Asphalt Pro - January 2019

The Plant Issue

asphaltPRO PRODUCTION – PROFESSIONALS – PRODUCTS

Tresco Maximizes RAP

• • • • •

Braen Stone Incorporates GPS & EIS Meet NAPA Chairman Jay Winford Add Up Off-Season Plant Changes WofA Provide Industry Insight Navigate the Paver Console

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CONTENTS

asphaltPRO january 2020

departments

14

Editor’s Letter 6 – Plan Your 2020 Safe, Quality Training

Safety Spotlight 8 – Comply with EPA Tier II Materials Reporting

By AsphaltPro Staff

TRAINING 10 – Teach Console Basics

By John Ball

PAVEMENT MAINTENANCE 14 – Anova Rejuvenates Corporate Entry From Cargill

PROJECT MANAGEMENT

22

20 – Little Changes Make Big Impact at the Plant

By Ken Monlux

50

MEET THE NATIONAL EXEC 22 – Meet NAPA’s Incoming Chairman Jay Winford

By AsphaltPro Staff

PRODUCER PROFILE 30 – Tresco Companies Expands with Maximum RAP

By Jay Giltz

PRODUCT GALLERY 58 – New Year Starts with New Paving, Pavement Maintenance Products and Services

NEW TECH 62 – Hands-Free Headsets Improve Crew Communication

By Sarah Redohl

HERE’S HOW IT WORKS 66 – MAJOR’s Flex-Mat Sensor

OFF THE MAT 68 – EZ Street Serves the Greater Good

By Blaine Parker

Online update 70 – AsphaltPro Online

By AsphaltPro Staff

Feature articles 36 – From Hawaii to Tennessee, WofA Build up Industry

By Sandy Lender The Plant Issue

44 – Braen Stone Leverages Libra Tech

By Sandy Lender 50 – Produce Clean Plant upgrade helps Blythe Construction meet sustainability goals

By Rick Jay 56 – Cornejo Mixes in an Award

By AsphaltPro Staff

asphaltPRO PRODUCTION – PROFESSIONALS – PRODUCTS

Tresco Maximizes RAP

• Braen Stone Incorporates GPS & EIS • Meet NAPA Chairman Jay Winford • Add Up Off-Season Plant Changes • WofA Provide Industry Insight • Navigate the Paver Console

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JANUARY 2020 WWW.THEASPHALTPRO.COM

on the cover

Installing a new plant and new RAP crusher simultaneously spells big production gains for Tresco Companies. See related article on page 30. Photo courtesy of Eagle Crusher.

editor’s Letter Plan Your 2020 Safe, Quality Training

At the BOMAG Innovation Days in October, Keynote Speaker Ryan Avery told us to ask ourselves, “Where do I need to be more courageous this year?” As a Type A personality with competitive tendencies, I took that as a challenge. Let me hand the challenge to find courageous opportunities to you as well.

Rather than bore you with some kind of push for resolutions about safety or quality, I’ll assume you already know this is the time of year to put new ideas into motion. I encourage asphalt industry members to use any excuse—even New Year’s Resolutions—to improve safety culture at their operations and lean into training workers for improved health and wellness, improved safety awareness, and improved work environments. Of course, I encourage training for improved quality of our end product as well.

All of this can be achieved by bringing consultants to your facilities or by taking your team members to the speakers at conferences and conventions. While some safety and health training won’t necessarily require a construction focus, our specialized industry and tasks obviously necessitate experts who understand the nuances of professional asphalt production and paving.

More often than not, finding individuals who are qualified to teach your crew about safe, best practices takes as much time in research as the training itself. Enter the state asphalt pavement association (SAPA) network and similar construction-related groups that offer programs at reasonable—and sometimes free—rates.

For example, the Associated General Contractors of America, South Florida Chapter, based in Doral, Florida, offers a safety program, free to the first 30 people who sign up, each second Wednesday of the month. To make it easy to remember, they call it “2nd Wednesday Safety Session.” Another example that resonates for us this month is the Hawaii Asphalt Pavement Industry (HAPI). The attendees of the National Asphalt Pavement Association’s annual meeting will read this note while standing in the Grand Wailea, on Maui, where they’ll gather management-level information to take home. As a member of the SAPA group, HAPI offers both management- and operator-level information and training all year ’round, and AsphaltPro is proud to partner with HAPI to share some of that training in our pages. Check out the P-401 spec change article at TheAsphaltPro, most recently.

Let’s pause there.

Learning the nuances of asphalt production and paving in such a manner as to create a safe environment for oneself and one’s co-workers takes more than one session at one tradeshow.

Notice that this column has already presented a handful of good options for obtaining training in less than 500 words. Consider this: AsphaltPro magazine has a whole website filled with “how to” articles that can help you train new and veteran employees on basic to complex practices. We also have the Asphalt Paving 101 online course that offers back-to-basics workers need to hear when onboarding or returning from seasonal layoff. While the online training course comes with a price tag, it also comes with lifetime access for your entire crew; it’s one of those no-brainer additions to your training arsenal. (See the ad on page 63.)

Spending money may be the courageous step for your company. Investing in new workers may “feel” courageous to you. But I want to challenge you to take advantage of 2020; pounce on the opportunities out there to level up your workforce for safety and quality.

Stay Safe,

Sandy Lender

6 // January 2020

January 2020 • Vol. 13 No. 4

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/.

safety spotlight

Comply with EPA Tier II Materials Reporting F

Facilities with hazardous materials at or above the threshold amounts established by the Environmental Protection Agency (EPA) are required to meet annual reporting obligations.

This may come as no surprise to experienced professionals in our industry who have been complying with reporting guidelines outlined in the Emergency Planning and Community Right-to-Know Act (EPCRA) since its establishment in 1986.

“These Tier II forms aid first responders, such as hazmat teams and fire departments, in dealing with emergency situations,” said Joe Keenan, an environmental health and safety management professional with nearly 25 years of experience. For example, he continued, if a facility was storing magnesium on site and experienced a fire, the fire department could cause an explosion if they use water to try to put out that fire. “It’s important for them to know what may be on site at any given time to prevent emergency situations from getting worse.”

However, reporting forms can be complex, and it’s important to keep them up-to-date so your facility can remain in compliance. Here, we share an overview of Tier II reporting from Keenan’s recent webinar presented by ComplianceKey, an online portal of Ijona Services LLC, offering compliance training on a variety of topics, including risk management, corporate compliance, and other regulatory compliances.

EPA TIER II REPORTING BACKGROUND

Sections 311 and 312 in EPCRA require companies to report hazardous chemicals at their facilities if those materials meet a specified threshold. This applies to any chemicals subjected to the Globally Harmonized System of Classification and Labelling of Chemicals, or GHS. As outlined in section 311, Keenan pointed out that the company must maintain an inventory of all hazardous chemicals on site and complete a Safety Data Sheet (SDS) for each one, regardless of whether or not the total amount of that material requires Tier II reporting.

Tier I and Tier II reporting is outlined in section 312. Hazardous chemicals must be reported if quantities exceed 10,000 pounds. Extremely hazardous substances (EHSs) must be reported if quantities exceed 500 pounds, or that particular substance’s threshold planning quantity.

If quantities surpass these thresholds for even one day of the year at your facility, it must be reported. Note that hazardous chemicals can include raw materials, in-process quantities, products and waste materials. “You must account for all quantities present in all materials, mixtures and stages of production,” Keenan said.

Web Extra at www.TheAsphaltPro.com: Watch a video explaining EPCRA in the article “How To: EPA Tier II Reporting.”

He also pointed out that these are the federal thresholds. Some states and even local municipalities have more stringent reporting requirements, so it’s imperative to ensure compliance with those jurisdictions, as well.

Note: Submitted chemical inventory reports are available to the general public upon request from the SERC, LERC or the local fire department.

Each state may also follow different procedures regarding where the electronically-filed reports will be forwarded. For example, Keenan said, reports submitted in Mississippi automatically go to all three required entities: the state emergency response committee or council (SERC), the local emergency planning committee or council (LERC), and the local fire department. However, this may not be the case in every state, and it is the company’s responsibility to ensure each of those three entities receive a copy of the report. Visit epa.gov/epcra to learn about reporting within your state and/or local municipality.

Tier II reports must be filed each year for the previous calendar year.

The deadline to submit for the 2019 calendar year is March 1, 2020.

EPA TIER II REPORTING IN ACTION

Tier II forms typically require an initial set of SDS for each hazardous chemical being reported, a detailed facility map denoting the location of these chemicals and GPS coordinates of the facility.

For employees new to completing Tier II reports, Keenan recommended getting started by reviewing Tier II reports previously filed by your company. Keenan recommended printing out past Tier II reports and comparing quantities and substances present on-site with those documents, noting any changes.

Beginners, or those wishing to refresh their knowledge, can attend an EPA online tutorial at epa.gov/epcra.

To develop a comprehensive chemical inventory management system, Keenan recommended starting with the company’s purchasing department or inventory department to get records, ask questions and request they provide the information needed going forward. Then, he suggested doing a comprehensive walk-through of the facility to take inventory and make detailed notes of all substances on site, where and how they are stored, and any other pertinent information. Commonly overlooked items, Keenan said, often include bulk fuel storage, sulfuric acid in lead acid batteries and chemicals stored in small amounts in various locations within the facility, such as oils in equipment or compressed gas cylinders. He also recommended having a detailed process to approve new chemicals that come on site.

“It’s important to have records of what is being stored in your facility,” Keenan said. “Even if you’ve determined that you don’t need to report a particular chemical if it falls under the threshold, it’s good to document it in your records in case you are ever audited by the EPA or the state department of environmental quality or environmental resources so you have the data to back up any claims that it was under those thresholds.”

This process must be done at every facility, in every state and/or municipality in which a company operates. Once you submit your report, Keenan recommended documenting the acknowledgement of receipt for your records.

– BY ASPHALTPRO STAFF

8 // January 2020

Training

Teach Console Basics Even though it’s tempting to think younger workers joining the paving crew grew up with video game virtual reality headsets and computer keyboards, that doesn’t translate to instant equipment operation. The joystick on the paver operator’s platform moves a heavy piece of machinery. And that’s only one component of a confusing array of switches, knobs and dials for the new operator to master.

Let’s begin this month’s training article with the joystick. Some foremen or supervisors will yell up to the paver operator about “throttle.” The joystick control is what they’re yelling for you to adjust. To move the paver, you’ll push this lever forward as far as you can push it, and then turn

E

10 // January 2020

the rheostat knob (to the right of the joystick in the picture at the bottom of page 12) to the comfortable speed per minute.

This is called “dialing in your speed,” and you’re setting it in feet per minute (fpm).

You adjust the speed according to the timing of the material coming in. You’ll turn the knob until you find where 25 to 30 fpm is on the speedometer. Then lock it in.

Check out the article “Paving Speed Changes Quality” on TheAsphaltPro.com to learn more about that.

Moving forward is only a part of the paver operator’s job. All the other symbols and switches on the console have meanings and make changes to the machine that then make changes to the mat quality. Let’s take a closer look at them now.

In the photo below, the area next to the bold letter A is where the paver operator will set the height of the augers. This will be at least 2 inches above what we’re going to lay. The toggle switch moves north and south to move the augers either up or down. The augers will normally go from zero to 6 inches in movement, but remember that they’re not actually touching the ground when they’re at zero. Get out your tape measure and double-check your start height.

The two areas next to the bold letter B are where the paver operator will fold the hopper wings up or down, and where he will grab or release truck wheel locks. For the hopper wings, don’t flutter them. This puts too much stress on the hinges and welds.

Not all tractors come equipped with a truck lock-and-release. This mechanism is designed to hold trucks close against the push rollers on the front of the paver so mix is delivered perfectly into the hopper. The paver operator, who is in the best position to observe the mix flowing into the hopper, can then determine when it’s safe to signal the driver to lower the truck bed; he can release the truck locking mechanism and signal for the driver to pull away. This reduces accidental spills that cost the crew time, money and quality.

The areas next to the bold letter C are where the paver operator will control the speed of the conveyors (more on them in the next section) and where he can turn on/ off the screed vibrators/eccentrics, or leave them in automatic. The control for the speed of the eccentrics is located under the step, where the screed operator controls it.

At 6 o’clock it’s off; at 12 o’clock it’s set in automatic.

The area next to the bold letter D is where the paver operator will adjust the speed of the augers. Notice there is a toggle on the left that will operate the left auger; a toggle on the right that will operate the right auger; and a toggle on the far right with a double-arrow above it that dictates whether the augers are in single or double-operating mode. In other words, the toggle on the far right can be set to

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training of the top—or north—as 12 o’clock. The far right will be 3 o’clock. The far left will be 9 o’clock.

The swoosh, or arrow, drawn above each knob represents the speed of the conveyor chains. When you turn the knob toward 3 o’clock, you’re opening up the conveyor or speeding up the flow of material. This matters because sometimes the roadway isn’t perfect and your screed operators need more or less material on one side or the other to fill in and get the mat perfect.

