Pavement Maintenance & Reconstruction January 2017

THE OFFICIAL MAGAZINE OF NATIONAL PAVEMENT EXPO

MAINTENANCE & RECONSTRUCTION JANUARY 2017

Contractor Survey!

2017 Top

CONTRACT SWEEPING:

NPE to Host Largest Conference Program in Show History

State of the Industry

Challenge…

Accepted!

■ Asphalt Solutions Rebuilds Stronger after Massive Fire ■ Premier Sealcoating Uses Drones to Ease Job Planning ■ Prestige Paving Adapts to Market Limitations ■ Cadillac Asphalt Designs a Hiring Program that Works

› › › www.ForConstructionPros.com/Pavement

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What’s Inside January 2017

PAVEMENT FEATURES 24 Rebirth by Fire

How Asphalt Solutions rebuilt after fire destroyed the business on the brink of the 2015 season.

32 How Drones

Can Improve Your Pavement Maintenance Business

Program that Works

Cadillac Asphalt’s Future Paving Professionals Program showing promise in Michigan.

68 New Cutting

Technology Can Increase Milling Productivity

64 WSA’s State of the

Sweeping Industry

Legal use of drones helps improve project prep and planning.

38 Understanding and

42 Designing a Hiring

Contract woes, regulations and rising costs are the main concerns in 2017 for the sweeping industry according to the World Sweeping Association.

Adapting to Market Limitations

66 NAPSA’s State of the

How – and why – California’s Prestige Striping Services became Prestige Paving Co.

Sweeping Industry

Manufacturers of milling machines are improving cutting bits and by doing so are reducing milling time, maintenance and operating costs.

70 Contractors’ Choice:

2017 Pickup Trucks

How pickup truck suppliers squeeze increased fuel economy from their trucks and cabs without sacrificing performance makes a big difference in buying decisions.

North American Power Sweeping Association to introduce operator training program in 2017.

ON THE COVER The BOMAG BM 2200/75 cold planers feature a wide range of milling drums, unique maneuverability and 120-degree conveyor belt slewing swivel angle making them a popular and reliable choice for large and small projects. Photo courtesy BOMAG Americas, Ridgeway SC.

Vol. 32, No. 1 January 2017

Published and copyrighted 2017 by AC Business Media Inc. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording or any information storage or retrieval system, without written permission from the publisher.

PAVEMENT

Subscription policy: Individual subscriptions are available without charge in the U.S. only to pavement maintenance contractors, producers and government employees involved in paving or pavement maintenance; dealers, and distributors of pavement maintenance equipment or materials; and others with similar business activities. Complete the subscription form at www. forconstructionpros.com or use your company letterhead giving all the information requested. Publisher reserves the right to reject nonqualified subscribers. One year subscriptions for nonqualified individuals: $35.00 U.S.A., $60.00 Canada and Mexico, and $85.00 all other countries (payable in U.S. funds, drawn on U.S. bank). Single copies available (prepaid only) $10.00 each (U.S., Canada & Mexico), $15.00 each (International). Pavement Maintenance & Reconstruction (ISSN 1098-5875), is published eight times per year: January, February, March/April, May, June/ July, August/September, October/November, December. Periodicals postage paid at Fort Atkinson, WI and additional entry offices.

POSTMASTER: Please send change of address to Pavement, PO Box 3605, Northbrook, IL 60065-3605. Printed in the USA. Canada Post PM40612608. Return Undeliverable Canadian Addresses to: Pavement Maintenance & Reconstruction, PO Box 25542, London, ON N6C 6B2.

PAVEMENT MAINTENANCE & RECONSTRUCTION is proudly supported by these associations:

www.ForConstructionPros.com/Pavement • PAVEMENT • January 2017 3

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What’s Inside January 2017

86

DEPARTMENTS 6

Editorial

8

Hot Mix

We’re “On The Job”... as Usual 10

The Latest News in the Industry

10 Just In

Select New Products and Upgrades 12 2017 Top Contractor Survey

16 NPE Buzz

National Pavement Expo to Offer Largest Conference Program in Show History.

48 Pavement 76

88

Profit Center

Classified Ads

86 On The Job

Proper Overlap Mix Placement for Longitudinal Joints 88 Pavement Defects

What Causes Waves in Asphalt?

90 Your Business Matters

How to Manage Risk Before the Job

94

92 NAPSA Report

Accident Exposures: Do You Know What to Do and What NOT to Do? 92 WSA Update

The Time Bomb of Omissions Liability Clauses 93 PCTC Dispatch

An Accountable Government

96

94 Technology Update

Soybeans are the Latest Sustainable Product to Help Extend Pavement Life 96 Contractor Snapshot

Wis-Coat Uses Social Media to Help Change Mindset of the Industry 97

Index

90

98 Tailgate Talk

Can you Build “Generational Brilliance?”

Of Course You Can!

4 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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IN

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Editorial Allan Heydorn, Editor

We’re “On the Job”... as Usual THE START OF a new year seems to be a good time to introduce two new departments, so welcome to “On the Job,” page 86, and “Pavement Defects,” page 88. In fitting with our mission, both departments have a “how to” focus with a goal of helping contractors solve a problem, improve a skill or meet a challenge.

For “On the Job” the idea is simple: We’ll ask contractors, manufacturers and consultant specialists to break jobs, processes, equipment skills (or even tool use) into bite-size articles

that cover “how to” in a very focused way. For example, we regularly write articles about how to sealcoat a driveway, how to stripe a parking lot and how to properly seal cracks. But those articles cover the Big Picture aspects of the project, not the narrower hands-on skills you and your workers need on the job. This issue, Jim Scherocman discusses proper overlap mix placement for longitudinal joints.

The second new department, “Pavement Defects,” will analyze a defect, try to

explain its cause, and then offer a “best practices” solution to the problem. In this inaugural column, Don Rooney, Pioneer Paving & Grading, encounters wavy asphalt and uncovers the cause.

It might be interesting to note that many of the ideas for these two departments are the result of suggestions from National Pavement Expo attendees – either in the Q&As that end each session, the free Roundtables, or the evaluation forms contractors complete.

You won’t always see both departments in the same issue, but you’ll see them regularly. And we’re always on the lookout for suggestions, so if there’s a skill you want us to write about – or if there’s a “best practice” you want to teach your crew – just let us know and we’ll get on the job. Reach out to us at aheydorn@acbusinessmedia. com.

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6 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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Hot Mix ACBM Announces New Ownership for National Pavement Expo

Correction

One More 30th Anniversary Insight!

In October, AC Business Media announced that Emerald Expositions will be the new In Pavement’s October/November issue we inadvertently omitted 30th Anniversary insights owner of NationalPavement Expo, the annual from Jim Farrell, owner of Blastcrete Equipment Co. and its Neal Manufacturing Division. We trade show and conference for those in the regret and apologize for the error and here are Jim Farrell’s comments: paving and pavement maintenance industry.

Blastcrete Equipment Co. acquired assets of Neal Manufacturing in Oct. of 2013 and the Emerald Expositions, a leading operator manufacturing of its pavement maintenance equipment was relocated to Blastcrete’s Annisof large B2B trade shows, produces more ton, AL operation. Neal’s reputation as an industry pioneer in the manufacture of seal coating than 80 trade shows and conference events equipment has led to opportunities in the past 24 months to provide larger, higher output and each year. National Pavement Expo (NPE) more robust equipment for the manufacture and placement of road maintenance materials.

2017 will continue to Materials used for road maintenance are typically more abrasive than seal coating materibe served by AC Busials and the demand is significantly greater for more agitation in the manufacturing process. ness Media (ACBM) In 2015, Neal introduced hydraulic spiral mixing tanks with capacities of 3000 and 6000 galwith Amy Schwandt lons to compliment its storage tanks with hydraulic paddle mixers up to 10,000 gallons. as the Show Manager Road maintenance materials must be applied at higher rates than for parking lots and and Allan Heydorn as driveways. In the last 18 months, Neal has introduced a material transfer hydraulic piston the Conference Manpump with output of 0-310 GPM. These pumps are used for material transfer in the manuager. Emerald Exposifacture of the materials as well as to transfer materials for transport to and at the jobsite. tions and ACBM have entered a long-term Application trucks with a capacity of up to 3000 gallons were introduced in 2015. These strategic relationship so they can continue road maintenance material application trucks can feature the new ESSP 150 gallon per minto provide exhibitors and attendees the best ute hydraulic piston pump, or dual ESSP 100 gallon per minute pumps. Both are available experience possible. with a spray bar with solenoid open and close for each tip.

Pavement Maintenance & Reconstruction magazine will continue to serve as the Showalter Joins official publication for NPE in maintenance and general contracting work from Pavement Advisory Board the contractor’s three main offices in Wisconsin, the future while remaining an AC Business Media brand.

Amber Showalter, owner Arizona and Florida.

Allan Heydorn and Amy of Show Striping Industries In 2013 Showalter received USWOSB status, Schwandt will work closely (SSI), Wisconsin Dells, WI, is and soon after was named to the U.S. Women’s with the Emerald team the newest member of the Chamber of Commerce, where she meets 10 on the production of NPE Pavement Advisory Board. times a year in Washington, D.C. following the 2017 show while Showalter is one of only 32 Showalter, who has spoken several times at remaining employees of AC contractors to have achieved National Pavement Expo, says she enjoys public Business Media. The Emerald U.S. Federal Contractor speaking – especially motivational speaking – Expo and NPE team will be on Women Owned Small and she is looking forward to contributing to the site in Nashville and will be Business/8A status – making SSI eligible for all industry. meeting with each of you. federal woman-owned business set asides -- and “I think I have a perspective that’s a little “It has been exciting and the only of the 32 contractors who performs different and I am really looking forward to gratifying to see the growth asphalt-related and bridge construction work. bringing a new perspective to this wonderful that National Pavement Expo Showalter and husband Michael started Show industry,” she says. “I’m really excited.” has achieved over the past sevStriping in 2005 with one striping machine. After Showalter will be presenting a new workshop, eral years,” commented show two successful years working part-time on SSI, “How to Kick-start your Season: High-energy manager, Amy Schwandt. “The she quit her job to devote full time to marketing Motivation to Strengthen your Sales Today!” on team has worked diligently to the business. “I’d look at a map and target a Wednesday morning, Feb. 1 at National Pavement add exciting innovations and specific Wisconsin town each day,” she says.

Expo in Nashville. For a complete session new services every year and to “Then I’d go there and sell and call Michael to description visit www.nationalpavementexpo.com. keep the educational confercome up and get the jobs done.”

Showalter succeeds Randy DeVries, Site Serence fresh. We will continue to The company gradually expanded into vices Inc., and Mick Vinckier, Miktom Parking Lot support our clients and attendpaving and pavement maintenance, eventually Maintenance, who retire from the board after 23 ees through the products and becoming a general contractor. Currently and 16 years, respectively. services offered by AC Business SSI work is split evenly between pavement Media brands.”

8 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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Just In

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PaveScan RDM Asphalt Density Assessment Tool Geophysical Survey Systems Inc. GSSI offers PaveScan RDM asphalt density assessment tool, which provides accurate realtime measurements to ensure pavement life and quality.

•• Easy and affordable assessment tool to nondestructively determine asphalt integrity during application •• For uncovering problems r during the paving process, including poor uniformity and variations in density

2

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Caterpillar Inc. The 10-metric-ton CB10 asphalt compactor can be equipped with a combination of oscillatory and vibratory drums.

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Star Inc. Triton Next Generation Asphalt Pavement Sealer offers outstanding durability matched only by refined tar sealers •• Dries to an appealing dark charcoal color •• Better than AE sealers in resistance to fuel, salt and petrochemicals •• Can help extend your season in spring and fall •• Easy to use - handles like RTS and AE sealcoating ForConstructionPros.com/12278258

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10 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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•

$ WIN 100 Booth #N-11825 North Hall

just for wearing your CASE safety vest at

It Pays to Stand Out

It’s easy to win BIG. Pick up your free ANSI-approved safety vest from CASE booth N-11825 and wear it during CONEXPO-CON/AGG & IFPE. Attendees wearing the vests will be selected at random to win $100 CASH! The ANSI-approved vest is yours to keep – take it home and wear it on the jobsite. $6,500 in prizes will be awarded during the show but you must be wearing the vest to be eligible to win.

Supplies are limited.

Brought to you by ForConstructionPros.com and AC Business Media. CASE is the official vest sponsor for this program.

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PAVEMENT 2017 Top Contractor Survey WELCOME TO THE Pavement Maintenance & Reconstruction survey of paving & pavement maintenance contractors. Our hope with this survey is to develop verifiable Top Contractor listings in each of five industry segments: Paving, Sealcoating, Striping, Sweeping and Pavement Repair. To do that we need to know: • Gross Sales Volume for your fiscal year 2016 (regardless of the date that fiscal year ended) • A breakdown by percentage of the type of work that generated those 2016 sales

• Third-party verification of that sales total (see additional explanation at the end of the survey) To determine whether a company qualifies for one (or more) of our five lists we will multiply your total 2016 sales dollars by the percentage of work done in each industry segment. For example, if a contractor reports $1 million in 2016 sales and generated 40% of those sales from paving, the number used to determine qualification for the Paving Top Contractor List would be $400,000 ($1 million x 40%).

Name & Title of Person Completing This Form *First _______________________ Last_______________________________

CONTRACTOR

TOP

2017

Top Contractor Survey

2017

TOP

CONTRACTOR

Note: No sales figures will be reported or published; sales figures will be used only internally for determining each list. Also, no contractor will be eligible for the list without third-party verification of your Fiscal Year 2016 Gross Sales Volume.

There are 3 ways to complete and submit this form: • Online at https://www. surveymonkey.com/r/ TopContractor2017

• Complete a hard copy and fax (920-542-1133) or mail it to: Pavement Maintenance & Reconstruction, Top Contractor Survey, 201 N. Main Street, Fort Atkinson, WI 53538; Attn. Jessica Stoikes.

• Complete a hard copy, scan and e-mail to aheydorn@ ACBusinessMedia.com Thanks very much for your participation. We do appreciate it.

DEADLINE: April 21

5. * What percentage of your fiscal year 2016 Total Gross Sales is generated by working as a subcontractor for other contractors? ___________________

E-mail __________________________________________________________

6. * Do you self-perform more than 50% of your work?

*Company Information Company Name (as you would like it to appear on the magazine) ______________________________________________________________ Street Address _________________________________________________ City State Zip Code _____________________________________________ Phone Number with Area Code ___________________________________ Website _______________________________________________________ Years in Business _______________________________________________

7. What was your overall company-wide profit margin in FY 2016? (Not for publication; results will be presented for the industry as a whole.) ______ Less than 3% ______ 5%-10% ______ More than 15% ______ 3%-5% ______ 10%-15%

Please indicate your number of employees at peak season (If employees fulfill more than one function please include them in the category they perform most often): ______ Management ______ Field Supervisors ______ Laborers ______ Office Staff ______ Sales May we contact Your Company by e-mail? ____Yes

___No

1.* What is your company’s Total Gross Sales for your Fiscal Year (FY) 2016?

___________________________________________________________

___Yes

___No

8. How many different customers did you work for in FY 2016? ______ Fewer than 100 ______ 151-200 ______ 301-400 ______ 101-150 ______ 201-300 ______ More than 400 9. How many different jobs did your company complete in FY 2016? ______ Fewer than 100 ______ 151-200 ______ 301-400 ______ 101-150 ______ 201-300 ______ More than 400 10. What is the estimated replacement value of your equipment fleet (including trucks)? ______ Less than $250,000 ______ $1 million - $2 million ______ $250,000 - $500,000 ______ More than $2 million ______ $500,000 - $1 million Signature ______________________________________________________ Title (please print) _______________________________________________

(This figure used internally for listing purposes only; it will not be published.) Please round to whole dollar amounts. (Example: 1,548,222; note: when entering online please omit commas.)

Date: _________________________________________________________

2. * What percentage of your FY 2016 Total Gross Sales is represented by each of the following areas (must total 100%):

IMPORTANT! SALES VOLUME VERIFICATION

______ Paving ______ Sealcoating ______ Striping ______ Sweeping ______ Other (explain) ____________________________

______ Pavement Repair ______ Concrete ______ Surface Treatments (Micro, Slurry, Chip, Fog, etc.) ______ Hot mix asphalt plant operation

3. * What percentage of your FY 2016 Total Gross Sales is generated from work done on each of the following (must total 100%): ______ Highways ______ Driveways ______ Streets/roads ______ Other (explain) _____________ ______ Parking lots 4. * What percentage of your FY 2016 Total Gross Sales is generated from each of the following types of customers (answers must total 100%). ______ Commercial/Industrial ______ Municipal (state/local agency) ______ Multi-family residential (apartments/condos/HOAs) ______ Single-family residential ______ Other (explain)______________________________________

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To qualify to have your Top Contractor application considered, third-party verification of your FY 2016 Total Gross Sales is required from your company’s CPA, an independent CPA or your accounting firm, or a copy of the appropriate page from your tax return. Verification must be on the CPA or accounting firm letterhead (no photocopies) and must include a statement to the effect that “I have reviewed the company’s Top Contractor application, and the FY 2016 gross sales response to question Number 1 is accurate to the best of my knowledge.” The letter must be signed and dated and include the person’s name, title and telephone number.

