CEf Commercial Drywall, Inc. Vol. 3 No. 9
Craftsman July 1982
workers, supervisors M(bw safety incentive program awards good records CDI’s new safety incentive program was launched in Houston in midJuly. The program, which features awards for workers and supervisors for safety achievement, was unveiled at the supervisors’ breakfast July 13. According to safety manager Ron McKinley, and employee relations manager Larry Williams, the awards are based on a jobsite’s ability to maintain an accident incidence rate of 10 or below. The rating represents an average of one accident per 10 workers per quarter, and is based on the number of accidents in ratio to the number of workers on a job. “We set 10 as our goal based on past years’ performance. During the most recent rating period (Sept. ’80-Sept. ’81), we compiled a rating of 12,” says Ron. “Having a 10 to shoot for gives us a goal that is realistic but still a challenge. If we meet our goal, we will enjoy at least a 17 percent reduction in accidents and hopefully a corresponding drop in costs.” Last year, CDI’s costs for workers’ compensation and medical expenses as a result of some 505 jobsite injuries exceeded $552,000. “Through Operation 3P, we have attempted to increase our productivity. Since productivity is measured as a ratio of input to output, anything we can do to lower costs of doing business will have a positive effect on productivity. We think there is considerable room for reducing our more than half a million dollars in direct accident costs," Ron contends. The awards that have been established under the new safety incentive program include two quarterly awards and two annual awards. One quarterly award will go to each worker whose jobsite craft
Finishing and painting supervisors meet with employee relations manager Larry Williams and personnel director Ron McKinley to exchange ideas about the new safety program. Clockwise, are Ron Love, B.J. Ward, Warren Fowler, Dub Williams, Ken O'Brien, Thomas Craddock, Larry, Ron, Ralph Stilz and Tony Cuellar.
meets or beats the 10 rating. For instance, if the finishers on a particular job achieve a rating of 8 during a quarter, each member of that craft will receive an award. Likewise, carpenters, laborers, and painters who beat the rating will earn the award. First and second quarter awards will be specially designed caps and t-shirts, respectively. Subsequent quarterly awards will be determined at a later date. In addition, the supervisor who achieves the lowest incidence rate for the quarter will receive a custom plaque. The two annual awards include a service pin recognizing employees who go a year without an accident and a supervisor bonus based on
achieving an average incidence rate for the year of 10 or below. “The incidence rating for all awards is based on the number of compensable accidents, not the total number,” says Ron. “Compensable accidents are the ones that require a physician's treatment. Any injury where the worker can receive sufficient medical attention at the jobsite, like getting a bandage for a small cut, does not count against the individual or the job." “I would like to thank all the supervisors for their input and suggestions that went into developing the program," says Ron. “Larry and I have tried to implement a program that is fair and attainable for everyone.”
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inefficient work praeUie®® drive e©®^© UP by Stan Marek
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Part of my required monthly reading is a bulletin published in Pennsylvania entitled Construction Labor News & Opinions. It goes a long way in explaining the current trends in union/management relations on a national scale. Last month's issue presented a survey of 325 contractors and owners with an average of 20 years experience in commercial, industrial or utility sectors. The headlines of the bulletin stated “Inefficient work practices not called for by collective bargaining agreements inflate union labor costs by 15 percent, but corrective action could save at least eight percent of this amount.” Now that got my attention. We've been discussing productivity and lowering costs for so long, I was encouraged to see someone else joining the cause. The article was very interesting and I’d like to share parts of it with you. What is happening all over our nation is that union contractors are constantly losing work to open shop contractors. Owners are demanding lower building costs and general contractors are determined to deliver a less expensive finished product.
