OHIO STATE EDITION
A Supplement to:
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March 2 2013
Vol. XVIII • No. 5
“The Nation’s Best Read Construction Newspaper… Founded in 1957.” Your Ohio Connection: Ed Bryden, Strongsville, OH • 1-800-810-7640
Ensuring Business as Usual During I-75 Reconstruction Irwin Rapoport CEG CORRESPONDENT
While the reconstruction of 1.21 mi. (1.9 km) of Interstate 75 (I-75) in Dayton, Ohio may seem small, this nearly $60 million project financed by the Ohio Department of Transportation (ODOT) has an ambitious agenda that would test any general contractor. The work (three major stages and 18 substages) began in March 2010 and should be complete in June/July. The project has The Ruhlin Company and subcontractors adding an additional lane in each direction; the replacement of structures (bridges, etc.) over Stewart, Germantown, Albany, and Washington streets; work over CSX and Norfolk Southern Railroad tracks and Edwin C. Moses Boulevard; partial replacement of bridges over Cincinnati Street and U.S.-35; and the removal of the partial diamond interAn overhead view of project Interstate 75 in Dayton, Ohio.
At peak there were seven excavators (three Cat 336 EL, two Komatsu PC228 USLC, one Cat 345BL and one Cat M-318), four Volvo L-120 wheel loaders and five bulldozers (two Komatsu D37, one Cat D-4, one Deere 550 and one Cat D-6)
change with Albany Street and the bridge over abandoned Conrail Railroad tracks. There also is some road re-alignment work for new ramps on the I-75 and I-35. “This project contains many challenges including a requirement to maintain service to 125,000 vehicles per-day,” said Superintendent Jim Ruhlin Jr., “necessitating a complex maintenance of traffic plan and the work in the Great Miami River consisted of excavation of 100,000 cubic yards [CY] of channel material for use as embankment behind MSE retaining walls. The portion of the project over Norfolk Southern and CSX Railroads involved demolition and reconstruction of mainline I-75 bridges and ramps over heavily used tracks. A complex CPM schedule with over 1,200 activities was utilized to help manage the work.” The rerouting of traffic required three major diversions (via seven day notifications) and working with the city, ODOT and the University of Dayton to plan the lane
closures. This and the pre-planning and coordination with various stakeholders needed to be thorough. This included getting various utilities on-board. “Most of them did a pretty good job and they were out of our way by the time we got there,” said Ruhlin Jr. “One fiber-optic company that had wires along the railroad tracks was late and we had to delay that portion of the project, but once they did, we were able to accelerate the work and get back on schedule. Right now we are in substantial completion. We just have to complete the final re-alignment of the highway and put down the final course of asphalt. We’re actually a little ahead of schedule” Coordination with the railway companies was critical, especially for the setting of bridge beams and decking above the mainline tracks. ‘They had flaggers out every day to let us know when the trains were coming so we could stop our operations,” said Ruhlin Jr. “Plans to remove or set something in place, along with weights, had to be submitted 55 days in advance for reviews and comments and they could request changes. We basically had to submit our plans much earlier.” Bridges were either completely demolished and replaced or partially kept open to maintain traffic flow. The amount of materials used reflects the scope of this project — 220,000 cu. yds. (168,202 cu m) of embankment material and 94,000 cu, yds. (71,868 cu m) were excavated. Approximately 40,000 cu. yds. (30,582 cu m) of concrete will be brought in and 16 mi. (26 km) of steel H-piling were driven for bridge foundations. “We had a total of 35,000 linear feet of portable barrier utilized on the project during multiple phases to keep the traveling public and workers safe,” said Ruhlin Jr. “Approximately 2.5 million pounds of structural steel was used and several million pounds of concrete I-beams.” see DAYTON page 3
Page 2 • March 2, 2013 • www.constructionequipmentguide.com • Ohio State Supplement • Construction Equipment Guide
(L-R): Dave Slagle, Marti Smith, and Jenny Archibald join OMEDA Executive Vice President/CEO Kim Rominger to welcome attendees to the 2013 Power Show.