No financial information will be revealed; it will be used only internally to determine qualification for each listing. Send verification to:

aheydorn@ACBusinessMedia.com

or

Pavement Maintenance & Reconstruction 2017 Top Contractor Application 201 N. Main Street, Fort Atkinson, WI 53538 Attn. Jessica Stoikes Questions? Allan Heydorn, Editor; Phone: 708-531-1612; aheydorn@ACBusinessMedia.com

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FEB. 1-4, 2017 | MUSIC CITY CENTER | NASHVILLE ALL-NEW LEADERSHIP BOOT CAMP — JANUARY 31

REGISTER TODAY!

NationalPavementExpo.com Join us at the largest event specifically designed for paving and pavement maintenance professionals.

» More than 40 new topics, including: • How to Design and Implement Plans for Bonus or Incentive Compensation • Essential Risk Management Tools to Protect Your Company • The Other Side of Sealcoating: Tips for Profitability & Productivity • How to Kick-start Your Season: High-energy Motivation to Strengthen Your Sales today!

• How Best to Use Thermoplastic and other Paint Alternatives • Make Your Hot Mix Supplier Your Paving Partner » Exhibit Hall featuring Weiler, Bobcat, KM International, BOMAG, CASE Construction, Sealmaster and many more! » ALL-NEW Leadership Boot Camp with Brad Humphrey

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12/28/16 9:08 AM

MAXIMIZE YOUR EXPERIENCE

PREVIEW NIGHT PARTY AND PAVEMENT AWARDS WEDNESDAY, FEBRUARY 1

4:30 – 6:30 P.M.

Sponsored by

FREE with your NPE 2017 badge Get a first look at the Exhibit Hall and network with your peers while enjoying complimentary snacks, refreshments and LIVE music by members of the soul-filled country rock band, Dakota Pearl. Then, help us recognize individuals and companies who have advanced this industry as we present the Third Annual Pavement Awards at 6:00 p.m.

ENTER TO WIN EQUIPMENT GIVEAWAYS!

• RYNOWORX RY10 PRO MELTER APPLICATOR MSRP: $1,899 Drawing at 1:00 p.m. on Fri., Feb. 3 at the RynoWorx booth

Must be present to win Equipment Giveaways

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• NEYRA 10-GALLON PROPANE FIRED MELTER/ APPLICATOR

• ABLE INDUSTRIES 30 GALLON MELTER & BRUSH BOXES

• KM

MSRP: $1,100

MSRP: $1,750

MSRP: $16,950

Drawing at 2:00 p.m. on Fri., Feb. 3 at the NEYRA booth

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Drawing at 4:00 p.m. on Fri., Feb. 3 at the KM booth

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NPE BUZZ — PREVIEW 2017 | Jessica Stoikes, Associate Editor

National Pavement Expo to Offer Largest Conference Program in Show History in Nashville From striping to sealcoating and business management, here’s a sampling of the more than 45 new contractorfocused sessions

NATIONAL PAVEMENT EXPO is committed to providing management insights for a broad range of business issues contractors face.

This year, NPE has added more new sessions than ever to help accommodate growing attendance and the needs of contractors.

Here are descriptions of just five of the 47 new conference sessions and one new three-hour workshop.

Session A43 – How Best to Use Thermoplastic and other Paint Alternatives Presented by: Kurt Gruenberg, RAE Products Wednesday, February 1; 1:00 p.m. - 2:30 p.m.

Today contractors and their customers have more marking material options available than ever before, so you need to be able to stripe pavement using materials other than paint.

In this new session you’ll focus on thermoplastic material, learning the basics about material, equipment, application and troubleshooting methods, cost and profit, and proper safety procedures. Then you’ll get a solid overview of other marking materials — epoxy, chlorinated rubber, poly urea, methacrylate and polyester. You’ll learn the advantages, disadvantages,

16 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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NPE BUZZ — PREVIEW 2017 recommended uses, and application tips for this broad variety of pavement marking materials.

Session A44 - How to Design and Implement Plans for Bonus or Incentive Compensation Presented by: Harry Schum, Compensation Resources Wednesday, February 1; 3:00 p.m. - 4:30 p.m.

Unlike salary and wage plans, which compensate employees for the work they perform, “incentive” plans are used to encourage employees and reward them for achieving a specific result – a result “above and beyond” the basic job performance.

In this session you’ll learn about different incentive approaches and the impact each approach can have on your business.

You’ll learn how to incentivize different types of salaried workers and which approach fits best for which type of work.

You’ll take home the steps to develop, introduce and implement incentive plans for your company, and you’ll learn how to make sure the plan works for you and your workers.

Session B45 - Essential Risk Management Tools to Protect Your Company

Johnston VT801 Street Sweeper With a heavy-duty, corrosion-resistant stainless steel body, the Johnston VT801 is robust and built for unrivaled durability.

•• Mounted to the sub frame, the hydraulically operated sweeping system is designed to prolong brush life and reduce cost of ownership •• Both channel and wide-sweep brush installations feature quick-change mechanisms which reduce downtime between changeovers •• All twin-engine VT Range sweepers are powered by a dedicated auxiliary engine ForConstructionPros.com/12269045

Crafco Inc. TechCrete Sealant TechCrete is a hot-applied repair mastic sealant, aesthetically suitable in all concrete pavements, and is used in sealing wide cracks and joints, as well as repairing a large variety of pavement distresses.

•• Conforms to the pavement movement and will not de-bond or crack •• Open up to traffic within as little as one hour ForConstructionPros.com/10271962

M-B Companies Inc. Optical Sight

Fe a t u r ed S h ow Produ cts

M-B’s Optical Sight gives drivers a safe way to align the road striping unit with either the centerline or edge line of the road.

•• Illuminated crosshair of variable intensity projects on an HUD •• Capable of being mounted anywhere on windshield •• Control box located within easy access of driver •• Fully adjustable ForConstructionPros.com/12257274

Presented by: Joshua Ferguson, Freeman, Mathis & Gary LLP Thursday, February 2; 8:00 a.m. - 9:30 a.m.

All contractors at some point are involved in some type of litigation, but there are steps you can take to manage your risk to both deter litigation and to better defend your company should litigation occur. In this new session you’ll learn from a litigation attorney

Stepp SMM Master Mix Tailgate Asphalt Recycler The SMM Tailgate Mounted Master Mixer is a great solution for instant pothole repairs, producing 250 lbs. of hot mix at 300-350°F in minutes.

•• Simply add millings or chunk asphalt into the hopper, and in less than just 10 minutes you are able to permanently repair your pothole •• The SMM is a fully self-contained unit, powered by a Honda gasoline engine that drives the hydraulic system, along with a Beckett diesel burner ForConstructionPros.com/12273562

specializing in construction law the processes and procedures you can put in place to protect your company before an event occurs. You’ll be introduced to essential documents for your company, from bidding to performing to billing.

In addition you’ll learn procedures contractors should follow at each stage of the process. Plus learn the impact a company safety program and training efforts can have on your operation and your defense.

Session B46 - The Other Side of Sealcoating: Tips for Profitability & Productivity Presented by Nick Howell, T & N Asphalt Services Inc. Thursday, February 2; 10:00 a.m. - 11:30 a.m.

Applying sealer is only part of sealcoating and in this new seminar a veteran sealcoater will help you improve productivity, profitability and ease of operation by examining sealcoating’s other side -- the things you might think about but probably don’t do… yet. You’ll learn the value of preventive equipment maintenance (including the basics of maintaining your diaphragm pumps), how to troubleshoot common equipment issues in the field, how to “deep clean” your equipment, specialty tools that can increase your sealing production instantly – and more. On the office side, you’ll take home tips to streamline your operation.

18 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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NPE BUZZ — PREVIEW 2017 Session D37 - Make Your Hot Mix Supplier Your Paving Partner Presented by Tim Murphy, Murphy Pavement Technology, Inc. Saturday, February 4; 8:00 a.m. - 9:30 a.m.

Because most paving contractors don’t operate their own hot mix asphalt plants, the relationship between themselves and their hot mix asphalt supplier can have a significant impact on their paving business.

And that relationship doesn’t have to be adversarial — it can be one of cooperation, teamwork, and increased profits for both parties. In this new session you’ll learn steps you can take to make the HMA buying process go smoother. You’ll learn the importance of communicating your needs to your supplier, the timetables and time pressures your HMA supplier works under, why you might not be able to get the mix you want each time you want it, and what — if anything — you can do about it. Plus, you’ll take

home tips you can put to use almost immediately to improve scheduling and mix transport.

Session W12 - How to Kickstart your Season: High-energy Motivation to Strengthen your Sales Today!

Presented by Amber Showalter, Show Striping Inc. Wednesday, February 1; 9:00 a.m. - 12:00 Noon Are you a fantastic dreamer, but find it difficult to make those dreams a reality? Do you overextend yourself in so many directions that you find it difficult to meet the goals you set for yourself – and you’re your company?

If this sounds familiar then this fun, energetic, interactive workshop is right up your alley. A contractor with a reputation for high-energy motivation that led to business and personal success will help you identify specific steps you can take to strengthen your drive to your dreams. You’ll learn the proven psychology of the business card,

KM International All-In-One Asphalt Crack Maintenance Trailer The asphalt crack maintenance trailer from KM International is specifically designed to accommodate the Crack Jet II, Km 55 Melter, MA 10 applicator, and is equipped with a utility storage area to store crack fill material and hand tools.

•• The trailer is equipped with a side ramp for easy on and off loading of the equipment •• This all in one crack maintenance trailer is perfect for anyone looking to start their own business or anyone looking to expand on their current business •• Single 7000 lb. Axle •• 10 D Pin Tie Down Points •• On/Off Ramp •• LED Lighting •• Utility Storage Area •• Dimensions: 159″ x 86″ x 35″ •• Weight : 1,000 lbs. Unloaded (1,695 lbs. Loaded) ForConstructionPros.com/12252023

Weiler TT250 Tack Trailer The TT250 tack trailer features a 250 gallon oval shaped tank that allows for easier cleanout and recirculation of tack.

•• The 300,000 BTU burner is fueled by twin propane tanks •• A 5.5 HP Honda engine powers the 15 GPM direct-drive pump for optimal performance •• Tack is distributed through a 5-ft. 6-in. wand attached to a 50-ft. hose reel or the optional 6-ft 9-ft. spray bar with seven (7) indepedently controlled nozzles

the value of elevator pitches (including how to craft a successful pitch), and how you can get yourself in the client’s door -- while keeping your competition out. You’ll learn proven techniques for getting back lost customers – and then retaining them – supported by inspirational stories and testimonies along the way.

Full conference details and registration information is available at www.

NationalPavementExpo.com.

Download the NPE Mobile App For the first year, National Pavement Expo is offering a mobile app for NPE attendees and exhibitors to use before and at the show. The NPE 2017 Mobile App is now live, providing users up-tothe-minute information about conferences, exhibitors and equipment giveaways at the show. The NPE App will allow users to manage their schedules, flag exhibitors they want to visit and even take and save notes. The NPE App will also send live notifications to users during the show to keep them updated on events and giveaways they won’t want to miss.

Users may find the apps by searching National Pavement Expo in the app stores or directly via the links below: Apple: https://itunes.apple.com/ us/app/national-pavement-expo-2017/ id1181142474?mt=8 Android: https://play.google.com/ store/apps/details?id=a2z.Mobile.

Event3445 NPE is the only tradeshow for paving & pavement maintenance contractors, along with sealcoating, sweeping and striping contractors. The show will be held Feb. 1-4, 2017 at the Music City Center in Nashville, TN. Full conference details and registration information is available at www.

NationalPavementExpo.com.

ForConstructionPros.com/12131962

20 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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NPE BUZZ — PREVIEW 2017 Bobcat S595 Skid-steer Loader This 74-hp 500-frame size, vertical lift path skid-steer loader boasts a 2,200-lb. rated operating capacity (ROC), 6,800-lb. operating weight and 119-in. lift height to hinge pin.

•• Standard two-speed travel •• Pressurized cab minimizes dirt and dust and keeps operators more comfortable •• Simple checkpoints for easier routine maintenance •• Auxiliary quick couplers mount directly to the front plate of the lift arm •• Guard bar extends in the front of the coupler and hoses routed through the loader arms allow for better uptime protection ForConstructionPros.com/12154465

Carlson LED Blade Light Carlson’s LED Blade Light has the ability to mount on a wide range of equipment including rollers, pavers, milling machines and more.

•• An all-in-one lighting platform able to be powered by 110/220v AC and 12/24v DC for a greater range of versatility •• Produces equivalent light output of a 2,000watt halogen while offering a lifespan of 50,000 hours •• Low profile and directional light creates safe working environments by eliminating dangerous glare ForConstructionPros.com/12041607

8616B Conveyor Paver The LeeBoy 8616B asphalt paver is designed for government agencies or contractors for street and highway projects and in large commercial paving applications from driveways to highways.

•• 99-hp Kubota Tier 4i diesel engine •• Operator’s choice controls •• 8- to 15-ft. Legend 816HD electric screed •• Dual Lever Plus-1 joystick controls •• High deck/low deck configuration •• Graphic instrument display •• 9-ton receiving hopper capacity •• 20,000-lb. operating weight with screed ForConstructionPros.com/12273426 ForConstructionPros.com/12160643

22 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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usted Sealcoati r T t s o M s ’ a c i ngs Amer ed By These First-Class Manufactu Pr oduc

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Industry Leading, Highly Effective Additives, Primers and Paints Macro-Flex True rubberizing, latex based, additive that will significantly improve the performance of sealcoatings. Boosts sealer toughness, flexibility, viscosity for sand suspension and overall resistance to petrochemicals. Proper addition allows sealer to meet FAA specs.

SOS Primer Latex based primer that adheres to, and seals, oil and grease spots on asphalt pavements.

Polymeric matrix creates a tough film that will bond aggressively to the contaminated area. Allows both AE and RT sealers to adhere properly the freshly primed area.

Advantage-4 High potency sealer additive that packs the benefits of several types of products in one; fast drying, performance boosting, color enhancing and viscosity building. Delivers a combination of the most desired enhancements in one powerful product.

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Star Brite provides the highly visible traffic markings contractors demand.

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Genesis Primer A high performance state-of-theart primer/sealer and adhesion promoting formulation that bonds to the most difficult petro-chemical and organic contaminants. Drys fast and is ready to accept sealer in as little as 30 min. Excellent for use as a stand alone sealer on asphalt or concrete.

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ForConstructionPros.com/10086662

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Business Management

Allan Heydorn, Editor

Rebirth by

How Asphalt Solutions rebuilt after a fire destroyed the business on the brink of the 2015 season HEADING INTO THE 2015 season Asphalt Solutions had 25 employees, had come off a $3 million-plus 2014, was on the brink of having all its equipment completely paid off and was starting to replace old equipment with new models.

Then they lost it all.

But the fire that hit at 1:20 p.m.

March 19, 2015 forced co-owners Bob Roth and Justin Bishop to reexamine the company and start from scratch – and with the knowledge they had gained over 16 years in business.

While they didn’t reach that $3 million mark in 2015, they came closer than expected. And they now have a streamlined, more-efficient and profitable company with a solid direction – and they surpassed that $3 million mark last year.

“We love what we do and we love what we built and now we’ve built this company from nothing – twice,” Roth says.

Here’s how they did it.

An Accidental Startup Roth and Bishop started Asphalt Solutions in 1999 as a small residential sealcoating company to pay college student loans.

In a Master’s class, Roth met a property owner who needed help in class, in return he would try to get Roth some work.

“We completed 15 shopping centers for him that summer and we did so well and made so much money that the business became our primary focus,” he says, adding that they went from parttime to full-time in two years.

Today the Youngstown, OH, contractor covers Ohio, Indiana, western Pennsylvania and northern Kentucky, doing sealcoating, cracksealing, paving, repair, striping and concrete work for commercial customers. Crews are usually out on the road as 90% of their work is outside the Youngstown area.

A fire hit their facility at 1:20 p.m., March 19, 2015, and Asphalt Solutions, Youngstown, OH, lost everything, including $1 million worth of equipment.

The Fire Hits “I was the only one in the building, sitting at my desk, and I was getting ready to leave for the day,” Roth says. “We were working half days that time of year because the season hadn’t started yet.

Someone was banging on my door and when I answered he said the building was on fire.”

There was no fire in the 10,000-sq.-ft. shop, but when Roth opened the break room door he saw the entire side of the building was aflame. “We had all the equipment in the shop from the winter and we had just finished getting it ready for the season,” he says.

He tried to open the garage door to get some equipment out but it was too late. Roth says that by the time the fire department arrived, the roof was on fire and within 20 minutes the fire department pulled out of the building for safety concerns.

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“I had to sit there for five hours and watch everything we owned go up in flames, 16 years of work,” he says. “It was brutal – especially for the time of year it happened because we were going to be up and running with small stuff the next week.”

That was pretty much out of the question, and Roth, sitting watching the fire, realized he and Bishop had 45 days to find equipment and get up and running if they were going to have a rest of the year.

Turns out the “rest of the year” – and the rest of their future – began the next morning at a Bob Evans restaurant.

“Justin and I sat there and we started talking about whether to persevere and it took about 30 seconds to decide we would and we drew up a 15-year plan right there,” Roth says.

Even though the decision to continue wasn’t made until the following morning, Roth was making plans while the fire was still burning.