Obviously if we all took pay cuts we could lower our price to the contractor. But, I don’t think youd want that, nor do I blame you. This leads us right back to more productivity. „ Back to the bulletin. It states, of the eight common jobsite work practices management identifies, non-productive work time is the one which occurs most frequently.” Examples mentioned by almost 80 percent of those surveyed were late starts, excessive time for wash up/putting away tools, and unauthorized breaks. Where have we heard that before? The bulletin points out that these four scored highest among worksite problems even though most are prohibited by specific contract language. Since union leadership does not promote these four practices, management should be able to control them. Unfortunately, in our haste we sometimes encourage these practices and keep them alive. Remember, we’re talking about up to 15 percent of direct cost. Five minutes here, ten minutes there-it all adds up. Another interesting point in the
* bulletin: “Half of the contractors surveyed used skilled journeymen for work that could be done by apprentices or trainees with lesser skills. The actual percent of usage of apprentices to the entire work force seldom approached the contractual limit.” Another important way of lowering costs. The article goes on, but the closing is interesting. “Contractor, owner and labor all share the blame for inefficient work practices which unnecessarily up the cost of doing business. But the main reason these conditions continue unchecked is because employers have relinquished their right to manage. This must change fast if management and labor are to regain the countless profits now being lost to the open shop.” In summary, the problems construction companies like CDI deal with daily—abuse of start times, quit times, breaks, and inefficient use of journeymen craftsmen-are not the y result of labor/managment agreements. But rather they are created by the companies’ reluctance to prohibit practices which neither labor nor management encourage or even endorse. The goals of both labor and management, then, should be to establish a good working environment for employees while keeping quality high and cost as low as possible. That is what all of us should strive toward.
CDI
Craftsman Editor: Larry Williams Asst. Editor: Shelley Rogers
Ein^oySimg the sceineiry . . . CDI recently expanded its tool and equipment office space and storage area. Enjoying the extra room created by the expansion are, I to r, tool control manager Linzy Bean, tool and equipment manager Dennis Yanowski, warehouse manager Ben Catalon and tool room employee Napoleon Velandia.
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The CDI Craftsman is published monthly by Commercial Drywall, Inc. for its employees and their families. Employees should send their news contributions to Larry Williams, Commercial Drywall, Inc., P. O. Box 10686, Houston, Texas 77018.
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San Antonio, Port AmmsiB
CDDers try Siaek at A group of 25 CDIers from San Antonio and Port Aransas tried their luck on an offshore fishing trip a couple of weeks ago, bringing in a total of 20 kingfish and one Spanish mackerel. Paint superintendent Tom Scott and foreman Mike Tinejaro together caught the biggest fish, a kingfish. The group went out about eight miles from the coast at Port Aransas. A barbecue on the beach followed the fishing. Meanwhile, drywall work at Cline’s Landing, two seven-story condominiums on the beach at Port Aransas, is about 75 percent complete, according to CDI San Antonio manager Roy Van Cleave. Foreman Paul Buck is heading up CDI’s drywall work for general contractor Spaw-Glass. The Cline's Landing project is the first job for the San Antonio paint group. Painting on the project, including vinyl and exterior concrete painting, has just started, and is running an average of 30 men. Supervisor Phillip Flores and foremen Pete Rodriguez and Clyde Pierce are handling this important job, which is made even more difficult by the fact that it is 150 miles away from the San Antonio offices. In addition, San Antonio craftsmen are busy as work continues at several job sites. ■
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Cline's
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INC. Drywall work on Cline's Landing, two seven story condominiums located on the beach at Port Aransas, is about 75 percent complete.
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headquarters
San Antonio and Port Aransas craftsmen show off their catch from an offshore fishing trip a couple of weeks ago. Altogether, the group caught 20 kingfish and one Spanish mackerel.
Framing has just begun on the Forum, a 16-story office building for general contractor Lyda. Foremen for that project are Pete Williams and R.D. Forbes. Framing has also just begun at Corporate Square, a 10-story office building for general contractor Bartlette Cocke. Bob Winder is the CDI foreman on that job.
Leasework and painting continues at the Galaxy building. Roger Filey is overseeing the lease work and Forrest Delao is heading up the paint operations. Leasework also continues at North Chase under foreman Donald Bucks. At the Courtyard shopping center in New Braunfels, painters are still busy under foreman Harold Radicke.