If the head of material starts to get low or if the endgates start to flood, the screed operator will call up to the paver operator to modify the rate—or flow—of material.

We need to pave with a balanced screed, of course. It’s best to have the extensions the same on each side. A 10-foot paver paving a 12-foot lane should have 1-foot extensions on each side.

You’ll move the joystick—or throttle— forward so the hydraulic pressure re-spools or regains its power. The ideal paving speed is between 25 and 30 feet per minute, if the incoming material can support that uninterrupted speed.

12 // January 2020

allow the operator to move the augers independently of one another, or to move both augers simultaneously.

By switching the two toggles south to the hand symbol, the operator puts the augers in manual mode. By switching the toggles north to the “Auto” word, the operator puts them in automatic mode. While the toggle at the top of this console panel adjusts the height of the augers, this set of toggles at the bottom of the console panel lets the operator adjust their speed, thus manipulating the head of material and movement of material to the endgates. Remember, a good head of material is mix half-way up the augers consistently across the length of the auger chamber.

Taking a closer look at the area labeled C on the left-hand side of the paver console, let’s talk about the conveyor controls for a minute. The knob on the left controls the left conveyor in the floor of the hopper and the knob on the right controls the right conveyor in the floor of the hopper. When you look at these knobs, look at them as if you’re looking at the face of a clock. Think

For example, the screed operator on the left-hand side of the paver can shout up to the paver operator to give more or less material to the left side of the machine. But if he doesn’t speak in specific terms, the paver operator won’t know how far to “dial” the knobs. If the screed operator speaks in terms of time, saying, “I need you to set the left side at 1 o’clock,” or “would you bump it to 2 o’clock?” then the operator will be able to set the correct conveyor more precisely.

To ask for a precise increase or decrease in tons flowing to the head of material, the screed operator would need to know paving width and depth, as well as how long it takes for the conveyor to go from front to back, which depends on paving speed. He’d have to make quick calculations to request exact tonnage changes. With the “time” system, he can request changes that both he and the paver operator can understand without assigning numerical values.

By switching the toggles at the bottom of this panel to Auto, the paver operator can put the conveyors in automatic mode.

Or he can switch the toggles to manual mode, allowing him to change speed as needed.

– BY JOHN BALL

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Pavement maintenance

Northland Paving and Commercial Asphalt Company worked closely with the Cargill Asphalt team to determine mix specs.

Anova Rejuvenates Corporate Entry When it came time to revitalize the more than 40-year-old entry road and parking lots surrounding its corporate campus in Wayzata, Minnesota, the Cargill team saw an opportunity to put its Anova® rejuvenator into action at home.

For its world headquarters project, Cargill partnered with two local firms to execute a seamless high RAP pavement execution for both the base and surface layers.

“Although we’ve been incorporating RAP in asphalt mixes for decades, we weren’t familiar with Cargill’s work in this space prior

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14 // January 2020

to them reaching out for a bid,” said Robert Kuehborn, the director of materials and quality for Commercial Asphalt Company, Maple Grove, Minnesota. “We were pleased to have this reputable, global organization come to us to be a part of this high-profile project. We were impressed with the knowledge and professionalism of the team and the process was seamless from start to finish.”

Anova was mixed at the plant using a straightforward additive pump system and metered at the proper dosage based on total asphalt content in the mix. On the mid-Oc-

tober day of the project, air temperatures were in the lower 40s, but other than the metered Anova into the asphalt line, the mix was produced as normal around 300 degrees Fahrenheit. The asphalt was compacted at 290-295 degrees.

On this project and others in cooler locations, Anova is reported to deliver excellent compaction, helping contractors to receive density bonuses on projects.

This confidence in achieving density can help extend the season and support lower production costs.

“Being local, and since this was being used on its home turf, the Cargill asphalt team was extremely helpful at every step of the way,” Kuehborn said. “Their science, best practices, and years of insight behind RAP and the rejuvenator market was really impressive.

I look forward to seeing how they continue to apply this expertise and grow the Anova brand in other markets around the globe.”

Northland Paving, one of the Twin Cities’ largest commercial paving contractors, showed up with years of experience in working with Commercial Asphalt Company and ENGINEERING served as integral partner on the project.

Both companies worked closely with the Cargill Asphalt team to determine mix specs.

“Anova was new to us as well,” said Jesse Eystad, senior superintendent with Northland Paving. The crew followed a lay-down process that was no different than a regular job. Eystad was pleased that no additional ENGINEERING training or different equipment was needed when working with the 45 percent RAP Anova rejuvenated mix. For compaction, Northland used a 5-ton Dyanapac CYCC1300 roller on initial breakdown, then a Cat PS105B with rubber tire behind the breakdown, then completed with a 3-ton Hamm HD12VV to finish the mat.

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Pavement maintenance

Cargill Senior Project Manager David Hromadko (at left) discussed the project with a colleague at world headquarters before the final course work began.

An additive pump system from Meeker Equipment, Belleville, Pennsylvania, metered the liquid Anova rejuvenator at a dosage based on total asphalt content in the mix.

Here, the Northland Paving crew performs handwork on the final course of 45 percent RAP using Cargill’s Anova rejuvenator at Cargill World Headquarters in Wayzata, Minnesota.

16 // January 2020

States containing 18 billion tons of asphalt mixes. And since nearly all asphalt pavement from existing roads is recyclable, the industry has already been taking advantage of the huge opportunity it has with RAP. While increased RAP percentages in mix designs and use of the rejuvenators are gaining momentum around the world, some road construction firms are still new to the process. Not all contractors have had the chance to work with the technologies yet because of client specs and other regulatory factors.

“We’ve been laser focused on refining our rejuvenators and mixes over the last four years and are seeing some amazing growth and industry acceptance worldwide,” said Justin Black, Cargill’s global category leader, road construction. “Our team has really stepped up to advance rejuvenator technology for the entire industry. Our scale, global supply chain and expertise is proving to be a real asset for our customers to help meet their business objectives. We’re on the ground with our paving partners at every step of the way, finding the best solutions for mixes, application techniques and ways to lower cost.”

Cargill’s Asphalt team also collaborated with the Cargill Office Services team and its construction partners to help achieve a more efficient approach to meet overall corporate goals.

“We had been planning this project for a long time and were looking forward to working with Cargill’s asphalt specialists to ensure we had the best solution,” said David Hromadko, senior project manager at

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Mix from Commercial Asphalt Company arrived at the Cargill headquarters site for paving. On this job, the mix was produced at 300 degrees Fahrenheit ENGINEERING CONSTRUCTIO and was placed between 295-290 degrees.

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Jesse Eystad, senior superintendent with Northland Paving, said the crew didn’t need any additional or different equipment to achieve smooth paving and compaction. They used a 5-ton Dyanapac CYCC1300 roller in the breakdown position, a Cat PS-105B with rubber tire for intermediate, and then finished with a 3-ton Hamm HD12VV. Cargill’s headquarters in Wayzata. He managed all phases of the project from pre-planning through construction. “It’s a great benefit to Cargill to have the opportunity to install one of our own products into a project like this at our world headquarters. It’s a great opportunity to showcase one of our innovations to our customers.”

The project’s general contractor, Greiner Construction, worked to oversee the entire campus update. Together, Cargill and Greiner Construction collaborated to implement the overall design including the roadway, upgraded parking lots, load-

18 // January 2020

ing dock, lighting, landscaping, concrete work and other improvements on the corporate office grounds.

Cargill hired Braun Intertec to perform the geotechnical services, which gave design clarity to Loucks Associates, who is the architectural/civil engineering firm.

Braun Intertec also performed all of the special inspections required for each phase of work.

The project followed strict Minnesota Pollution Control Agency requirements for storm water management and protection planning for earthwork projects.

Given its location within a heavily wood-

ed area near Lake Minnetonka, there was CONSTRUCTIO a comprehensiveENGINEERING replanting plan that exceeded code requirements by the city.

“From my perspective and knowledge of the Anova product and RAP process, we will be getting a road system that will be stronger, and will last longer than a traditional mix design and the natural color of the asphalt (black) will be maintained ENGINEERING CONSTRUCTIO much longer, giving it an appearance of being new and fresh,” Hromadko said. “I am looking forward to having our employees and guests experience this top-notch project.”

– FROM CARGILL

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Project management

Little Changes Make Big Impact at the Plant L

Little things in management style can make a big impact on your business. Consider, for instance, the customer’s opinion of your plant and its operation. In the real world, customers develop perceptions of your plant that may not be in line with the perceptions of your company. Taken further, these perceptions can point to potential concerns the customer has—maybe subconsciously—with its management or operation. In particular, a study several years ago looked for little differences that caused one plant to stand out over the other.

Senior management’s view of the two plants was positive. Both were considered well run and well maintained. For various reasons, both plants served the same market. While Plant A was an 8,000-pound batch, Plant B was a 10,000-pound batch, but both had many similar characteristics that make the comparison valuable: • Located in an urban setting (within 15 miles of each other); • Commercial plants serving independent paving contractors; • Batch plants with two 100-ton silos; • Managed by a plant/service manager; • Same source of aggregate and liquid asphalt; • Same mix designs; • Same hours of operation; and • Same outcome in quality control.

In general, both plants should have been, with the exception of production rate, the same. Surprisingly, a majority of customers came to prefer Plant A. The preference wasn’t detected right away.

The sales staff spotted it when they called on customers and the request for Plant A was brought into the conversation. In many cases, the customer may have even chosen Plant A when it meant a slightly higher cost.

The sales team discussed the anomaly while meeting with operations, and management decided to take a deeper look into any differences between the two sites. If they could solve the “why” customers had a pref-

20 // January 2020

erence, they might have an opportunity to improve relationships with customers and make gains in market share. They formed an investigating team made up of operations and sales with the tasks: 1. Find the reason(s) for the preference for Plant A. 2. Take the lessons learned from the investigation to make modifications to improve operations in all locations.

INITIAL COMPARISON

The team went back to customers with additional questions to determine what about Plant A made it preferable to them. At first, companies didn’t even realize they had a preference. By adding in the estimators and crew superintendents to the survey, the differences in the plants became clearer.

The outcome, with the customers, was a perceived discrepancy in the mix supplied to the job sites. In addition, the overall observation of Plant A performance was rated higher. The basis of these differences was anecdotal, and not based on quality control or placement performance testing or other quantitative analysis. It came down to personal preference, perceived performance or the look of the placed mix at the job site, the relationship with the plant crew, and the perceived plant performance including plant breakdowns and traffic flow.

With this information in hand, the team developed a plan to investigate the plant’s operations or plant performance to account for differences.

The operational side of the team reviewed both plants. At first glance, no one could quickly identify any differences in performance, but as they dug deeper, the team started to see small differences.

The first step was to compare the plants based on data collected over the prior year.

They did a side-by-side comparison of production rate by month; quality control by mix, gradation, AC content, and compaction; uptime availability; and repair hours.

Next, they performed site visits. Based on conversations with the contractors, they were able to narrow their scope of observations.

The team looked at the relationship between the plant crew and the point of contact for the contractor. They looked at how the plant operator and scale person interacted with the truck drivers. They looked at traffic patterns and ease of movement. They also observed how trucks were loaded. They took a closer look at such things as: • Aggregate stockpile management; • Cleanliness of the plant site; • The morale and working relationship of the crew; • Emergency breakdowns; and • The interaction of the local manager both at the plant and on the job site.

Toward the completion of the investigation, no major differences stood out. What did become apparent were many little operational differences, that, when linked together, made a noticeable difference.

SMALL DIFFERENCES ADD UP

The following discussion offers a small sample (in no particular order) of issues discovered. The purpose is to demonstrate the nature and magnitude of these differences.

Management styles varied from Plant A to Plant B. The Plant A manager was visible at both the plant and the job site. He made sure to contact all job sites being supplied on any given day. He spoke to job site supervisors and maintained a line of communication with the job. He was seen at the plant site ensuring the production was running smoothly. In the case of traffic flow problems, the manager stepped in to control the flow. Overall the manager was visible.

The Plant B manager prioritized job site visits to major projects only. He may or may not have contacted job site supervisor.

At the plant, the manager was located at his office and would only walk the plant site in the case of an issue that came up demanding his attention. He maintained contact with customers through sales staff. Over-

all, the manager was not as visible as compared to plant A. Plant performance varied. Plant A’s overall look was neat and clean with a clear traffic flow. The plant had been recently painted and did not have any major spills or stains.

Plant operator had a great ability to remember names of truck drivers, and other contractor’s contacts. He always greeted them by name. In addition, the operator remembered how the driver liked to have his truck loaded and made every effort to comply.

Plant mix in general was in specification and performed well in placement.

The number of breakdowns was in line with expectations of senior management.

