GCA Construction News Bulletin July 2012

Page 1

Guam Contractors’ Association


Vol.53 Issue 07 JULY2012



CONTENTSJULY2012 Construction Headline


Feature Story

6 8 10 14

Update C ommittee S.A.M.E.

C ommittee Update T he Happenings C onstruction Headline


Story F eature Training

22 24 28

P hoto Highlights G arrison Report C rane Critique Corner

The Chamorro word for “Plane (carpenter's); paring tool”” is:


brought to you by "Learn Chamorro" www.learnchamorro.com

2 | JULY2012



At Hawaiian Rock Products, we are always ready to meet your construction needs. We have a fleet of over 200 construction vehicles and a workforce of over 400 employees. We operate state-of-the-art facilities, strategically located throughout the island, with the capacity to fulfill any project size requirements. Our vast fleet of equipment continues to expand along with the growing needs of the industry. We are here to provide you with the quality products and services you need, when you need them. In Guam, we have the following list of batch plants: UÊ }>ÌÊ VÀiÌiÊ >ÌV Ê* > Ì produces 250 Cubic Yards per hour UÊ `iÀÃi Ê VÀiÌiÊ >ÌV Ê* > Ì produces 100 Cubic Yards per hour UÊ > } > Ê >V ÌÞ houses two (2) of the most modern 300 Cubic Yards per hour Concrete Batch Plants UÊ À> `Ê iÜÊ Ê* > Ì capable of producing environmentally friendly asphalt mixes and recyclable asphalt -* /Ê " , / Ê " -/,1 / " Ê, -"1, \ UÊÓÊÊ Ã« > ÌÊ >ÌV Ê* > ÌÃÊ UÊ{Ê Ã« > ÌÊ-«Ài>`iÀà UÊ£Ê Ã« > ÌÊ ÃÌÀ LÕÌ À UÊ£Ê* iÕ >Ì VÊ/ Ài`Ê, iÀÊ UÊ£Ê6>VÕÕ Ê/ÀÕV Ê> `Ê ÀÊ-Üii«iÀ


/Ê" Ê +1 * /\Ê UÊx{Ê, Ê/À> Ã ÌÊ ÝiÀÃ UÊÎ{Ê Õ «Ê/ÀÕV Ã UÊnÊ VÀiÌiÊ*Õ «Ã UÊ Ê i i ÌÊ> `Ê/À>VÌ ÀÊ/À> iÀÃ UÊÇÊ `Ê Õ «Ã UÊÓÊ ÜÊ ÞÃÊ

UÊ{Ê*>Û }Ê >V ià UÊ£ÈÊ-Ìii Ê ÀÕ i`Ê ÊÊÊ/> `i Ê, iÀà UÊ `Ê* > iÀà UÊ£Ê Ã« > ÌÊ/À> ÃviÀÊ >V i UÊ> `Ê > ÞÊ ÀiÊÊ


2008 Business Laureate

Building The Marianas Since 1958

1402 Route 15, Mangilao, Guam 96913 Tel: (671) 734-2971/8 • Fax: (671) 734-0990 • www.hawaiianrock.com

12-HRP-020 GCA Ready to Provide Size: 7.5” X 10” - FC 02/16/12



PRESIDENT James A. Martinez, GCA CHAIRMAN Robert Salas, Landscape Management Systems VICE CHAIRMAN Tom Anderson, Black Construction PAST CHAIRMAN William “Bill” Beery, Tutujan Hill Group SECRETARY/TREASURER Art Chan, Hawaiian Rock ASSOCIATE DIRECTORS: Patty Lizama, Individual Assurance Company Paul Calvo, Calvo’s Insurance Carlo Leon Guerrero, M80 Office Systems Inc. Ray Yanger, Matson Navigation CONTRACTORS DIRECTORS: Tom Nielsen, Maeda Pacific Corporation Juno Eon, Core Tech International Mike Venezia, Hensel Phelps John Robertson, AmOrient Louis De Maria, dck pacific guam LLC

4 | JULY2012

Guam Contractor’s Association (GCA) in conjunction with AdzTech and Public Relations, Inc. publishes the Construction News Bulletin (CNB) monthly. Reproduction of materials appearing in this publication is strictly forbidden without written permission by GCA. While we always strive for accuracy, we will from time to time overlook mistakes. In order to help us improve the quality and accuracy of this publication, we ask that you take the time to look at the information provided and notify GCA of any corrections as needed. Opinions and editorial content of this publication may not necessarily be those of the publisher, staff, GCA members, GCA Board of Directors and advertisers. For more information about advertising in the GCA Construction News Bulletin contact the advertising department at (671) 477-1239/2239 or email at adztech@teleguam.net. Distributed to GCA members or can be obtained by stopping by the Guam Contractors’ Association office located at 718 N. Marine Corps Drive, Suite 203, East West Business Center, Upper Tumon, Guam. To find out more about how you can become a GCA member contact Guam Contractors’ Association at Tel: (671)647-4840/41 Fax: (671) 647-4866 or Email: gca@teleguam.net. Postmaster. Send address changes to Guam Contractors’ Association, located at 718 N. Marine Drive Corps Suite 203, East West Business Center, Upper Tumon, Guam.