Hot Tip #1 Always have a plan in place. Bob Roth has a home office that virtually duplicated the main office at the Asphalt Solutions headquarters. Even phone lines went right through to the home so there was zero disruption in communication. By 8:00 p.m. the night of the fire, Asphalt Solutions was up and running again.

“As I’m standing there, a local reporter kept waiting to talk with me and I was just stone-faced, watching and plotting and figuring out what I have to do. What do we need to get back into business quickly? While the fire was burning I’d considered two areas: What equipment do we need and what kind of work can we do?

“After the fire, we didn’t have a single tool, not even a screwdriver,” Roth says.

“Overall we lost more than $76,000 in tools and a million dollars in equipment so we were really starting back from scratch. We had our name, we had our website, we had our employees and we had some work in the pipeline and our customers. The only thing we didn’t have was equipment.”

He decided they could be up and running doing patching, cracksealing and striping – work they had on the books – if they could get a dump truck, a roller, a cracksealing truck and stripers.

“I knew we could find a dump truck, a striper and a roller and that would get us going,” he says. “I knew the biggest dilemma was the sealcoating equipment because we built our own sealcoating trucks.”

Roth says that prior to the fire, Asphalt Solutions was as efficient and as profitable as they were partly because of the 1,000-gal. and 1,250-gal. sealcoating units they had built themselves and customized for aggressive, highproduction work.

“Our trucks had bigger pumps, bigger air compressors, bigger strainers, a spray bar and a dual wand setup,” Roth

Calming Employees’ Fears Bob Roth says that most Asphalt Solutions employees showed up at the fire and were concerned because they thought they would be out of a job – especially because the sealcoating season was about to start so it would have been difficult for them to catch on with another contractor. But Roth and Bishop reassured them after their breakfast meeting.

“Luckily a couple of days later we had a drain project we were able to do with the trucks and tools we rented,” Roth says. “So we sent employees out and did it. It reassured them that they still had a job, it reassured customers that we were still working, and it showed me that despite everything we could still do this.”

And Asphalt Solutions didn’t lose a single employee.

says. “Because there was more power behind the system, we could operate two wands at a time with a 10-ft.-wide spray bar path. It’s all about production.”

Roth says he and Bishop knew that especially that close to the start of the season they would have difficulty finding any sealcoating trucks, and they also knew they didn’t have time to build their own from the ground up.

“So we went on a nationwide search for sealcoating trucks,” he says.

They found one in Florida and

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Business Management

another in Kansas City, but the trucks were not built or set up the way Asphalt Solutions would have designed them, so crews weren’t going to be able to sealcoat the way they would have liked.

“That meant we wouldn’t get the production we’d had in the past,” Roth says.

But they worked for a week modifying both of them as best they could to get through the season.

The Industry – and Customers – Step Up Asphalt Solutions did have work in the pipeline, and Roth and Bishop made sure clients and prospects knew about the fire. “We were telling everyone, ‘We’re still in business. We just have to get some equipment’ and a lot of our customers said, ‘Fine, no problem. We’ll wait if we have to.’ They were very cooperative and understanding.”

Roth says that they caught a small break when the weather was terrible until mid-May. “We had a lot of rain so we didn’t miss out on too many opportunities,” he says. “Looking back on it, it was kind of funny because I was selling jobs when we didn’t have any equipment yet.”

Roth says that as word about the fire got out they received numerous offers of help.

“There was a lot of outreach by the industry. People called from all over and just asked what we needed,” Roth says.

“We didn’t take advantage of it because we got moving on our own so quickly, but it was very impressive and we were very touched by that.”

He says their suppliers were particularly understanding, offering assistance and in some cases extending terms.

Hot Tip #2 Have insurance in line. “Have an agent go over every piece of equipment and every tool you have because it will make life so much easier if something happens,” says Bob Roth. “Simple things like documenting what’s on the back of the truck because the insurance company looks at that and says ‘it’s just a tank’. But no, it’s not a tank it’s a $30,000 sealcoating unit.”

“We had to wait for our insurance, which was a big number, and it took us three week to get our first check,” Roth says. “But a lot of our suppliers just told us not to worry about it.”

He says the real dilemma came when trying to purchase the sealcoating trucks “because you can’t purchase something with nothing and for a while we had nothing.”

So he and Bishop had to put about $100,000 of their own money into the business. “We did have some of our own money tied up in it just to enable us to keep moving ahead and get stuff we needed while we were waiting for the insurance money,” he says.

Surviving ...and Thriving in 2015 Roth describes 2015 as “very chaotic” until October. “I joke now with a lot of people that I probably had a stroke and

In the almost two a heart attack every years since the week,” he says. “We fire, Bob Roth and were operating in surJustin Bishop have vival mode.” made Asphalt He says that for Solutions “100% more efficient than the first two months before the fire, of the 2015 season, which has allowed despite their best us to see more efforts, sales figures profits.” It also were down. That gave them insights into where their was due partly to growth can be and scheduling issues: where it should be.

Asphalt Solutions just could not maintain the schedule they’d planned on because they didn’t have the high-production equipment they had lost in the fire.

But part of it was lost sales, too. Roth says that because they thought they were going to have to hire subcontractors to complete some jobs, they bid some work higher than they normally would. As a result, some customers went to other

26 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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Engineered Innovation.

12/28/16 9:10 AM

Business Management

contractors; still others thought Asphalt Solutions was out of business.

By mid-summer, Roth was busy doing estimates and dealing with the post-fire issues, both sealer trucks were running full time, and things were as close to “normal” as Roth and Bishop could have expected.

At the same time they began applying what they had learned over 16 years as they rebuilt their company.

“We were surprised that we ran into the same growing pains we had when started running the company,” he says.

“Before the fire we had way more equipment than we needed, a bigger payroll than we needed, a bigger warehouse than we needed, and more employees than we really needed.”

And he and Bishop were way too involved in the business.

So as they rebuilt, they addressed those issues specifically. When they began acquiring new equipment, for

Hot Tip #3 Backup everything. All documents should be backed up and should be backed up using an outside source – Asphalt Solutions uses the cloud.

“Backup is hands-down essential,” says Bob Roth.

example, they made sure to get what they needed – and not much more.

Insurance from the fire paid for the lost equipment, so they were able to acquire new equipment without saddling the company with large debt. Being virtually debt-free enabled them to put money to use in other, more productive areas – something they’d learned over their years in business.

“Being debt-free gave us money to do some other things like hire additional people,” Roth says, which they did – an office manager and two operations managers.

“Before the fire we didn’t need the extra people because Justin and I were hands-on and involved in just about every aspect of the business,” Roth says.

But adding people at both positions meant that much of the work Roth and Bishop used to handle – from sales to follow through to administrative work – is now handled by others. And it was work that should have been delegated before.

“The fire forced us to streamline our operations, which freed us up to focus on other, larger things and it made us and our whole company more productive,” Roth says.

They also pared back the labor staff from a high of 25 to a high of 20, which made employee management easier and freed up even more cash. Some of that extra cash was used to implement a new clock-in system and a new QuickBooks system, both of which streamlined the operation and made it more efficient.

“This has been the biggest accomplishment of my personal and professional career,” says Bob Roth, (left) co-owner with Justin Bishop. “But I never was backed up against the wall like this.”

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Business Management

Asphalt Solutions is a productive operation partly because it custom-builds its own high-powered sealcoating units so two people can be spraying at same time on big commercial projects.

He and Bishop also cut back on their own salaries to enable the company to get through the year. “We took a hit on our personal pay so we could get some things in place to help us out.”

Then, partly because they had more time to think bigger, Roth and Bishop opened a sub-office in Columbus, OH. The company doesn’t have any equipment in Columbus because equipment can come from the main office.

“We were looking where our company was growing and where our work is, and Columbus is a big market for us. So we decided we wanted a local presence there,” Roth says. “It’s a plan we had in place for a couple of years but, once again, the fire refocused us.”

The 2015 Bottom Line “We knew we were doing a lot of work during the year, but we didn’t know how much. We didn’t know any numbers,” Roth says. “It wasn’t until we compiled our numbers for the Pavement Top Contractor list that we realized what we’d done.”

What they’d done, despite the fire that destroyed the whole company, was generate more than $2 million “on a shoestring,” Roth says. “Yes, it was down from $3 million the year before, but we were amazed.”

He says he and Bishop attribute their approach to the fire challenge partly to their past athletic careers. “Both of us played sports at a high level – he was a boxer and I was a baseball player – and you learn in sports that you don’t give up,” Roth says. “We each had faced challenges and we were determined this fire was not going to beat us. The easiest thing to do was just give up, but that wasn’t even an option.”

He says that in the almost two years since the fire, he and Bishop have made Asphalt Solutions “100% more efficient that before the fire, which has allowed us to see more profits.” It also gave them insights into where their growth can be and where it should be.

“Sometimes it takes a disaster to get you back on track and see where you’re supposed to be,” Roth says. “It was the worst thing, but also one of the best things that could have happened because it enabled us to refocus.

“After 16 years, you can get into a rut and do things the same way all the time because that’s the way you’ve always done them. This gave us an opportunity

Hot Tip #4 Always be thinking about your future.

Where do you want to go? Where do you want to be? Bob Roth says he and Justin Bishop were young enough when the fire hit to know they still wanted a future in the industry and in the business, despite the fire. “But that’s different for everyone and it could change as your company grows and as you get older,” Roth says.

“Had we been 60 we might have had a different approach after the fire.”

to step back and look at our business and our operation and apply what we’ve learned over the years.”

Roth says that 2016 was a good year “because 2015 was gone. There was tremendous relief that last day of the 2015 season that we knew we could survive,” he says.

And he says 2016 was the easiest year in business for him and Bishop.

“I was able to leave the office at five rather than be there until eight or nine every night because we have other people doing things for us,” he says. “The last day of the 2016 season I was optimistic and already looking forward to next season, because if we can rebuild this, we can do anything.”

30 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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Business Management

Jessica Stoikes, Associate Editor

How

DRONES

Can Improve Your Pavement Maintenance Business Legal use of drones helps improve project prep and planning

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Drones help save striping crews time on jobs that are difficult to see the layout on - especially if your dealing with sealcoating over very faded striping.

“We bought our drone for the same reason everyone else started using them,” Anderson says. “Our jobs were getting too big to take before and after shots with cell phone cameras for proof of completion and marketing purposes.

But since we’ve started using them they’ve completely changed how we do business from start to finish.”

Initial Purchase

UNMANNED AERIAL SYSTEMS (UAS) or drones seem to be dominating many conversations in the construction industry. The paving and pavement maintenance industry has taken these drones from a marketing tool and turned them in to a real way to increase profits in their daily operations.

Ryan Anderson, owner of Premier Sealcoating in Oxford, MA, says the use of drones has revolutionized the way they do business and they continue to find new uses for them every day.

When Anderson sought to buy a drone, he did his research first.

“You can go out and buy a drone for a few hundred dollars, but is it going to do what you want it to do and will you be able to fly it without breaking it and losing your money? We made sure to buy a drone that came with a tutorial on how to use it so we protected our investment that way.”

Anderson also made sure the drone he purchased had the technical aspects he was looking for so he could get the data that he wanted out of each flight.

“YouTube is a wealth of information for drones,” he says. “You can do a simple search of what you’re wanting to accomplish with a drone and find the right fit for your application.”

Although purchase and operation of a drone may be easy, be sure to operate your drone legally. As of August 1, 2016, all drones are required to be registered and fly in compliance with Federal Aviation Administration (FAA) regulations.

“All purchased drones today should come with a packet of information with instructions and a website to register your drone with the FAA to become compliant, along with instructions for legal operation,” Anderson says. “The drone must be labeled with your registration number and contact information.”

Commercial businesses can apply for a waiver that allows them to fly their drone in more locations (as drones are not meant to be legally flown outside your field of vision) and at different altitudes than recreational users.

Visit www.faa.gov for more information about drone usage and making sure you’re flying legally.

The Bigger Picture While drones are great for verification on pavement maintenance jobs, their usefulness does not stop there. Larger contractors are using drones for site mapping and stock pile management.

Many drones come equipped with 3D mapping capabilities that can measure peaks and valleys on a jobsite, making quantity estimation easier.

“Our drone gives us the ability to do volumetric measurements for quoting excavation, or measuring amounts of stone in piles,” says Jon Elliot with PLM Paving & Concrete in Pewaukee, WI. “We have used it to aid in estimates for removing piles from sites which helps us better understand how long it will take and what trucking we will need.”

During a flight, the drone camera is busy taking a series of overlapping images with GPS coordinates. GPS coordinates on the images are being converted into 2D and 3D maps that are used to create a point cloud that forms a visual 3D model. The data the drone collects is processed into a program, the most common is PIX4D Mapper. From those images and data, contractors can produce output analytic data such as volumes and contours of the materials on the property.

This becomes especially helpful in mapping stockpiles on production sites.

John Dougherty, owner of Louisville Paving and Construction based in Louisville, KY, says that before they purchased a drone, they didn’t really have a process for plant and quarry stockpile management.

“There were times we might be down waiting on materials,” Dougherty says.

“Now, we monitor both our stockpiles and our quarries to anticipate supply problems to allow us to make job mix formula adjustments as needed before we need to interrupt our crews.”

Dougherty estimates the old process of managing stock pile inventory would cost his company $1,080 in labor to complete per plant. That’s at a rate of $45/hour for 24 total hours. Dougherty says stock pile management using drones has a total labor cost of $90 to complete per plant. That’s for 2 hours at $45/hour. That’s almost a $1,000 saved with this use alone.

Continued on page 34

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Business Management

Drone Project Monitoring Once the drone was purchased, Anderson soon discovered that his drone wasn’t just good for taking pretty pictures, it could really help him increase job productivity.

“When you’re contacted to do a job, you’re given a blueprint of the job and expected to set your striping layout accordingly,” he says. “Now, we bring the drone out, take a picture of the lot when it’s done and superimpose the photo onto the blueprint to show the job was completed exactly as the plan called for.”

Once Anderson and his team discovered this step for proof and verification of job completion, they began to think of ideas to take the use of the drone further.

“We started to think of how we could use the drone from the beginning of a project and not just at the end,” he says.

“That’s where job productivity really started to improve.”

Anderson purchased a Phantom 4 Drone (which retails for around $1,500) that came with an application which allows him to point to a spot on a map and have the drone fly to it, up to five miles away. This comes in especially handy during the bid process and project layout.

“The point from where the drone takes off to the designated spot where it flies is all measurable,” Anderson says. “Instead of walking with a wheel 780-ft. across the parking lot, you can send a drone out to the same spot on that map and just record the data. On some of the bigger parking lots, this can add up to huge time and energy savings for the crew.”

In addition, his sales team is able to use the drone to easily asses the condition of the entire lot and make an estimate based on those photos.

“Before we had the drone, my sales team was maybe able to estimate one to

Photos taken with a drone before a project begins help contractors create an estimate for the work and a plan of attack for completion.

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two parking lots a day,” Anderson says.

“That’s with driving to the location, measuring the lot, counting 700-800 spots, estimating the linear cracks, etc.

“Now, one guy can complete an estimate about every two hours and I don’t have to send a second guy with him to do any measuring. He sends the drone up, gets the measurements and the photos and can count the stalls from his office to come up with his estimates from each stop at the end of the day.”

Anderson says this has also helped to improve things from a business perspective as his estimators can not only do more work, but they now have an archive and documentation of each parking lot the company has looked at.

“The sales team takes those photos and adds them to the estimate list,” Anderson says. “So in six months when a customer calls, he can easily still pull up the address and access the flyover and

be able to accommodate the customer again in that way.”

A Better Prepared Crew Those photos and videos that are taken before a project begins can also be helpful in prepping the crew.

“We go and map out a neighborhood that we are going to do crackfilling in, have a morning meeting to show the video and the crew has seen everything that needs to be done that day before they even leave the garage,” Anderson says.

“They know the hazards, the challenges, everything. When they’re prepared, the job is done more efficiently and they can move on to other work faster.”

The crew finds the drone especially helpful on striping jobs where they can use the photos to compare it to the blueprint and start striping faster than ever.

“We take a picture of the lot once it’s laid out and send it to the engineer

Drones give companies the ability to do volumetric measurements for quoting excavation, or measuring amounts of stone in piles, saving time, money and allowing for better material management.

across town for verification,” Anderson says. “He can compare it to the blueprint and verify the plan before any paint goes down. That saves us a step and a lot of time to have the engineer come out and inspect it before we start doing the work.”

Anderson says the photos are also helpful for project quality and holding crew members accountable for their

ForConstructionPros.com/12280270

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Business Management

work, freeing him up from being on every jobsite.

“If its new pavement, you only have one chance to lay it out and one chance to stripe it,” he says. “It’s not like you can black the paint out and do it over and a lot of times it’s the last thing to be done so everything is waiting on you. If it’s a high profile job, I would have been reluctant to not be on that jobsite, but now they can lay it out in chalk, send

it to me on another job and I can give them approval for the work right away.”

Marketing Still Matters In this industry, anything you can do to differentiate yourself from your competitors will help you gain an edge.

Even if you only use your drone for photos and video marketing purposes, Anderson says it’s worth it.

“As a guy who is providing a service

for dollars and a customer spends $50,000 on a parking lot, you want to be able to hand them a photo of their parking lot and say ‘this is where your money went,’” Anderson says. “A lot of times when you are doing large properties, shopping malls, etc., they are owned by a Real Estate Investment Trust which may be a group of people or businesses that could be scattered all over the country. Not only is it good to show them where their money went, but it makes them think about what their other properties could and should look like. We have seen a huge increase in these types of jobs for that fact alone.