(L-R): Precision Laser & Instrument’s Chris Koesis, Rochelle McGowan and Jeff Pritt spoke with attendees about the latest laser and GPS technologies.
OMEDA Hosts 43rd Annual Power Show in Columbus
he Ohio-Michigan Equipment Dealers Association’s (OMEDA) 43rd Annual Power Show Ohio was held Jan. 25, 26 and 27th in Columbus. More than 600 brands of equipment and supplies were on display within the Voinovich and Celeste Centers and the Bricker Building on the Ohio Expo Center grounds, according to Dennis Alford, Power Show Ohio manager. A large assortment of construction, farm, landscape and other power equipment was featured at the event. A variety of educational sessions were offered to attendees, covering topics ranging from ways that landowners in the shale gas region can protect their interests when signing a natural gas lease to the impact of agriculture on water quality as well as a briefing on pipeline easement issues.
John Ryerson of Beaver Valley Tree Service (L) gets the run down on this Wacker Neuson articulated loader from Franklin Equipment’s Tom Barnett.
GeoShack’s Tom Spangler spoke with attendees about his GeoShack’s line of Topcon leveling, alignment, measurement and machine control products.
JCB Sales Manager Tim Smith, seen here with the company’s 260T track skid steer, was on hand to discuss JCB’s full line of machines.
George Fackler III (L) of Fackler Kubota Tractor & Equipment catches up with Larry Krystowski of Land Pride Attachments.
Construction Equipment Guide • Ohio State Supplement • www.constructionequipmentguide.com • March 2, 2013 • Page 3
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Page 4 • March 2, 2013 • www.constructionequipmentguide.com • Ohio State Supplement • Construction Equipment Guide
Ohio’s First Ever...
Finalists Chosen to Submit Proposals for Transportation P3 The Ohio Department of Transportation (ODOT) announced Feb. 6 the final three teams who will vie for an estimated $330 million contract to design, construct and finance the second (eastbound) I-90 Innerbelt Bridge and demolish the existing, aging span. This marks the first time in Ohio’s history that state transportation officials are pursuing what is known in the industry as a P3, or public-private partnership. What is unique about this plan is that ODOT is asking qualified teams to not
only build the bridge but finance a portion of the construction costs as well. ODOT will then pay the borrowed money back over a fixed period of time. In 2011, Ohio became the 30th state in the nation to enact legislation permitting ODOT to pursue P3’s. Even after paying finance charges on the borrowed money, ODOT is expected to save millions of dollars in public tax money because the longer the agency waits, the
more expensive construction costs become and the more cash is needed to make repairs to the current, aging Innerbelt Bridge. One estimate concluded that a 10 year delay in construction could result in ODOT spending a whopping $89 million in additional maintenance and repair costs. Plus, pursuing this plan means the bridge replacement project will be open to traffic in 2016 – not 2025 as the department once estimated. The following three teams of contractors and designers were selected to prepare formal proposals: • Kokosing Construction Company with Michael Baker Jr., Inc. • Trumbull Corporation, The Great Lakes Construction Company, and the Ruhlin Company with URS Corporation • Walsh Construction with HDR Engineering, Inc. ODOT is in the midst of replacing the current bridge with two new bridges — one to carry westbound traffic, the other to carry eastbound traffic. When both bridges are complete, ODOT will have invested nearly $620 million in the city of Cleveland over a sixyear period. This marks the single largest investment in one project in one community in ODOT’s history. On Nov. 20, 2012, ODOT began advertising for “requests for qualifications” from potential design-build-finance (DBF) teams. Potential teams were required to provide ODOT with a list of qualifications including past experience, financial abilities and more. The list of qualified respondents was narrowed to three following a defined scoring model outlined in the requests for qualifications. The final three teams will now prepare technical and financial proposals and will be scored on elements including: project management approach, proposed design, construction (including schedule), quality management, community relations, on-the-job training and sustainability and green initiatives. ODOT will soon evaluate each proposal and the project will be awarded to the team which provides the best value based on a consideration of the technical and financial proposal scores and the proposed duration of construction. The preferred team is likely to be selected this summer. The Innerbelt Bridge project includes replacing the current aging I-90 span with two new bridges and expands the number of lanes from eight to 10. Crews are currently working to build the new westbound bridge, which is expected to open to traffic this fall. The DBF team will be responsible for financing a portion of the estimated $330 million cost of constructing the new eastbound bridge and demolishing the current bridge. Construction is anticipated to begin as soon as the westbound bridge is complete. Both bridges could be open to traffic as soon as late 2016. In Jan. 2012, ODOT announced a $1.6 billion transportation funding gap that pushed back by decades some of the state’s largest construction projects, including the construction of Cleveland’s second Innerbelt Bridge. Pursuit of a DBF team has allowed ODOT to return the project to its original construction start date. For more information visit www.Innerbelt.org.