THETEAM PUBLISHER: James Martinez SALES & MARKETING DIRECTOR: Geri Leon Guerrero AD SALES: Marty Leon Guerrero June Maratita PRODUCTION: Geri Leon Guerrero Christopher “Taco” Rowland Tanya Robinson PHOTOGRAPHERS: Marty Leon Guerrero EDITOR: Adztech CONTRIBUTING WRITERS: John Robertson David F. Macaluso Dave Barnhouse Ted Garrison GCA STAFF: Francine Arceo Desiree Lizama COVER: The dawn of more employment opportunities for the civilians of Guam



JULY 2012

Society of

American Military Engineers

At the General Membership meeting of SAME Guam Post on 17 May 2012, the officers and directors for the year ahead were elected from a slate of nominees prepared by the outgoing board. Committee assignments were also announced. Because of continued membership growth over the years and the anticipated increased tempo in military engineering and construction in the region, the board decided to continue the expanded number of elected directors and appointed directors, consistent with the Post bi-laws. All branches of service are now represented on the board by a senior military officer or retiree. The complete slate of officers and directors that follows reflects this change. The new officers and directors will be sworn-in at the July 2012 meeting and serve until the June meeting in 2013.

Officers: President Past President 1st Vice President 2nd Vice President Secretary Alternate Treasurer Alternate

CAPT John Heckmann LtCol Michael Staples LtCol Chris Carter Robert Marks LTjg Noel Macatangay Margot Stephenson-Threatt John M Robertson PE Wayne Cornell

NAVFAC Marianas 36th CES Andersen AFB 36th CES Andersen AFB Parsons NAVFAC Marianas NAVFAC Marianas AmOrient Engineering DZSP 21 LLC

Elected Directors: Elected Director (3rd year term) Bob Shambach Elected Director (3rd year term) Wayne Cornell Elected Director (3rd year term) Noel Enriquez Elected Director (3rd year term) Russ Mattson Elected Director (3rd year term) Jay Miller Elected Director (Fellow) Louis DeMaria Elected Director (1st year term) CDR Daniel Cook Elected Director (Young Member) Julie Mages Bramble Elected Director (1st year term) David L. Ehlers (CMSgt ret.)

EA Engineering, Science, Tech DZSP 21 LLC AECOM NAVFAC Marianas S.E.T. Pacific dck pacific NAVFAC Marianas NAVFAC Marianas Andersen AFB

Appointed Directors: Appointed Director

Steffran Neff PMP

Brown & Caldwell

Committee, Task Forces and Special Advisors: (Appointed by the Board) Programs Committee Scholarship Committee Charlie Corn Golf Tournament MathCounts Liaison Engineers Week Young Member Committee

Small Business Committee Membership Committee Post Webmaster Streamers Parliamentarian Community Relations Veterans & Wounded Warrior Program NCO Liaison 6 | JULY2012

Bob Shambach, Chair CDR Daniel Cook Christine Pascus Tor Gudmundsen, Chair Robert Ellis Jay Obusan Wayne Cornell, Chair James Atkinson, Co-chair J. Arthur Chan, Jr, Co-chair James Atkinson PE, Chair CDR Daniel Cook Julie Mages Bramble, Chair LT Richard Diaz Jay Obusan 2Lt Kaleb Madsen Kathleen Lewis, Chair Al Sampson Julie Mages Bramble, Chair David L. Ehlers (CMSgt, ret.) DZSP 21 MIS Department Noel Enriquez, Chair Robert Marks John Robertson Jay Miller Steffran Neff, PMP, Chair John Robertson Louis DeMaria David Ehlers (CMSgt, ret.) David Ehlers (CMSgt, ret)


EA Engineering, Science & Technology NAVFAC Marianas HDR, Inc TG Engineers Inc Kleinfelder EA Engineering, Science & Technology DZSP 21 LLC Chugach Worldwide Services Hawaiian Rock Products Chugach Worldwide Services NAVFAC Marianas NAVFAC Marianas NAVFAC Marianas EA Engineering, Science & Technology 36th CES Andersen AFB dck pacific NAVFAC Marianas NAVFAC Marianas Andersen AFB DZSP 21 LLC AECOM Parsons AmOrient Engineering S.E.T. Pacific Brown & Caldwell AmOrient Engineering dck pacific Andersen AFB Andersen AFB www.guamcontractors.org


Military, Government and Labor Relations Committee Update July ‘12) defense a clear guidance on what our priorities would be in the Asia-Pacific, what that rebalance would consist of as we move forward. And we look forward in the coming weeks and months to be able to continue to articulate how we are going to make that rebalance occur. The rebalance is based on several key aspects as we go forward. One is it refreshes and re-energizes and continually reassesses where we are with our key alliances. These alliances form the backbone, the cornerstone of our security posture in the Asia-Pacific.