There were differences between plants in the time it took to perform the needed repair and to get back on-line. Plant A uptime availability was much higher than plant B. The differences were centered around the pre-planning of the manager, and the morale and teamwork of the crew.

Plant B’s overall look was less than neat.

Waste material was allowed to collect throughout the site. The asphalt tanks had overflow stains, and the plant needed new paint.

The plant operator was very qualified and professional but did not go out of his way to interact with the truckers or other outside personnel.

The cold feed aggregate stockpile was in disarray, with confusing traffic between the incoming aggregate trucks and the outbound trucks.

Like Plant A, the number of breakdowns was also in line with expectations of senior management. Unlike Plant A, the breakdown repairs at this site took longer for the plant to come back on-line.

perception of your business as a whole. By being aware of how employees look, act and perform to those on the outside of the company, you will not only become a better supplier of material, your company could become the preferred supplier.

– BY KEN MONLUX

This article is a summary of a PowerPoint presentation titled “Little Changes,” which is intended for winter management meetings. Ken Monlux is an asphalt industry veteran with 30 years experience in all areas of operation management. For more information, contact him at (209) 495-1017 or kenmonlux@yahoo.com.

APPLY LESSONS

Prior to the investigation, it surprised the team that customers could form different opinions about two similar plants. Based on the outcome of the investigation, management discovered that a number of small differences in the plant crew and management were not only noticed by customers, but came to influence customer plant preferences over time.

The lesson in all this is that the little thing in the plant operation can lead to changes in

www.THeAsphaltpro.com // 21

Meet the National Exec

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Jay Winford (center) with partners Woody Harvey and Richard Leblanc and members of the Prairie team at their annual Blast-n-Cast Fishing and Teal Hunting Retreat in South Louisiana

Meet NAPA’s Incoming Chairman Jay Winford ENGINEERING

The AsphaltPro staff continues the tradition of introducing the incoming chairman of the National Asphalt Pavement Association (NAPA) with 2020 Chairman Dr. James M. (Jay) Winford, Jr., Ph.D., P.E. He’ll be inducted during the 2020 annual meeting Feb. 2-5 on Maui, Hawaii. He is the president of Prairie Contractors LLC in Louisiana and a knowledgeable source on Louisiana paving and production nuances for AsphaltPro over the years. It’s a pleasure to share some of his leadership thoughts with the industry here.

T

The Company: Prairie Contractors LLC “We operate five hot-mix asphalt plants located in New Iberia, Lafayette, Opelousas, Lake Charles and Leesville, Louisiana.”

22 // January 2020

How long has Prairie Contractors been a member of NAPA? Since the 1960s (through a family business and now with Prairie) How long have you, personally, been in the asphalt industry? I started working on an asphalt laydown crew as a laborer and roller operator in 1979.

Do you have a degree related to the industry?

• Tulane University—B.S. (Civil Engineering) 1988 • Tulane University—M.S. (Civil Engineering) 1989 • Auburn University—Ph.D. (Civil Engineering) 1991 (associated with NCAT)

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• Tulane University—M.B.A. 1994 • Harvard Business School—Young Presidents’ Organization Program, Since 2009 • Harvard Business School—Owner/ SERVICE & ENGINEERING CONSTRUCTION President Management 2019

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Family: • Laura Harriss Winford, spouse (30 years on St. Patrick’s Day 2020) • James M. Winford III, son, 28— undergraduate from Columbia and MBA student at the University of Chicago Booth School of Business (Christmas Day Birthday) • Katherine E. Winford, daughter, 25— undergraduate from Tulane, now London (Master’s Degree studies at Sotheby’s Institute of Art) (Memorial Day Birthday)

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Meet the National Exec

Jay (center) with Bertie (at left) and Stella.

Katherine, James, Jay and Laura Winford at James’s graduation from Columbia

Pets: • Lilly—Dachshund • Bertie and Stella—English Cream Golden Retrievers

grandfather, L.M. “George” Winford (a civil engineering student at Southern Methodist University), started in the sand and gravel business in the Minden area in 1935. He moved into the surface treatment business and then purchased his own asphalt plant. By the time he died in 1959, he owned and operated several asphalt plants in north Louisiana.

My grandfather died while my father, James M. “Jim” Winford, was completing his civil engineering studies at Louisiana State University. After completing his military service in Germany, my Dad entered the family business. Jim Winford was a long-time NAPA member and even served on the NAPA board of governors starting in the 1960s. He and my mother, Charlotte, were proud attendees of the NAPA annual meeting on the Queen Elizabeth II in 1972. My father was twice president of the Louisiana Asphalt Pavement Association (LAPA). My first NAPA meeting was the 1975 midyear meeting at the Galt House in Louisville, Kentucky.

Following my doctoral studies at Auburn, during which time I was involved with the National Center for Asphalt Technology, I went to work for NAPA member Laddie L. James, whose operations were situated in south Louisiana. My partners and I purchased the assets of Laddie after working for him for 10 years.

Most influential book you’ve read/you would recommend to others: George Marshall: Defender of the Republic by David L. Roll is an excellent study in leadership. On the fiction side, I am currently reading the latest by Carlos Ruiz Zafón, The Labyrinth of the Spirits, which is woven into the history of Franco’s Spain.

What volunteer work you do that you would encourage others to consider and why: Laura and I have always been active in the Episcopal Church. The Boy Scouts is my favorite volunteer venture.

As a boy I loved scouting, but I liked it even better with James (Eagle Scout 2005). I like teaching the Scout merit badges. I also was a long-time member of our Lake Charles Symphony Board of Directors.

What other hobbies can you share with us? Laura and I enjoy cooking and even wrote a cookbook based around the history of our family, A Gastronomic Anthology. I love travelling, reading, learning and bird hunting. I also enjoy teaching several university-level business and engineering seminars.

How/why did you join the asphalt industry? I was born in Minden, Louisiana, in 1966. I am the second of four children. My

24 // January 2020

What does membership in NAPA and/ or your state asphalt pavement association (SAPA) mean to you personally? Of all the associations we participate in, NAPA is our “best bang for the buck.”

Whether it is addressing the fumes issue or lobbying for federal legislation, we can’t, as a small business in south Louisiana, tackle those issues on our own. NAPA does a great job representing us at the national level.

Personally, I have always admired the fact that NAPA and its leadership always takes the high road.

On the SAPA side, we are the only state in the union where all the asphalt mix producers are family-owned businesses. Because of that, most of us share multi-generational relationships. We have done a great job at LAPA of developing our technical specifications, building great and trusting relations with our department of transportation (DOT), and keeping our local and state lawmakers aware of who we are and what we do. I was president of LAPA for six years.

How has membership in NAPA and/ or LAPA benefitted your asphalt business? One of the benefits of our association with NAPA and LAPA has been the introduction to our peer group. This is a voluntary group of non-competing NAPA and SAPA members, getting together to share experiences, ideas and best practices. This group of peers has helped us beyond belief with regard to best practices and sharing their successes and failures. I’ve always said that a NAPA member is more willing to share than to take, and in the peer group they have. I consider them my family. This group has evolved into separate peer groups just for our financial, safety, and plant folks, all join-

ing to share and collaborate in an effort to do it better and safer. Our involvement would not have been possible without our participation in NAPA. What a value-added benefit!

NAPA has also been an invaluable resource with regard to environmental issues.

They seem to always be out in front of what is coming out of Washington.

On a scale of 1 to 5 (1 being none at all; 5 being very much) how much of a threat to the asphalt industry’s market share is the concrete industry in Louisiana?

Two. LAPA has done a good job, within Louisiana, of protecting and growing our mar-

ket share. But, then again, when we tell the story of how and why asphalt is the fastest, safest, greenest, smoothest, and quietest pavement material, it is easy. We have such a great story to tell. We must continually educate our owners and specifiers

In recent months, what are the top two or three positions for which your company has had the most difficulty finding qualified workers?

• Experienced and skilled asphalt technicians • Asphalt laydown foremen, which is probably the toughest and demanding job within our industry Could you give an example (or two) of a way LAPA assists its members with workforce development?

• Training, in cooperation with the Louisiana Transportation Research Center • Promoting education and training through our community colleges Could you give an example (or two) of a way Prairie Contractors works with area employment agencies or workforce development agencies to encourage interest in asphalt as a career choice? The idea of working with and through the Future Farmers of America seems to be a wonderful avenue to both educate our youth about our industry and give them an opportunity to see firsthand our plants and projects, as well as the well-paying opportunities available. FFA is just one of the ways we are reaching these kids, but ultimately, as an industry, we need to do a better job of reaching out to high school students to tell our story.

What is your favorite method for recruiting new asphalt professionals to the industry in general? I teach an annual civil engineering materials lecture at Texas A&M in College Station and McNeese State University in Lake Charles, Louisiana.

There, I get to interact with soon-to-be engineering graduates. They are always excited to hear of our employment opportunities and especially about the compensation packages (and wonderful benefits) our industry offers.

www.THeAsphaltpro.com // 25

Meet the National Exec that asphalt pavements are an engineered material and can create a truly perpetual pavement system.

Could you share an example of a time when the concrete industry encroached on the asphalt marketplace in Louisiana? We have had trouble, especially in urban areas, where the owners seem to be partial to rigid pavements, but when we show them the true user cost reductions associated with our speed of construction, there are times we win this debate. Life cycle cost analysis (LCCA) is a useful tool that, when applied correctly, should always point to the asphalt pavement design as the most cost effective.

What are your top two or three ideas for helping NAPA members, and the asphalt industry in general, stay strong in light of PCA/NRMCA desires to increase their members’ market share?

• We need to provide tools to help NAPA members educate our owners and specifiers.

• We need to talk about our successes, especially our speed of construction.

• We need to tell the story of our Perpetual Pavements!

• We need to educate our owners about the wide range of products our members can provide and where they should be used.

• We need to educate both owners and the public about our awesome recycling efforts. Most owners, policymakers, lawmakers, and general taxpayers have no idea just how much we recycle, saving both raw materials and landfill space. We need to continually tell our green story.

What other threats to the asphalt industry do you plan to guard against during your year as chairman? Other than protecting market share, we should always (1) promote safe work sites and projects and (2) continually invest in the development of our workforce. Materials and equipment are easy to get; it is the people who make our companies stand out.

As you take on the travel and engagements of a NAPA chairman, who will assist with your many responsibilities back at your company? I have two won-

26 // January 2020

derful, caring, and hardworking partners.

We always support each other with our specific interests and hobbies. In addition, we have two in-house CPAs and a young engineer that I consider my younger brothers.

We also have a team of managers who make our work environment and culture what it is! It has been a delight to watch them grow, learn, and completely embrace this industry.

I am blessed with two of the greatest partners in the world. I can think of no vice they possess. Although very different in our interests (both inside and outside of Prairie) we three are all very committed to our people, our community, and just doing the right thing. Being associated with Woodson Harvey III and Richard LeBlanc has been one of the greatest privileges I have been afforded in life!

GET-TO-KNOW JAY WINFORD

What do you see as the most important part of your job as the 2020 chairman for NAPA? It is a wonderful honor to represent our industry. Having grown up in the asphalt industry, I have always looked at NAPA members as possessing the “true grit.” Our members built this country and embody its beliefs, commitment and standards. I have always enjoyed being associated with my peers, and this industry and NAPA have always been my family.

What do you find most enjoyable about being a leader in your company, and how do you expect that experience will influence your activities as 2020 chairman of NAPA? I have remained in this industry because of its people. We have one daily ritual at Prairie: We feed everyone lunch every day. We live together, work together and break bread together. Our Prairie team is our greatest asset, and we pride ourselves for having very little employee turnover.

What a delight it is to see a young person grow, mature, and gain knowledge and confidence in their job, and I love that Prairie is there to support them along the way. The most important thing we do as an industry is to find exceptional people who do not know they are exceptional and teach them to develop their talents so that they achieve greatness.

Could you share with our readers an example of a challenge you’ve overcome in the past and how you overcame it? I owe much to NAPA. Through a scholarship, I was able to complete my graduate studies at the National Center for Asphalt Technology at Auburn University. Laura and I spent two wonderful and exciting years there. After graduation, unfortunately, my life-long desire of a career in the family business was not realized. So, with two small children in tow, we started over again, which provided me with a great (but difficult) perspective on life. Starting over with nothing was a true and great lesson, but I was fortunate that several NAPA members were there and provided me with good and sound advice, a great opportunity, and the privilege of a great hands-on education.

Could you share a quote that you find inspiring/motivating? From Charlie Ross, President Harry S Truman’s press secretary and the longest-serving member of his staff. For Ross, serving with Truman, despite all the strain of the job and the drastic cut in income it had meant, was the privilege of a lifetime, as he wrote privately to Truman on Christmas Day 1947: Dear Mr. President, There is nothing in life, I think, more satisfying than friendship, and to have yours is a rare satisfaction indeed.

