Volume 14, Issue 1 January | February 2018
GDOT IS OPEN FOR BUSINESS Opportunities abound for contractors
GCAA 2018 MANAGEMENT WORKSHOP
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Georgia Contractor
January | February 2018
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Georgia Contractor
GEORGIA
CONTRACTOR
w w w. t h e g e o r g i a c o n t r a c t o r . c o m Editor-in-Chief: Roland Petersen-Frey Managing Editor: Daniel Simmons | (770) 521-8877 Art Director: Pamela Petersen-Frey | (770) 521-8877
The Georgia Contractor is published bi-monthly on a calendar year basis. It is a magazine designed around the construction industry associations and their members. It is supported by associations and their members. Executive, editorial, circulation, and advertising offices: 1154 Lower Birmingham Road, Canton, Georgia 30115 • Phone: (770) 521-8877 E-mail: rfrey@a4inc.com. Send address changes to your association and/or to A4 Inc. Opinions expressed by the authors are not necessarily those of any of the associations or publisher nor do they accept responsibility for errors of content or omissions and, as a matter of policy, neither do they endorse products or advertisements appearing herein. Parts of this magazine may be reproduced with the written consent of the publisher.
January | February 2018
On the Cover: 2018 GCAA Workshop. In February, the membership of the GCAA convenes for its annual Management Workshop at the Cobb Galleria in Atlanta, Georgia. This workshop is one the most well attended and successful trade shows in the country for our industry. The Management Workshop Committee works to provide attendees with a program built around themes such as safety, education, community relations or sustainability. Plant management and industry executives alike turned out en masse and provided vendors the opportunity to discuss new products and services. Year in and year out, the Management Workshop is given rave reviews by attendees and has even been dubbed a “mini ConAgg.” See more on page 26.v
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CONTENTS 8
GDOT is Open for Business
12 7 Methods to Put Management Pillars into Practice
18 Lessons Learned Post-tensioned Concrete
19 News 20 Aggregates in 2018
14 Can Locally Available Aggregates Provide Enough Friction?
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22 A PRIMAL Approach to Creating the Professional Life You Desire!
24 Keys to Find (and make the most of ) Your Professional Mentor
26 GCAA Annual Workshop & Exposition ~ An interview with Je Wansley, Executive Director, GCAA
27 GCAA Management Workshop ~ A Special Thanks to Our Sponsors Georgia Contractor
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GDOT Is Open For Business
By Russell R. McMurry, P.E.
Russell McMurry
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While the nation faces an on-going crisis in long-term federal funding for much-needed transportation investments, Georgia is indeed in an enviable position. Despite a lack of federal appropriations, Georgia’s Transportation Funding Act (TFA) of 2015 has enabled the state to advance over $500 million in projects. While the slow federal appropriations have limited the positive effects of the TFA, Georgia’s transportation system continues to benefit from the sustained funding it receives for routine road and bridge maintenance, as well as major infrastructure capital investments. Georgia Contractor
January | February 2018
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As a contractor in the state of Georgia, you are also in an enviable position. That’s because Georgia DOT has numerous opportunities for service providers—large and small—to participate in a variety of transportation-related projects. The primary focus for funds resulting from the TFA is to ensure a state of good repair for our roadways, roadsides, and bridges. This sustained funding enables districts to better plan preventative pavement treatments and rehabilitation—much of which is in contracting opportunities. In addition to pavement preservation, other routine maintenance activities like concrete repair, landscaping, vegetation removal, tree trimming, sound wall repair, pothole repair, striping, and bridge repair mean there is no lack of options when it comes to doing business with GDOT. In fact, during FY 2018, which ends June 30, 2018, GDOT anticipates issuing invitations to bid for $120.7 million worth of routine maintenance projects. Prior to passage of the TFA, Georgia DOT performed most routine maintenance with employees—and much was deferred due to lack of funds. In the last two years, we’ve partnered with the private sector to perform this work, and we will continue to do so. The I-85 North Widening from Hamilton Mill to SR 53, scheduled to break ground in 2018, is the first of 11 projects to start construction in our statewide $11 billion Major Mobility Investment Program (MMIP). These mega projects, planned to be under contract in less than a decade, provide significant opportunities for contractors and sub-contractors. There are other numerous capital construction projects with similar opportunities. For example, our freight network expansion is comprised of 45 non-interstate freight corridor projects, a $1.8 billion investment over the next 10 years, which we expect will deliver economic growth and help Georgia maintain its standing as the number 10
one state for business. Whether you are a construction or routine maintenance contractor, an engineering consultant, a vendor, or you provide specialty services, GDOT wants to do business with you. But you need to take the first step. To bid on or perform work for Georgia DOT, you must first get qualified as a Prequalified Contractor or registered as a Registered Subcontractor. Our Web site at www.dot.ga.gov has all the details including forms, documents, checklists and FAQs. And while the process is efficient and streamlined, you don’t need to go it alone. GDOT has services to assist you along the way.