Austin activity ©enters ©m Iw© projects For the remainder of the summer, most of the activity at CDI Austin will focus on two major projects-the Sweco manufacturing plant and the American Bank Plaza. Foreman Johnny Kovar will oversee the work on the Sweco project, located in Cedar Park. When completed, the plant will house manufacturing operations for oil equipment. CDI will be acting as a general contractor on all the lease finish work at the American Bank Plaza, an 11 story office building adjacent to the American Bank Tower in downtown Austin. Foreman Jerry Brooks will supervise the work on that project, assisted by Mike Griesemer. Project coordinator Nick Sukup predicts that craftsmen will be on that job through March, 1983. Meanwhile, work on the Lockheed project, a manufacturing plant three 3
city blocks long, nears completion under the direction of foreman Jerry LaRoach, who took over when Johnny Kovar left to begin work on the Sweco project. Also nearing completion is the La Costa job, a five-story atrium office building. Foreman Jerry Welhelm oversees the work on that project. Work on the Gateway Office Park, a four-story office building in northwest Austin, continues under the direction of foreman Bob Fritz. The Austin Paint Group is nearing completion on two jobs—the Prucare Medical Center and the Hyde Park Baptist Church, under the supervision of paint foreman Emmett Perez. In addition, the Austin operation has added a new face to its staff-Jo Weston. As a secretary/bookkeeper, Jo will help coordinate the paperwork flow in the Austin office.
Mack Rushing
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Cabinet shop painter does at m “He has proven he can do it all," says cabinet shop manager Alan Frank about painter Mack Rushing. Mack joined the cabinet shop a little over a year ago, when the shop first began. He has also experienced the growing pains of the shop, working for a long time in a small, 10x12 room. Recently, the shop’s painting operations have moved into a 14 x 24 automotive paint spray booth, which features a large overhead fan to aid in the removal of paint fumes from the area. Another problem came in the form of dust, a product of the other cabinet shop operations. The dust problem has necessitated the installation of double filter doors in order to keep the dust away from the painting area.
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Cabinet shop painter Mack Rushing, foreground, and his wife, Amanda, a paint apprentice, pose with some of their work in the automotive paint booth.
Despite all the problems, Mack has been doing an outstanding job. “The painter can make or break a cabinet, as far as the finishes go,” says Alan. “And, I wouldn’t shy away from giving Mack any painting job.’’
experimenting lately, to make our products better,” he says. He and fellow cabinet shop employee Mike Pruzinsky work closely on the research and development of new products and new techniques.
Mack and his wife, Amanda, an apprentice, do all the painting for the cabinet shop. "Mack is a highly productive employee,” says Alan, noting that Mack and Amanda keep up with an average of about 20 cabinet shop carpenters.
Employ®® spotlight
“I like to do the best I can do,” says Mack. “I like to improve my work. It is important to get it right.” He has no qualms about meeting a new challenge. “Whatever they bring in, I’ll paint it,” he says. Mack has been with CDI four years, spending his first three years out in the field. “I like working in the cabinet shop. I like knowing where I am going to be working every day,” says Mack, who altogether has about 20 years experience as a painter. Originally from Louisiana, Mack grew up in a family of painters. “All my uncles and cousins were painters, so I guess it was just kind of natural that I became a painter, too,” he explains. Since he has been in the shop, Mack has been a vital part of the shop’s research and development. “We’ve been doing a lot of
Vicki
Mack and Amanda have two children —Bryan, 8 and David, 6. In his time away from work, Mack enjoys “tinkering with cars,” fishing and making improvements on his and Amanda’s Channelwood home.
dwards helps organize ODD billing d
As CDI has grown, so has its need for experienced professionals, especially in the accounting department. Vicki Edwards was one of the people hired to help meet the rapidly increasing demands placed on the accounting department. Vicki joined CDI four months ago coming from Harvey Construction, where she had three years of accounting experience in the construction industry. She has spent most of ^ that four imonths familiarizing ' herself with the CDI accounting procedures and organizational structure. She has been placed in charge of managing and coordinating CDI’s three billing departments and accounts receivable. In addition she monitors the activity of several ' specific accounts and performs traditional accounting functions some Most of Vicki’s time so far has been spent with the three billina departments—the drvwall hilling
by Melva Weg3emaynrme“Sry " 4
billing, handled by Tami Kirkpatrick, and the Paint Group and Interior Systems billing, handled by Bernadine Thomas. “Each billing department stands alone, so that they don't really know what the others are doing,” explains Vicki. Part of her efforts to narrow the communication gap between the three departments has included weekly meetings attended by herself, Melva, Tami and Bernadine. “We try to coordinate our work and learn from each other,” she says. “We are trying to standardize some of the procedures and methods as best we can.” One of Vicki’s major duties is to help employees with their problems and answer questions that come up. “CDI is a fabulous company to work 0 for—they are very concerned about their employees,” says Vicki. “It makes it easier to work with employees when you feel the company is doing right by them. I
Tommy Williamson
Qatju© plmn ©iioategy key t© supervisor award V
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Formulating a “game plan" for each new project, and working to see that plan carried out is how Tommy Williamson, supervisor of the month for June, gets things done. 'You can’t always stay right with any plan, because there are always unexpected problems and changes. But, if you do have a plan, everything works out a little better,” he explains. The June award is Tommy’s second. He received the supervisor of the month award in August, 1980 while working on the Greenspoint I and II projects. Right now, Tommy is heading up CDI's work at the Parkwest Tower, a 26-story office building on the city’s far west side. The entire job is running way ahead of schedule, and Tommy credits the efforts of general contractor W. S. Bellows’ supervisor Lloyd Blevins with keeping the job running smoothly. Tommy joined CDI in 1972, and altogether has more than 12 years experience in the interior construction
i ommy Wiliamson, supervisor of the month for June, lends one of his crew a hand at the Parkwest Tower project.