It’s an expensive tool but they are 100% worth it.”

Left: The drone captures red chalk lines on a job ready to be striped. This picture can be sent to an engineer offsite for verification so work can begin.

Below: This final drone photo shows the work is finished and can be sent to property managers across the country for proof of completion.

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Business Management

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Understanding and Adapting to

Market Limitat

How – and why – California’s Prestige Striping Services became Prestige Paving Co. RECOGNIZING, CONFRONTING AND adapting to market limitations can determine a contractor’s success or failure, but few contractors are willing to risk a complete transformation like the one Prestige Striping Services underwent in 2014.

But their drastic overhaul worked and today they go to market as Prestige Paving Co., Corona, CA, a full-service paving and pavement maintenance company serving Southern California.

But the route to becoming a successful pavement maintenance contractor was unlike just about any route taken by any other company. Started in 1997 as a mom-and-pop shop by Sabas Trujillo, Prestige Striping Services did well for years, according to Anthony Trujillo,

general manager of Prestige Paving and son of founder Sabas. The striping contractor was doing so well they were regularly being asked by customers to do paving, sealcoating and repair work – but the contractor referred those requests to the companies that hired Prestige to stripe.

In 2000 Sabas Trujillo started a separate company, United Paving Co., Corona, with a partner who had a background in paving and provided financial

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ations

While United Paving Co. was “growing into a monster,” Anthony Trujillo says it was creating a problem for Prestige Striping. That’s because other paving companies knew the striping company and the paving company were owned by the same person – and competitors didn’t want to give work – striping or other paving work – to their competition. “They just wouldn’t use Prestige Striping and that was further hurting our potential to grow. It got to the point where we had to change or go under.”

support. United Paving has since grown to become one of Pavement’s Top 75 Paving Contractors in 2015.

While United Paving was growing, Prestige Striping had become what Trujillo says was the “go to” striping contractor for the area’s general contractors and paving contractors.

But Trujillo saw that future growth as a striping contractor was limited. He says the area Prestige Striping worked in had about 50 paving contractors from whom Prestige Striping obtained work. But he realized growing the company would be restricted by that number of potential customers.

“We were doing a lot of work, no question about that, but as a striping company we were restricted to 50 paving companies and that didn’t give us much room to grow,” Trujillo says.

To compound the growth concerns, the area’s paving and general contractors knew that Prestige Striping was owned by the same person who owned United Paving – a competitor – so many paving companies and GCs wouldn’t hire Prestige Striping anymore.

“The industry knew Prestige Striping was owned by the same person as United Paving so in many cases they wouldn’t give us the business,” Trujillo says. “We either had to go under or change our approach.”

A Quick Transformation So in 2014 Prestige Striping transitioned – almost overnight – into a paving and pavement maintenance company: Prestige Paving Co., and they now have new

Striping Equipment to Paving Equipment One of the major hurdles a contractor might encounter when changing focus like Prestige Striping did is acquiring the equipment needed to provide the new service. But Anthony Trujillo says that wasn’t a concern.

“We’ve always been a healthy company so we had no trouble buying equipment to start the new business,” Trujillo says. “We already had trucks so we didn’t have to buy them, we just reconfigured and outfitted them.

We always financed everything even though we had enough money to buy it. We let other people carry the loans and that freed us up to use the money for something else if we need it.”

and different clientele: Property managers and property owners instead of paving contractors.

And those paving contractors that had been customers of Prestige Striping?

Well, they’re now competitors of Prestige Paving… sort of.

Trujillo says that when the company was Prestige Striping, striping was the only work they did. “Customers who were satisfied with the work and relationship often asked ‘What other work do you do?’ But we never took on other work because we had very good relationships with our paving customers and we didn’t want to damage that,” Trujillo

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Business Management Prestige Paving Co. is now a full-service paving & pavement maintenance company that focuses on parking lots, from new construction to rehab and maintenance.

says. “So when a property manager asked us to do more work or if we saw that a property needed patching or other maintenance we would let our paving contractor customer know that.

We referred the work to them.”

When Prestige Striping became Prestige Paving they made one very unusual decision: They decided they weren’t going to pursue the properties they had striped as a subcontractor for the area’s paving firms.

“We actively avoid customers of people who had given us striping work.

We just don’t want to step on anybody’s toes,” Trujillo says. “Those are people who helped us and gave us work and treated us with respect when we striped for them and we want to treat them with respect. There’s so much work out there I don’t see the need to tarnish our integrity by going after our customers’ customers.”

Prestige Paving Co. is now a fullservice paving & pavement maintenance company that focuses on parking lots from new construction to rehab and maintenance. Trujillo says the company generates 65% of sales from paving, 25% from sealcoating and slurry seal, and 10% from striping. He says 12 crews are made up of 50 workers and 10 people staff the office including sales. Prestige Paving works primarily in central and Southern California but also regularly works outside its region for customers that have multiple properties throughout the state.

“Our potential now is great,” Trujillo says. “Our foundation is set and there’s so much room to grow if we have the right team and if we push hard and work hard.”

Staffing from Striping to Paving Trujillo says getting work for the new Prestige Paving wasn’t difficult because the Prestige name was a positive brand that people knew and respected. “What was difficult was finding the talent and recreating the type of team that was so successful striping for us. It was most difficult to develop the team that would have to execute the sealcoating and paving work for us.”

It took time to find and develop the Prestige Paving team, which Trujillo says made 2014 a difficult year with a tough learning curve. “But by the time 2015 came around we’d gotten it together,” he says.

Trujillo says that as they planned the switch from a striping contractor to a paving and pavement maintenance contractor, they realized they’d need people with entirely different skill sets, and they pursued key people first. “At the beginning, we recruited talent. We knew we needed crew foremen and machine operators and we wanted to hire people for those jobs who had experience because we didn’t have time to train them,” Trujillo says. “Once we got those people on the team we looked to hire guys we can train who will fit into our system.”

He says they advertised aggressively in the newspaper and on Craigslist and also relied on referrals from employees. He says about half the people who applied for a position at Prestige Paving were turned away.

“They just weren’t a good fit for

Cross-training Means Flexibility Anthony Trujillo says new employees start work on a sealcoating crew and then progress to other jobs as their skill level improves. Crew members become cross-trained as they develop, which enables Prestige to juggle its schedule as needed to accommodate customers.

“That provides a lot of flexibility for us,” Trujillo says. “We can even send a small sealcoating crew and one striper out to do a small parking lot, which enables us to service a broad variety and greater number of customers when they need something done right away.”

us and for the system we’re trying to develop,” he says. “We want to develop a reputable, team-oriented approach where people show up on time and look presentable and can interact with the customer and the public. Those are the people we’re looking for.”

So it took longer than he’d thought to fill all the critical positions within the new company such as paver operator, foremen and scheduling. And sometimes they made hiring mistakes just like most contractors do. “If a guy says he can pitch and talks like he can pitch but he gets out on the mound and acts like he’s never seen a baseball, that’s a problem,” Trujillo says.

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Trujillo says the first year Prestige Paving spent too much time going back to jobsites to fix problems on jobs. “That not only doesn’t look good, but it costs money and it means there’s other work we can’t be doing because we’re fixing jobs that already should have been completed,” he says. “But that was part of the learning curve.”

He says 60% of the employees hired that first year returned for 2015 and are still with the company.

“So it wasn’t as bad as we’d feared, but we did work at making sure we had the right people for what we wanted to do,” he says.

“When we leave a project, we want our employees to be able to pat themselves on the back. We them want to feel good about the job,” he says. “We want to hire people who want to feel that way about the work they do.”

Leading By Example Trujillo says he thinks the best way of getting employees on board with any company’s system is simply to lead by example. “We’re out there with them all the time,” he says. “They see us around and they know that if they’re working hard we are working hard also. And there’s not much we expect them to do that we don’t do ourselves. If they have to be here at five in the morning then we

are here at five in the morning.”

But he admits leading by example doesn’t always work, in which case management has a conversation with the employee. “If a guy doesn’t show up or comes in late, we obviously let him know that’s not acceptable but we explain it in terms of what that means to the team and to the company, not just that he didn’t do what he was supposed to do,” Trujillo says. “We make sure he understands how it affects the team. He needs to realize that if there are five people on a crew and he’s late, the other four people’s time is being wasted too. And the job is going to get started late, which makes us look bad in the eyes of the customer and it could mean we’re late starting another job.”

He says the company does hold regular meetings where a team approach and the emphasis on the company is discussed. “But at meetings, to tell you the truth, a lot of it goes in one ear and out the other. It’s real important to deal with it when the problem arises,” he says. “We’ve found it’s much more effective to catch it quickly and explain at the moment, not only that it shouldn’t happen but what should happen instead.”

He says this approach did (and does) cost Prestige Paving some employees. “A lot of guys left, yes. Not everyone bought into it,” he says. “But that’s just the way it’s going to be. Maybe it’s not the right fit for you, but if you’re going to be here it’s going to be this way.

“There’s definitely a sense of brotherhood and we reinforce that,” he says.

Anthony Trujillo says he wanted to hire workers with experience so it took some time to find the right crew.

“We emphasize that at the end of the day everything will be okay if we just take care of each other. If we can do that then the work and the company will take care of itself.”

Goal-setting for Management To make sure everyone’s on the same page at Prestige Paving, the company sets goals for its management staff.

Goals – professional and personal – are written down, framed and placed in each person’s office.

“We talked to everyone via email and they wrote their goals for 2016 and what they want to accomplish by the end of the year so we know what each other’s aspirations are,” Trujillo says. “It’s important because it helps people keep on track, but it also enables us to help them achieve those goals if we can.

“You can walk into anybody’s office and their goals are all printed out and in a picture frame for them and everyone to see every day. It’s a great reminder of what you’re working for, of what you want to achieve and get better at.

You can actually work every day toward your goals and the company’s goals.”

He says one person, for example, wants to communicate better, not just with customers or employees, but in general and with strangers, so Prestige Paving added cold calling to that person’s job so he can get regular practice at it.

Another person has a personal goal of buying a house. “So we’re trying to put him in a position where he can get more money to help him achieve that.

We’ve made it possible for him to make more and to achieve bigger bonuses so that’s something he can work toward for his goal, which also works with the company’s goal.

“Putting the goals in a frame on the wall is not just so you can see it every day, it’s so you can figure out what you need to do to achieve those goals.

People have to take action to meet their goals,” Trujillo says. “I might want to make a million dollars but if I’m working at McDonald’s it’s not going to happen. So there’s a realistic aspect to the goal setting too.”

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Business Management

Allan Heydorn, Editor

Designing a Hiring Program that

WORKS

Cadillac Asphalt’s Future Paving Professionals Program showing promise in Michigan A RECESSION ECONOMY, a 10-year hiring freeze, an aging workforce, high-skilled labor leaving through retirement, and recruitment methods that didn’t yield the quality employees a contractor needs. That’s what Cadillac Asphalt, headquartered in Canton, MI, faced in 2015.

And what did the decades-old paving contractor/hot mix asphalt producer do to improve its hiring?

“We turned the process on its head,” says Aaron Price, vice president and general manager. “We decided that if the skilled people aren’t out there, the onus

is on Cadillac to find people with no construction experience and teach them the skills they need from the ground up.”

And to teach people the skills that could give them a career.

“We realized we need to view investments in humans the same way we view investments in hard, raw, physical capital. And that meant we had to completely retool the way we hired and trained new people.”

The result was a collaboration with a union local to develop and implement a unique hiring and training program – they’re calling it the FP3 Future Paving Professional Program -- that, after two years in place, is showing significant success.

With nine asphalt plants and 11 locations throughout southeastern Michigan, Cadillac Asphalt employs 250 people

Aaron Price says an unexpected benefit of the FP3 program is that it has helped Cadillac Asphalt improve its employment and employee development process. “Now we are much more embedded in the process and the system, which will ultimately raise the bar for us as an employer and organization,” Aaron Price says.

doing hot mix asphalt production and asphalt paving. Cadillac runs seven paving crews and three prep crews and generates 25% of its paving from commercial customers, 40% from municipalities and counties, and 35% from highway DOT work. Cadillac says it is the largest HMA producer in the state, consuming half of its production internally and the other half sold to other contractors.

Price says that like the rest of the

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The Local 1191 Union saw an apprentice program as not just beneficial for Cadillac Asphalt, but for the entire asphalt industry

country, Michigan experienced an economic downturn starting in 2004, with the result that skilled workers left the state in droves as they sought work. That coincided with Cadillac Asphalt scaling back from running 15 crews to, at its lowest point, only five. Cadillac had a hiring freeze from 2005-2014, which was essential for survival but was soon to create some concerns for the company.

“Eventually the market started to recover, partly because of a $1.2 billion road funding bill passed in 2015 and we quickly ran into a situation where we needed more workers,” Price says. “But not only could we not find the skilled workers we needed to grow as work picked up, we couldn’t find skilled workers to replace people leaving the company through retirement. And, our existing workforce had aged by 10 years over that time and we hadn’t brought in any new people because we didn’t have the work to support them.”

Price says that in 2014 and 2015 they worked hard, using tried and true “old” methods to find new hires but had little luck. “We had a very difficult time attracting people to our company the old way, which was posting a job opening on the Internet and hoping people would find us,” he says. “So it’s May 2015 and nobody’s applying and we started talking with other companies in our market and we realized that it wasn’t just us.

The ability to get and grow a skilled workforce was a challenge not just for Cadillac but for everyone.”

So they turned the process upside down, but they didn’t do it by themselves. As a union shop they enlisted the help and support of union Local 1191, collaborating with Michael Aaron, who Price says was influential in getting the program off the ground.

Cadillac Asphalt and Local 1191 continue to refine the FP3 program, pursuing feedback from the pre-apprentices on what the contractor can do to improve the process and make the pre-apprentice experience better. www.ForConstructionPros.com/Pavement • PAVEMENT • January 2017 43

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Business Management The quicker the pre-apprentice can assume responsibility for a skill set, the sooner others on the crew can move up in their career.

“Michael saw the opportunity here for a program that could benefit not just Cadillac Asphalt, but an entire industry, so he worked with us to develop a preapprenticeship program,” Price says.

The FP3 Future Paving Professional Program Among the keys to the FP3 Future Paving Professional Program are a union-agreed-upon, pre-apprentice hourly rate equal to roughly half what a full journeyman would earn; a 700-hour maximum time limit an individual can be in the program; and the requirement that the pre-apprentice employees are additions to a paving or preparation crew – in other words they can’t take the place of a higher-wage employee.

“We run eight to nine-person paving

crew so all these people on the crew must be full union,” Price says. “That means any pre-apprentices on the crew must be the tenth or eleventh person on the crew. We try to put two preapprentices on each mainline paving

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crew and one additional person on each prep crew.”

The pre-apprentice program runs 700 hours – about 14 weeks or half of a Michigan paving season. After 700 hours, the worker is moved into the union apprenticeship program, which has five defined steps and pay raises.

Price says that Cadillac can identify some people as “keepers” within as little as 200 hours and those people are moved immediately into the union apprenticeship program.

“The benefit to the individual is that once he’s in the union apprenticeship program, he gets an immediate raise of $3 an hour plus Cadillac begins making contributions to the pension program,” Price says. “Plus, being in the union apprenticeship program opens doors to further training and step raises.”

The FP3 new hires start in a classroom on the first day where they learn about the company and receive safety training. Then each new hire is paired with a mentor and a crew, and the preapprentice shadows and works side by side with the mentor. “That’s where they learn shoveling, raking, traffic awareness, those kinds of things,” Price says. “It’s real on-the-job training.”

Price says Cadillac will change mentors if there’s a good reason to change and will also change which crew the pre-apprentice is assigned to as well if needed. He says mentors receive no special training, because even though it’s a one-on-one working arrangement

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eventually the whole crew pitches in.

“Over time, you see the whole crew investing time and energy in the preapprentice,” Price says. “It becomes a team effort and more of a family than a company. The crew knows that getting the pre-apprentice up to speed helps get the job done more efficiently and helps the crew be more productive.

“In training, the question is how can you best mimic a real life experience of working on asphalt and it’s very difficult to mimic without actually being on the job. Ninety-degree heat and 350-degree asphalt is not for everyone, so the only way to really find out if people are a good fit is to get them out on a job.”

He says the on-the-job aspect of the program does create some headaches for schedulers because they don’t want to put pre-apprentices in situations they shouldn’t be in. “We don’t want them working at night or working in traffic, for example, before they’re ready,” Price says. “We also can’t have them working on airports where they don’t yet have clearance. But we don’t let that stop us, it just takes some juggling.”

Throughout the FP3, the pre-apprentice receives feedback to guide his development. Each month the pre-apprentice completes a self-appraisal that covers a variety of areas such as punctuality, working well on a team, paying attention, and on-the-job attitude. The new hires rate themselves on a one-to-four scale for each area, then they meet with the foreman and the operations manager for a three-way conversation to compare evaluations. “If there’s a gap, we want to understand what caused it but more importantly how it can be fixed,” Price says. “We want to put together a plan to close that gap.”

And to make sure employer and employee are on the same page.

“After a while, it becomes clear, and in some cases you have to make a tough decision, that we’re not a right fit for each other,” Price says. “But there’s a real effort before that point to make it work.”