By John M. Robertson Admiral Samuel J. Locklear, III became Commander, U.S. Pacific Command on 9 March 2012. Headquarters for the United States Pacific Command are based at the Nimitz-MacArthur Pacific Command Center at Camp H. M. Smith, Hawaii. His first press conference from the Pentagon briefing room was on 15 June 2012. Excerpts from the press release that followed is reported below. ADM LOCKLEAR: I am privileged to lead the roughly 320,000 U.S. soldiers, sailors, airmen and Marines, and their families that happen to be with them forward-postured in the Asia-Pacific. As you know, this is my area of responsibility and it is the oldest combatant command in the U.S. military. It is the largest; it covers over half the surface of the earth. In my AOR [area of responsibility] there are 3.6 billion people. There are 36 nations. There are the largest armies in the world, many of the largest economies in the world, and certainly it's a region with tremendous opportunities as well as tremendous challenges. Five of the seven allies that the U.S. have are in my AOR as well as some of the most critical strategic partnerships that we have in the globe as well as some very critical emerging partnerships. You've been reading and discussing among yourselves the rebalance, sometimes referred to as the pivot to the Pacific. One of the good things that I have coming in as a new commander is to have a boss tell me what the priorities will be. In this case, I was privileged to have from our commander in chief, our president, and from our secretary of

8 | JULY2012

The rebalance also recognizes for the American people that we are a Pacific power, we do have national interests throughout the Asia-Pacific, and it is in the best interest of our children and our grandchildren that we stay engaged in the Asia-Pacific and that we continue to build those alliances and partnerships. That will allow us to help ensure a secure environment that will allow for future peace and prosperity in this vast region. So we're going to look at our alliances and continue to strengthen them. We're going to look at key strategic partnerships and ensure that those are properly taken care of and properly articulated. We are going to take a steady, deliberate and sustainable approach. We're going to continue to work on our military-tomilitary relationships with China because it's so important that as China emerges, that we understand each other, that we prevent miscalculation as we go forward, and that we would certainly like to have our Chinese military counterparts be a positive influence on the security environment and that we are hopeful that can occur as we go forward. Steady, deliberate and sustainable is the way I would characterize our rebalance. The challenges you're aware of -- we still have instability on the Korean Peninsula with North Korea, a new young leader, with a provocation cycle that's concerning, that has nuclear ambitions and, as you're all aware of, recent missile launches and certainly the continuation of a tendency for proliferation. We also have non-state and transnational threats. We have violent extremist organizations


in Southeast Asia and in South Asia that we are concerned about. There are as well a host of other humanitarian assistance/disaster relief scenarios that we know, in this vast region, can come upon us quickly and that we must be able to respond to collectively as Asia-Pacific nations. We're also concerned about the cyber world and where we are today. As our alliances and partnerships grow, we will continue to carry on the dialogue of how we will address these cyber threats together, how we will discuss the cyber environment together. It is a rapidly changing, rapidly evolving environment that we have to deal with because it is very important. Our forward forces underpin our strategy. As you know, we have traditional bases that we have had since end of the World War II in: Japan, Republic of Korea and Guam. But we're also pursuing some new initiatives that are not basing, but are an opportunity for us to partner with other countries to be able to share their facilities, to share in theirs and our abilities, and to be able to partner so that we can build a security environment where we have interoperability and where we can potentially rotate U.S. forces throughout the region to be able to help our partners and our allies as we go forward. ADM Locklear took several questions from the media. Only one, with reference to Guam, is included below. Q: Admiral Locklear, Craig Whitlock with the Washington Post. You mentioned the longtime bases in Guam, South Korea and Japan. I know there are some reviews going on over defense posture, but speaking generally over the next few years, how much do you think our force postures will shift in Northeast Asia? Is it going to look a lot different from what it's been for the past couple of decades, or are we talking about modifying around the edges? ADM. LOCKLEAR: Yes, you know, we have been looking at this with our allies for a number of years, and have been in discussion -- as we always are, because


nothing stays the same in the security environment. Basically, we have taken a look at making sure that our force lay-down, our posture is -- first of all, for me it has to be operationally relevant. It has to be resilient enough for us to be able to support the type of operations that we do. It has to be sustainable, and it has to be politically sustainable. Those are all aspects, and you can't deny that any one of them isn't important. And so if you take a look at our force posture in Northeast Asia, it has a historical basis to it. And there are some changes that we need to go forward with, and I think we have good agreement among our allies where those changes should be. I think we should have a broader recognition that, 30 years ago the primary security issues were in Northeast Asia. But as we've now had a world of globalization, where we have a massive amount of interstate, inter-country commerce that flows through the commons -- cyber commons, air commons, maritime commons -- that we have to have a broader look at our security environment and we have to ensure that our military forces are positioned in the right place collectively, not just U.S., but among our allies and


partners so that we can address this changing environment. I remember when I was a young officer in the Navy, there are places today where we routinely operate our Navy that I couldn't even have found on the globe if you'd have asked me then. Because of the changing nature, in the next few years we're going to be looking at our Arctic posture. We now have piracy off the Horn of Africa. We have a lot of different places in the world to consider, and our security environment has to adjust to that. So, in the Asia-Pacific region, those force postures with our alliances in Northeast Asia will remain the cornerstone of our posture. We will make some changes. Guam will become more important to us because of its strategic location, and we will do some things in Guam that, I think, make sense for our posture. And then we will continue to look, with our allies and our partners, for opportunities to be able to partner with them to do co-usage of facilities. We're not really interested in building any more U.S. bases in the Asia-Pacific. We shouldn't have to at this

COMMITTEEUPDATE point in time. We have reliable partners and reliable allies, and together we should be able to find ways not only bilaterally, but in some cases to multilaterally be able to find these locations where we can put security forces that respond to a broad range of security issues. This has to include humanitarian assistance and disaster relief which, if you really look at it, that's what we respond to most. Those are the challenges that we face the most together from a security environment. And so we need to be postured to be able to do that in a part of the world that has 3.6 billion people in it. Senseramente, John M Robertson, Committee Chairman

The Government and Labor Relations Committee is open to all members of the association. Contact the GCA office for time and place of meetings.