DBE program levels the playing field for small business. Georgia DOT’s Disadvantaged Business Enterprise (DBE) program provides opportunities for firms certified as DBE for prime and subcontracting participation on federally funded GDOT projects. Outreach activity and supportive services assistance are available to DBE firms to help get them engaged in those projects. GDOT’s Small, Veteran, DBE (SVDBE) program was created by my directive in response to the state’s Transportation Funding Act. GDOT implemented this state-funded program to ensure that small businesses, veteran-
Georgia Contractor
owned firms and DBEs are provided a full and fair opportunity to participate in state-funded contracts, whether capital construction, routine maintenance, or rapid and quick response engagements. Our State Supported Funding Program (SSFP) Business Help Center demonstrates a tangible commitment to the state- funded program. The Business Help Center, located in Decatur, delivers free one-on-one assistance and supportive services designed to contribute to the growth and business sufficiency of certified DBEs, small businesses, and veteran-owned firms so they achieve proficiency in competing for contracts and subcontracts. The Help Center hosts events, project forums, and roundtables both at the Decatur location and at various locations around the state. These include contractor workshops with industry experts on best practices, the design-build (DB) process, and innovative ways GDOT partners with the private sector on small-scale projects by bundling assets and standardizing procurements. Recent roundtables featured a successful routine maintenance contractor who shared their experiences and provided insight into the process and structure for submitting a winning bid. The workshop activity is designed to offer practical advice and support to firms interested in becoming a GDOT vendor or enhancing opportunities for firms that are already doing business with us. January | February 2018
DBE participation is further provided for in our federally funded MMIP projects. DBE participation goals will
be attached to each of the 11 projects anticipated by our MMIP dollars. The goal considerations will include both design and construction activity throughout the life of the project. Supportive services are available to assist you with applying for DBE certification, getting registered as a qualified contractor for GDOT, navigating the routine maintenance application process, or learning more about the MMIP projects. Let us know what you need. We have a team here to help you. You can grow your business by helping Georgia DOT build a better Georgia. Take the first step. v
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7METH ODS
to Put Management Pillars into Practice By Jan Makela People management has drastically changed since earlier decades, where the corporation was king and people were just workers to serve operational efficiency. The operational model for today is mission, purpose, and sustainability. Today, teams and team leaders are kings. How can you improve your team or organizational bottom line? Here are seven proven methods that will help.
low you? There has to be something bigger than you that others can grasp and buy into. Why does your organization exist? It is not to make money that is a result. Workers today want to work for organizations that can show a purpose or cause. Google‘s mission, for example, is “to organize the world's information and make it universally accessible and useful.” Today Google dominates 75% of the U.S. online search market.
1. Vision and mission
2. Goals
In his book The 7 Habits of Highly Successful People, Stephen Covey wrote, “Start with the end in mind.” What is it that you want? What is in it for others to fol-
Everyone sets them in January. Whether it’s to lose weight or exceed your sales forecast, most people begin setting and evaluating their goals at the first of the year.
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Georgia Contractor
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And then what happens? The goals go in a drawer or hidden in an electronic file never to see the light of day until someone asks. So put your goals on display so that the team and you can see the goals on a daily basis. Why? Out of sight means out of mind. Keep your goals in front of the people in charge of accomplishing them and ask them about their progress on a routine basis—preferably on a weekly basis. Ask them how they are doing and what you can do to make the goals easier to accomplish. Watch what your team does.
3. Expectations Only 30% of employees know what is expected of them at work. Your goal is to get people to work and perform together. People will live up or down to the perception of your expectations of them. If they think you believe in their abilities and expect them to do well, they will. Remember, if people don’t know what you expect, don’t be surprised by what you get.
4. Feedback Feedback is craved by high performers and by all employees as well. Positive feedback grows and negative feedback stifles. Catch your employees or team members doing the job right and watch when they continue. They will do more of what generates positive feedback.
5. Treat everyone fairly but not equal The people you work with are all unique individuals, and although you need to treat each one fairly, that does not necessarily mean equally. They have different values, wants, backgrounds, skillsets, experience, and, most likely, are at different stages of their careers. One size fits nobody. Great managers play chess; average managers play checkers. In checkers all of the pieces move in January | February 2018
the same direction. In chess, all of the pieces move differently, and the key to success is knowing the differences between the pieces, how each piece moves and how to create a strategy that maximizes the moves for all of them. Another key piece of the puzzle is showing your team that you genuinely care about them. They need to know you have their interest at heart; people want to know that someone at work cares about them as a person.