Price estimates Cadillac Asphalt’s investment in the program at between $200,000 and $250,000 annually – which includes wages and the contractor’s contribution to health care.

“That might sound like a lot but if you consider it’s about 20 cents per ton of material, it’s not that much and it really is an investment in the future,” he says.

“It helps position ourselves for growth.”

No Hiring Restrictions Price says that in turning the hiring process on its head, Cadillac Asphalt considered only three attributes when talking with prospective hires: attitude, desire and fit.

“That’s the crux of our hiring.”

He says Cadillac Asphalt and Local

1191 started looking for new hires at a job fair in Detroit, which had a 40% under/unemployment rate. “We thought if we could make a dent in the employment rate in Detroit, we could get more tax dollars into the city. Then the city could invest more money into its infrastructure and we’re in a strong position to do some of that work,” Price says.

“We feel we have a responsibility to give back to the city of Detroit after the city has given us so much.”

At the 2015 Detroit job fair they interviewed 100 people and hired 15.

“We tried to find people looking for an opportunity. We thought that if we could offer a construction job and a career opportunity to the right people we would be successful,” Price says. “We didn’t hire them based on job experience or knowledge of construction, we just tried to get a sense of how much they wanted it and their desire to be a part of something more.”

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Business Management

Price stresses Cadillac Asphalt also had no limitations or restrictions in its hiring process.

“That’s important,” Price says. “We didn’t limit people based on a criminal conviction or what their personal life was like. We didn’t limit by their location or the transportation they needed to get to and from a jobsite, which in the past might have been a limiting factor when hiring.”

He says that once people were hired Cadillac relied on a “buddy system” to get the new hires where they needed to be each day.

“We marked their locations on a map and figured out how to help bring them in,” Price says. He says Cadillac is also considering starting up an internal transportation system that would use a van to get people to and from jobsites.

“We haven’t done that yet, but it’s in the plans to start if we need to,” Price

says. “We need to find a way to get over that transportation hurdle because workers are not at the same place every day and it’s not easy for everyone to get all over where we need them. It can be a real issue for some people.”

Of the 15 people hired in 2015, seven remain with Cadillac, which Price says is more than they expected. He says those seven people work in various aspects of the company -- from crews to administration to the quality control lab. One person is working on obtaining quality control certification, and Price says some on the crew are showing signs

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Of the 15 people

they could eventually hired in 2015, seven become foremen. remain with Cadillac In 2016 Cadillac Asphalt, one of which is working on used the FP3 preobtaining a quality apprenticeship procontrol certification. gram to hire another 18 people, eight of whom remained with the company at the end of the season.

Price says Cadillac Asphalt and the union Local are encouraged by their successes so far. “It helps sustain the program when we hear from people how they couldn’t envision this career opportunity and how it’s positively impacted the course of their lives,” Price says. “We’re very encouraged by the retention rates and we continue to refine the process along the way.”

He says Cadillac expects to be back running 10 or more crews by 2020 or 2021, but for that to happen they need an influx of skilled workers, so FP3 needs to continue to be successful.

“Not only do we need to get the pre-apprentice people up to speed and productive, but we’ll need the current rakers and luters ready to move up to run the back end of a paver or a roller.

Often people who want to step up from rake to roller are training their replacement so they can move up,” Price says.

“For that to happen we need these entry level people to be successful and we’re doing everything we can to give them the opportunity to become successful in a paving career.”

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Sweeping

Jessica Stoikes, Associate Editor

Sweeping Industry Facing Challenges in 2017 Contract woes, regulations and rising costs are the main concerns in 2017 for the sweeping industry according to the World Sweeping Association WITH A NEW YEAR and a new president, many in the construction industry are feeling optimistic about what the year has in store. The sweeping industry, by extension, is hoping this optimism grows and an industry riddled by regulations can continue to gain some ground.

With three decades in the industry, Ranger Kidwell-Ross, executive director of the World Sweeping Association (WSA) feels that while the sweeping industry may be gaining momentum, there are extreme challenges in the pipeline that need to be addressed first.

Contract Sweeping Setbacks The sweeping industry is still dealing with cutbacks in frequency, price pressure and property management woes.

Due to this, the contract sweeping industry is faced with some heavy-hitting issues.

“In the parking lot sweeping realm, cutbacks in sweeping frequency, price pressures and third-party vendor pricing are all everyday impacts, but the current move toward risk transfer to sweeping contractors, especially, has created an inordinate problem,” Kidwell-Ross says. “Insurance premiums have risen dramatically as insurers are increasingly required to hire several different attorneys in order to represent sweeping companies that have signed contracts putting them into a first liability situation.”

Kidwell-Ross says that in most instances, contractors sign the

agreements they are given without knowing the risks.

“Many smaller sweeping contractors, especially, both need the work and are not sophisticated enough to know what clauses to remove,” Kidwell-Ross says.

“Others figure ‘it won’t happen to me.’ As a result, contractors end up being in first position in lawsuits that involve things like slip-and-falls even when such may have occurred days after they last swept a property. As you might imagine, this has a serious impact on policy costs.”

Kidwell-Ross says the WSA is helping to tackle this issue by initiating discussions with insurance providers and third-party vendors, as well as providing information to members about contract clauses they should review with their business council.

Another area the WSA has been addressing is the movement by general contractors to include “omissions liability” in contracts offered to subcontractors, including sweeping companies.

“These largely open-ended clauses make sweeping companies liable for — in addition to the usual liability for acts they might perform incorrectly, or “coomissions” — something they did not do but the general contractor decided they should have done, or should have done better,” Kidwell-Ross says. “For example, if the contractor’s sweeper breaks down on a milling job and an immediate backup sweeper is not standing by and

available on site, the contractor could be charged for the cost of all employees on the site who have been idled; the cost of cooling asphalt in dump trucks; the cost of not finishing the job within the allocated time period, etc.”

These types of clauses have become routine in some marketplaces and sweeping contractors are signing them without realizing the implications.

“This is especially problematic given that WSA research indicates that general liability and other insurance a sweeping contractor might have does not cover those types of omissions clauses.”

Regulation Scares Construction sweeping is usually not hit as hard by pricing regulations due to the fact that frequency is often mandated by state and federal environmental agency stormwater runoff considerations, but that could change.

“Under the incoming Trump Administration, it is widely expected that the power of the EPA will be curtailed, if not eliminated entirely,” Kidwell-Ross says.

“This would potentially have a seriously negative impact on the use of sweepers for construction activities, as well as putting downward pressure on the use of sweepers in the many municipalities where additional sweeping is currently being done in order to increase compliance with Stormwater Phase I and II requirements.”

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For example, the City of Seattle doubled its sweeping for fiscal year 2016 in an attempt to reduce runoff materials into Puget Sound. If the requirements to reduce runoff were eliminated, it is possible that would not have occurred.

Another regulation that will impact the sweeping industry is the OSHA Silica Dust Ruling and how to monitor sweeper operators so that their level of exposure is within the personal exposure limits (PEL) set. However, Kidwell-Ross says the Trump Administration could overturn this ruling in 2017.

“There is little question that — especially for construction sweeping applications — sweeper operators may well experience dust limits in excess of the rule,” Kidwell-Ross says. “I am advising members to take a wait-and-see approach, since this new OSHA rule is one that also has a likelihood of being overturned by the incoming Trump Administration.

“If left in place, the new silica dust rule has the possibility of impacting the power sweeping industry in an extreme fashion. In the event the OSHA rule is not struck down, I foresee the manufacturing community moving toward providing chassis with positively pressurized cab environments.”

Fortunately, Kidwell-Ross says it appears that sweeping contractors will not be liable for potential dust exposure by their clients’ employees on the ground at jobsites they’re sweeping.

Rising Costs When manufacturers have to respond to regulations like the above, those costs are immediately passed on to sweepers.

“The complaint I hear most from contractors concern the cost of new sweepers,” Kidwell-Ross says. “Especially on the parking lot sweeping side of the industry, it is increasingly difficult to obtain customer pricing that justifies the

purchase of today’s new sweepers. For that reason, I believe an increasing number of contractors are refurbishing their older units, often putting the sweeper body onto a different chassis.

“There is also a general reluctance to use Tier 4 engines as the reliability of the new Tier 4 engine in the sweeping application is extremely poor. Because the sweeping industry is relatively small, and is one of the few that tends to run vehicles at a slow speed for long periods of time, it appears that the testing protocol for the new DEF requirements did not take slow-moving vehicles into account. Contractors across the country have reported difficulties with regeneration and/or having their chassis put into “limp mode” and not knowing what to do about it.”

Kidwell-Ross says that the WSA is always open to communicate with sweeping companies about issues they are facing in 2017.

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Sweeping Allan Heydorn, Editor

Sweeping Industry is

“STRONG”

NAPSA to introduce operator training program to meet industry’s biggest challenge THE CONTRACT SWEEPING industry has shaken itself out of the doldrums of recent years, with sweeping frequencies up and pricing up or at least stabilized, according to Sylvia Richard, president of the North American Power Sweeping Association (NAPSA).

Richards, vice president of Asphalt Enterprises, Raleigh, NC, conducted an informal poll of contract sweepers throughout the country and what she learned reinforced what she had been hearing all year.

Richards characterized the sweeping industry as “strong,” adding that it has gradually strengthened every year.

“But, in order for business to be successful and growing, they have to invest in their business as well – invest in equipment, training employees, attaining NAPSA’s Contract Sweeper Certification, going to industry events such as National Pavement Expo,” she says. “If you’re willing to invest in yourself then others are willing to invest in you as well.”

Pricing & Frequency Richards says that unlike the years of the recession, when many property managers were cutting back on sweeping frequency, that’s no longer the case.

“The last two or three years we have actually seen an increase in sweeping frequency, and that’s across the country,” Richards says. “We’re actually hearing from many NAPSA members that sweeper owners are out there climbing in a sweeper to get some jobs done because there’s that much work for them.”

She says there are number of reasons for the increased frequency – property managers have more money, they’ve

realized reduced frequency impacts their parking lot and store traffic, and because they’re worried about slip-andfall litigation.

Along with increased sweeping frequency is pricing increases or at least stability. “Property managers are always cost conscious and they always will be,” she says. “NAPSA members want to deliver the best-quality services for the best price we can.”

Richards says the industry has learned how to handle the low-price competition from many third-party providers it struggled with when those providers entered the market before the recession.

“If you want us to sweep, this is the price you have to pay. Or if that’s the price you want to pay, then this is the work you’re going to get,” she says.

She says some of the third-party providers are no longer in business, but others have developed successful business models. She says those third-party providers understand the sweeping businesses and are working with contractors need to do the job at a reasonable price.

The result is that many contract sweepers have formed good, strong partnerships with some third-party providers.

Richards says many sweeping contractors have learned how to use and work with third-party providers. Her company, Asphalt Enterprises, uses work for third-party providers effectively to supplement their other work, and other sweepers have discovered similar approaches too that work.

“We’ve always known those relationships have to be a win-win but for a while that was not the case,” she says.

“Sweepers learned that they have to say ‘No’ sometimes when they can’t afford to provide the service at the price the thirdparty provider requests. And more owners are saying ‘No’ because that makes business sense in their pricing model.”

The Biggest Challenge Richards says the biggest challenge for the industry is finding qualified drivers, both CDL drivers and non-CDL drivers – and she says the contractors need to take that challenge on individually at each company.

“And we can’t wait, as good jobs are available now,” she says.

Richards says there are a number of efforts contractors need to make to find and retaining the drivers they need: • Move non-CDL drivers to CDL drivers.

She says that companies that have a quality driver should help that driver become CDL qualified, even paying for the certification with an agreement the driver will stay with the company for a specified number of years.

• Advertise that that company is investing in driver training • Keep equipment in good working order • Provide a good working environment and company culture. “We need to be committed to our employees and we need them to be committed to us.”

“This is the number one concern I’m hearing from everyone – finding and retaining help,” she says. “We as owners and business managers can’t wait for someone else to solve this. We need to solve it ourselves.

“If you promote yourself as a Certified Sweeping Company and if you invest

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in your company and your employees, you’ll reap the benefits from that.”

In development for at least two years, the full CSO program will have three distinct training modules: parking lot sweeping, construction sweeping and municipal sweeping. Many of the fundamentals will transfer from one module to another, but there are also significant differences among the three types of sweeping so each training program will be separate.

The core of the program is the online training, but once that training has been completed, the operator will sit down with the owner or manager to discuss what they’ve learned. “That way an owner can customize the training through the way they operate,” Richards says.

Then the owner or manager has to respond to NAPSA that the operator has passed 100% and they’ve sat down with them to discuss it. Only then will the CSO be awarded to the operator.

“If there’s anything the owner wants to add to the training, that’s the place to

NAPSA’s Operator Training To help meet the driver challenge and to help contract sweepers improve their operation, separate themselves from their competition and improve job quality and safety, NAPSA has developed a Certified Sweeper Operator (CSO) online training program.

Richards says volunteers in NAPSA worked steadily to develop the CSO. “We’ve taken best practices from contractors and put them all together to help train our workforce,” she says, adding that the program will help the attract and keep employees.

“It’s been a tremendous undertaking,” she says. “We probably didn’t know at the beginning how big a job it was.

It’s taken countless hours by board members and non-board members and we’re real excited about it.”

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The CSO course for Parking lot Sweeping will introduced at National Pavement Expo. The NAPSA Board hasn’t finalized the development and roll-out schedule for the Construction and Municipal sweeping courses.

“This is huge for the industry and it will strengthen the industry,” Richards says. “It would be extremely challenging and costly for a single company to develop this detailed curriculum individually and it would lack the value that the CSO brings from having the hundreds of years of industry knowledge and experience all packaged neatly together.

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Preservation

Jessica Stoikes, Associate Editor

New Cutting Technology Can Increase Milling

Productivity 12 Ways Diamond Bits Reduce Cost, Grow Bottom Line:

Manufacturers of milling machines are improving cutting bits and by doing so are reducing milling time, maintenance and overall operating costs UNEXPECTED DOWNTIME ON your machines can be detrimental to a project. When that machine is planer or mill, you might be stopping the flow of an asphalt plant, a fleet of trucks and a paving crew.

In an effort to reduce unexpected machine downtime, manufacturers have been working to create more resilient cutting bits. As a result, contractors are seeing increased productivity, less machine wear and a better quality mill.

Building a Better Bit Cutting teeth are the number one operating cost for a milling machine, and traditional carbide tipped tools need replacement quite frequently. In

response to that, manufacturers are introducing cutting teeth made of new materials that are truly changing the game for the milling industry.

The introduction of polycrystalline diamond bits (PCD, but commonly known as “diamond bits”) are being field tested and are being said to last 40-80 times longer than carbide tips.

“Diamond bits were developed to serve a need for a bit that could be used for high production jobs and jobs where timing may be a concern,” says Kathleen Wurst, life cycle manager at Caterpillar, Inc. “Traditional carbide wears relatively quickly, interrupting production for replacement. Diamond bits help maximize production.”

Traditional carbide tips require rotation. As the bits rotate, the wear is applied around the radius of the bit, helping it stay sharp longer. However, diamond bits do not rotate as the pick is consistently sharp.

This means diamond bits do not change length as they are used, which is different than carbide.

By remaining sharp for hundreds of hours, polycrystalline diamond bits (PCD’s) dramatically reduce your costs and grow your bottom line. Here’s how: • Last up to 80x longer than carbide tips, keeping crews more productive, month after month • Assure faster project completions • Provide you with a significant bidding advantage • Virtually eliminate labor costs for pick changes; eliminate unplanned, unproductive interruptions • Deliver proven fuel savings per ton of production • Enable faster milling speeds and increased productivity • Eliminate costly pick inventory, and the handling that goes with it • Require no rotation, crucial because half of carbide failures result when tools fail to turn • Create less vibration, increasing the life of planetaries, drive shafts, stub shafts, bearings and other parts and components • Increase track-pad life because the machine does not work as hard • Deliver a dramatically improved return on your mill investment through increased engagement • Extend life of moldboards through a consistent pattern; protect welded-on base blocks—and ultimately the drum

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“Because diamond bits do not wear, they produce a flat, accurate and consistent milled surface pattern,” Wurst says. “Traditional carbide wears as you work, getting dull and growing shorter as they wear, causing inconsistent surfaces and patterns and potentially grade inaccuracies.”

Since these tips remain sharp, there is less strain on the machine and less vibration, increasing the life of the planetaries, drive shafts, stub shafts, bearing, track pad and other parts and components.

“The machine simply mills easier,” Wurst says. “The tips stay sharp so it’s easier on the engine. This can mean up to 15% in fuel savings since the machine doesn’t have to work as hard and therefore doesn’t burn as much fuel.”

More Work, Less Maintenance Depending on cutting conditions and the type of machine, traditional bits can last

from just a few hours up to several days.

Bringing a $300,000+ milling machine to a grinding halt to change cutting bits can equal downtime that averages several thousands of dollars a day.

“With higher quality cutting bits, you’re able to reduce the risk associated with unexpected blade replacement,” Wurst says.

This also helps improve productivity.

“Skanska Asfalt & Betong was using diamond bits on a roadway in Sweden and saw production increased 1.5 hours per day,” Wurst says. “Minimal interruptions in work allowed the entire jobsite

(trucks, brooms, cleanup crew) to work more efficiently and helped minimize road user delays.”