JULY2012 | 9


Guam Contractors Association


Place 1 2 3 4 5 6 7 8 9 10

# 10 4 5 8 1 3 6 9 2 7

Points Points Pins plus Last Wk Lask Wk Team Name Won Lost Handicap Won Lost -1Black Construction Corp. 38381 4 0 848 43 9 Hawaiian Rock Products 1 38541 3 1 875 40 12 Hawaiian Rock Products 2 37893 4 0 902 31 21 Guam Crane Services 36860 21 3 1 727 31 CMS 36734 22 3 1 634 30 DCK Pacific 37292 25 0 4 717 27 Advance Management inc. 34 36452 1 3 625 18 CarQuest 34 35648 1 3 636 18 Cassidy’s Association Insurance 14 35340 4 525 38 0 Adztech & Public Relations 35589 1 3 553 11 41

-2869 923 815 836 696 673 648 600 533 512

-3822 818 805 662 622 732 678 534 544 627

HDCP Total 3001 3003 3005 2996 2873 2698 2776 2769 2787 2829

-2868 871 733 850 763 636 683 531 584 517

-3783 895 635 778 732 661 644 568 521 538

HDCP Total 3027 3056 2921 2985 2791 2742 2885 2739 2939 2812

-2819 802 801 744 730 636 542 692 537 503

-3775 836 844 718 645 660 641 670 557 542

HDCP Total 2945 3031 2952 2992 2606 2831 2697 2951 2695 2794

Week 12

Place 1 2 3 4 5 6 7 8 9 10

# 10 4 8 5 3 1 6 9 2 7

Points Points Pins plus Last Wk Lask Wk Team Name Won Lost Handicap Won Lost -1Black Construction Corp. 35380 0 863 39 9 4 Hawaiian Rock Products 1 35538 1 906 37 11 3 Guam Crane Services 33864 0 665 28 20 4 Hawaiian Rock Products 2 34888 3 850 27 21 1 DCK Pacific 34594 4 753 27 21 0 CMS 33861 4 611 27 21 0 Advance Management inc. 33676 1 721 31 3 17 CarQuest 32879 4 611 31 0 17 Cassidy’s Association Insurance 14 32553 0 631 34 4 Adztech & Public Relations 32760 1 3 548 10 38

# 10 4 3 1 5 8 9 6 2 7

Points Points Pins plus Last Wk Lask Wk Team Name Won Lost Handicap Won Lost -1Black Construction Corp. 35 9 32353 4 0 874 Hawaiian Rock Products 1 34 10 32482 4 0 983 DCK Pacific 27 17 31803 3 1 764 CMS 27 17 31119 3 1 675 Hawaiian Rock Products 2 26 18 31903 0 4 748 Guam Crane Services 24 20 30943 0 4 695 CarQuest 17 27 30140 3 1 547 Advance Management inc. 14 30 30791 1 3 740 Cassidy’s Association Insurance 10 34 29614 1 3 470 Adztech & Public Relations 9 35 29948 1 3 561

Week 11

Place 1 2 3 4 5 6 7 8 9 10

10 | JULY2012




Project for Affordable Homes Written By: David F. Macaluso

New laws and upcoming housing projects are ways that will allow people to see what resources are out there to fulfill the Guamanian dream.... to own affordable housing. Affordable housing for families who can't afford to own a home may now have the opportunity to buy one, that's if Guam Housing and Urban Renewal Authority Acting Community Development Manager Michael Duenas gets his way. According to Duenas, his agency will be renovating deteriorated homes located in Dededo, Merizo, Talofofo and Tamuning that can be used for affordable housing once renovation is completed. These houses would make homeownership a reality for many residents who traditionally could not afford homes. "The affordable housing we provide means to those who make 80 percent or less than the average income can afford a home," said Duenas. “GHURA also has a low-income housing tax credit program it's looking to improve.” Other good news around the island pertaining to affordable homeownership includes the revival of the Lada Estates Home Project that will offer an additional 400 units in Dededo. Lada Estates has been at a standstill for over 20 years and now will be restarted with the help of Micronesia Community Development Corporation. According to Micronesia Community Development Corp. President Carlos V. Camacho, recently took

the project when it paid Maeda Pacific Corporation $10.5 million, the amount that was owed by the Government of Guam for Infrastructure work completed in the late 1990’s which included streetlights, sewer and water lines, and curbed roads. “Maeda Pacific Corp. performed the work and was issued a certificate of substantial completion back in July 1998, but Maeda was never paid by Gov Guam. The construction of the homes was a separate contract and that was never awarded to a contractor,” said Camacho. The Lada Estates Project was initiated by the 20th Guam Legislature twenty one years ago. The original legislation, Public Law 20-225 enacted in December 1990, stated infrastructure not on the homeowners lot would be provided and paid by Gov Guam. Later additional legislation written (Public Law 26-123) in October 1997, provided for the use of a portion of a $50 million revenue bond for mortgages for qualified home buyers at Lada Estates and stipulated that the infrastructure would be paid by a portion of the sale price of the homes. This would ease some of Gov Guam’s commitment. Shortly after that, the housing market took a dip and made the construction and sale of Lada homes impossible. This past March, a public law was enacted which authorized the transfer of the land to Maeda Pacific Corp which cleared the way for the construction of affordable rental units that would