6. Provide tools and resources to do quality work Most people don’t wake up in the morning and say to themselves, “I think I will go to work today and do a bad job.” Most people want to do quality work. Part of that is having the tools and resources to do a quality job. Ask your people what you can do to make their job easier. Reaffirm your commitment and caring to them. If they say, “I need a new widget maker,” get it. Provide them with the resources they need to succeed. If they say they don’t need anything, your response should be—“I guess I can expect quality work.” You want to take away any and all reasons people can conjure up for failure. You only leave a path to success.
7. Celebrate success What do organizations do when they accomplish a big thing? Well, they move on to the next ‘big’ thing. It is important to stop and celebrate with your teams. Allow people to share the memory of what has been accomplished. Simple things like handwritten notes are important too. Write notes to your people, yes the old fashioned hand-written notes, saying thank for what they did and how their contribution lead to the overall achievement of the group. They might even post them on the wall of their work space, on their desk, or possibly even on the
family refrigerator! The seven pillars can help separate your organization from the competition in your industry. If you are team leader, it can help you and your team standout within any organization. People who are working in organizations with purpose are much more likely to be promoters of their employers and managers. Not only do they come to work to do quality work, they are less likely to leave and go elsewhere for employment. v ABOUT THE AUTHOR:
Jan Makela is an executive coach, highly-sought after speaker, and best-selling author of Cracking the Code to Success and Be the Manager People Won’t Leave. Jan has a long and successful history of working with companies to ensure quality hiring and training practices. His specialty revolves around strength-based leadership development, with a particular focus on working with senior and midlevel executives, business owners, and professionals. For more information on Jan Makela, please visit www.StrengthBasedLeadership.net.
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igh friction surface treatments (HFST) provide enhanced pavement friction in critical safety locations such as horizontal curves and bridge decks. HFSTs are a thin layer of durable, high friction aggregate bonded to an existing pavement surface using a liquid polymer resin binder. The resulting surface is extremely rough and polish-resistant, providing long-lasting skid resistance in locations where tire-pavement friction is paramount. Calcined bauxite is the only aggregate that currently meets the friction performance requirements for HFSTs per AASHTO specification PP 79-14 Standard Practice for High Friction Surface Treatment for Asphalt and Concrete Pavements. Since calcined bauxite must be imported from overseas, it is costly. Some states, including Michigan, also have specifications for thin polymer-bonded overlays, which have been used as bridge deck treatments for many years and often allow the use of less-expensive, regionally available friction aggregate. In this article, the term HFST will be used broadly to include any thin bonded surface treatment that increases the friction capability of a pavement surface. Michigan DOT recently sponsored an evaluation of 11 friction aggregates, detailed in NCAT Report 17-01, using NCAT’s Three Wheel Polishing Device (TWPD). This laboratory method applies uniformly controlled conditioning (polishing) in the TWPD followed by testing with the dynamic friction tester (DFT) and the circular texture meter (CTM). This procedure allows engineers to make relative comparisons of friction aggregate performance while agencies retain the responsibility to determine an acceptable friction threshold value.
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In addition to calcined bauxite, the study included a basalt and copper slag from Wisconsin, flint from Oklahoma, three varieties of calcined kaolin from Georgia, three varieties of quartz (from Ohio, Washington, and Maryland), and feldspar mineral from Wyoming. Two replicate HFST surfaces were made for each aggregate. The surface of each 20x20-inch asphalt test slab was covered with an epoxy bonding agent (E-BOND 526) at a rate of 0.04 gal/sq ft, and the aggregate was spread by hand over the epoxy. After curing for 24 hours, the surface was swept, rubbed with a wooden board to remove loosely bound aggregate, and swept again. The two replicate slabs for each aggregate were conditioned using the TWPD units. The TWPD operates at a speed of 60 rpm, uniformly polishing a circular path 284 mm in diameter on each test surface. All three pneumatic tires on the TWPD that performed the polishing were replaced for each slab tested. Previous studies have shown that terminal surface friction is reached between 80,000 and 100,000 cycles, but this study extended testing to a total of 140,000 (140K) cycles in order to better distinguish between higher performing aggregates. Each slab was tested using the CTM (according to ASTM E 2157) and DFT (according to ASTM E 1911). The CTM measures surface macrotexture in terms of mean texture depth (MTD). The DFT measures surface friction as a function of speed (20, 40, and 60 km/h for this study). The result is a dimensionless value known as the friction number (Fn). In this study, 40 km/h produced the most repeatable results, so the friction values are expressed as DFT(40). Higher values indicate
Can locally available aggregates provide enough friction?