Two and a half years ago you “put my feet to the fire,” as you said. I am happy that you did. They have been the most rewarding years of my life.

Your faith in me, the generous manifestations of your friendship, the association with the fine people around you — your good “team” — all these have been an inspiration.

But the greatest inspiration, Mr. President, has been the character of you — you as President, you as a human being. Perhaps I can say best what is in my heart by telling you that my admiration for you, and my deep affection, have grown steadily since the day you honored me with your trust.

– BY ASPHALTPRO STAFF

www.THeAsphaltpro.com // 27

AND YOU KNOW WE DO THIS...

You know Astec for durable, reliable equipment with proven performance. A pioneering team with decades of experience and a culture committed to putting the customer first has culminated in a range of options including drum styles, baghouse styles, and silo styles which allow you to configure the precise plant for your needs. Only Astec offers a complete line of portable, relocatable and stationary asphalt plants from 80tph to 600tph. Astec manufactures both Astec and Dillman brand equipment.

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Producer Profile

Left to right: Sonny Tresco, president, and Vince Tresco, vice president, of Tresco Companies, are proud of their Mount Pleasant, Pennsylvania, HMA facility.

Tresco Companies Expands with Maximum RAP W

When it came to selecting the right crushing and screening equipment for processing reclaimed asphalt pavement (RAP) at Tresco Companies’ newly expanded Mount Pleasant, Pennsylvania, hot-mix asphalt (HMA) facility, President Sonny Tresco knew where to turn. He’s been in business for a long time.

Tresco Companies, family owned and operated for more than 40 years, operates four companies in the construction industry under its parent umbrella. These include Tresco Paving, TPC Asphalt Supply, Tar Wars Trucking and Tresco Concrete. As a Pennsylvania Department of Transportation (PennDOT) business partner, Tresco Paving performs heavy/highway construction and supplies mix for major

30 // January 2020

roadway projects throughout Allegheny, Westmoreland, Armstrong and Indiana counties, as well as municipal work in the surrounding boroughs and townships.

In other words, Sonny Tresco is no stranger to the asphalt pavement industry. He understands the dynamics that make the crushing and screening of RAP different, and he knew what he wanted in a crushing and screening plant for this HMA operation.

“Buying equipment is no small investment, and it was crucial for us to make a purchase with a quick return on our hard-earned dollars,” Tresco said. “Just as important, we wanted a RAP crushing and screening plant that was highly efficient.”

With the help of the MaxRap, Tresco Companies reports production has increased by more than 100 percent. Vince Tresco shared that they typically run 15 percent RAP in the mixes. “We have the ability to run more, but we do our best trying to keep the quality of the mix high.� www.THeAsphaltpro.com // 31

Producer Profile

ABOVE: The raw feed material may be retained on the top screen deck to be crushed, retained on the top and middle screen deck to be crushed, diverted to either the top or middle screen deck, or all the screen decks may be diverted from the crusher to the stockpile. RIGHT: As the impactor separates the binding matrix, the material is aired out, moisture is released and a drier material goes into the hot mix. And everybody knows, drier material saves energy at the asphalt plant.

Tresco decided on the Eagle Crushing MaxRap®, equipped with the UltraMax® skid-mounted UM-25 impactor and 6 x 20 screen.

MaxRap is designed for use with a 600 TPH asphalt drum-mix plant, which Tresco purchased at the same time as the MaxRap. The plants were installed together March 1, 2019, with a collaborative process between Gencor (the manufacturer of the drum-mix plant) personnel and Eagle Crusher personnel to make the installation go as smoothly as possible.

Tresco said, “We chose the Eagle Crusher MaxRap because, while it wasn’t the cheapest on the market, the long-term investment was well worth the short-term cost. We purchased MaxRap because it gave us the flexibility to process materials quickly and efficiently, as opposed to conventional methods for RAP processing, involving the use and purchase of separate units.”

“The crushing and screening efficiency achieved with the MaxRap allowed us to consistently hit bonus incentives with PennDOT,” Tresco continued. “Quality asphalt production is a top priority with us, and the MaxRap is paying for itself by helping us achieve these incentives.”

32 // January 2020

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Producer Profile TOP LEFT: The force of the blow bars explodes the raw material, launching it into the primary curtain at the proper angle, then whacks the material again with the secondary curtain liners to prepare the RAP for its final reduction. There is a minimum of white rock and a minimum of fines produced by the impactor, and a more structurally sound product. MIDDLE LEFT: “If a situation happens where the impact crusher on the MaxRap stops for any reason, all we have to do is push a button for the screen to bypass the oversized material out to the pile, and we can run that product back through at a later date.”— Vince Tresco. BOTTOM LEFT: The plants were installed together with a collaborative process between Gencor personnel and Eagle Crusher personnel to make the installation go as smoothly as possible.

Tresco relayed that he had good experiences in the past with Eagle Crusher and uses their impactors at his other facilities.

According to Tresco, Eagle Crusher has experts who consult and direct customers to the right plant for their particular operational need, as well as having service people and installers who go the extra mile. He spoke highly of Eagle Crusher’s Mark Simon, who went above and beyond in getting the MaxRap installation completed.

34 // January 2020

Another consideration in choosing the MaxRap, according to Vince Tresco, vice president of Tresco Companies, is that asphalt producers and the pavers they supply can’t afford shutdowns.

Vince Tresco said, “If a situation happens where the impact crusher on the MaxRap stops for any reason, all we have to do is push a button for the screen to bypass the oversized material out to the pile, and we can run that product back through at a later date. We don’t have shutdowns with MaxRap, and because of this, we don’t experience the extreme havoc shutdowns can wreak on profits.”

Vince Tresco also relayed that producers can’t afford the time and expense of white rock, which was another reason the company chose an impact crusher over jaw or cone crushers. Jaw and cone crushers are highly effective in crushing hard rock, but because RAP is softer, the repeated actions of jaw and cone crushers as they crush and re-crush the RAP can strip it of the asphalt, resulting in white rock and requiring the extra step and extra expense of recoating.

Producers who have always used other crusher types for RAP processing may wonder exactly how impact crushers work to provide so many efficiencies and quality product. The answer is in the impact crusher’s design. The force of the blow bars explodes the raw material, laughing it into the primary curtain at the proper angle, then whacks the material again with the secondary curtain liners to prepare the RAP for its final reduction.

The RAP, impacting into the curtain, separates the binding matrix, knocks off the arrowheads, and cubes up the product, providing the benefits of the original virgin aggregate. There is a minimum of white rock and a minimum of fines produced by the impactor enabling producers to output high quality and consistent cubical product.

Cost savings are realized as the impactor separates the binding matrix because, during this process, the material is aired out, moisture is released, and a drier material goes into the hot mix.

Drier material saves energy.

The actuated chute work of the MaxRap allows several usage options, all of which Tresco utilizes on a daily basis to make products for projects as simple as a driveway all the way up to DOT specs. With the help of the MaxRap, Tresco Companies has increased production by more than 100 percent. The company operates three HMA facilities in Pennsylvania and has a number of awards to its name.

– BY JAY GILTZ

Women have an increasing presence in the asphalt industry, from equipment operation to supervision to top positions on the corporate ladder. Photo courtesy of Maymead Inc. and Caterpillar Paving Products.

36 // January 2020

FROM HAWAII TO TENNESSEE, Wof OFA BUILD UP INDUSTRY

W

BY SANDY LENDER

Whether it’s a venture in need of financial turn-around or a multi-generational family business, asphalt companies can benefit from women’s leadership and operational skills. We’ll take a look at two such businesses here, highlighting the tools women bring to the table through their successes at Road Builders Corporation (RBC), based in Honolulu, and at Maymead Inc., headquartered in Mountain City, Tennessee.

HAWAIIAN ROAD BUILDING

In 2001, Jade Richardson and Rachel Widemann joined Road Builders Corp. in Hawaii. Richardson shared that she hadn’t planned to become a woman of asphalt, but now it’s a rewarding enterprise.

“I sort of fell into it,” Richardson said.

“In 2001, we were brought into Road Builders to restore it financially. Rachel and I worked together for some years for a pile driving company and we had the construction background in accounting, job costing, estimating and HR.” Their construction background prepared them to take on the financial and administrative responsibilities, but they still found the new atmosphere a challenge at times, Richardson said. All those years ago, they didn’t know anything about asphalt.

“When we felt overwhelmed, one or the other would say ‘failure’s not an option’ or ‘we’re not quitters.’ We had history together and drove one another to never give up. It took us a little over a year with many long days and weekends, but we got it [RBC] back to where it needed to be. Through those challenges we learned a lot about the industry and about ourselves. In 2005, when the owner wanted to retire and move closer to his family, he asked Rachel, Seve [Severino Agbayani] and me to buy him out. We did. Together we grew the company to where it is now.

In 2017, Rachel retired from Road Build-

From left: Jenna Richardson, payroll, HR, marketing, alternate safety officer for Road Builders Corp.; Sean Yoshida, project manager, alternate QC; Keola Goo, operations manager, alternate QC; Jade Richardson, president; Paulino Batangan, superintendent; Severino Agbayani, vice president, estimator, partner; Don Kaulia, project manager; Terence Chun, chief estimator; Michael Park, superintendent. “Not pictured are Lewis Boucher, safety manager; Parker Widemann, quality control and our administrative staff,” Richardson shared. “Some have been with Road Builders for 10 to 30 years, others less than 5 years. There is so much to say about each of them, their contributions and dedication has been outstanding.” ers but remains a partner in the asphalt manufacturing plant we started in 2013.

We were fortunate that we were able to surround ourselves with people who were very knowledgeable and skilled in this industry and were willing to share their wisdom.” Today RBC generates a three-year average of $28.5 million in revenues, Richardson shared.

Richardson spoke of the differences between the construction industry and the asphalt industry for women seeking a career. “There are many women in the construction industry here in Hawaii. Twenty-five years ago that wasn’t the case.

Then women held mostly traditional jobs.

Today women are coming out of the universities in civil engineering, construction management and similar programs, and they are just as qualified and comfortable as their male counterparts. Hawaii has a strong presence of women in

all aspects and levels of construction with more women-owned construction businesses today then there were just 15 years ago. For a while there was a perception that women in the construction industry were not very feminine and that’s just not true. In 2010, my daughter Jenna, fresh out of college, joined the company fulltime. She started out in safety and now heads HR and marketing for the company.

“Although there are women in the management side of the asphalt industry, there are not many in the field. It’s labor-intensive work. We hired a woman as a laborer/operator but she quickly decided that this wasn’t the type of work for her and left to work for another construction company. For a business our size (45 in total) to thrive and survive you must be willing to do everything, which means everyone hits the ground at some point. You have to get off the equipment and do more

A portion of the 45 employees that make Road Builders Corp. than run the equipment you’re responsible for; sometimes you have to shovel asphalt.

In some companies, the roller operator title means you won’t get off that roller, but with us, we do everything. And that carries over into the office.”

While Richardson is the current president and majority shareholder and works mainly from the office, she also takes a hands-on approach to managing the day-to-day opera-

38 // January 2020

tions. “I like to see things through,” she said.

To effectively manage personnel, equipment decisions, and estimating and bidding, “we have to know what’s going on out in the field.

My project managers and superintendents are my eyes, ears and legs in the field. Their contributions and dedication are vital to the success of our organization.

“I have an open-door policy for everyone.

They can talk about concerns, issues in the

field or just to chat. I listen—that’s important to them.”

She shared the example of a long-time key employee’s move to another company. When the employee gave his sudden notice, she and Rachel flew to the neighboring island early in the morning to speak with the crew, to offer them encouragement and support. She felt it was important that they heard about the change from them first and that each member of the team knew the company thrives on all members working together, and not on just one person. “I wanted to tell them in person, ‘it takes all of you working together; you are all important.’ It’s critical that we perpetuate the ‘we’ mentality and not the ‘I’ or ‘me.’

It is all about ‘us.’”

Sharing learning opportunities with employees is important to Richardson as well.

She explained that RBC sends all levels of workers to annual trade shows, to the Hawaii Asphalt Paving Industry (HAPI) educational workshops, to the Roadtec Paving Professionals Workshop in Chattanooga, to the Wirtgen school (Center for Training and Technology) in Antioch, Tennessee, and find that it empowers them to be better at what they do.

“The return in our investment is ten-fold and that is reflected in the work they produce, which in turn means repeat work for us.

They benefit, we benefit. It’s a win-win situation.”

In 2020, RBC will once again have employees in attendance at CONEXPO-CON/AGG. “It helps the company morale,” Richardson said. She described the travel to schools and trade shows as a “reward” for workers from equipment operators and mechanics to managers and foremen, but said it’s also “an opportunity to learn.”

“For nearly a decade, we have brought in an outside consultant who comes to Hawaii twice a year to work with the crews. The knowledge and experience that John Ball from TQP brings is invaluable and I have seen so much improvement in the crews and management as well as myself. We have learned to work as a team with vision and focus in providing quality service. The learning never stops; there is always room for improvement.