Skanska Asfalt & Betong has now milled around one million square meters on the same set of Caterpillar, Inc. Diamond Bits. The company anticipates completing over 1.25 million square meters before changing the bits.

Another user, Specialized Contractors Inc. in Ohio saw a 5% improvement in productivity, separate from the gains made from not having to change bits, as the mills moved more easily through material.

"Standard life diamond bits last up to 45 times longer compared to a carbide bit and extended life diamond bits will last up to 80 times longer than carbide," Wurst says. "This dramatically decreases the need for frequent bit spotting and replacement, improving job productivity and entire job performance."

ForConstructionPros.com/10075040

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Contractors ’ Choice: Trucks

Curt Bennink, Contributing Editor

2017 Pickup Truck Models Heat Up the

Fuel Economy War OEMs squeeze out increased fuel economy without sacrificing performance

FOR YEARS, TRUCK manufacturers have waged a horsepower/torque war, with heavy-duty diesel pickups nearing an astonishing 900 ft.-lbs. of torque. As capability has exceeded many customers’ needs, manufacturers have turned their attention to the next battleground — fuel economy.

While torque and horsepower still earn bragging rights, many of the latest innovations — such as 10-speed transmissions, weight-saving materials, startstop technology, engine management systems and aerodynamic technologies — promise lower operating costs. Those being addressed with the 2017 models are reducing weight; increasing aerodynamic efficiency; limiting fuel use when power is not needed; implementing more efficient transmission technology with more gears to keep the engine power band closer to its “sweet spot”; and increasing engine combustion efficiency.

Ford Enhances EcoBoost and Cuts Weight EcoBoost is Ford’s core technology to drive fuel economy. Smaller displacement and more efficient turbocharged engines produce the same power as their larger displacement counterparts at a significant fuel savings.

Ford targeted fuel-conscious customers with a choice of two EcoBoost engines — a 2.7-liter four cylinder or a 3.5-liter V6 — for its popular F-150. These EcoBoost options currently account for more than 60% of all F-150s sold.

“EcoBoost is delivering the value, capability and performance F-150 customers insist upon, while helping improve their No. 1 demand — better fuel economy,” says Doug Scott, Ford truck group marketing manager. The F-150 is the only truck in its segment offering turbocharged direct injection engines.

For 2017, all F-150 pickups equipped with EcoBoost engines come with Auto

Start-Stop Technology. Specially tuned for truck customers, Auto Start-Stop shuts off the engine when the vehicle is at a stop, except when towing or in fourwheel-drive mode. When the brake is released, the engine quickly restarts.

The technology contributes to a reduction in CO2 emissions due to decreased idle times. “Now, with every EcoBoost-equipped F-150 mildly electrified with standard Auto Start-Stop technology, customers’ fuel efficiency is expected to improve, as well,” Scott says.

The 2.7-liter EcoBoost equipped F-150 with standard Auto Start-Stop offers EPA-estimated fuel economy of 19 mpg city and 26 mpg highway. This fall, a second-generation 3.5-liter EcoBoost with standard Auto Start-Stop and a new 10-speed automatic transmission will provide at least 30 lbs.-ft. more peak torque compared with the first-generation 3.5-liter EcoBoost engine, enabling more than 450+ lbs.-ft. for a V6.

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For 2017, the Chevrolet Colorado and GMC Canyon offers a new V6 engine and eight-speed automatic in addition to the previous Duramax 2.9-liter diesel.

The Ford-built 10-speed automatic transmission delivers improved acceleration and performance compared with previous six-speed automatic transmissions due to optimized wide-span gear spacing coupled with drag reduction actions. Three overdrive gears and a wider span enable lower numerical rear axle ratios to help improve fuel efficiency at highway speeds while maintaining towing performance.

The 10-speed gearbox is the first from Ford not to employ cast iron components. It uses advanced materials and alloys that result in lighter weight.

In addition, an integrated torque converter/turbine clutch helps shave more than 2 lbs. while also reducing the packaging footprint.

Adaptive shift-scheduling algorithms monitor more than a dozen powertrain and driver control signals in real time, ensuring the right gear at the right time.

Ford also expanded the use of its military-grade aluminum alloy body technology, which was first used on the F-150.

The 2017 Ford F-Series Super Duty features a high-strength, military-grade, aluminum alloy body and high-strength steel frame that help reduce weight up to 350 lbs. Ford reinvested the weight savings into more robust components that provide more towing and hauling capability. The fully boxed frame is more than 95% high-strength steel and up to

24 times stiffer than the previous frame.

The aluminum alloy body is more dent resistant than the previous steel body.

Chevrolet and GMC Innovate Powertrains For customers who do not need the capability of a full-size truck, the midsize truck segment has gained popularity. After successfully re-entering the mid-size truck market in 2015, the Chevrolet Colorado and GMC Canyon have continued to evolve.

For 2017, they offer a new V6 engine and eight-speed automatic transmission, in addition to the previous Duramax 2.9liter diesel. According to Stan Ludlow, chief engineer for the 2017 Colorado, “The Colorado is currently the most fuelefficient pickup truck in America, with an EPA-estimated 31 mpg highway when equipped with the diesel engine. As such, for the new V6 and eight-speed combination, we focused on improving everyday driving performance.”

The second-generation double overhead cam engine architecture retains the same 3.6-liter displacement as before, with an updated suite of advanced engine technologies. This includes improved variable valve timing for intake and exhaust, improved direct injection and, for the first time, Active Fuel Management (cylinder deactivation), which disables two cylinders under light throttle applications. Horsepower and torque increase to an SAEcertified 308 hp at 6,800 rpm and 275 lbs.-ft. at 4,000 rpm.

The GM-developed Hydra-Matic 8L45 eight-speed transmission is approximately the same size and weight as the 6L80 six-speed automatic it replaces. However, the eight-speed automatic offers a wider 7.0 overall gear ratio spread than the 6L80 transmission’s 6.0 ratio. This results in a numerically higher first gear ratio, helping drivers start off more confidently with a heavy load or when trailering, and numerically lower rear axle ratios that reduce engine rpm on the highway for improved efficiency.

Extensive use of aluminum and magnesium, combined with similar packaging to the outgoing 6L80 transmission, equates to no increase in overall weight for models equipped with the new 8L45 transmission.

For 2017 all Ford F-150 pickups equipped with EcoBoost engines come with Auto Start-Stop Technology. Specially tuned for truck customers, Auto Start-Stop shuts off the engine when the vehicle is at a stop – except when towing or in four-wheel-drive mode. www.ForConstructionPros.com/Pavement • PAVEMENT • January 2017 71

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Contractors ’ Choice: Trucks The full-size Chevrolet Silverado and GMC Sierra pickups rely on a trio of EcoTec3 engines that feature direct injection, Active Fuel Management and continuously variable valve timing to make the most of power, torque and efficiency across a broad range of operating conditions.

The ability to more precisely control combustion enables the engines to run with a higher compression ratio — 11.0:1 for the versions with regular fuel recommended. Higher compression is one of the best ways to simultaneously boost power and efficiency. An eightspeed transmission is available with the Silverado LTZ and High Country models with the 5.3L and 6.2L engines.

The Chevrolet Silverado and GMC Sierra HD trucks offer a next-generation 6.6-liter Duramax turbo diesel engine that produces an SAE-certified 445 hp and 910 lbs.-ft. of torque. It offers 90% of peak torque at a low 1,550 rpm and sustains it through 2,850 rpm.

This engine employs a common rail direct injection fuel system with new high-capability solenoid-type injectors.

High fuel pressure of 29,000 psi (2,000 bar) promotes fuel atomization for a cleaner burn that reduces particulate The Ram 1500 with 3.0-liter EcoDiesel V6 engine is rated at 29 mpg while delivering 240 hp and 420 lb.-ft. of torque. The EcoDiesel is a turbocharged 60 °, dual overhead camshaft (DOHC) 24-valve V6 engine that is mated to the TorqueFlite eight-speed automatic transmission.

emissions. The injectors also support up to seven fuel delivery events per combustion event, contributing to lower noise, greater efficiency and lower emissions. Technology advancements enable less complex solenoid injectors to deliver comparable performance to piezo-type injectors.

A new electronically controlled, variable-vane turbocharger produces higher maximum boost pressure (28 psi) to help the engine make more power, and revisions to enhance the capability of the exhaust brake system.

A patented air intake system drives cool, dry air into the engine for sustained performance and cooler engine temperatures. Marked by a hood scoop, the air intake system provides 60% of the air to the Duramax diesel engine from an inlet at the front of the hood.

The air provided to the engine is very close to the outside ambient temperature and much cooler than the air under the hood.

There’s also a ram-air effect from the incoming air at highway speed that helps pack more air into the engine. The air filter housing also draws 40% additional air from a dry location in one of the front fenders. It blends with the cooler air from the hood inlet before funneling into the Duramax’s combustion chambers. This assures

the engine can breathe even if the hood is completely blocked.

Maximized engine performance requires more than cool air; the air must also be clean and dry. Accordingly, the functional hood scoop includes a unique air/water separator to ensure only combustion-enhancing dry air is drawn into the engine. The air charge enters an expansion chamber containing a sharp, 180° turn on its way to the air filter housing. That creates a velocity change that causes humidity or mist to form larger, heavier droplets that are flung centrifugally against the outside wall of the housing. The collected water drains through a valve, while the air charge continues on to the filter housing and into the engine.

Kevin Dunn, global vehicle performance for splash engineering, explains, “Big, heavy raindrops from a thunderstorm are relatively easy to eliminate from air. The more challenging issue comes from the mist-like spray generated by semi trucks on wet highways. Those very fine water droplets prove more challenging to separate from the air. The air intake is an elegant solution that works well with water droplets of all sizes.”

Ram Advances Fuel-saving Technologies Ram Trucks reports that fuel economy is the No. 1 un-met customer need in halfton trucks. The Ram 1500 uses a number of fuel-saving features including a standard eight-speed transmission and an EcoDiesel engine that yield double-digit

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The Ram Heavy Duty features the Ram Active Air intake system for the Cummins diesel engine.

A computer-controlled valve system directs air through the grille or through the fender to optimize performance in all conditions.

percentage improvements. Other efforts to components, such as accessory drives, reduce parasitic loss, and advances in thermal dynamics engineering all contribute to full-size truck efficiency.

The Ram 1500 with 3.0-liter EcoDiesel V6 engine is rated at 29 mpg while delivering 240 hp and 420 lbs.-ft. of torque. The EcoDiesel is a turbocharged 60°, dual overhead camshaft (DOHC) 24-valve V6 engine that is mated to the TorqueFlite eightspeed automatic transmission. Together, the powertrain system delivers a towing capability of up to 9,200 lbs.

But the fuel-saving technologies on the Ram 1500 extend well beyond the EcoDiesel. These trucks also utilize fuelsaving systems, including a TorqueFlite eight-speed automatic transmission, stop-start, thermal management system, pulse-width modulation and active aerodynamics with grille shutters and air suspension.

Other engine options include the 3.6liter Pentastar V6 engine with variable valve timing that offers 305 hp, 269 lbs.ft. of torque and fuel economy of 25 mpg, and the 5.7-liter HEMI V8 engine with fuel-saving cylinder shut-off and variable valve timing that provides up to 22 mpg, 395 hp and 410 lbs.-ft. of torque.

Reducing parasitic losses was a key design criteria. Pulse-width modulation is a fuel-saving technology for the Ram 1500 that reduces parasitic electrical load. The technology eliminates unnecessary load on the alternator.

The forward cooling fan takes advantage of pulse-width modulation, adding a 0.2% improvement in fuel efficiency. A variable-displacement air conditioning compressor, pulse-width modulated vent blower and humidity sensor reduce air conditioning demands.

The variable-displacement compressor lessens loads on the engine, reducing parasitic losses for enhanced fuel efficiency and helping to maintain a consistent cockpit temperature. Like the compressor, the pulse-width modulated blower continually controls fan speeds for optimal performance in all driving scenarios. Like other pulse-width

modulation applications, the blower ensures an infinite amount of varying fan speeds.

The Ram 1500 also features a low 0.360 coefficient of drag and offers active aerodynamics with an Active-Level Four Corner Air Suspension and active grille shutters. Active-Level Four-Corner Air Suspension offers automatic load leveling and allows drivers to raise and lower the vehicle to one of five ride height settings.

Smart sensors automatically lower the truck at highway speeds to help reduce drag and increase efficiency.

The Ram 2500/3500 pickups and 2500, 3500, 4500 and 5500 chassis cabs utilize a number of features, including Fuel Saver Technology, to maximize efficiency and lower the total cost of ownership. The 2500/3500 pickups are available with a 5.7-liter HEMI V8, 6.4liter HEMI V8 gas engine or 6.7-liter Cummins diesel, while the chassis cab models are available with the 6.4-liter HEMI or 6.7-liter Cummins.

The Nissan TITAN Single Cab is the company's first-ever single cab offering. It is designed to provide an affordable entry point in the commercial fleet/work truck market.

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Contractors ’ Choice: Trucks

The 5.7-liter HEMI engine features variable valve timing. Interactive Deceleration Fuel Shut Off shuts valves down during cruising and deceleration for optimal efficiency. The 6.6-liter HEMI features both variable valve timing and Fuel Saver Technology cylinder deactivation to maximize fuel efficiency.

The Ram Heavy Duty also features the Ram Active Air intake system for the Cummins diesel engine. A computercontrolled valve system directs air through the grille or through the fender to optimize performance in all conditions. When the intake system senses extreme heat, it draws cooler air from the front of the vehicle, a function that also engages at high altitudes for superior throttle response in low-oxygen environments. When conditions are wet from snow, ice or water fording, the system pulls air from an underhood inlet, clear from snow packing and water.

These technologies all contribute to efficiency and help to capitalize on every cubic inch.

5.6-liter Endurance V8 rated at 390 hp and 394 lbs.-ft. of torque. With about a foot shorter wheelbase, the TITAN Single Cab will be offered initially with the new 5.6-liter Endurance V8; a V6 engine will be available at a later date.

Diesel-equipped models will feature an Aisin six-speed automatic transmission; V8 gasoline engine-equipped versions will utilize a seven-speed automatic transmission.

The TITAN half-ton’s exterior design is focused on improved aerodynamics (an approximate 10% reduction vs. the previous generation) and incorporates a front spoiler, roof and tailgate spoilers, front tow hook hole cover, underbody covers, rear tire wind deflectors and a seal between the cab and bed.

Nissan Expands Lineup “Nissan is undertaking an all-out assault on the light truck market in the U.S. this fall with a steady stream of new trucks, SUVs and crossovers,” according to Fred Diaz, division vice president and general manager, North America Trucks and Light Commercial Vehicles, Nissan North America, Inc. The TITAN XD stakes out a position between traditional heavy-duty and light-duty pickups. For the 2017 model year, the Nissan full-size pickup lineup expands with the arrival of the TITAN half-ton.

The TITAN Single Cab is the firstever single cab offering. It is designed to provide an affordable entry point in the commercial fleet/work truck market. The Single Cab is the second of three eventual TITAN body configurations, joining the current Crew Cab and future King Cab. Like the Crew Cab configuration, the TITAN XD Single Cab will be offered with a choice of two engines — the Cummins 5.0L V8 Turbo Diesel rated at 310 hp and 555 lbs.-ft. of torque, and the

The TITAN half-ton also includes an Active Grille Shutter, which helps reduce drag by closing the grille opening behind the radiator when a large amount of airflow is not needed (based on coolant temperature, vehicle speed and air conditioning system pressure).

While the 2017 TITAN half-ton’s new 5.6-liter Endurance V8 engine shares its displacement with the previous-generation V8, that is where the similarities end. The new engine features Direct Injection Gas technology, which provides better wide-open throttle performance and improved fuel economy and emissions performance (vs. a non-direct injection system) by reducing engine knock, improving combustion stability and offering precise injection control.

An 11.2:1 compression ratio (9.8:1 in the previous TITAN) is provided by a new piston design, aiding overall engine efficiency and performance, and a Multi Control Valve assists in managing the engine’s thermal efficiency better than a traditional thermostat.

Toyota Offers New Engines The new Toyota Tacoma features two engines.

A 2.7-liter DOHC four-cylinder with VVT-i (Variable Valve Timing with intelligence) produces 159 hp and 180 lbs.-ft. of torque at 4,000 rpm. EPA estimated city/highway/combined mpg for the 4x2 with automatic transmission is 19/23/21. Estimated fuel efficiency for the 4x4 with a manual transmission is 19/21/20 and 19/22/20 for the automatic.

For added performance, the Tacoma offers a V6 with a 3.5-liter Atkinson cycle and VVT-iW (Variable Valve Timing with intelligent Wider Intake), equipped with Toyota’s D-4S technology featuring both direct and port fuel injection. The new V6 will generate 278 hp, an increase of 42 hp over the previous V6, and 265 lbs.-ft. of torque at 4,600 rpm. Estimated city/highway/ combined mpg for the 4x2 automatic is 19/24/21. Estimated mpg for the 4x4 manual is 17/21/19 and 18/23/20 for the automatic.

Both engines will be paired with a new six-speed automatic transmission with electronic shift. The V6 can also be mated to a new six-speed manual transmission and the four-cylinder to a five-speed manual. The new powertrain makes the Tacoma more powerful and fuel efficient.

The Toyota Tundra comes standard with the 4.6-liter i-Force V8 that produces 310 hp at 5,600 rpm and 327 lbs.-ft. of peak torque at 3,400 rpm.

