings and change oil per the OEM-recommended lube schedule. Feed pump: • Check gland water condition, level, flow, and pressure every shift; • Check lubrication of bearings weekly; and • Perform condition monitoring of pump weekly. Producers who take into consideration the right sizing and location, as well as perform the proper maintenance are most likely to enjoy optimal results from their filter press. AM
Article is courtesy of Hollidaysburg, Pa.-based McLanahan Corp.
Maintenance requirements Like any piece of equipment in your operation, filter presses require maintenance. When maintenance and inspection checks are performed regularly, a filter press can work at its best. Maintenance and inspection tasks to the filter cloth, plate, hangers, power unit, and opening mechanism are all important. Consider these items when inspecting your filter press.
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Filter cloth: • Should be checked for tears and rips at least once per shift; • Should be checked for cleanliness at least once per week and washed as needed, ensuring material does not build up between filter plate and filter cloth; and • An automatic wash system can be installed on applications that require frequent washing. Filter plates: • Should be checked weekly or if filter cloths tear or rip for wear; • Can be repaired if damage is in a small shallow area; and
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AGGREGATES MANAGER / February 2018
1/9/18 10:46 AM
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Kristin R.B. White
ROCKLAW Sexual Harassment in the #MeToo Era With the stream of sexual harassment claims emerging from Hollywood to Capitol Hill, increased claims are likely in the workplace.
W
Kristin R.B. White is a member of the firm and manages Jackson Kelly PLLC’s Denver office, where she focuses her practice on occupational safety and health and employment law. She can be reached at 303-390-0006 or kwhite@ jacksonkelly.com.
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ith the latest round of resignations and terminations happening on Capitol Hill and in Hollywood, it is only a matter of time until employers see an increase in sexual harassment claims in the workplace. These types of claims are costly from a defense perspective and can be even more costly in the court of public opinion. Therefore, it is important to know the different types of harassment that can exist in the workplace and what you can do to be proactive against such claims. The types of harassment in the workplace take three primary forms: quid pro quo, hostile work environment, and third-party harassment. Quid pro quo harassment means “this for that.” Typically, an individual in a position of power uses that position to obtain sex. It also can arise in the context of a supervisor demanding sexual favors in exchange for a promotion or favorable work assignment. Second, harassment can take the form of a hostile work environment. A hostile work environment is an environment that is intimidating or hostile to work in for women or another protected class. It is defined as unwelcome conduct that unreasonably interferes with an individual’s job performance or creates an intimidating, hostile, or offensive working environment for a protected class. The harassment must be sufficiently severe or pervasive to alter the conditions of the victim’s employment
and create an abusive working environment. If it is more severe, such as sexual assault, it does not need to be as pervasive. If it is less severe, such as jokes and comments, it must be more pervasive. The conduct must also be unwelcome. In training managers, it is important to recognize and train that what may be welcome to oneself may not be welcome to another, and what may be welcome in one setting may not be welcome in another. Similarly, conduct that was once welcome can be unwelcome and illegal. The third category is third-party sexual harassment, which includes vendors, contractors, or customers. Employers must be conscientious in responding to claims of harassment, even if the harassment is from outside the company, but still occurs during working hours. The keys to a solid defense include having a good harassment policy, repeated employee training, and a thorough investigation of all complaints. There are a few factors to consider in evaluating whether you have a good sexual harassment policy. First, the policy should be in your handbook and reviewed with every employee at the time of hire. The policy should prohibit discrimination and harassment on the basis of race, color, sex, religion, age, national origin, disability, gender identity, sexual orientation, pregnancy, or any other legally protected status under federal, state, or
AGGREGATES MANAGER / February 2018
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t