I believe that our employees are our greatest assets and are worth the investment.”

More than giving members of the industry room to learn and grow, Richardson is glad she can give them a steady job. “I’m impact-

ing their lives in so many ways and they are impacting mine.”

The learning opportunities she has shared with employees also help Richardson network. “What I enjoy most about the industry is the relationships I’ve built over the years both in the company and outside of it. From the employees who have been with us 10, 15, 20 years to the consultants, trucking vendors, safety contractors, subcontractors, suppliers, FOB customers, lawyers, bankers, CPAs, bond & insurance agents, the list goes on. Some will be lifelong relationships. I have been in the construction industry for 30 years with 18 ½ of those years in the asphalt industry. I can truly say that no matter what the challenges and obstacles are or will be, I love what I do.”

SOUTHEASTERN HERITAGE

Since before The Revolutionary War, Mary Katherine Harbin’s family has owned its land in the Southeast United States. The team at Caterpillar® explained: “A vertically integrated company that provides aggregate, asphalt production and asphalt paving services to the construction industry, Maymead’s history dates to 1747, when Mathias Wagner was

granted farmland by King George II in present-day Tennessee and North Carolina. The Maymead Farm is one of few farms with continuous family ownership since the days preceding the country’s independence from England.”

Harbin shared, “We are a very tight-knit family and I think that is evident as we talk about what we do and how we work together. I’m the fourth generation in the business and the ninth generation on the family farm. There are now four grandkids running around on the farm, too. My dad calls them Gen-10.”

Interestingly, the family name isn’t Maymead. That’s the name of the train depot, and Harbin explained how that came about.

“My great-great grandmother was May. They named the farm and the train station May’s Meadows, but the sign could only fit seven letters, so they cut it down to MayMead. That’s how the farm was named and how they named the station. Everyone asks who the Maymeads are and there are no Maymeads. Maymead is our heritage, a way of life. It’s the platform from which we try to do business and the way we uphold our family’s character and reputation and everything we

www.THeAsphaltpro.com // 39

“It’s not just a bunch of butch women,” Harbin agreed. “They get their hair done.

They get their nails done. During the first week of training when they were showing everyone how to light the distributor truck—and of course some people are more comfortable than others—when Bianca went to light it, it puffed at her and she said, ‘Oh, my nails!’ Bianca was one of the ladies who earned her CDL and she has learned how to run the distributor, which is crazy impressive. Including the pressure of lighting propane; she’s operating it, lighting it, running the computer. She’s just really doing a bang-up job.”

When hiring women into the industry, Harbin is straightforward with them.

“The biggest stumbling block that I should have thought of, because I’m a single mom, during the hiring process is our typical employee base is not responsible for child care,” Harbin said. “But the women are. They’re the ones who get the kids ready for school, they pick up the kids after school, they arrange for babysitters. One of the very first things that I say is, ‘Hey, I’m a single mom, I have no idea what your life sit-

Solve a Personnel Problem The all-woman paving crew for Maymead Inc. is paving the way for more women to see the industry as a viable and rewarding career option. Photos courtesy of Maymead Inc. and Caterpillar Paving Products. do. It’s the way we try to take care of our company, our employees. We try to be good stewards of everything that we do whether that’s in our quarries or in the family farm. We appreciate the natural beauty that we have.

We’re sportsmen and women. We hunt and fish, but we do that respectfully. We really feel a sense of duty and responsibility to take care of that and make sure it’s maintained for our families and for our communities.”

She’s detailed her commitment to the company in the video at https://youtu.be/w3wbf_ ZvgwA, but she’s also committed to providing a workplace for women of asphalt. When asked to highlight one of the women recently picked for the all-woman paving crew at Maymead, Harbin couldn’t select just one. Too many are considered vital to the operation.

“I would start with our forewoman, Bianca Witherspoon. She came to Day 1 training and really knocked it out of the park, grabbed

40 // January 2020

onto everything we were doing, and operated the equipment really well.

“All of our crews have had women on them,” Harbin continued. “One of my superintendents said, ‘I want her,’ so she went to one of the traditional crews to work on the interstate. She worked with them as a screed operator, and then came back [to the all-woman crew] as a forewoman. The knowledge she gained has really let her lead this group well.”

The second woman that Harbin selected to highlight isn’t a foreperson, but an equipment operator.

“Not everyone is going to be a manager, but that doesn’t make them less critical,” Harbin said. “Dawn McGee also started on Day 1.”

Witherspoon and McGee are both women in this industry who support Richardson’s point that we don’t leave our femininity behind when we climb into the equipment cab.

After the necessary winter layoffs, construction companies across North America may or may not see the same crewmembers return for spring start-up.

Time and energy spent training workers in the 2019 season could be lost if those same workers don’t come back for the 2020 season.

To guard against losing talented women from her paving crew, Mary Katherine Harbin at Maymead Inc. looked to cross-training. She explained that some members of the all-woman paving crew didn’t have the mechanical experience or more physical attributes of the typical year-round workers. That meant giving them the opportunity to gain the experience and skill set necessary to become a year-round worker.

“One of my biggest pushes last year, was to make sure they had a place. A number of them did cross-training. We did CDL training with them so they could drive trucks through the winter. Like some crews that we have, some members are laid off during the winter, but the key, more skilled people stay on.”

TOP: Bianca Witherspoon is the forewoman of the all-woman paving crew at Maymead Inc. Harbin explained: “Bianca was one of the ladies who earned her CDL and she has learned how to run the distributor, which is crazy impressive.

Including the pressure of lighting propane; she’s operating it, lighting it, running the computer.” BELOW: Harbin made sure cross-training opportunities were available to members of the paving crew. She said the women are willing and eager to ask questions, and stop when there’s something they’re unsure of to make sure the team gets it right. Photos courtesy of Maymead Inc. and Caterpillar Paving Products

“Men enter the industry at a younger age, whereas women are finding it later in life because now the doors are opening.”—Mary Katherine Harbin uation is and I don’t need to know, but I have to tell you up front it’s an early start and it’s an undetermined end to the day. There are things that are 100 percent out of our control that will impact the end of the day.’ I’m really that candid when interviewing because we’ve had people come in really excited about the job, but the hours won’t work.

And frankly in this stage of our evolution, this might not be the place for her. It’s fair to be honest about that.”

Harbin handles the hiring conversation by saying “let me tell you my story.”

The dynamic of bringing caregivers on board “has given me something to think about to see how we can make it more family friendly,” Harbin said. “I don’t have an answer yet. Our industry has the demands that it has, but it seems to be the biggest challenge to overcome and something I’m constantly thinking about how to improve.”

Our industry also has a learning curve, but Harbin has already seen willingness in the women at Maymead to ask questions and learn as much as they can. She’s fortunate to have seen that in the younger workers of both genders, though.

“I would say the women are willing and eager to ask questions. They are also very quick to stop what they’re doing as opposed to pushing what could become a bad situation. There is something to be said for women not having the tough-guy stereotype or an ego that comes with the male territory sometimes.”

The acceptance of training doesn’t run along party lines, though. “I do wonder sometimes if it’s generational or if it’s gender,” Harbin continued. “There are a lot of younger people who are eager to learn and ask questions. The 20-year veteran may not be eager to be trained, whether they need to be or not. There’s a good pride in what they do. But male or female, younger people who don’t have any exposure to the industry are open to training.

“If you’re 40 and a woman, you may not have been exposed to the asphalt indus-

try. It’s an exposure issue as much as it is a gender issue. If you’re over 40 and a man, you’re already in the industry because it’s a more natural course. Men enter the industry at a younger age, whereas women are finding it later in life because now the doors are opening.”

As more companies in the asphalt industr open their doors to women, AsphaltPro magazine will share more success stories like these. From training to detail work, women of asphalt are building roads with an eye to quality all across our nation.

www.THeAsphaltpro.com // 41

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When a company can boast five locations, two asphalt plants, and 200 employees, it needs high level management of everything from weighing to ticketing to tracking to safety and beyond.

BRAEN STONE LEVERAGES LIBRA TECH

BY SANDY LENDER

44 // January 2020

I

It began when Patriarch Samuel Braen received property in lieu of monies owed him in the 1890s. He accepted a stretch of land along New Jersey’s northern border known as “The Valley of the Rocks,” which would keep his family in business for five generations to come. He founded Samuel Braen Inc. in 1904 to provide construction materials where factories and infrastructure grew.

In the 1920s, members of the family joined

the business for a name change to Samuel Braen’s Sons, and they proudly provided materials for the Eisenhower Interstate Highway System in the years following.

Fast forward to 2020 and Braen Stone owns and operates four quarries in northern New Jersey along with a Gencor drum plant and a 60-year-old batch plant at its Haledon site. They pride themselves on supplying quality construction materials in the Tri-

State area of New Jersey, New York and Connecticut, and have a strong presence in multiple organizations to help the communities where they work and serve.

When a company can boast five locations, two asphalt plants, and 200 employees, it needs high level management of everything from weighing to ticketing to tracking to safety and beyond. Ray Scott, the director of IT for Stone Industries Inc., gave some insight into that high level management.

“All of our locations have more than one Libra Gen3 PC and several scales,” Scott said. “This allows us to maximize efficiency by running multiple outbound scales when busy as each PC can grab and ticket on any scale. Because we are high-volume, it’s a never-ending process.”

To organize and track all that, Braen implemented the Generation3 aggregate scale/ plant loadout computer system from Libra Systems Corporation, Harleysville, Pennsylvania. The Generation3 system incorporates a number of elements throughout the Braen sites, and feeds data from those elements to the Libra Enterprise Information Server (EIS), which Scott described as the “central management server that keeps all of our Libra Generation3 computers updated with the latest job information. EIS sends all customer, job, order, product, and truck information to each Generation3 computer.

It also retrieves and stores all tickets from each plant to simplify back office reporting.”

Recently, Braen added the Libra Sentinel GPS asset management solution to the mix.

Scott described it as “cloud-based software we use to track deliveries and time between plants and jobsites to better utilize our delivery trucks.” This system works with plugin, hardwired devices, or use of a mobile phone app to track trucks and deliveries.

“We are a high-volume aggregate and asphalt producer,” he continued. “And needed a way to maximize and track our delivery trucks, which in our case are all third-party haulers, so we can meet the needs of our customers.”

Ron Callahan is the transportation manager at Braen Stone and explained how they use EIS Live Dispatch with the Sentinel GPS. “As we all know, even though you have planned your day the night before, there’s constant change from start to finish. If you’re going to play chess, you need to see the board. When our dispatchers are getting real-time information, they make decisions that are efficient, productive and

www.THeAsphaltpro.com // 45

Braen’s central dispatch office is the nerve center for orchestrating orders and trucking for all facilities. “As a high-volume producer, Libra’s integrated Dispatch & GPS software helps us maximize our deliveries,” Ray Scott said. cost-saving in all aspects of our business.

With our multiple facilities, our dispatchers are constantly monitoring vehicle status, job sites and plants in real time.”

Any company selling mix to outside customers will recognize the added stress of independent haulers lining up alongside your own trucks to start their projects each morning. Let’s say you have trucks receiving stone as well. The logistics can be managed from one dispatch location, as Braen has set up with Central Dispatch at the Haledon facility.

“During a peak time, you could have 50 trucks waiting to scale out,” Scott said. He described the Libra aggregate scale ticketing system as “pretty quick” for each truck.

“About 30 seconds. Mornings are tough since all trucks are loaded and ready to go as the gates open. Other than that, it’s a steady flow. You get the gross weight and print. As a truck drives onto our scale, we’re scanning the plate using an LPR camera that retrieves

46 // January 2020

the truck and adds it to the Libra queue, the weighmaster picks it from the queue, and all the job information is populated. We also utilize the Libra self-service kiosks at all of our locations to allow authorized drivers to weigh themselves and print their own tickets. The kiosks also handle 100 percent of our after-hours ticketing.”

Scott looks at the EIS server as “the source of truth that communicates with multiple scales in multiple locations. The ticket data at each facility continuously flows from each Generation3 back to EIS. Simultaneously, EIS keeps each Generation3 in sync with new orders, truck assignments and other database updates.”

One of the Libra systems Braen has recently installed is the Sentinel GPS mentioned above. With the two working in concert, it “helps us to reduce our operating costs on all fronts and not just trucking,” Callahan explained. “When you’re able to determine the fastest, shortest route for our

hired vehicles, this helps all aspects of our business in regard to reducing time. We can pinpoint traffic issues and avoid them. This also benefits our haulers in lower fuel consumption and can decrease overtime costs.

When the trucks are efficient, so is the entire operation.”

Callahan listed the following points as some of the additional benefits the Braen Stone team has achieved by using EIS and Sentinel together: • By monitoring truck location, Central Dispatch can route trucks to the closest quarry or plant location for efficiency. This increases truck loads per day.