business. Some of the jobs he has handled for CDI as foreman are the Williamstown and Ashford VI office buildings. Tommy says he prefers complicated jobs, especially atriums.
epartments don’t feel like I have to encourage employees to follow policies that I don’t think are right.” Vicki grew up in Shreveport, Louisiana, and holds a B. S. in
accounting from Louisiana State University. She is also a certified public accountant. She and her husband, Glenn, have a 21-month-old daughter, Jennifer.
'Tommy always beats his budgets,” says coordinator Jesse Hajdik. “And, he does a good job of coordinating his work with the other crafts. Basically, he just knows his business.” Even though drywall work can sometimes get hectic, Tommy believes that keeping a cool head is the best way to solve problems. “I’ve always been under the impression that pressure is something you bring upon yourself,” he says. “If you keep the pressure off yourself, your work will go better.” Tommy has had basically the same crew for about two years, a factor which he claims contributes heavily to the success of his projects. “We have a good working relationship,” he says of his crew. “It makes things go a lot smoother.” Tommy and his lead foreman, Terry Taylor, have worked together on three projects. He says he also gets a lot of help and cooperation from Jesse, Mike Huegele in stocking and Dennis Yanowski, Patsy Whitehead and Linzy Bean in the tool room.
Accountant Vicki Edwards spends a lot of her time going over computer printouts concerning the various departments and accounts which she monitors.
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Tommy is actively involved in little league baseball in New Caney, which takes up a lot of his time away from work. He and his wife of 16 years, Patsy, have two childrenAngela, 14 and Thomas, 11.
Stanley e brown/architect/aia
Project of the month
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The Masonic Temple renovation and remodel, one of CDI’s most interesting jobs this year, has been named project of the month. The temple, located downtown, has been renovated and remodeled into a 6-story office building catering to clients in the oil and oil-related industries. “It was a very tough job,” says CDI coordinator Jesse Hajdik. “And, the fact that it was in an older building that had to first be renovated made it twice as tough.” CDI did the drywall work on the remodeling of the first two floors of the historic building, which will be occupied by a single tenant. “The job involved a lot of drops and some very intricate work,” says Gilbert Shelton, foreman on the job. “It was very tedious. There was nothing simple. What wasn't a drop was an archway.” Some of the features of the job which offered special challenges to Gilbert and his crew were a series of stairstep drops and tiers at the tops of columns on the second floor. According to Gilbert, the skill and patience of Andrew Howard, William Sadler, Jr. and apprentice Tim Matatall went a long way in making the most difficult parts of the job a success.
“It is as pretty a job as I’ve ever had the opportunity to build,” says Gilbert. “The architect was a genius. You can stand in the middle of the building and see every bit of his work. He didn’t cover up anything.” The architect, Stanley E. Brown of Denver, had just as much praise for Gilbert’s work on the job, as evidenced by the reproduction of a letter he sent to vice president Bruce Marek, which accompanies this story. Even though the men on the job had to improvise a lot in working with the tight plans, the biggest problem came in the form of 263,000 gallons of water. “We hung all the rock of the first floor on a Friday and went home. On Monday, we came back to four feet of water standing in the first floor,” explains Gilbert. “Of course, we had to re-do everything.” The flood, caused by a busted four-inch water main, put the CDI crew behind by about 10 days. Although the work itself was a challenge to the craftsmen’s skill, Gilbert says the job as a whole went fairly smoothly, thanks to the good working relationship between the crafts, the architect and the general contractor, Gierhart and Vaughn.