The most popular Tundra engine is the available 5.7-liter i-Force V8. It generates 381 hp at 5,600 rpm and 401 lbs.-ft. of peak torque at 3,600 rpm. Many models with the 5.7-liter V8 are certified FlexFuel Vehicles that can use up to E85 blend fuel.

Both V8s feature an aluminum cylinder block and double overhead cam heads with four valves per cylinder. In both, the Dual Independent VVT-i and Acoustic Control Induction System get credit for a broad torque curve. Both engines come teamed with a six-speed electronically controlled automatic transmission.

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We buy used equipment and will take trade-ins.

Please call for used parts for most striping equipment and save!

78 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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Classifieds

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www.ForConstructionPros.com/Pavement • PAVEMENT • January 2017 79

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Classifieds

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Allstates Coatings Co. 903-845-6436 www.allstatescoatings.com 80 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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Classifieds

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www.ForConstructionPros.com/Pavement • PAVEMENT • January 2017 81

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Classifieds

Classifieds

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82 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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Classifieds

SURPLUS EQUIPMENT Describe your location by landmark or area of town.

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P.O. Box 2308 ~ Sandusky, Ohio 44870 419-625-7374 ~ Fax 419-625-5751 Contact: MARIO mbarone@erieblacktop.com www.ForConstructionPros.com/Pavement • PAVEMENT • January 2017 83

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Classifieds

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84 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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Classifieds

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Call Toll Free 1-888-843-1805 www.ForConstructionPros.com/Pavement • PAVEMENT • January 2017 85

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On The Job

Jim Scherocman

What is the Proper Overlap Mix Placement for Longitudinal Joints?

Location and amount of HMA material affect joint life This photo shows an excessive amount of overlap of the mix from the new lane (lane 2) onto the old lane (lane 1). It appears that the edger plate on the paver screed is about 10 in. over the top of lane 1. When this excessive amount of mix is placed on the compacted lane, it is necessary to remove the excess material by shoveling the extra mix off of the pavement; raking the mix onto the new lane won’t work.

ONCE YOU’VE PAVED the first lane on a road or parking lot you’ll need to return to your starting point and pave the second pass. In the meanwhile, the first lane – including the unsupported edge -has been compacted. The edge of the first lane should have a 60° angle – it should not be vertical -- which enables it to easily accept the mix in the new pass.

So what are the “best practices” for placing this fresh, hot material adjacent to the cooler, compacted first lane to achieve a well-constructed longitudinal joint? Two items need to be considered: • What should be the thickness of the uncompacted mix from lane 2 over the top of the compacted mix at the edge of lane 1?

• How much material overlap should there be of the mix from lane 2 over the top of lane 1?

Dense-graded asphalt concrete mix typically compacts at a rate of 1/4 in. per inch. So to achieve a compacted

thickness of 1 in., the mix usually must be placed from the back of the paver screed at an uncompacted thickness of about 1-1/4 in. To obtain a compacted thickness of 2 in., the uncompacted mix must be placed to a thickness of approximately 2-1/2 in. When mix from lane 2 is placed over the top of the compacted mix on lane 1, the mix needs to be high by the amount of compaction that will occur.

Contractors recognize there needs to be some overlap of material, the question is “how much?” You do need to put new material adjacent to and over the top of the compacted edge of the first pass, but it’s essential to carefully control the amount of overlap. If too much mix is placed over the compacted edge of lane 1, it will have to be removed by raking the joint or it will be crushed by the rollers. If not enough mix is placed over the edge of the first lane, a depression or dip will occur on the lane 2 side of the longitudinal joint. In either case, the joint will not perform properly.

Ideally, 1 to 1-1/2 in. of mix overlap is all you want. That’s enough mix to allow blending of uncompacted new mix into the compacted old mix. An overlap of 1 to 1 ½ in. of new hot mix provides enough material to connect the two passes but not too much material. Often contractors overlay as much as 4, 5 or 6 in. onto that compacted mat, which creates a problem.

Use Less Material on a Milled Edge Milling of an existing asphalt concrete pavement surface results in a vertical face on the edge of the remaining pavement. This is significantly different than the roughly 60° slope that is formed by the edger plate on the paver screed. In this case, due to the vertical edge of the adjacent lane of compacted mix, the amount of overlap must be controlled very carefully. To properly construct the longitudinal joint, the amount of overlap of mix from lane 2 over the non-milled surface should be about 1/4 to 1/2 in., maximum.

This is the proper amount of mix overlap from lane 2 to lane 1. In this case, the amount of overlap is in the range of 1 to 1-1/2 in. Given this amount of overlap, no mix has to be moved off of the top of lane 1. No raking of the mix at the longitudinal joint is needed.

86 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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Pavement Defects

Allan Heydorn, Editor

What Causes Waves in Asphalt?

Unusual base material creates defect when not used properly How to Fix It

SOME PAVEMENT DEFECTS are more uncommon than others, and what faced Pavement Advisory Board member Don Rooney, Pioneer Paving & Grading, when he served as a consultant on a job was a bit of a puzzle.

Rooney walked on a 10-year-old 50 x 200-ft. parking lot rehab job in Virginia – and saw waves of asphalt pavement.

“Drivers couldn’t drive at 10 mph over the pavement because of these waves,” Rooney says.

So what was the cause?

A core sample was taken and Rooney discovered the problem. Boiler slag, a byproduct of the steel-making process, was used as the base material. The slag is essentially the same material often used in sealcoating under the name Black Beauty, but where sealcoating slag is sand-sized aggregate, the slag used as a base is considerably larger.

“It looks like crushed volcanic rock,” Rooney says. “It’s very abrasive and it’s a little bigger than sand.”

Rooney says boiler slag as a base material isn’t common in the United States but it’s a regional material available near steel mills. “Contractors use it because it works well and is about

half the price of stone,” Rooney says. “It packs wonderfully.”

So 10 years ago, this industrial plumbing supply parking lot was paved using boiler slag from a nearby steel mill as base material. Slag was placed 8 in. deep and covered with 3 in. of hot mix asphalt.

The problem, Rooney says, is the boiler slag was fresh from the steel mill.

“Fresh boiler slag releases a gas as it ages. So if it’s taken fresh from the mill, placed, compacted and then covered with hot mix asphalt, that gas hasn’t had time to be released,” Rooney says.

“When it does start releasing, it doesn’t have any place to go. It’s contained by the hot mix asphalt on top of it.”

Rooney says the gas then creates pressure beneath the asphalt, bending the pavement as it tries to find a way out. “In this particular parking lot, the pressure from the gas created waves in the pavement – so bad that drivers couldn’t drive over them.”

He says boiler slag can be used effectively as a base material but that it must age to allow the gases to escape.

He says most contractors who use it wait up to two years before using it as base material.

The solution, Rooney says, is to pulverize the asphalt into the slag base, mix it together, then compact it before placing an overlay. The pulverized mix of base and surface course will serve as the new base. Rooney estimates there will be a 30% fluff factor of remixed material that will need to be hauled from the site to enable installation of a 3-in. asphalt surface course.

“We’ll want to pulverize the entire surface layer and about 2 in. deep into the boiler slag base course,” Rooney says. “Going 2 in. deep into the base ensures the material is mixed thoroughly and it also helps keep the teeth of the machine cool.”

Once the pavement is pulverized and compacted, a 3-in. surface course will be installed and the wave problem will have been repaired.

In this case, boiler slag as base material was the cause of waves in this asphalt. While not common in the U.S., it has been used in regional areas near steel mills as it is about half the price of stone.

88 January 2017 • PAVEMENT • www.ForConstructionPros.com/Pavement

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12/28/16 9:30 AM

Your Business Matters

Joshua Ferguson & Courtney Mazzio

How to Manage Risk Before You Start the Job DUE TO THE increasingly litigious nature of society, contracting for performance of services of any kind has become more complex, and requires a pre-planned risk management strategy to combat liability exposures that a contractor can face. In order to properly manage these risks, a contractor must understand them. A company focus on performance of the services and accounts receivable are important. To have a true 360° risk management strategy, however, a company also needs to focus on pre-service preparation and planning.

This article discusses some of those preevent management processes.

Employee Training and Documentation Companies should ensure that their own employees are trained on work site safety and regulations. If you are providing manuals, ensure that there is a sign off for each employee confirming receipt and review of the materials. A company should also maintain documentation detailing employee training sessions/ seminars, who attended and some type of sign in/out sheet.

Proper training and documentation can increase competence, and decrease costs associated with workplace accidents and other third-party liabilities.

Investigate the Other Party to the Contract Prior to negotiating a contract with another party, especially a subcontractor, it is prudent to engage in a screening process. Such efforts will help you combat negligent hiring claims that can be raised during the course of litigation. Engage in dialogue with the subcontractor and obtain reasonable answers to important questions involving topics such as: any gaps in their servicing of sites, how many

sites they serviced per year and whether they have the manpower, equipment and resources to account for their volume and task assigned. Obtain references from the contractor and verify the servicing history they provide. Along the same vein, do your own research on the contractor via online searches and publicly available court dockets to determine whether the contractor has ever been involved in prior litigation.

Contract Language When negotiating the contract, whether you are the contractor interacting with the property management company/ owner, or the subcontractor interacting with the general contractor, there are a few provisions to which one should pay close attention.

First and most importantly, the contract should be in writing and executed by both parties. To that end, there should be explicit language in the contract stating that the written document contains all material parameters agreed upon by

the parties. In other words, there should not be any oral terms to the contract that are not also contained in writing.

Second, the contract should contain well-defined scope of service and payment terms. The scope of work should define specifically how, when and where the professional will perform operations. Vagueness and ambiguity in the scope of services becomes all the more problematic when parties have to provide testimony several years after the services were completed.

Third, a well-crafted and negotiated indemnification clause further protects parties from being held responsible for the negligence of others. Risk transfer should be fair and a contractor should not be taking on the liability of another party.

The more ambiguity in the contract, the more you are at the mercy to testimony of other parties during a lawsuit filed years after the accident’s occurrence.

Pre-Event Site Inspections and Meetings A thorough walk-through of any site is crucial for determining the parameters

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of the job. Insuring that the scope of work and the walk-though of the site are aligned will be a key factor in analyzing liability in a personal injury or property damage action. During the walkthrough, be sure to record any pre-existing defects and oddities on the site; i.e. defective gutters, roofs and downspouts; other building defects; improper slope/ drainage and depressions and potholes; will help during the litigation process to refute any self-serving testimony from other parties that might occur. Once it is recorded and the true scope of services is understood by the parties, the contract should be amended to remove contractor liability for any defective conditions on the premises.

Pre-service risk management strategies should be an integral part of any contractor’s business model. Having such safeguards in place will serve to mitigate risk, but also insure product quality.

Learn Risk Management Tools at NPE 2017 Article co-author Joshua Ferguson, Freeman Mathis & Gary, will help contractors better manage their risk in his 90-minute session, “Essential Risk Management Tools to Protect Your Company,” at the 2017 National Pavement Expo, Feb. 1-4 in Nashville.

During his session (B45) on Tuesday, Feb. 2 from 8-9:30 a.m., Ferguson will detail the steps contractors can take “to manage your risk to both deter litigation and to better defend your company should litigation occur.”

A litigation attorney specializing in construction law, Ferguson will outline the processes and procedures to protect your company before an event occurs, explain essential documents -- from bidding to performing to billing -- contractors need to rely on, and outline procedures contractors should follow at each stage of the process. He’ll also explain the impact a company safety program and training efforts can have on your operation and your defense.

For details and to register for session B45 visit www.nationalpavementexpo.com.

Courtney Mazzio is an associate at the law firm of Freeman, Mathis & Gary. Joshua Ferguson is a partner at the law firm of Freeman, Mathis & Gary. For additional questions, please contact Josh or Courtney at jferguson@fmglaw.com or cmazzio@ fmglaw.com.

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NAPSA

WSA

Accident Exposures: What to do and what NOT to do

The Time Bomb of Omissions Liability Clauses

Drivers should be furnished with a formal policy providing appropriate procedures of how to handle an accident.

One of the issues that can render a company out of business is if a vehicle accident is not handled correctly. An untrained driver’s statement can save or bury a company in liability.

To protect your company, you should: • Implement a formal policy (Be careful! Have it reviewed by an expert or a Civil Transportation Litigation Attorney.)

• Furnish all newly hired employees with the company policy and procedures and review the policy at safety meetings.

• Encourage drivers to take ONLY appropriate photos.

• SILENCE IS GOLDEN! Drivers should not provide a full disclosure to enforcement directly after a critical or major accident. Drivers are often in shock following a crash.

• Have the phone number of a TIDA (Truck Industry Defense Association) attorney on file.

• Have attorney report in person at the scene of any critical or fatal crash. They will protect the company and driver and help report to Police Agency to make a statement later.

• Instruct drivers on proper accident photography and what photos are recommended.

• Photos should be submitted to the company and attorney • Remember that emails, text messages, notes, recordings, driver statements, witness

In recent years, spurious liability clauses have become widespread in the sweeping contracts provided by general contractors, third party vendors and customers. The World Sweeping Association (WSA) has collected a number of these — like pay if/when paid, non-compete restrictions and slip-and-fall on non-sweeping days — in order to develop courses of action for its Members.

However, recently a new ‘omissions’ clause was brought to our attention. The clause is gaining popularity with general contractors and its implications affect the entire range of pavement maintenance professions. Essentially, the intent of the contract wording is to make the sub-contractor liable not just for ‘commissions,’ i.e., the standard language making them liable for wrong actions in their course of work. Rather, they are designed to make the sub liable for something they didn’t do that the general contractor thought they should have.

For a contractor in construction sweeping this might include a sweeper breakdown during a paving job; the contractor could be held liable for any and all expenses on the idled jobsite for however long it took for a replacement sweeper to arrive. Likewise, a parking area contractor could be held liable for not telling a mall manager about some sort of repair needed on the property, perhaps only after the

statements, drawings, accident and other forms and photos are “subject to discovery” rules!! You must maintain such information IN CASE of Litigation.

• Review accident policy and procedures at safety meetings.

Driver Responsibilities at scene • STOP- Activate lights, set parking brake, shut down engine, gather composure.

• PROTECT- Protect the scene and set up warning devices as required.

• ASSIST- Assist injured, but be cautious. It is often best to leave them in the vehicle for paramedics and EMT’s. In the case of fire or risk of drowning exercise caution getting them out.

• REPORT- Report the accident to the Police and Company immediately.

What drivers should NOT do: DO NOT • Readily admit fault • Apologize • Make statements to media • Make full disclosure statements to anyone other than company representative or a representative of the insurance carrier, who has properly identified themselves, or company attorney and basic information to Police.

The North American Power Sweeping Association (NAPSA) is a nonprofit association. For more information please visit www.powersweeping.org or call (888) 757-0130.

management’s lack of routine maintenance caused an injury.

These types of clauses are being slipped into contracts with zero fanfare, in hope that the contractor will simply sign what they’ve been provided.

According to insurance professionals contacted during WSA’s research on this topic, insurance policies are unlikely to cover such instances, meaning any liability or legal defense will be borne entirely by the contractor.

Nearly all of the 200+ informational articles on the WSA website are passwordprotected as Members-only.

However, because of the issues wide-ranging implications, WSA is making its investigational article available to readers of PAVEMENT for a limited time.

The article URL is: http://www. worldsweepingpros.org/contractissues/omissions/

WSA contributor Ranger Kidwell-Ross has been providing information to the power sweeping industry since 1988. He is editor of WorldSweeper.com, an information resource for power sweeping, as well as founder and executive director of the World Sweeping Association. For more information about WSA visit www.WorldSweepingPros.org or contact Kidwell-Ross at director@ worldsweepingpros.org.

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PCTC

An Accountable Government Many in the press and the commentariat are interpreting the outcome of the 2016 presidential election as reflecting the anger of ordinary citizens who felt left behind by international trade deals that encourage manufacturers to move abroad. That’s one reason for discontent. But another reason is the stifling effects of over-fed government bureaucracies grown so large that segments of them are unaccountable. This has enhanced the well-being of the so-called administrative state at the expense of the public they are supposed to serve. For the past decade, the sealcoating industry has been targeted by an unaccountable government agency – the National Water-Quality Assessment (NAWQA) Program of the US Geological Survey (USGS). PCTC members and the pavement maintenance community are far too familiar with the manipulation of data and advocacy thinly disguised as scientific research coming out of the USGS NAWQA office. But the Austin-based bureaucrats have been encouraged, congratulated and their work has been promoted as an example of “policy relevant science.”

As explained in its court filings, PCTC has reason to believe that, in response to its Freedom of Information Act request, USGS produced only 20% of the requested (and responsive) emails – offering no legally justified excuse for failing to produce the other 80%. One email describes how the data were manipulated to implicate sealcoat as a source of pollution

by Austin NAWQA personnel.

Many of the other emails are from NAWQA management and public relations personnel congratulating Drs. Mahler and Van Metre for

producing “policy relevant” work.

NAWQA writes about their plans for publicity and promoting the work to Congress, to the EPA, and environmental activists. These same USGS managers have been responsible for responding to PCTC’s Information Quality Act filings and other complaints.

Indeed, one – William Werkheiser - is now Deputy Director of the USGS and the head of the Department of the Interior’s Scientific Integrity Office. In the latter role, Dr. Werkheiser would have had the final say in the decision NOT to open a scientific integrity investigation into the clear evidence of “a loss of scientific integrity” (to use the formal language) in USGS RTS research.