meet the deed restrictions. Camacho said, “Now we are moving forward with this project. Core Tech won the bid for clearing the land. We held a ground clearing ceremony and the lot had been completely cleared.” Plans for the Lada Project include a mixed community for both independent elderly residents and first time homeowners. It will provide an additional 400 affordable homes in the Dededo area which includes 50 single family lots for home ownership, 80 lots for fourplexes and 15 lots for duplexes. The majority of the fourplexes will be used for the elderly. This project will offer units for both sale or rental. Another Public Law that was enacted this year will also help first time homeowners. The First-Time Home Owner Assistance Program Act, Public Law 31-166, gives residents up to $10,000 in loans and grants through a Housing Trust Fund. This is important because it will make Guam friendly to developers and contractors and it will make homes affordable for people so they can afford them. These new laws enacted and ongoing projects are ways that will help people find the resources that are out there to fulfill everyone’s dream, to someday own their own home. More GHURA programs can be found on their web site, http://www.ghura.org/

For more information on this legislation or project labor agreements, visit www.abc.org/pla or www.thetruthaboutplas.com 14 | JULY2012




Written By: Dave Macaluso

16 | JULY2012




Close to 70 years, there has been a Ship Repair Facility on Guam servicing and repairing damaged ships in the Pacific Region. Fourteen years ago there was an exchange of ownership to a privately owned company. Now this former Naval Facility is offering an Apprenticeship Program to help local workers. Shortly after World War ll, a Naval Ship Repair Facility began its operations on Guam located at Apra Harbor providing quality industrial support, repair, maintenance, overhaul and dry-docking services to Military Sealift Command Ships, U.S. Navy Ships, Coast Guard Ships and commercial vessels from the surrounding islands. Today the Guam Industrial Services, Inc., also known as the Guam Shipyard continues this tradition by providing services to ships in the Pacific Theater. In addition, for the past twelve years the Guam Shipyard has been nurturing prospective skilled local workers through their Apprenticeship Program. On October 1, 1997, the ownership of the shipyard exchanged hands between the U.S. Navy to the Guam Shipyard and took over the former U.S. Naval Ship Repair Facility to operate as a private shipyard. According to the Guam Shipyard's President/CEO Mathew Pothen, “During “the hot turnover” of the facility from a public to private operator, we recruited 125 of 127 original employees who were civil servants adversely impacted by the U.S. Naval Ship


Repair Facility base closure. These employees were from different positions and levels from management to personnel. In addition, the company was able to attract retired SRF employees to augment its workforce. Today the company has grown to over 350 personnel.” At that time most of the employees were in their 50’s. Pothen realized new blood would be needed to continue to run this facility. With the need to grow and train its workforce for the future, he decided to form an apprentice program to replace those workers who would eventually retire in the coming years. Guam Shipyard's Vice President Maria Connelley said, “Before that happened, Pothen realized the importance in maximizing the talents of older workers and the value they bring as mentors to the younger generations that are employed at the Guam Shipyard.” Pothen adds, “With the knowledge and need to train the local workforce and hoping to replicate the success of the former U. S. Navy apprenticeship Program on Guam, in 1997, the shipyard in conjunction with the Guam Technical Institute (GTI), a division of the Guam Industrial Services, Inc. initiated a Registered Apprenticeship Program.” According to Pothen, the shipyard submitted its application to the U.S. Department of Labor for the Apprenticeship Program. And in 2000, they were approved by the U.S. Department of Labor, to hire apprentices.

In partnership with the Guam Community College (GCC) under a Memorandum of Agreement, the apprentice program is designed to work closely with GCC providing academics and trade related instructions for the apprentices. The Registered Apprenticeship Program is a structured 4-year program. Connelley said, “The Guam Shipyard Apprentices are actually employees for the shipyard, they work during the day and then in the evening the apprentices have to attend academic courses at GCC. The U.S. Department of Labor Law requires the apprentice to receive at least 144 hours of academics a year.” This will eventually lead to a “Journeyman” certification in the respective trade and a certificate issued by USDOL Office of Apprenticeship and Training. These are for the occupations for electricians, welders, ship fitters, sheet metal mechanic, machinist, marine machinery mechanic, riggers, painters, shipwright, refrigeration mechanic and pipe fitters. “ Since the inception of Apprenticeship Program in March 2000, 62 individuals have entered the Guam Shipyard program. The academic curriculum for GSY Apprentice Program is demanding and it is based upon the U.S. Navy Apprentice Program related trade instructions. Given this, all who enter the program do not always successfully complete the program. Of 62, only 17 are still employed at the Guam Shipyard of


JULY2012 | 17


which 16 graduated from the program; 6 of those apprentices graduated from the program this past May and one apprentice still remains in the program is expected to graduate in the coming months,” said Connelley. Despite this fact, Guam Shipyard has found the Apprentice Program to be an effective source to help meet the demand for skilled workers. A recent May graduate, machinist Russell Miller a retired Navy man said he entered the program in 2006 after hearing about the program being offered and discussed on Ray Gibson’s Morning Show on NewsTalk Radio K57. According to Miller, He had to complete 11 different courses which ranged from trigonometry to welding at GCC and 4,000 hours of on the job training. Miller felt the hardest part of the program was the administrative aspect. According to Connelley, The Guam Department of Labor and the One Stop are actually partners to inform interested people in this program. She said, they are the ones who do the advertising for the shipyard, “With the Guam Shipyard being a federal contractor, all the shipyard has to do, since they are mandated by federal law, is to submit the recruitment request to the state agency which is the Guam Employment Service Office. It’s not difficult for