More loads equals more profit.

• This allows Central Dispatch to keep customers informed. We are able to advise customers of the location of the delivery truck and we can accurately estimate time of arrival on job sites. The customer can be prepared to offload as soon as the truck arrives.

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TOP LEFT: “The Libra self-service kiosk gives the truck drivers the ability to weigh their own trucks and print their own tickets based on the parameters we grant them within the Libra Generation3 system,” Ray Scott said. “We can allow them to choose from multiple jobs/products using the full color LCD touch screen or we can program it for a specific job/product requiring no input from the driver other than scanning their RFID card.”

TOP RIGHT: Ray Scott, Director of IT for Stone Industries BOTTOM LEFT: Braen Stone owns and operates four quarries in northern New Jersey along with a Gencor drum plant and a 60-year-old batch plant at its Haledon site. BOTTOM RIGHT: As a truck drives onto the scale, Braen Stone personnel are already scanning the plate using an LPR camera that retrieves the truck data and adds it to the Libra queue. The weighmaster picks it from the queue, and all the job information is populated.

• Haulers may be able to reduce your insurance costs. Insurance companies encourage GPS systems and provide discounts to GPS-equipped trucks.

• The system automatically tracks and stores information that can be pulled up at a later date. On-the-job wait times can be monitored and verified at any time.

48 // January 2020

Another point all the software assists the Braen team with is safety. Scott explained that site-specific training is required of any vendor or hauler who comes to one of the quarries.

“Just to be on our grounds, everybody who comes on site has to watch the safety video and take the quiz at the end.”

The safety video gives visitors the ground rules for staying safe at a Braen site, as well as basic safety rules to adhere to at active quarries. The safety video is to keep workers compliant with Mine Safety and Health Administration (MSHA) regulations and to ensure everyone knows how to behave for best safety practices. If a person receives less than 80 per-

Ray Scott explained the Libra Camera ID allows them to capture up to four images per scale/process area and overlay ticket information on the image. cent on the quiz at the end of the video, the person will have to re-try, paying closer attention to safety items such as what channel to set the radio to when entering the site, which way traffic flows at the site, what speed limits are for the sites, what horns signal a blast is imminent, and so on. This is to keep you MSHA-compliant. “The test score goes to an internal database and we give them a sticker for their hardhat to be worn on site,” Scott said.

It makes sense that Braen would install additional safety mechanisms for asphalt

loadout. They use the Libra Silo Safety System, which is designed to prevent inadvertently opening the wrong silo.

“We added the Silo Safety System several years ago. The system graphically depicts the truck’s position, as well as the silos that are ‘hot’ or locked out. The system kinda works on its own; the driver doesn’t have to know it’s there. The beam has to be broken or the silo gate won’t open. We couple that with cameras as well that look down into the beds.”

Customers call into the Haledon Central Dispatch location for scheduling, no matter where they’ll load out. From there, Braen can offer detailed tracking now with Sentinel GPS integrated with EIS. Scott said: “The biggest part we like is it’s all Libra. It integrates fully with EIS. You put GPS devices in the trucks and it helps us manage the trucks more efficiently.”

The inaugural Libra Systems User Conference takes place in Orlando Jan. 22-24, 2020.

Visit LibraSystems.com for details.

www.THeAsphaltpro.com // 49

Produce Clean

Plant upgrade helps Blythe Construction meet sustainability goals |

A

As one of Southeast United States’ premiere infrastructure construction firms, Blythe Construction Inc., operates 13 asphalt plants across North and South Carolina, producing more than 1 million tons of hot mix and recycled asphalt annually. It is a source of pride for Blythe that every one of its asphalt plants is a recipient of the coveted Diamond Achievement Commendation for operation-

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al excellence from the National Asphalt Pavement Association (NAPA).

Covering aspects that range from plant appearance to safety to regulatory compliance and community relations, the Diamond Achievement Commendation also includes a sustainability component that gauges a facility’s effectiveness at implementing environmental goals. For Blythe and its parent enti-

BY RICK JAY

ty, Eurovia Company, based in Paris, France, the environmental focus has increasingly become a priority within its operational practices. Because of this, Eurovia has set forth an initiative to reduce emissions from its asphalt plants by converting the plants to electric heat for their asphalt tanks, hot oil heaters and more. The first Eurovia-owned U.S. plant to make this switch is Blythe Con-

LEFT: For Blythe and its parent entity, an environmental focus has increasingly become a priority within its operational practices. In fact, Eurovia has set forth an initiative to reduce emissions from its asphalt plants by converting the plants to electric heat for their asphalt tanks, hot oil heaters and more. The first Eurovia-owned U.S. plant to make this switch is Blythe Construction’s North Plant in Charlotte, North Carolina. ABOVE: PHCo’s Lo-Density Unitized Storage Tank Heater heaters are often specified into both new and existing asphalt tanks, as they can easily be installed into any horizontal or vertical above-ground tank or vat, even as a retrofit. struction’s North Plant on Reames Road in Charlotte, North Carolina. The company completed the upgrade September 2019.

DRIVING TOWARDS ENVIRONMENTAL EXCELLENCE “Eurovia’s emphasis has been to change its asphalt plants overseas to all electric in an

effort to reduce emissions,” Tim Mitchell said. He’s the North Carolina plant manager for Blythe Construction Inc. “They now are working to upgrade our plants here in the U.S. to electric heat. At the North Plant tank farm, we installed three new asphalt cement tanks, five new silos and a hot oil heater this past summer. We upgraded all three tanks and the hot oil heater to include drywell-style

electric heat, rather than propane burners, because the burners are inefficient and create emissions.”

Mitchell explained that the three vertical 30,000-gallon asphalt cement tanks were all manufactured by Meeker Equipment Company of Belleville, Pennsylvania.

Each is heated with a Lo-Density® Unitized Storage Tank Heater from Process Heating

www.THeAsphaltpro.com // 51

LEFT: Blythe Construction Inc. installed three new vertical 30,000-gallon asphalt cement tanks, five new silos and a hot oil heater in the summer of 2019. The company upgraded all three tanks and the hot oil heater to include Lo-Density® drywell-style electric heat from Process Heating Company (PHCo). RIGHT: With the PHCo’s indirect heating systems, like its Lo-Density Hot Oil Circulating Heaters, heat from electric energy is transferred to the oil, which then carries it to the area or process where it is needed.

Company (PHCo), based in Seattle, Washington. The plant’s new hot oil circulating heater also is manufactured by PHCo and features Lo-Density drywell-style heat. “Eurovia had specced everything out, and they specified the drywell-style electric heaters,” Mitchell said. “Meeker was our tank supplier for the project.”

PHCo’s Lo-Density Unitized Storage Tank Heater heaters are often specified into both new and existing asphalt tanks, as they can easily be installed into any horizontal or vertical above-ground tank or vat, even as a retrofit. The unique low-watt-density drywell-style heaters dissipate controlled heat as low as three watts per square inch on the

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heater’s sheath to prevent coking or damaging of temperature-sensitive asphalt or emulsions. These materials often experience damage when too much heat is applied to them too quickly. Asphalt and emulsions ideally should be heated by a carefully controlled system that reduces their viscosity.

With the PHCo’s indirect heating systems, like its Lo-Density Hot Oil Circulating Heaters, heat from electric energy is transferred to the oil, which then carries it to the area or process where it is needed. Using PHCo’s unique, patented Coil-Lock-design heating elements, which also reside within a drywell, the hot oil transfer heat units dissipate controlled heat as low as eight watts per square

inch on the heater’s sheath, eliminating coking or carbonization of the transfer oil.

As a means for Eurovia and Blythe Construction Inc. to meet their environmental goals, the Lo-Density heat provides the emission-free benefits the companies were seeking.

KEEN ON CLEAN

Since the plant was brought online, Mitchell said he has been pleased with its performance. “Moving from tank to tank, the (material) temperature can drop some. But with it now being self-controlled at each tank, the Process Heating units keep everything at an even temperature,” he said.

Using PHCo’s unique, patented Coil-Lock-design heating elements, which reside within a drywell, the hot oil transfer heat units dissipate controlled heat as low as eight watts per square inch on the heater’s sheath.

“Because the heating elements are in a drywell, you have more control over the heat. With the natural gas burners we used before, we always had issues with the asphalt or hot oil first cooling then spiking in temperature—creating problems with coking and burning,” Mitchell continued.

“I was somewhat familiar with this style of heater prior to the upgrade. We have one Process Heating heater at another location in an asphalt tank. In my experience, it has maintained the heat beautifully in that tank—controlling it a lot better, without coking in the bottom of the tank or around the elements.”

With the completion of its North Plant upgrade, Blythe Construction Inc. will be following a plan set forth by Eurovia to upgrade each of its U.S. asphalt plants in turn.

“As older equipment becomes inefficient and needs to be replaced, we will continue to upgrade to the low-(watt)-density electric heat,” Mitchell said. “In 2021, there are a set of tanks in Raleigh (North Carolina) that will be replaced, and we intend to use the Process Heating Lo-Density heaters for those.”

www.THeAsphaltpro.com // 53

Cornejo Mixes in an Award

BY ASPHALTPRO STAFF

U

Using a warm-mix additive from Ingevity Corporation, North Charleston, South Carolina, the Cornejo & Sons LLC team, of Wichita, Kansas, performed an award-winning project for the Kansas Turnpike Authority (KTA) on a 16-mile section of Interstate 35 near Cassoday.

The 2-inch mill and fill incorporated approximately 63,000 tons of Superpave hot-mix asphalt (HMA) with PG70-28 binder and achieved bonuses for density, air voids and profilograph readings before grabbing the 2nd place Kansas Asphalt Pavement Association (KAPA) 2018 overlay 1-inch or greater. Cornejo & Sons subcontracted the milling, then produced and placed the mix.

Since 1952, Cornejo & Sons has been serving the community, businesses and government. In 2013, the company was acquired by Summit Materials and continues to provide construction services and materials in Kansas and the Midwest. With nearly 600 employees and multiple subsidiaries, Cornejo & Sons has grown to be a vertically integrated construction materials company.

Tim Zynda, vice president of ready mix, asphalt and trucking, has been with Cornejo & Sons since 2013. He explained the company acquired a new asphalt plant in 2018 and used the warm-mix additive Evotherm for its first project with the KTA’s pavement preservation project in the Flint Hills.

“Evotherm was incorporated into the mix design as a liquid antistrip and warm mix chemistry,” he shared. “The aggregate had similar characteristics to what we’ve used in the past, and we knew Evotherm worked well with those materials. We produced the mix at appropriate temperatures and achieved maximum density bonuses.”

Zynda explained they brought in a storage tank for the liquid product, which required merely a pump tied into the controls. “The buttons were there,” he said. “Our initial emphasis to introduce warm-mix additive is we use a limestone that is an absorptive material and we would occasionally see a browning of the mix. We wanted better adhesion, wanted to get plant temperatures down, and wanted to improve viscosity. We didn’t want to cook the light ends out of the asphalt. We wanted to improve the life in the silo without drain down. The lower production temperatures [with warm mix] also help us be a better neighbor in our community by keeping emissions to a minimum.”

He explained that the most rewarding aspect of being a part of the asphalt industry for Cornejo & Sons is building: “We like to build things. A project that goes well, rides well, where the team has gelled as a unit and brought a project in on time is one we’re proud to let everyone know we built. We spend an inordinate amount of time on quality control.”

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Glen Scott of the Kansas Turnpike Authority spoke highly of the project outcome, as well as the work Cornejo & Sons performed during construction. All photos courtesy of Ingevity.

Cornejo & Sons placed approximately 63,000 tons of Superpave hot-mix asphalt (HMA) with PG70-28 binder and achieved bonuses for density, air voids and profilograph readings. The team incorporated Evotherm WMA additive for its adhesion capabilities, and to replace liquid antistrip and get supplemental benefits.

Using a warm-mix additive from Ingevity, the Cornejo & Sons team performed an award-winning 2-inch mill-and-fill project for the Kansas Turnpike Authority (KTA) on a 16-mile section of Interstate 35.

The elements of quality control and workmanship contributed to the preservation project’s success.

“We originally incorporated Evotherm because of its adhesion capabilities,” Zynda said. “[It] allowed us to replace liquid antistrip and provided supplemental benefits…Evotherm’s ability to improve coating and workability, aid in consistent densities, and reduce mixing temperatures led to better performance and increased cost savings. Once our organization noticed the impact Evotherm made on overall mix performance, we implemented the product throughout all our plants.”

“We’re responsible for doing testing alongside a certified, independent lab running quality assurance tests,” he continued.

“We have a Superpave lab with the KTA running the quality assurance tests.”

Glen Scott of KTA spoke highly of the outcome. “We were pleased with the performance of the mix. We were also very pleased with the contractor’s work during construction, which resulted in a very good ride, which resulted in a bonus payment to the contractor under a contract specification that is pretty demanding in terms of ride performance.”