This shot of the interior of the Masonic Temple reveals the inticate drywall work which challenged the skill of every craftsman on the job. CDI will return to the temple soon, in order to do the drywall work on the top floor of the building.
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thank you for Gilbert, Since roly,
Stanley E. Brown Architect SEB/dm
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Above is the letter, written by architect Stanley E. Brown, commending the fine job done by Gilbert Shelton and his crew on the Masonic Temple.
Softball teams mate© playofffs Both CDI softball teams made it into the playoffs of the City of Houston Industrial Men’s competition. The North team placed second in its league, and played its way four games into the playoffs before losing 10-1, which eliminated the team from the competition. The South team also placed second in its league, but lost its first playoff game. The North team had won its first three playoff games 13-2, 16-5 and 9-2 before losing the fourth. “We had to play that last game on a pony league field,” explains Doug Hopson, team manager. “It has grass all in the infield, and we weren’t used to that. Our guys would hit the ball, it would hit the grass, and just stop.” In addition to Doug, members of the North team were Jim Rutledge . . . Matt Fields . . . Ron Gordon . . . Greg Garcia . . . Dan Eureste . . . Ernie Hernandez ... Ed Sommers . . . David Hernandez . . . Cliff Ross .. . Henry Freeman . . . Oscar Hayes and Lonnie Ray. _ The South team was managed by lorn McNichol, and its members included Brian McNichol . . . Tim McNichol . . . Steve Patterson . .. Tom Owens . . . Mark Ward . . . Gordon Castro . . . Richard Chavez . .. Calvin Ward . . . Jim Duckworth . . . Benny Charles and Bill Sherrill.
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CDS Systems - Dallas
iob , work ©n rtSners ©ortinues work on several projects continues at a hectic pace. A major project, the 40-story Continental National Bank buildina in Fort Worth, finished with a minimal punch list. To celebrate the successful completion of the job as well as the birth of his new baby boy, lease work foreman Rudy Rios has taken a short vacation. Core work on the 50-story Placid Oil buildinp in downtown' Dallas is almost complete. Lee Romaine is the superintendent for that job. Recently, Dennis Heating was named foreman to help lease work foreman Mike Ryder handle the fast-paced tenant schedule. At City Center II, work continues as craftsmen clean up and repair the damage caused by a tornado that ripped through the area about a month ago. David Thom is the superintendent for that project. Work continues on the core at the 49-story Arco building in downtown Dallas. Jerry Bacchus is heading up that project. At the 25-story Galleria Tower, craftsmen have begun work on the ceilings under foreman Wayne Strawser. Mark Brown is the foreman for the lease work. Jim Hanson has taken over as general foreman at the Galleria Mall under superintendent Bob Duran. The mall itself is 95 percent completed, and work has just started on the demising walls for the lease stores. To keep up with the heavy workload in Dallas, purchasing agent Roger Smith and warehouse manager Hank Zecca have been putting in 15 to 16 hours a day. Their hard work and dedication is appreciated by everyone at CDI. Recently, foreman Bobby Burgess was awarded a belt buckle. Bobby is foreman for the leasework and remodeling going on in about five o the buildings in the Park Central development for owner George Cox. In addition, the computer flooring operation keeps up a steady pace, as the Sun Gas project finishes up and the IBM project in Los Colinas continues, with about 80 .percent of one floor of the two-floor job completed.
CDI Systems-Dallas softball team brought home a third place trophy from the Carrollton league competition. Standing, I to r, are Randy Morrical, Charles Holcombe, Bobby Burgess, Mike Rider, Brad Hollowell, John English and Mike Boocher. Kneeling, I to r, are James Pierce, Burt Dunham, Tony Sota, Randy Gayford, Ken Lawson, Glen McBride and Dwight Douglas. Not shown are Lee Romine, Dick Schriver, Keith Hollowell and Arthur Villegas.