Construction Equipment Guide • Ohio State Supplement • www.constructionequipmentguide.com • March 2, 2013 • Page 5
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ODOT Advises Drivers: Gov. Chooses Innovative Funding Ice, Snow, Take It Slow Option for Infrastructure Solution After more than 10 months of careful study and deliberation, the state has decided not to lease the Ohio Turnpike. Instead, the turnpike would issue bonds backed by future toll revenue and use that money to build critical transportation projects mostly in Northern Ohio. With the acceptance of the Ohio Turnpike Opportunity Analysis, the state of Ohio finds itself with the opportunity to move forward with an innovative program to begin to address the critical infrastructure needs of the state. In January of this year, the Ohio Department of Transportation (ODOT) announced a $1.6 billion budget shortfall. This funding crisis means ODOT had to push back by decades some of the state’s largest, most complex transportation construction projects. The cause of the problem is simple: the recent economic decline, combined with more fuel efficient vehicles that use less gas, higher gas prices reducing consumption, and inflation driving up project costs, has left Ohio — along with every other state — in a precarious position. Additionally, the federal and state motor fuel taxes — Ohio’s primary funding source — are not raising as much money as they once did, making it difficult to
keep up with the rising costs of construction. Bonding against future toll revenues can greatly reduce Ohio’s highway budget deficit and dedicate the funds to build these critically important road and bridge projects. By accelerating these projects we protect the thousands of Ohio jobs that depend upon our role as a national leader in logistics and we create thousands of new jobs,” said Gov. John Kasich. “It’s important to understand that under this program the Ohio Turnpike remains under the full control of the state of Ohio. The program also keeps tolls lower than they likely would have been under a lease program.” The program calls for freezing some local tolls and limiting future toll increases to less than what they have been in the past. These steps also will ensure that local communities along the Turnpike will not see an increase in traffic since the Turnpike will remain a great value. The Ohio Turnpike Commission will remain intact but there will be better coordination with ODOT to implement efficiencies that save tax dollars that can be devoted to addressing the infrastructure needs. For more information, visit www.dot.state.oh.us/Pages/Home.aspx.
The Ohio Department of Transportation (ODOT) warns motorists in Ice and Snow, Take It Slow, especially on interstates and state-maintained highways where speeds are faster and traffic volumes are higher. Research shows by the time the first winter storm hits, most motorists have forgotten their safe winter driving skills. “Because of last year’s mild winter, many of Ohio’s motorists haven’t driven in significant ice and snow in about 20 months,” said ODOT Director Jerry Wray. ODOT will make history this winter by being the first state in the nation to use green-colored strobe lights on its snowplow trucks. Studies show green lights are more easily detected by the human eye than other colors. The new green lights, along with new white lights, will be added to the existing amber lights creating a color combination unique to ODOT. Drivers can also stay safe — whether it’s the first storm or last — by following these tips: • Plan Ahead: Before leaving home, find out about driving conditions by going to ODOT’s premier Web site www.BuckeyeTraffic.org. Safe drivers know the weather, and their limits. Also, follow ODOT on Facebook and Twitter. • See and be Seen: Remove any snow on your vehicle’s windows, lights, brake lights and signals. • Check the Clock: Leave plenty of time to reach your destination safely. It’s not worth putting yourself and others in a dangerous situation just to be on time. • Turn on your Lights: If you need to turn on your wipers, turn on your headlights. It’s the law.