18 | JULY2012

people applying for this program or any job that is on the other side of the fence, the shipyard advertises every job opportunity through the One Stop Program.” Chief Financial Officer, Cynthia Pizarro, who oversees the Human Resources Department adds, “Individuals seeking employment with Guam Shipyard must apply at the Guam Department of Labor, One Stop Career Center. The following describes the application review and processing process. As a federal contractor, Guam Shipyard is mandated to submit its recruitment requirements to the state employment office, Guam Department of Labor (GDOL). Recruitment vacancies are posted on the GDOL Job Bank. After the closing date of the announcement, GDOL refers all employment applications to the Guam Shipyard HR department.” From there the Guam Shipyard HR department reviews and determines basic eligibility before referring all employment applications to the Shipyard Manager for qualification determination, personal interview, and selection. Guam Shipyard Production Shop Foreman conducts interview, makes selections and returns all employment applications to the HR Department for further processing of new hires. Guam Shipyard HR Department contacts applicant selected and schedules drug screening and other


pre-employment processing. Upon satisfactory completion of drug screening and pre-employment physical examination, the applicant reports to the Guam Shipyard HR Department for processing of Department of Homeland Security I-9 (Employee Eligibility Verification) form and issuance of RAPID gate control number and Guam Shipyard photographic identification card. Guam Shipyard Security Manager coordinates with the Naval Base Guam Visitor control for temporary or permanent credential in the Navy Commercial Access land Control System(NCACS) before new hires report to their immediate supervisors. According to Connelley, “To improve retention of apprentices and increase the graduation rate, we will assess applicants using Work Keys assessment available at the One Stop Career Center. This assessment is an important first step to prepare the apprentice for education and training under the Apprenticeship Program.” After graduation, an apprentice is a Journeyman /woman in his or her trade and is able to accomplish the work without any supervision. Pizarro feels, the Guam Shipyard takes to heart the principle to develop and sustain a viable local workforce on Guam. The Guam Shipyard recognizes the importance to grow and train a workforce for the future. Guam Ship



yard recognizes the importance in maximizing the talents of senior employees and the value they bring to the younger generations that are employed at the Guam Shipyard. Guam Shipyard provides a lifelong learning continuum framework for career development and retention of its employees. In addition, Guam Shipyard provides a very competitive wage and benefit package to its employees include 401C contribution. “If a competent workforce for employers who are performing projects for the military is not developed and sustained, the local community will fail to reap the benefits of the military buildup,” said Connelley. “Since the SRF closure and A-76 privatization, the military has depended on federal contractors to provide them with products and services that the essential to accomplishing their strategic mission in the western pacific. In order to provide quality products and services to the military, the private sector and the local government need to work in a collaborative effort to establish a pool of available skilled workers. This can only be accomplished by training our local people to a U.S. Department of Labor, Bureau of Apprenticeship and Training Registered Apprenticeship Program. To that end, Guam registered Apprenticeship Program provides tax incentives to companies to train the younger


generation should be encouraged. The business should also embrace and support this program to train their employees for the future.” Connelley adds, The Guam Shipyard competes for work throughout the region with other naval facilities from other countries which includes the Philippines, Japan, Singapore Korea and Australia. According to Connelley, The Military sends out RFPs and the shipyard is constantly submitting proposals. She said because there are a number of ships assigned in the Western Pacific, those ships have a regular maintenance schedule for overhauls, services and repairs. The shipyard will see the schedule for those ships needing service in advance, and will compete for that work. This will keep their workforce of over 300 busy. “What we have been hearing about the military buildup and the realignment of soldiers, we know its going to happen and it’s just a matter of time,” said Connelley.“I don’t have the statistics, but you can easily tell that things are picking up. What it means for us is employment opportunities for our people. I really haven’t looked at the GDOL figures to see if its going down, but as far as the military presence, as long as they need to protect the Western Pacific Region, then we know that the ships will

continue to come in and go out of Guam.” The Shipyard’s capacity and its importance in this region was clearly demonstrated in January 2005, when the Shipyard assisted the Navy in an emergency immediately after the LosAngeles-Class submarine, USS San Francisco, ran aground while conducting submerged operations approximately 350 miles south of Guam. The damaged USS San Francisco entered the Guam Shipyard dry-dock, “Big Blue” so officials could assess the damage the submarine sustained. Guam Shipyard was able to provide crucial dry-docking services, working in cooperation with Pearl Harbor Naval Shipyard to assess the damage and repairs needed to safely transit her to Puget Sound Naval Shipyard located at Bremerton, Washington. As Guam Shipyard Apprenticeship Program continues to grow it will nurture local workers in the years to come and help them prepare for the possible future growth of the military in this region. Guam’s future skilled men and women will help the Shipyard compete for jobs in the Pacific Theater as it begins to service the modern more efficient US fleet, which includes the new T-AKE auxiliary support ship. For more information about the Guam Shipyard or about its Apprenticeship Program please go to http://www.guamshipyard.net/


JULY2012 | 19


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America's Best ElectricMart recently donated $1,000.00 to the Society of American Military Engineers, Guam Post, golf tournament in support of the Charlie Corn Scholarship Program. Pictured from left James Atkinson, tournament director; Dave Hicks, ABE Mart; and Maria Diaz, SAME Charlie Corn Golf Committee.