Laborers aid m worker’s r@s©y© Five CDI laborers were among those whose cool heads and quick thinking saved the life of Hector Morales Cruz, an employee of Westinghouse Elevator Company, when a cable holding his platform suspended at the 68th floor in the elevator shaft of the Allied Bank Plaza project broke at about 2 p.m. July 10. Labor foreman Ed McDonald and members of his crew Ed Jefferson, Ural Jefferson, Adam Moreno and Albert Satcherwhite helped pull Cruz
to safety after he fell 10 floors before becoming entangled in welding cables which stopped his fall. The welding cable wrapped around Cruz’s foot and hooked on the steel toe of his boot. Ed, his crew, and others working on the 58th floor then pulled Cruz to safety. Mathew C. Fulton, who had been working with Cruz on the platform, fell 18 floors before landing on a support beam. He was pronounced dead at the scene.
Tbir©® eraftemeim receive buckles Eric Hendrickson, Dennis Alford and Mark McKinney received brass belt buckles at the supervisors' breakfast July 13. Eric, a journeyman carpenter, is presently on the job at the Huntington condominium. Eric always does high quality work, says director of construction Hoagy Cannon. “He is a perfectionist, and consistently a budget beater. Dennis serving asRaza Dennis is presently P ^ * l|jed Bank unde^supervisor Daryl Hammons. He also served in the same capacity, under Daryl, at Three Allen Center. 7
"He cares a great deal about his people—personally and workrelated,” says Hoagy. "Dennis has a great deal of concern for his jobs and the conditions.” Mark, who has been with CDI for nearly four years, is a journeyman carpenter at the Lake on Post Oak. "Mark is really a good worker,” says coordinator Ted Hajdik. “We can always count on him to come through.” CDI congratulates these men on their outstanding job performance and appreciates their consistently high quality work and dedication.
CDI anticipates s©¥@raD job start-ups While Houston construction activity is experiencing a drastic downturn overall, CDI is anticipating the start up of several significant projects. For the most part, these jobs joined the company's back log before the high interest rates slowed the local economy. The most prestigious of the new jobs is the RepublicBank Center, located downtown. The 56-story building, designed by KendallHouston, features a Dutch Renaissance design. CDI will do the core and tenant work for general contractor Turner Construction. Gerald D. Hines is the developer. RepublicBank will occupy the first twelve floors of the striking building. Inside, the 12-story banking hall will feature an elaborate arched and domed sheetrock ceiling. In addition, CDI will provide back-up work for the roof on the banking hall. “That means we will be working on both sides of the roof for a change,” says estimator Mike Holland. CDI’s portion of the work on the building will begin in October. CDI craftsmen began work July 12 on the 41-story Marathon Oil Tower, located at San Felipe and Yorktown. Supervisor Ken Hyatt will oversee CDI’s work on that project, which includes the core work on the office tower and the drywall work for the adjacent 10-story parking garage. The top floor of the garage features an employee cafeteria, which will also include meeting and conference rooms. “It is a million dollar cafeteria
CDI Craftsman Commercial Drywall, Inc. 3539 Oak Forest Drive PO. Box 10686 Houston, Texas 77018
on our part,” says estimator Wayne Lueckemeyer. The last part of the month of August will see CDI workers on the job at 1415 Louisiana, a 44-story office building located on the fringes of downtown, at the corner of Bell and Louisiana. CDI will handle the core and tenant work on the project for general contractor W. S. Bellows. Drywall work on the 35-story Park Lane condominium, located in the Rice-Museum area, began in June. Developer for the condo is Tema Development, and the general contractor is Miner-Dederick. CDI should be on the project about one year. Vernon Lambert is supervising the work on the condo, which features a penthouse and a swimming pool on the roof. Work should begin within the next few weeks at the Westlake III, a 19-story office building. Westlake II is the latest development in the Westlake Limited office park project, located at Highway 6 and the Katy Freeway. CDI will do the core work for general contractor Harvey Construction. Two jobs for Hospital Equities are scheduled to start this year. Drywall work on the four-story Cy-Fair Hospital should begin around the middle of August. General contractor for the hospital is Manhattan Construction, it is the first hospital in the far northwest area. Another job for Hospital Equities, which should see CDI workers on the job in December, is the Sam
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A model of the RepublicBank Center shows off the building’s striking Dutch Renaissance design.
Houston Professional Building, a four-story project located in the Spring Branch area. As noted earlier, these jobs were bid before the present crunch, but were still taken with extremely tight budgets. As always, CDI is looking to its field operations for the productivity necessary to build within these budgets and allow us to develop our future backlog despite a competitive marketplace.
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BULK RATE U.S. POSTAGE
PAID HOUSTON, TEXAS PERMIT NO. 2840