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Construction Starts on $122 Million Ohio Headquarters CINCINNATI (AP) Construction began Jan. 31 on a consumer-data company’s new $122 million headquarters in the heart of downtown Cincinnati, a development being touted for deepening the city’s ongoing transformation from a declining Rust Belt dinosaur to a region pulsing with new development and revitalization. The nine-story office tower will be home to dunnhumbyUSA, which analyzes consumer habits for companies like Macy’s, Procter & Gamble, Coca-Cola and PepsiCo. The company, a joint venture of Cincinnati-based Kroger and London-based dunnhumby, began in Cincinnati with
three employees in 2003 and now has more than 650; the company plans to nearly double to a 1,100-person workforce by 2018. Both Cincinnati and state officials fought to keep the fastgrowing company in the city, awarding it a combined $25 million in tax credits and incentives. Those efforts came despite arguments from some who said that in tough financial times, cities should tighten their belts. “Anytime you can take a vacant lot that was a parking lot and turn it into a world headquarters for a company in your city, that’s a big deal,’’ said Mayor Mark Mallory at a groundbreaking.
Mallory has been one of the biggest proponents of dunnhumbyUSA’s plans in Cincinnati, saying the city would be crazy not to try to retain the company with tax incentives. His philosophy is that more people working downtown mean more income taxes and commerce, and that’s going to mean a more vibrant economy. Stuart Aitken, dunnhumbyUSA’s president and CEO, said that staying in downtown Cincinnati will “help grow our business and bring more professional jobs to the state of Ohio.’’ Aitken said his company is committed to Cincinnati for the long run. “We have enormous pride in this city and feel genuine love for this city,’’ he said. In what is now a city-owned parking lot, the new building will be in a prime location. It will be nestled between a Sak’s Fifth Avenue and a Macy’s, surrounded by three hotels and just a block away from Fountain Square, the heart of downtown and the site of some of the city’s biggest public events, including Oktoberfest. Along with 280,000 sq. ft. for dunnhumbyUSA, the project will include 30,000 sq. ft. for restaurants unique to the area, retail stores, entertainment venues and conveniences. Construction is expected to finish in December 2014. City officials hope the new headquarters will spur further
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redevelopment in the downtown area, which began undergoing a major transformation in 2006 with the reopening of Fountain Square after a $49 million renovation. Other projects include a $322 million, 41-story office tower that opened in 2011 and now monopolizes the city’s skyline, a $600 million retail and residential development in the half-mile between the Bengals and Reds stadiums known as The Banks, and a new streetcar line slated to open in 2015. A 156-room boutique hotel had its grand opening in November after a $51 million renovation, and a $400 million downtown casino is set to open on March 4 after more than two years of construction. In the nearby Over-the-Rhine historic district, dozens of shabby but beautiful buildings have been transformed into popular bars and restaurants and the once crime-prone Washington Park underwent a $48 million overhaul to become one of the city’s favorite spots for concerts, outdoor movie viewings and flea markets. “In spite of the fact that you can see your breath, it’s hot in Cincinnati,’’ City Manager Milton Dohoney Jr. said at the groundbreaking amid freezing temperatures. “From The Banks to the casino to Washington Park, we’re creating a city that’s getting attention both nationally and internationally.’’