“Besides Evotherm’s adhesion and coating attributes, we also discovered a lubrication property that enhances the mix throughout all stages.”

Zynda believes the lubricating properties helped achieve compaction of the mix on the KTA preservation project. “We do attribute some of the benefits to the product, but we like to think part of it is a well-balanced mix design, too. We achieved 80+ on the TSR testing and did not struggle to attain densities north of 93 percent.”

The team Cornejo & Sons has put together makes their success.

“At the end of the day, it’s all about the team working together to achieve the same result,” Zynda said. “When everyone’s clicking on all cylinders, that’s utopian in this arena. This group is solid, top to bottom. We’re proud of the team we’ve assembled here, and the quality products we use. We throughput those materials and take pride in producing a quality end product for private and public customers.”

www.THeAsphaltpro.com // 57

product Gallery

New Year Starts with New Paving, Pavement Maintenance Products and Services T

The construction industry is all abuzz with the idea that this is a CONEXPO year. What does that mean? Technically, it means hundreds of thousands of construction industry members will descend on Las Vegas March 10-14, 2020, to attend over 150 education sessions and visit over 2.8 thousand exhibitors at the CONEXPO-CON/AGG and IFPE. Look at those numbers. Over 2,800 exhibitors makes for an insane week of running to and fro to see what could help your bottom line. The good news is AsphaltPro will publish a special section in which our partners and supporters highlight the goods that could enhance your bottom line. That will appear in the March/April edition, which mails Feb. 25. Watch for that!

In the meantime, paving original equipment manufacturers (OEMs) and pavement maintenance OEMs have iron, software and services ready to go right now. It’s the time of year to shore up existing machines, as the team at Kenco Engineering Inc. can help you do, or to plan a new purchase. You can gear up for the 2020 paving season during this downtime by starting with research in these pages.

ALLU

ALLU Group Inc., based in East Brunswick, New Jersey, recently announced Rob Houlder as its new territory sales manager for the Northeastern United States. Based in New York, Houlder will be responsible for developing and working with ALLU’s network of dealers in the Northeast, in addition to field sales activities.

For more information, call (800) 939 2558.

ASV

ASV Holdings Inc., Grand Rapids, Minnesota, introduces base- and premium-level configurations for its mid-sized Posi-Track® loaders. The options make ASV’s compact track loaders more accessible to rental centers and all sizes of businesses, according to

58 // January 2020

the manufacturer. Customers will choose between base and premium versions of the RT-65, VT-70 High Output, RT-75 and RT-75 Heavy-Duty Posi-Track loaders. The premium configurations include additional productivity and comfort features. The base models offer all the ASV DNA for an excellent value and price point, according to the manufacturer. Both configurations feature ASV’s patented Posi-Track undercarriage.

All Posi-Track loaders are backed with ASV’s new, industry-leading warranty, as revealed in the December issue.

For more information, visit asvi.com.

BOMAG

BOMAG Americas, a Fayat Group company, Ridgeway, South Carolina, launched the new BOMAG CR 820 Series of 8-foot pavers with a new operator’s platform and new controls in October. The 160-horsepower diesel engine meets Tier 4 Final emissions standards.

It features a 10-ton hopper capacity.

Both the rubber track and tire models, the CR 820 T and CR 820 W respectively, are built with significant upgrades to the operator’s platform. New duel swing-out seat and consoles are designed to provide improved visibility from both the left- and right-hand sides of the paver.

A new, 7-inch, multifunction, color screen display at each console is designed to provide easy viewing of critical operating functions, gauges, parameters and fault messages for quick troubleshooting at the jobsite.

New blade-type toggle switches each control a single paver function. A new sound-insulated composite engine hood delivers quieter paving to improve operator comfort, while its sloped design provides a clear view into the hopper from the operator’s seat.

Hopper wings are securely held in the “up” position with manual locks.

The CR 820 Series boasts three-point suspension to float the paver over subbase irregularities. Raise and lower the rear of the

paver with the exclusive Frame Raise System. The Stretch 16 hydraulically extendible screed offers infinitely variable paving widths from 8 to 16 feet and a maximum paving depth of 12 inches.

For more information, check with your local Bomag dealer.

CATERPILLAR

Caterpillar, Minneapolis, offers the Cat® CS56B soil compactor with a redesigned cab for operator comfort, exclusive Cat® dual pump propel system with electronic control, and new Cat Compaction Control that’s factory installed, dealer supported and integrated with the machine. Two sensor options are available, including the new Machine Drive Power (MDP), which is exclusive Cat technology based on rolling resistance. Take a closer look: MDP is designed to work on all soil types (fines, granular and cohesive) and with smooth drums, padfoot drums or smooth drums equipped with padfoot shell kits. It works with the vibe system on or off, allowing operators to measure during working passes or when proofing passes. It works by measuring the energy necessary to overcome rolling resistance, which the manufacturer states is a more tangible and direct measurement of soil stiffness.

The CS series specifically has enhanced compaction force with more weight at the drum and enhanced propel system.

For more information, contact your local Cat dealer.

Chicago Pneumatic

Chicago Pneumatic Power Technique (CP), Rock Hill, South Carolina, has named Rod McFadden as its new regional sales manager for the Midwest. McFadden will represent the full CP Power Technique lineup. He resides in Columbia, Missouri.

For more information, contact him at (573) 476-9972 or rod.mcfadden@cp.com.

GETS THE JOB DONE JUST LIKE YOU With Evotherm®, you can hit your density numbers and get the job done. With bonus pay.

Learn more:

EVOTHERM.COM

product Gallery DEERE

John Deere, Moline, Illinois, has added three new models to its referral attachments line—Level Best®. The three models are the PD-72 inch (1,829 mm), PD-84 inch (2,134 mm) and PD-96 inch (2,438 mm). The new grade control-ready Level Best Dual Mast PD Series box blades are designed to improve productivity on John Deere skid steers and compact track loaders.

Level Best box blades are available in Topcon ready 2D precision grading and 3D precision grading options. The 2D Level Best PD Series comes ready to produce precise 2D grading by working seamlessly with laser transmitters. The 2D system automatically adjusts the elevation by controlling the lift and tilt of the attachment to maintain vertical accuracy and smooth grading performance. The Level Best PD Series Grading Box System adjusts dozens of times per second to ensure a smooth grade with tight tolerances. For jobs that demand 3D grading, Level Best grading boxes come ready to be used with Topcon GPS, robotic total stations or sonic technology. The grading box comes installed with the cables needed to work with Topcon 3D GPS. This allows customers to use the Topcon GPS systems they currently use on other machines. The main components can be installed on the grading box for a plug-and-play solution.

The three box blade models offer customers a range of capabilities based on their needs. With a box width ranging from 72 inches (1,829 mm) ranging to 96 inches (2,438 mm), operators can use different widths to improve efficiency when leveling terrain. The PD-72, PD-84 and PD-96 require machines equipped with half-inch quick-connect couplers and a 14-pin auxiliary electrical connector with live power. Rear counterweight is not required to use these models. The John Deere/Level Best Referral Program allows John Deere Construction & Forestry to sell Level Best branded box blades using low rate financing through John Deere Financial. The new Level Best box blade attachments are serviced through Level Best.

For more information, contact your local John Deere dealer.

60 // January 2020

GSSI

Geophysical Survey Systems Inc., Nashua, New Hampshire, recently introduced its new 200 MHz (200 HS) antenna. It serves as the foundation for the GS Series, which is designed for geophysical, geotechnical, or environmental applications that require high reliability under challenging survey conditions. The newly designed 200 HS antenna is paired with the HS Module and wirelessly connects to a Panasonic Toughpad G1 or SIR 4000 control unit. The wireless HS Module incorporates system electronics, an internal GPS, and connectivity ports in an IP-65 rated housing. The 200 HS uses GSSI’s patented HyperStacking technology. The 200 HS is FCC, RSS-220, and CE certified.

Designed alongside the 200 HS are several survey accessories to enhance the ease of use in data collection. The antenna comes with a tow handle with various grip options.

Optional accessories include a GPS mount and a four-piece wheel kit that will decrease the wear of the antenna on prepared surfaces such as grass and asphalt.

For more information, contact Jami Harmon at (603) 893-1109.

ROADTEC

Roadtec, an Astec Industries company, of Chattanooga, offers its highway class RP-250e paver with a 240-horsepower Cummins QSB 6.7 Tier 4 engine. It offers a minimum paving width of 10 feet and a rear-mount screed.

The hopper width is 10 feet, 3 inches. Feed control is via sonic and flow gates. Tunnel height is 14 inches. Back at the head of materi-

al, auger diameter is 16 inches and minimum auger height can be set at 2 inches.

For more information, contact Eric Baker at (800) 272-7100.

TRIMBLE

Trimble SiteVision is an outdoor augmented reality (AR) solution that enables users to visualize 2D and 3D data on virtually any project site with cellular or internet connectivity.

Combining hardware and software in an integrated, lightweight handheld or pole-mounted solution, users can view 3D models and assets in a real-world environment at a 1:1 scale, from any angle or position.

One of the most impactful uses of the new AR solution is in night milling, where contractors can now highlight manhole covers, underground infrastructure and other assets that are otherwise indicated by paint, which can be difficult to see in the dark.

For paving contactors, Trimble SiteVision opens the door for both time and cost savings by blending digital content with real-world environments.

For more information, visit sitevision.trimble. com or check out the December article.

Wirtgen

The KMA 220i mobile mixing plant from Wirtgen America Inc., Antioch, Tennessee, makes cold mixes on-the-spot. The KMA 220i mixes 220 metric tonnes (242 short tons) per hour of cold mix asphalt. Virgin and/or reclaimed materials can be processed using asphalt emulsions, foamed asphalt, lime, cement, polymer additives, fly ash or other materials. No heating is required.

The RP-250e wheeled paver from Roadtec offers hydraulic tunnel extensions as an option.

All three air-suspension axles have raising and lowering capability, as well as automatic, load-dependent all-wheel air brakes.

It can produce a 22-short ton truck load of up to 100 percent recycled asphalt cold mix every six minutes, according to the manufacturer. It can produce cold mix either in batch mode or in continuous mode.

The mix is then directly loaded into trucks or stockpiled via the plant’s slewing discharge conveyor. Contractors can locate this portable plant at or near their projects, or in remote areas, and cut dozens of trucks from long hauls.

Its features include fully diesel-hydraulic drive of all components. Driving the KMA 2201 is a completely modified, low-wear, twin-shaft continuous mixer. The mixing plant is driven by a 173-horsepower Tier 4 Final engine. The water tank has a capacity of 1,188 gallons.

For more information, contact Matt Graves at matt.graves@wirtgen-group.com or visit www. wirtgen-group.com/america/en-us.

The KMA 220i cold mix portable plant from Wirtgen is suitable for pavement maintenance and preservation projects.

www.THeAsphaltpro.com // 61

New Tech

Hands-Free Headsets Improve Crew Communication In the September 2019 issue of AsphaltPro, John Ball wrote about how the team at The Earle Companies, Farmingdale, New Jersey, uses 3M™ PELTOR™ PowerCom Plus headsets to cut through the noise on the job.

“It’s not only a safety measure; it also helps with training and workflow,” Ball said. “When I worked onsite with them for training purposes, I could communicate with workers who were on equipment out of shouting distance. That’s the kind of immediate communication your training supervisors and paving foremen often need out on the jobsite.”

The headsets make it possible for the team to communicate with one another, while blocking out damaging noise without blocking important sounds.

“It used to be that a new guy on the job could only learn visually by watching others on the crew,” said Alex Kundrat, president at Speak Easy Communications, Cleveland, Ohio. “Now, he can hear the senior guys talking and pick things up much faster, and the crew can explain things as they go.”

I

Kundrat first experienced the use of headsets to improve communication while working in the tree care industry. “I knew headsets would make our work more efficient, but one thing I never anticipated would be how much it minimized my anxiety on the job,” Kundrat said. “You don’t realize how exhausting it is to communicate in such loud environments.”

AsphaltPro spoke to experts in the field to find out what features are key for wireless intercom headsets in the construction trades.

MUST-HAVE FEATURES FOR CONSTRUCTION HEADSETS “All systems have their strengths and weaknesses,” Kundrat said.

What’s important is to identify features that are important for your operations and thoroughly research the options available. Here are a handful of key features.

1) Ambient noise features One of Kundrat’s top features to look for is what Speak Easy calls noise filtering, though names for this technology differ. The general idea is that the system is able to, for example, reduce the noise of the milling machine to perhaps 10 percent of its total volume while voices are transmitted at normal volume.

“Any headset made for this type of work will have noise filtering features,” Kundrat said, adding that headsets for other uses—such as motorcycling—may not have the features needed for the construction industry.