22 | JULY2012


GCA Luncheon June 20th, 2012 The Westin Resort Guam




My Predictions

2012 by: Ted Garrison

Ted Garrison, president of Garrison Associates, is a catalyst for change. As a consultant, author and





strategies for the construction industry by focusing on critical issues in leadership, project management, alliances




and marketing. Contact Ted at

800-861-0874 or Growing@TedGarrison.com. Further







The Construction Industry Institute has estimated that only about 10 percent of what the construction industry does on a project is value added. Another 33 percent is attributed to support activity, but an unacceptable 57 percent is considered waste. A certain amount of support activity is definitely beneficial because without planning the waste would be even greater. Ouestion is how can we reduce the amount of necessary support activity required? However, the most important question is how do we reduce the waste in the construction process? It’s not realistic to believe that we can totally eliminate all waste; however, manufacturing has only about 26 percent waste or a little less than half what occurs in construction. Henry Ford said almost a hundred years ago, “The best way to grow a business is lower costs.” The best way to do that is to eliminate work that does not contribute to the value of the product or service. Before everyone starts pointing fingers at each other, keep in mind that all project stakeholders in the construction process

24 | JULY2012

contribute to creating the waste and the worst offenders are often the buyers of construction services because they actually create wasteful rules or unproductive requirements. Most people connected with the construction industry are well aware of the waste, which shows up in longer schedules and increased costs. The mistake that is often made is trying to fix a complex problem in a single step. For example, the goal may be to reduce waste by 30 percent. Because it’s difficult to find a solution that will have that kind of impact, the initiative often dies out. Attempting to fix large, complex problems all at once makes the process very complicated. The greater the complexity, the greater the resistance to change and the more problems there are in attempting to implement the change. In addition, large complex changes usually require a significant investment in time and money, resources that are often difficult to obtain. These reasons contribute to large initiatives not achieving their objectives. In contrast, the concept of Kaizen focuses on tiny, easy to implement improvements on a continuous basis. Unfortunately, too often small changes are discounted because they are perceived to not be worth the time and effort. Yet, many small improvements can add up to significant savings. For example, a flight attendant for American Airlines suggested a way to save 7.5 cents on every flight. While each savings is small, it resulted in an annual savings of $62,000. The reality is a one-tenth percent daily improvement, the equivalent of about 28 seconds a day, will double productivity in three years. One of the largest wastes is the underutilization of employees’ potential. This is a disaster. Multiple studies have discovered that a majority of award winning innovations were initiated by an individual; not as a result of management initiatives. Those initiatives started by individuals created greater impact than those started by management. The answer is to start a Kaizen program, or continuous improvement process, at all stages in the construction process. One reason this process is so powerful is that it truly empowers the workforce. Workers have indicated in many surveys that the two most important motivators are feeling appreciated and being in on things. The greatest compliment one can give is to ask someone for their opinion and then let that person implement it. It’s difficult to involve people more than having them implement their own ideas. We often hear the comment that people don’t like change. That’s really not true; what they don’t like is your change. People like to implement their ideas, which also create buy-in and empowerment.


Creating process




There are two obstacles to involving people in change. First, it’s difficult to implement major change. Second, employees are often hesitant to make suggestions since no one has asked for their opinion before or if they have offered a suggestion it was ignored. This has made many workers hesitant or even indifferent about making suggestion to improve performance. This is a problem because front-line workers are often in the right place at the right time to observe a situation where they can offer a recommendation for improvement. Fortunately, the Kaizen approach helps to overcome both of these challenges. How to start a continuous improvement program The easiest way to get started is to simply ask everyone to make two suggestions a month on possible improvements that they can implement. The emphasis needs to be on thing they can implement, or at least help implement with their team. You should avoid focusing on the benefits to the company. Most improvement plans focus on making the company more money, but that is not a great incentive for the worker. Instead, focus on eliminating things that annoy the worker or changes that would make the worker’s job easier. By making these types of changes the worker will become more efficient, therefore increasing the profitability to the company. To get this kind of program started the emphasis has to be on the worker. The good news is that when companies do this and workers begin to see the benefits of continuous improvement then they begin to make more and more suggestions that improve productivity. The trick to making this process work is to be supportive. Don’t judge people’s suggestions. Since by definition Kaizen changes are small, you can afford to let people try them. The rule is that they must create an improvement or they aren’t implemented, so if they try it and it doesn’t create an improvement it’s a no go. However, avoid judging before they try it. The exception is if something would cause a safety issue, then you can overrule. Finally, after a suggestion has been tried and works, it should be posted so other team members can learn about it. This process is simple. Indicate what the problem was, what was done, and what improvement was realized. This should take less than 75 words and if possible include pictures. What’s important? Get started! If you need help, give us a call.