This is one reason that when PCTC submitted its Complaint to the DOI’s inspector general (the Complaint process remains ongoing), PCTC included an allegation of a loss of scientific integrity against the Scientific Integrity Office.

In discussing our issues with Congressional committees, PCTC has learned the sealcoat industry’s experience with the USGS is similar to the experience many other industries have had with different government agencies. PCTC has seen the face of the unaccountable bureaucracy. Frustration and anger of people working in industries targeted for non-beneficial regulation, without any apparent recourse, undoubtedly led many to vote for change. PCTC is hopeful that the change leads to a government accountable at all levels, including the USGS and its NAWQA program. For more about PCTC visit www.pavementcouncil.org.

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Technology

Jessica Stoikes, Associate Editor

Asphalt Spills the Soybeans are the latest sustainable product being used to help extend the life of asphalt pavements WE’RE NOT EVEN sure how many articles we’ve written about the asphalt industry turning to “green” solutions like cheese, plants and even pig poop to help improve both the sustainability and the quality of the pavement we drive on every day. With this article, we add soybeans to that list, and for good reason.

Reduce, Reuse, RePLAY RePLAY Agricultural Oil Seal and Preservation Agent

by BioSpan Technologies is a patented solution that extends the life of paved asphalt surfaces when applied every few years.

By reducing moisture penetration and sealing hairline cracks, RePLAY actually reverses the oxidation process and protects asphalt from potholing, edge rutting and cracking. The 88% biobased solution, composed of North American-grown soybeans, is easily applied and cures within 15 to 30 minutes, saving the hassle of extended lane drop time and expensive labor.

"RePLAY doesn't dry out like other seals," says Dr. Shel Chesky, owner of BioSpan Technologies. "The unique nanopolymer technologies

Beans The pavement below is at the Mayo Clinic in Minnesota. The right side of the pavement has received an application of RePLAY while the left has not.

used in RePLAY are responsible for extending the life of all asphalt pavements. It penetrates into the asphalt matrix between 1-in. to 1-1/4in. within 15 minutes, and unlike other preventive maintenance systems, there is no need to re-stripe the pavement as the product won't damage the existing striping."

Another benefit? Skidresistance of the pavement is actually increased with RePLAY. “Within 15 minutes of drying, the product will grab your shoes,” Chesky says. "It contains a natural rubber that we make from soybeans. It won't run off and will maintain, and even increase, the skid resistance of the asphalt whether it's wet or dry."

The product is applied using a computer controlled spray system that is mounted on the back of a truck. The system accurately delivers the amount of product that's

needed for the surface in a uniform way.

"The 14-ft. spray bar ensures a uniform application," Chesky says. "The system is GPS guided and adjusts for speed and wind at an application rate of 0.015 to 0.030 gallons per square yard.

This means just one gallon of RePLAY will cover between 50 and 66 square yards. A little bit goes a long way."

Chesky says statistically the product is 40% less expensive than using traditional methods by year two.

“And by year four or five, we've put so much more money back in the pockets of those that do the road maintenance that they are able to go ahead and do other things with that money,” he says.

In addition, the product is 100% “green,” which is a growing trend in the industry, adding pressure for asphalt contractors to produce in their products and processes.

“All the materials come from domestically grown sustainable materials," Chesky says.

In 2009, a Life Cycle Assessment was done for RePLAY where it was compared to a competitive petroleum-based product.

The report determined that RePLAY has almost 40% more favorable total life cycle environmental performance as it is carbon negative.

“We are negative 400 tons of carbon per lane mile,” Chesky says. "Compare that to a traditional petroleum based material that adds 1300 tons of C02 to the environment.”

A Win-Win-Win RePLAY uses about 200 bushels of soybeans per road mile which creates a win-winwin situation. The asphalt industry becomes even more sustainable, municipalities save money and farmers who

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grow soybeans reap the benefits as well.

Since 2012, the City of Hutchinson, MN has treated many pavements that are in excellent condition, or have been constructed within three years, with RePLAY. “Our hope is that we can delay sealcoating, probably at a cost savings, and get many more years out of the ‘fresh’ road before we have to sealcoat,” says John Olson, Hutchinson public works manager.

“I look at these sealers as another tool to use in the fight to preserve pavements,” he adds. “I don’t think they will end up replacing traditional maintenance treatments, but will likely have an effect on when traditional methods are

VI

first used.”

The Minnesota Soybean Research and Promotion Council is pleased to see communities consider soy oil-based products for street improvements.

“We’re always looking at ways we can expand market opportunities,” says Mike Youngerberg, Minnesota Soybean senior director of field services. “That’s why we have a checkoff in place, to increase the value of soybeans. We did that with biodiesel – started small, took it statewide and that’s what we’re hoping for here.”

Both Minnesota Soybean and the Agricultural Utilization Research Institute are hoping to get county or city engineers thinking about RePLAY.

MAP YOUR STRATEGY FOR SUCCESS WITH GO iPAVE

S AT SIT U

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B

T BOO

“All we have to do is look at our own state transportation budget and what has happened there. We’re always short of money,” Youngerberg says.

“Anything we can do to help preserve those existing roads that are out there is a benefit.”

RePLAY has been developed for use on ALL ages of asphalt but ideally should be applied when the asphalt is fresh, 0-4 years old. However, since it brings the asphalt performance back to 95% of new asphalt, it can be used on all asphalt, whether new or 20 years old as long as the asphalt is intact and not alligator cracking.

Patching & Repair = 2,580 SF

A

"It's not just for new pavement, it's for all pavement," Chesky says.

"We're able to make tremendous use of the product in terms of extending the pavement life if it's applied every five years on a decent road. We can get 35-40 years out of a piece of pavement with RePLAY." Look for Biobased Spray Systems, LLC in Booth #954 at National Pavement Expo.

C Parking Stalls = 159

D Sealcoating = 65,644 SF

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Map Your Success With Go iPave Today. Get Your Free Go iPave Trial.

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Contractor Snapshot

Jessica Stoikes, Associate Editor

A Better Industry Starts with

Honesty Wis-Coat uses social media to grow knowledge and help change the mind-set of the pavement maintenance industry WIS-COAT ASPHALT Maintenance is based out of a small market in Lone Rock, WI. So business owner Marvin Joles III realized early on that he wanted his business to be a different type of “industry powerhouse.”

Instead of forcing his business to grow, Joles has turned his attention to growing the industry instead of his company.

“I’ve been in business for 14 years and I don’t see my

company getting any bigger than it already is,” Joles says.

“My main aim isn't to grow anymore. We are the absolute best at what we do in my area and I am comfortably proud of that. There’s a hesitation from customers seeking the services our industry provides because of the lack of trust a few bad experiences have created. I want to work to change that instead.”

Social Media Transparency

Joles started using social media heavily to communicate his messaging to his customers.

Through his YouTube channel, Joles posts videos almost daily of what he is working on as well as talking through any issues that would come up while he was on the jobsite.

“Using the videos, I can sort of take people with me all day,” Joles says. “The more transparent our industry is, the better it will be for not only my customers, but customers across the country who are searching the internet for pavement maintenance contractors.”

Wis-Coat also has Facebook & Twitter accounts to connect with not only their community of customers, but with their distributors as well.

“Through these es to p o h videos, I can tag s le ha dia, Jo ocial me an industry wit s manufacturers if I h g u . on Thro ed light ative reputaion h s d use their product n a try es neg sometim and I’ve been able to

make some industry contacts that way as well,” Joles says. “Every video is an opportunity to connect with someone and that’s great.”

The company W is-Coat is also an early own his busine er Marvin Joles III wants adopter of Snapss to be a n ex transpara ncy to the ample of chat, where industry.

Joles gives followers “live” video clips of what he’s working on. around 400 contractors who can post discussion ”Every questions about a job, materials, equipment and even business video is an management. opportunity to “We don’t have to be so cut throat,” Joles says. “I want to connect with connect the people who want someone,” to better the industry through discussion and transparency Marvin Joles III about their work. Hopefully we can continue to grow the group Contractor and even meet up at events like Connections National Pavement Expo.”

Through the videos, Joles also Joles hopes to try to shed started to realize the need for a positive light on an industry a forum where contractors can with a sometimes negative connect with each other. reputation. He believes this can “I was getting messages be accomplished if companies on my YouTube channel daily continue to grow their social from guys all over the country media presence. who were trying to figure out a “Social media is changing certain problem on a jobsite,” the industry,” Joles says. “Those Joles says. “They’d ask me how companies that aren’t doing it I would solve certain issues and are giving off the impression I’d always give them my phone that they don’t want people to number to call me anytime.” see their business. Therefore, In an effort to connect companies that do have Facemore contractors with each book, Twitter, YouTube accounts other, Joles created the U.S. for customers to connect with Sealcoaters Facebook group. them through are going to rise Right now, the group consists of to the top.”

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PAVEMENT

Advertiser Index

Index PAGE

1-800-Pavement

Insert

Asphalt Reheat Systems LLC

55, 57

Auto Loc Transport Systems

58

B & E Seal Coat Products Inc.

57

Billy Goat

55

Buffalo Turbine

93

Carlson Paving Products Inc.

99

Copperstate Hose

62

Crafco Inc.

7, 87

Editorial Office: Allan Heydorn, 2339 Stratford, Westchester, IL 60154 (708) 531-1612 | Fax: (708) 531-1613 | aheydorn@ACBusinessMedia.com

Crum & Forster

35

Deery

34

PUBLICATION STAFF: Publisher: Amy Schwandt Editor/Conference Manager: Allan Heydorn Associate Editor: Jessica Stoikes Art Director: April Van Etten Ad Production Manager: Patti Brown Sr. Audience Development Manager: Wendy Chady Audience Development Manager: Angela Kelty

Dickson Industries Inc.

65

Falcon Asphalt Repair Equipment

60

Gem Seal Pavement Products

2

Go I Pave

95

Graco

9

GuardTop

60

Kasi Infrared

21

ADVERTISING SALES: (800) 538-5544 Tom Lutzke, Jill Draeger, Eric Servais, Sean Dunphy, Amy Schwandt, Erica Finger, Denise Singsime

Keystone Eng.

58

Keystone Plastics Inc.

50

K-M International

19

Kutrite Mfg.

52

LaserLine Mfg. Inc.

59

LaserPoint

57

Lee Boy

13

Little Wonder

31

Marathon Equipment Inc.

49

M-B Companies Inc.

50

Mesabi Asphalt Tools

61

MRL Equipment

48, 62

Neal

5

Nealco Equipment LLC

17

Neyra

53

N. I. Wilson Mfg. Co. Inc.

93

NPE

14-15

Pavement Recyclers

29

Pitch Black/U. S. Seal

51

Powerhouse Paving

6

PRO CRU

22

Professional Pavement Products

52

Quik Pave Products Inc.

67

Rayner Equipment Systems

37

Reelcraft

44

Right Pointe LLC

10

Road Science

56

Sakai

47

Schwarze Industries

54

SCR Inventions

58, 59

Seal-Rite

89

SealMaster

100

Southern Emulsions Inc.

91

SOY SOLV

48

Spaulding Mfg. Inc.

48

Star-Seal

23, Insert

Stewart-Amos Sweeper Co.

62

Tymco

69

Vance Brothers

45, 46

Waterblasting Technologies

63

Weiler

27

Published by AC Business Media Inc.

201 N. Main Street | Fort Atkinson, WI 53538 800.538-5544 • www.ACBusinessMedia.com www.ForConstructionPros.com/Pavement

FORCONSTRUCTIONPROS.COM WEBSITE: Digital Operations Manager: Nick Raether Digital Sales Manager: Monique Terrazas Editor: Larry Stewart Managing Editor: Kimberly Hegeman CHANGE OF ADDRESS & SUBSCRIPTIONS PO Box 3257, Northbrook, IL 60065-3257, Phone: (877) 201-3915 Fax: (800) 543-5055 • circ.pavement@omeda.com REPRINTS Denise Singsime at (800) 538-5544 ext. 1245 dsingsime@ACBusinessMedia.com.

LIST RENTAL Elizabeth Jackson, Account Executive, Merit Direct LLC, Phone: (847) 492-1350 ext. 18 • Fax: (847) 492-0085 • ejackson@meritdirect.com AC BUSINESS MEDIA INC.: Chairman: Anil Narang President and CEO: Carl Wistreich Executive Vice President: Kris Flitcroft VP Content: Greg Udelhofen VP Marketing: Debbie George ADVISORY BOARD: ACI Asphalt Contractors Inc., Maple Grove, MN: Jim Bebo Asphalt Contractors Inc., Union Grove, WI: Robert Kordus Asphalt Enterprises, Raleigh, NC, Sylvia Richards Asphalt Restoration Technology Systems, Orlando, FL: Connie Lorenz Capitol Sweeping Service, South Windsor, CT: Thomas Kuhns Custom Maintenance Services, Shippensburg, PA: Michael Nawa Eosso Brothers Paving; Hazlet, NJ: Tom Eosso Parking Lot Maintenance, Lake St. Louis, MO, Todd Bruening Petra Paving, Hampstead, NH: Chris Tammany Pioneer Paving, Albuquerque, NM: Don Rooney Robert Liles Parking Lot Service, Tyler, TX: Robert Liles Roberts Traffic, Hollywood, FL: Lisa Birchfield Roccie’s Asphalt Paving, Stamford, CT: Vincent Engongoro Rose Paving Co., Bridgeview, IL: Alan J. Rose Show Striping Inc. (SSI), Wisconsin Dells, WI: Amber Showalter T&N Asphalt Services, Salt Lake City, UT: Nick Howell The Rabine Group, Schaumburg, IL: Gary Rabine Young Sealcoating Inc, Lynchburg, VA: Steve Young ASSOCIATION REPRESENTATIVES: Asphalt Sealcoat Manufacturers Association: Keith Ryan, Quality Emulsions Pavement Coatings Technology Council: Anne LeHuray, Executive Director

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Tailgate Talk

|

Brad Humphrey

Can You Build “Generational Brilliance”?

Of Course You Can! WE OBSERVED EQUITY between the number of Baby Boomers and Millennial in today’s workforce for the first time this year.

Because of that new reality, contractors must be dialed in to what possibilities exist for productivity brilliance that the age groups can bring to results.

There is a host of statistics out there that would lead you to believe that there is little hope for companies in dealing with the younger workers. But before you give up the good fight and sell your business for fear of not having enough committed and self-less workers, consider a few stats that will present some reality about our youngest of workers.

The PwC Survey Millennial Survey (2013) found that: • 41% would prefer to be rewarded or recognized for their work at least monthly.

• The Deloitte Millennial Survey (2015) uncovered: • Only 28% of Millennials believe their organization is making full use of their skills • Millennials believe that leadership should focus more on people, but they believe today’s management focuses solely on profit and personal reward And, in a Forbes Article – “What Millennials Want in the Workplace,” it was discovered that:

• 79% want their current boss to serve more as a coach or mentor • 88% prefer a collaborative work-culture rather than a competitive one • 88% want “work-life integration” (work and life blending together) Another finding I too found incredible was that many Millennials really do value opportunities for career advancement and learning new skills, more so than their “Generation X” and Baby Boomer co-workers.

So, it’s not all gloom and doom. In fact, I see many studies reflecting a young generation who want to be engaged, want to be educated and want there to be accurate and clear communication.

That’s not bad, is it?

While the above statistics are just that, statistics, they do provide some insight into how our youngest of workers may view their work life and future.

There are exceptions to every trend of course.

For example, I would never assume that all Baby Boomers and Generation X age workers are always hardworking, dependable and the most knowledgeable of workers. Would you?

As owners and leaders, the key is to build teams of productive and functional people. Like a professional sports manager or coach,

Hear Brad Humphrey at NPE 2017 As he has each year for NATIONAL more than 25 years, Brad Humphrey, Pinnacle Development Group, will bring his management NASHVILLE, TENNESSEE / FEBRUARY 1–4 ALL-NEW LEADERSHIP BOOT CAMP— JANUARY 31 expertise and training insights to National Pavement Expo, Feb. 1-4 in Nashville, TN. Here are just a few of the sessions he’ll present: * How to Find, Hire & Retain the Best Construction Workers, Wednesday, Feb. 1; 9:00-Noon * 10 Proven Steps to Acquire More Business, Thursday, Feb. 2; 8:00-9:30 a.m. * How to Make “Quality” Your Employees’ #1 Obsession, Thursday, Feb. 2; 2:00-3:30 p.m. * 5 Secrets of Effective Teamwork – For Contractors, Friday, Feb. 3; 8:00-9:30 a.m.

For complete details of all Brad’s sessions visit www.nationalpavementexpo.com.

our goal should still be to employee the best people possible. Further, it is important that we influence all generations of workers to respect the talents and differences of their co-workers.

This has been just a few statistics and insights to whet your appetitite. The fact is, it’s more than possible to build “generational brilliance” among our current and future workers… but you need to take into consideration their age, interest, personal hopes and professional goals.

So don’t despair! You can build teams of productive workers regardless of their generation...and next month I’ll tell you how!

Brad Humphrey is President of Pinnacle Development Group, consulting firm that specializes in the construction industry. See more of Brad’s advice for contractors by reading The Contractor’s Best Friend, also an AC Business Media service to the construction industry. For more information about Brad’s company, go to www.pinnacledg. com.

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