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According to Jim Kruckow at Sensear, Carpentersville, Illinois, its headsets offer a feature called 360 situational awareness.

“This allows you to hear everything around you directionally,” Kruckow said, “so if there is a backup alarm going off behind you, you will know what direction that noise is coming from even within the headset.”

Another feature Kruckow recommends is face-to-face communication, where people can speak to each other directly, speech is enhanced and passed through the headset so you don’t miss a word.

He also suggests ensuring the model you choose can handle intermittent noise. like machinery revving up or impact hammers.

“Some headsets will clip those noises, which means it’ll cut out when that loud noise hits,” he said.

2) Noise Reduction Rating “It’s important both to protect workers’ hearing and keep communication open for safety and productivity,” Kruckow said. “That’s why our headsets offer a noise reduction rating between 23 dB and 31 dB, depending on the model.”

The Speak Easy intercoms are attached to the crew’s existing noise-reducing earmuffs, so the intercom itself has no NRR capabilities for ambient noise. However, Kundrat said, engine noise is filtered before it is transmitted.

3) Connectivity Options One feature Kruckow said sets Sensear headsets apart is the range of communication options built in. Its headsets can be wired to a two-way radio, operate over Bluetooth, or headset-to-headset short-range.

“Having multiple forms of communication ensures you’re not stuck with one type of communication,” Kruckow said. “If you only have headset-to-headset, and you later start using two-way radios for something, you’d have to buy all new headsets.”

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www.THeAsphaltpro.com // 63

New Tech With built-in short-range, Sensear has no limit to the number of headsets on the same channel. Its headset range is anywhere from 50 to 150 feet, depending on the environment.

Some operations may find it useful to have multiple channels, so some members of the crew can talk on one channel and switch to the other channel if need be.

Speak Easy headsets connect via bluetooth or two-way, and will soon be compatible with CB radios. “One person will be able to link their headset to a handheld CB on their belt so they can talk to truck drivers by pressing the inline mic key,” Kundrat said. “You can have the trucker’s responses feed into the other guys, or turn that off if they don’t need to hear it.”

Although some headsets offer the ability to connect to smartphones via Bluetooth to take calls or play music, Speak Easy deliberately chose not to incorporate this feature in an effort to encourage the crew to avoid distractions.

4) Operating Range Every headset will offer a different operating range, so Kundrat recommends thinking about your operation and the typical distance between employees. For example, Speak Easy can pair six headsets operating within 300 feet of one another. In flat environments without many obstructions, or if the six headsets are spread out, that can extend up to 900 feet.

5) Operating Method Each headset offers different operating modes. For example, pushto-talk requires the user to push a button while talking. Voice activation, or VOX, is just what it sounds like. It activates when someone begins speaking, though the first couple of words may be cut off, so Kruckow suggests starting each transmission with a keyword so no one misses out on crucial information (they’ll instead miss the keyword if VOX doesn’t pick up the first couple of seconds). Sensear’s headsets operate either with push-to-talk or VOX based on your two-way radios’ capabilities.

A third option includes live continuous mic, where everyone is heard at all times. This is the method Speak Easy relies on, with the ability for a user to mute their own microphone if they need a bit of privacy.

6) Transmission Modes Beyond operating modes, you should pay attention to transmission modes.

Speak Easy’s headsets are full-duplex, meaning they allow for simultaneous communication in all directions. Kundrat prefers this communication method so, in the event of an urgent warning, that message will be immediately communicated to the whole crew without having to wait for the channel to clear.

Sensear’s headsets are half-duplex, meaning only one person can talk at a time. However, if used to take a call, the user can opt to switch the headset to full duplex to take the call while also maintaining situational awareness of the job site.

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7) Ergonomics “Ergonomics are definitely important,” Kruckow said. “If it isn’t comfortable, no one is going to wear it all day. And if you take off the headset, you’re taking away your hearing protection.”

Most manufacturers offer a variety of models to suit user preferences and various work environments. Kruckow adds that people working in hot environments often opt for Sensear’s earplug-style model. Cold-environment workers tend to prefer the full headset.

Sensear also offers dual protection headsets using both styles together, while still maintaining situational awareness and face-toface communication in extreme loud environments.

Sensear’s headsets can be used to accept calls. “Some calls may be necessary for the job,” Kruckow said. “And we don’t want anyone taking off the headsets for any reason throughout the shift.”

Sensear’s headsets are also compatible with hearing aids. “There are a lot of people who have experienced hearing loss and rely on hearing aids,” Kruckow said. “A lot of headsets will create feedback, but ours do not.”

Speak Easy offers two models: one that integrates into any earmuff and mounts to a hardhat and a second model that is a more rugged version of the type of headset call center workers might wear. The headsets also offer a volume boost option for people who need to turn up the volume to combat existing hearing loss or those who wish to wear earplugs beneath the headset.

In addition to the handful of options already mentioned, other headset manufacturers include Earmark, Firecom, Sena and Sonetics, among others.

IMPLEMENTATION TIPS

Kundrat recommends setting aside 20 or 30 minutes on the first day using the intercoms, or even giving crews a chance to try them out at the shop before heading to the job. “This gives them a chance to get used to the features in a controlled environment instead of trying to figure it out in the middle of a job and getting frustrated.”

He also recommends having the foreman collect the headsets at the end of the shift for charging overnight and passing them back out the following day.

“You don’t want to have one break in the chain if one guy forgets his headset one day,” Kundrat said. Most headsets will last a whole shift— often two full shifts—but Kundrat adds it’s also possible to charge Speak Easy headsets on the go, with either a portable battery pack or via an automobile auxiliary power outlet. Models from some manufacturers, such as Earmark, offer the option of powering the headsets with either a rechargeable battery or two 9-volt alkaline batteries.

Kundrat also cautions against over-reliance on the headsets, and urges headset wearers to use common sense. “Just because someone says in the headset, ‘I’m backing up,’ doesn’t mean they should be any less careful than they would without the headset,” he said.

“What if one guy’s headset broke or died? The person backing up still needs to wait to hear ‘All clear’ from the people around them.

We can’t get too comfortable with technology.”

– BY SARAH REDOHL

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here’s how it works Step 1

The operator downloads the Vibration app to his phone and connects the sensor with the app.

Step 2

He places the sensor on the right feed corner of the screenbox sidewall.

Step 3

The sensor conducts testing and the app indicates when the next reading can be conducted.

Step 4

The operator moves the sensor to the next exterior corner of the screenbox.

Step 5

The app delivers the results that can be read, printed, shared, etc.

MAJOR’s Flex-Mat Sensor G

Getting reliable data to assess accurate screen operating vibration means a producer can select effective screen media. Thus the team at MAJOR, Candiac, Quebec, developed the Flex-Mat app-controlled vibration analysis sensor to monitor and fine tune screen box performance and help users make parameter decisions with solid numbers. Here’s how it works.

Upon removing the sensor kit from its professional casing, the user will download the Vibration app for iOS or Android phones.

The operator connects the single sensor to the Flex-Mat sensor app on his phone before placing the physical sensor, which is about 2 1/4 inches by 3 1/2 inches, on one corner of the machine. Provided there is designated and accessible work platform around the machine, the sensor can be placed safely on the exterior of the screenbox sidewall, away from moving parts, with

66 // January 2020

no need to remove any guarding from the machine.

Five separate readings are taken: 1. Right Feed corner 2. Right Discharge corner 3. Left Feed corner 4. Left Discharge corner 5. Deck inclination reading Once each test is complete, the app indicates that the next reading can be conducted.

Results of the test are available on the app instantly, allowing for a quick recheck on any of the locations where irregularities are shown.

Once the measurement process is completed, the information on g-force, stroke, rpm and orbit including lateral movement, will be delivered to the phone in the time it takes to climb down from the machine.

The tool allows the operator to use the results to determine whether a more technical analysis from another system is needed. For example, if one corner of a screen is

performing differently from the others, he may perform further investigation.

Local or site safety guidelines may prohibit access to the machine while in operation, but the sensor is designed to provide information without having to shut down the plant. MAJOR developers remind users to follow all safety guidelines.

For more information, contact MAJOR at (450) 659-7681 or visit www.majorflexmat.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.

off the mat

EZ Street Serves the Greater Good A

About half the staff from EZ Street Asphalt, Miami, was in the Ozarks Oct. 25, volunteering at a training event for rural law enforcement officers. Vice President of Sales Tom Francione declared, “I’m in the zone. Our company culture excites me on a daily basis.”

For a global company known as a market leader in premium cold asphalt, this is not a normal day at EZ Street’s home office. The Missouri family farm belongs to EZ Street’s founders. They’ve developed this free day of Servant Leadership training for local first responders who require continuing training credits—and want something more.

Business Development Manager Brandie Wilson volunteered to run this show. She said, “It’s about being part of something bigger. Servant Leadership allows us to develop stronger relationships. This event is benefitting these first responders, who might not otherwise have the chance to hear Jim Hunter speak.”

Indeed, Jim Hunter is at the core of this effort. He’s one of the world’s prolific teachers of Servant Leadership. It proposes that the leader’s job is to serve, and asks, “Are the people growing?”

The theory is that the company grows through employee commitment and engagement. Fortune 500 companies that encourage Servant Leadership include Marriott, Starbucks, Home Depot, Nordstrom and Whole Foods.

EZ Street invited Hunter to speak to their team in 2003, and brought him back twice before ramping up in 2016.

Now, EZ Street Asphalt is changing.

Wilson was candid about it. “We’ve always been a customer-focused company. But I admit that before Servant Leadership, there were people I didn’t want to deal with. That’s changed. I’m

68 // January 2020

better at my job, better with my family, I have a better outlook. My friends. My personal life. I’ve changed.”

Still, why have Dag and Lars Seagren, EZ Street’s founding brothers, given over their Missouri farm to three dozen police officers and sheriffs’ deputies, flown in Hunter, and catered lunch for all? President Dag Seagren said, “We like to see our employees grow.

And we want to share that same gift with the community here. This is a rural area, with a lot of the challenges that affect rural communities today. Few professions have community impact like law enforcement does. We want to give back. The important thing in life is what we can do to help others lead in their own lives.”

The investment in Servant Leadership is paying off. Francione—who attended the Ozarks event because he wanted to rise to the challenge—offered some insight. “No matter what your job title is, you lead. Our colleagues, customers, stakeholders, rely on our servant leadership. We are committed to the growth of others. Servant Leadership is about empathy, listening, awareness, being approachable, and community building, to name a few.

Demonstrating to people that you, as a leader, are willing to be right there side by side with the people you lead.”

It’s also paying off for the bottom line. Francione shared: “How do we define the bottom line? Making more money, selling more tons, volume, happy employees, excited customers, great character, positive energy? If you put all of that into perspective, Servant Leadership has an impact on all of those. It gives us all a stake in the bottom line, and working toward that common good. If we focus on being a group of all leaders, and our culture of excellence, the bottom line will feel it as well.”

– BY BLAINE PARKER

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advertiser index 4 Rivers Equipment . . . . . . . . 25 Ahern Industries, Inc . . . . . . . . 72 Almix . . . . . . . . . . . . . . . . . . . 7 Ammann . . . . . . . . . . . . . . . . 47 Asphalt Drum Mixers . . . . . . . . 42 Astec, Inc . . . . . .11, 15, 19, 23, 28 B & S Light . . . . . . . . . . . . . . 54 Clarence Richard Co . . . . . . . . .72 CWMF Corp . . . . . . . . . . . . . . 17 Eagle Crusher . . . . . . . . . . . . 65 E.D. Etnyre . . . . . . . . . . . . . . 68 Fast-Measure . . . . . . . . . . 53, 73 Gencor Industries . . . . . . . . . . . 4 Green Patch . . . . . . . . . . . . . . 27 Heatec, Inc . . . . Inside Back Cover Homestead Valve . . . . . . . . . . 39 Ingevity . . . . . . . . . . . . . . . . 59

Ken Monlux . . . . . . . . . . . . . . 73 Kenco Engineering . . . . . . . . . 49 KPI-JCI-AMS . . . Inside Back Cover Libra Systems . . . . . . . . . . . . 21 Meeker . . . . . . . . . . . . . . . . . 33 NCCP Group . . . . . . . . . . . . . 69 Process Heating Co . . . . . . . . . 61 Pugmill Systems . . . . . . . . . . 38 Reliable Asphalt Products . . . . . . . . . . Back Cover Roadtec . . . . . . . . . . . . . . . . . 3 Speakeasy Communication Solutions . . . . . . . . . . . . . . . . 72 Stansteel . . . . . . . . . . . . . . . 13 Systems Equipment Corp . . . . . 35 Tarmac International, Inc . . . . . 57 Top Quality Paving . . . . . . . . . . 73 Willow Designs . . . . . . . . . . . 53 Wirtgen Group . . . . . . . . . . . . . 9

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www.THeAsphaltpro.com // 73

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