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7/5/12 1:27 PM


SLING ANGLES This month’s topic:

How Do Sling Angles Effect Tension

by: Dave Barnhouse

A monthly crane and rigging informative column for all personnel directly or indirectly involved with crane safety. Each month we will attempt to explain a different technical issue pertaining to crane operations here on Guam, addressing the sometimes over-looked or misunderstood topics by management and operators alike. When lifting a load there are two important factors that must be considered regarding the rigging. These are the weight of the load and the capacity of the slings. The competent rigger knows that this sling capacity may change depending on the configuration of the rigging, more specifically the sling angle. When sling angle is considered, the angle referred to is the angle measured between horizontal and the sling leg. This angle is very important and can have a dramatic effect on the rated capacity of the sling. As illustrated in the table below, when this angle decreases, the load on each leg increases. In other words, the smaller the angle between the sling leg and the horizontal, the greater the load on the sling leg. The minimum angle allowed is 30 degrees. This principle applies whether one sling is used to pull at an angle, in a basket hitch or for multi-legged bridle slings. The rated capacity of a sling must never be exceeded. The rated capacity is based both on sling fabrication components (minimum breaking force of rope used, splicing efficiency, number of parts of rope in sling and number of sling legs) and sling application components (angle

of legs, type of hitch, D/d ratios, etc.) If you are using one wire rope sling in a vertical hitch, you can utilize the full rated lifting capacity of the sling, but you must not exceed that lifting capacity. If you are using two wire rope slings in a vertical hitch (called a 2-legged bridle hitch) in a straight lift, the load on each leg increases as the angle between the leg and the horizontal plane decreases. Whenever you lift a load with the legs of a sling at an angle, you can calculate the actual load per leg by using the following three-step formula. These calculations assume that the center of gravity is equal distance from all of the lifting points, and the sling angles are the same. If not, more complicated engineering calculations are needed. 1. Divide the weight of your total load by the number of legs you are using. This gives you the load per leg if the lift were being made with all legs lifting vertically. 2. Measure the angle between the legs of the sling and the horizontal plane. 3. Multiply the load per leg that you calculated in step 1 by the load factor for the leg angle you are using. Use the Load factor guidelines table below to determine the load factor. The result is the actual

load on each leg of the sling for this lift and angle. The actual load must never exceed the sling’s vertical rated capacity. Note that at 30° the Load Angle Factor is 2. This means the tension will double if the sling length is at 30°, meaning if a two part bridle was used to lift a 10,000 lb. load, each leg share would be 5,000 lb. times the L.A.F. of 2 resulting in 10,000 lb. tension on each leg. This is especially important when lifting heavier loads. In this example, 2 ea. 7,500 lb. capacity slings would thought to be sufficient since the combined capacity is 15,000 lb. In reality each leg would be overloaded by 2,500 lb. Horizontal Angle


5° 10° 15° 20° 25° 30° 35° 40° 45° 50° 55° 60° 65° 70° 75° 80° 85° 90°

11.49 5.75 3.861 2.924 2.364 2.00 1.742 1.555 1.414 1.305 1.221 1.155 1.104 1.064 1.035 1.015 1.004 1.00

Low sling angles also contribute to compression forces to the anchor points on the load. While this may not be an issue with some loads, it may have disastrous results with loads such as a cargo container which are meant to lift vertically only. If a heavy container is lifted with a low angle bridle sling it will easily fold up like a piece of cardboard.

It’s best to maintain a 60° sling angle if possible as the sling tension will only increase 15.5%. It is easily to assure this angle by using the sling lengths equal to or more then the sling attachment point to point length on the load.

28 | JULY2012



CRANECRITIQUECORNER Answers to last month’s test quiz: Spreader Bars. What are the requirements of OSHA or ASME crane standards pertaining to a fabricated spreader bar before it can be used for lifting? OSHA references ASME regarding lifting devices. ASME B30.20 (Below the Hook Lifting Devices) requires load bearing structural components of a spreader bar shall be: 1) Designed to withstand the stresses imposed by its rated load plus the weight of the component, with a minimum design factor of three, based on yield strength of the material. What this means is, to be ASME compliant an engineered calculation must be made to establish the size and type of material used for the fabrication of the beam and components. All welding shall be in accordance with ANSI/AWS D14.1.

We will discuss the answers to this question in next month’s edition of GCA Construction News Bulletin, please be sure not to miss it. I will attempt to test your knowledge of crane operations each month in this column with a few questions relating to one of the mentioned topics. These questions will address the weak areas more frequently noted during my classroom operator training and/or the more common discrepancies noted during crane inspections. If your company or subs utilizes cranes whether as owner or renter I invite you to look for this column each month and test your crane knowledge. Please e-mail any comments, questions, or specific topics you would like to see addressed in this column to certs@ite.net and we will certainly attempt to accommodate your requests.

Dave Barnhouse resides in Yigo and has been involved with operations, maintenance, operator training, and/or inspections, of cranes since 1969. He is a Certified Environmental Trainer, CHST, NCCCO certified crane operator, Level II Rigger, and NCCCO practical examiner for all types of mobile crane operators, riggers, signal persons, and the only OSHA accredited crane inspector on Guam.


2) The lifting beam must have the rated load marked on the main structure where it is visible. All detachable components must also be marked with their individual rated load. 3) A nameplate or other permanent marking shall be affixed displaying the following information: A. Manufacturer’s name and address. B. Serial Number C. Component weight, if over 100 lb. D. The rated load 4) Prior to initial use, all new, altered, modified, or repaired lifting devices shall be tested and inspected by a qualified person and a written report be furnished confirming the load rating of the lifter. The load rating should not be more than 80% of the maximum load sustained during the test. Test loads shall not be more than 125% of the rated load unless otherwise recommended by the manufacturer. Test reports should be available.

This month’s test quiz addresses: Articulating boom truck cranes. Must the retract and extend functions be capable of controlling the rated load?


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