Construction Equipment Guide • Ohio State Supplement • www.constructionequipmentguide.com • March 2, 2013 • Page 7
Contractors Raze Road, Bridge; Use Recycled Materials for Fill DAYTON from page 1
The majority of the materials from the demolished roads and bridges have been recycled, with much of it used for fill. “There were vast areas of the project that needed fill, so we rubbleized it with our NPK E216 and Caterpillar H-140 and H-160 hoe rams,” said Ruhlin Jr. “All the steel beams from the bridges were recycled and from the decks, we broke up the concrete slabs to recover the rebar.” At full capacity, more than 100 Ruhlin employees and those of subcontractors were on site. “Their numbers would grow and shrink with the traffic stages,” said Ruhlin Jr., who added that at peak there were seven excavators (three Cat 336 EL, two Komatsu PC228 USLC, one Cat 345BL and one Cat M-318), four Volvo L-120 wheel loaders and five bulldozers (two Komatsu D37, one Cat D4, 1 Deere 550, one Cat D-6.) “We also had two Volvo A-35 D off-road trucks, and three Link Belt LS-138 H II, 80ton crawler cranes,” he added. One major purchase was an HMC Sonic side grip vibratory pile driving attachment for a Cat 330 excavator. “This piece of equipment was purchased in hope that it would help to speed up the process of driving sheet piling,” said Ruhlin Jr. “Instead of having the large cost and time needed to move in a crane and regular diesel powered pile driving equipment, the Sonic side grip is mounted to a excavator that is easily moved around site quickly and efficiently. Another benefit to this attachment is the ability to drive piling under a structure, such as a bridge. “Conventional pile driving equipment needs a substantial amount of headroom to operate” he added. “With the Sonic side grip the only restriction to the height of the pile driving operation is the length of the piling itself. We utilized both benefits of the Sonic side grip on our project. Helping to get piling into areas that were not possible with conventional pile driving and also to speed up the process in a whole.” Ruhlin rented two Komatsu PC 350 excavators from Columbus Equipment and purchased a new 336 EL Caterpillar excavator from Ohio CAT, a Komatsu PC 228 USLC excavator from Columbus Equipment and a new Volvo L 120 G loader from Rudd Equipment. Specialty equipment is normally rented for specific projects, while new equipment purchases are based on upgrading the fleet and replacing worn out machines and vehi-
cles, according to Ruhlin. “We’ve been very busy as a company — last year and the year prior,” said Ruhlin Jr., “so we saw the need for the equipment knowing that it had a place in completing this contract.” The main subcontractors for the project are J & B Steel (steelwork), A & A safety (temporary signs and striping), Security Fence (overhead signs and guardrails), and Barrett Paving (paving and asphalt). Dayton and nearby St. Claire College provided sites to store building materials, park vehicles and set up work-site offices. Weather was not a major factor, according to Ruhlin Jr. “We had to work through the winters and build fills and pour concrete,” he said. “We had ground thaw heaters (hoses that contain hot fluids) that you could layout on the concrete or ground — we had some cold and snow, but nothing horrific. The summers were dry — we didn’t have a lot of rain. We were fortunate.” Roger Weist was the general superintendant on the job, overlooking all activities. Equipment Manager Matt Bush and Field Technician Joe Stone, with Ruhlin Jr., managed the day-to-day use of equipment on the job. “Activity planning is making this a success,” said Ruhlin Jr. “We planned the activities to have a constant use of equipment. Around 85 percent of the repairs were done on site and major things were taken care of at our main shop in Sharon Center or others.” A warehouse was set up to store spare parts, various oils and fluids, and tools needed for repair and regular maintenance work. “We didn’t have a place to pull the equipment inside, but if it was raining or cover was needed, we could park vehicles under a bridge,” said Ruhlin Jr. “For the vehicles and equipment, we had 250 and 1,000 hour services — it’s all done by meter reading. We’re in the process of equipping all of our major equipment with telematics to have automatic access to hour meter readings and other critical machine data. In the meantime, meter readings are being taken by hand and they are sent to our equipment manager. Our shop then generates a list of services due and our lube technician schedules time to come on the job and perform the PM services.” (This story also can be found on Construction Equipment Guide’s Web site at www.constructionequipmentguide.com.) CEG
Page 8 • March 2, 2013 • www.constructionequipmentguide.com • Ohio State Supplement • Construction Equipment Guide