local law. The policy also should define harassment and give some specific examples. Each employee should understand how to report harassment and have more than one reporting channel. Each manager or supervisor who receives a complaint must be required to report it to human resources immediately for investigation. Lastly, the policy should clearly state that employees will not be retaliated against for honest reporting of harassment. Employers should include sexual harassment training for all employees as part of the new hire orientation. Additionally, the training should be performed regularly to remind all employees of the policy and their obligations to report and investigate. All supervisors or managers should be included in the training. Adopting a schedule to periodically review the policy and make sure yearly training is kept up-to-date helps ensure an employer is taking all steps possible to appropriately handle any sexual harassment issues. Every sexual harassment complaint that is received should be thoroughly investigated. There are guidelines that can be followed to help ensure employers perform a good investigation. Employers must take steps to ensure there is no retaliation for honest participation in an investigation. While not always feasible, try and provide confidentiality to the extent possible. An investigator should be selected who is not involved in the underlying allegations; sometimes, this will mean hiring an outside investigator. The investigator should create a plan and develop questions. Part of this plan will include creating a list of documents to be reviewed and interviews to be conducted. Then, all relevant witnesses should be interviewed, including the accuser and the accused. A decision will need to be made upon the facts and evidence gathered. This decision should be documented and conveyed to the accuser. Many times, there may not be enough evidence to warrant discipline against the accused, but discussing other options with the accuser may help alleviate problems in the future. These policies and procedures should help employers discover and address sexual harassment in the workplace, recognizing that heterosexual harassment is not the only form of sexual harassment that can occur. An employer must be cognizant of homosexual harassment, bisexual harassment, or even non-sexual harassment if based on gender. Further, the accusers can be both male and female. Adopting policies, instituting regular training, and investigating all complaints of harassment help employers prevent harassment claims and defend against any such claims in court. Similar policies and guidance should be adopted to help prevent all types of workplace discrimination and retaliation. AM AGGREGATES MANAGER / February 2018 ASGCO_AGRM0218_Pg.inddvert.indd ASGCO_AGRM0218_Pghalf 1 1
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America’s Roadways are STILL Waiting for Highway Funding While much has changed over the last 20 years, the need for a significant, long-term investment in roads has not.
D
uring February 1998, I wrote an article for Aggregates Manager with the same title as this article. Here we are, 20 years later, still waiting for that significant increase in highway funding. Just for the heck of it, I did some back-of-the-envelope calculations to see how much aggregate might be needed to repair our highway system. I made my calculations based on how many miles of roads in each state are in poor or mediocre condition. Get a load of this. There actually is a way to measure the roughness of a highway. A mile of road in good condition has an International Roughness Index (IRI) of less than 95, which means that over that mile, a meter on a test vehicle travels up and down less than 95 inches. A mile in fair condition has an IRI of 95 to 120, one in mediocre condition has an IRI of 120 to 170, and a mile in poor condition has an IRI of 170 or more. This past summer, we went camping with the grandkids, and I know we traveled a lot of roads with an IRI of 170 or more. But that’s another story. Back to how much aggregate might be needed to repair our highway system. The United States has about 4,096,599 lane miles of road in poor to mediocre condition. I figured it would take about 500 short tons of aggregate to lay 2 inches of asphalt on one lane mile of highway. The map shows, relatively speaking, how much aggregate each state will need to repair their poor to mediocre roads. The darker the color, the more aggregate a state needs. Lucky California is the winner and needs 131,563,126 tons of aggregate, while poor Hawaii comes in last and only needs 2,335,097 tons. The grand total for the whole United States adds up to 2,050,140,246 tons of aggregate just to repair the roads in poor to mediocre condition. That’s a lot of aggregate. Let me put this into perspective. During 2017, the entire United States produced 2,458,385,354 tons of aggregate. So, bringing our poor to mediocre road surfaces (forget about roads in fair condition, or the bridges, or airports, or railroads, or canals) up to snuff would require 80 percent of the entire amount of aggregate the country produces in a year. Whew! What does this mean in terms of dollars? Well, there are some really squirrely numbers out there, but $90,000 per lane mile appears to be a reliable number for a 2-inch overlay of performance-grade asphalt concrete hot mix. Aggregate goes for a little more than $9 per ton, or $4,540 dollars per lane mile, or about 5 percent of the total cost of the put-in-place asphalt. So, to repair all the roads in poor to mediocre condition would cost about $370 billion, of which about $18.6 billion would be for aggregate. Maybe that money will show up soon and some future camping trip with the grandkids will have a smoother ride. Or maybe 20 years from now, they will still be waiting for highway funding. AM
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AGGREGATES MANAGER / February 2018
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