Georgia Contractor
By Courtney Jones and Mike Heitzman | Reprinted from Alphalt Technology News
January | February 2018
better friction properties. The testing sequence involved initial CTM and DFT measurements on each slab followed by TWPD conditioning for 70K cycles. After drying overnight, each slab was tested again using the CTM and DFT. Additional TWPD conditioning of 70K cycles was performed, and final CTM and DFT measurements were taken after the slabs dried overnight. The difference between DFT measurements for replicate slabs was evaluated for similarity. The average difference in DFT(40) for replicate slabs was 0.034. Only three differences were greater than two standard deviations from the mean (0.08), and they represent initial DFT measurements not critical to the analysis. More than 60% of the differences in DFT(40) between replicates were less than 0.040, which is similar to the results of an earlier study (NCAT Report 15-04). The CTM data were very repeatable, so no quality control evaluation was needed. Figure 1 shows the DFT friction values measured at 40 km/h (DFT(40)) for each aggregate tested. The legend ranks the aggregates from highest to lowest DFT(40) values after 140K TWPD polishing cycles. Calcined bauxite maintained higher friction performance than the other aggregates tested. All three calcined kaolin products (47 – 4x20, 60 – 4x20, and 70 – 4x20), as well as the OK flint, had similar high performance compared to the remainder of the other aggregates. The WA quartz (Armor Stone) continued to polish between 70K and 140K cycles, so its terminal friction placed it in a middle performance category along with the WI copper slag and WY feldspar (Traction Control). The WI basalt had the lowest initial 15
Figure 1 Comparison of Laboratory Friction Performance
DFT(40) value but showed good polish resistance with minimal friction loss after 140K polishing cycles. The quartz aggregates from Ohio
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(Best Sand) and Maryland (EP5 MOD) exhibited the lowest friction performance. Figure 2 shows the CTM macro-
texture measurements for each aggregate tested. After 140K TWPD cycles, all MTD measurements were in the in range of 1.2 to 1.8 mm, which is typical for HFSTs after conditioning. By comparison, terminal macrotexture values are typically less than 1.2 mm for porous asphalt mixes and less than 0.60 mm for dense-graded asphalt mixes. As noted in previous HFST studies, measured friction and surface macrotexture had no correlation. A previous FHWA-sponsored study comparing laboratory TWPD conditioning and test sections at the NCAT Test Track showed that laboratory DFT terminal friction values are higher than ďŹ eld terminal friction
Georgia Contractor
Figure 2 Comparison of Laboratory Surface Texture Performance
values measured using a lockedwheel skid trailer, ASTM E 274. Based on the correlation developed in that study (NCAT Report 15-04), the calcined kaolin products and flint would be expected to have a terminal friction value of approximately 40 (SN40R) using a skid trailer. For the eleven aggregates selected by Michigan DOT, measured DFT(40) values ranged from 0.40 to 0.80. This wide range indicates substantial differences in friction performance among the various aggregates. It is the governing agency’s responsibility to set acceptable thresholds for friction aggregate performance. Depending on sitespecific factors, regionally available friction aggregate may be appropriate for some applications. The success of locally placed sections, measured in terms of crash reduction, is one approach to developing acceptable friction thresholds. HFSTs do not extend pavement life and should not be applied to existing pavements in poor condition. Further, conventional pavement preservation techniques do not provide the same level of friction as HFSTs. Ongoing work at the NCAT Test Track is evaluating higher friction preservation treatments using calcined bauxite as an aggregate. Section W7A, placed in 2015, has a 0.25-inch microsurface treatment with 50% bauxite. Section W3, a 0.75-inch thinlay stone matrix asphalt (SMA) with bauxite and granJanuary | February 2018
ite, was placed in the spring of 2017. W7A has a friction value of 55 (SN40R) after eight million equivalent single axle loads (ESALs) of traffic. By comparison, the HFST with bauxite (section W8B) has a friction value of 60 after 20 million ESALs. Although W7A has lower friction than the bauxite HFST, it is still very good. Further trafficking will determine whether the bauxite microsurfacing continues to main-
tain good friction over time. W3 only had three million ESALs applied at the time of these friction measurements. Initially, friction was lower at 44 (SN40R) due to the asphalt surface film. This film has been worn off by traffic, and the friction values are currently comparable to W7A. CTM macrotexture measurements are very good (near 1.00 mm) for the bauxite HFST (W8B). W7A has good macrotexture (0.75 mm), but W3 is less than 0.40 mm. Although W7A and W3 have similar friction at this time, bauxite microsurfacing (W7A) may be a better safety surface based on its higher macrotexture, which reduces hydroplaning potential. With crash reduction in mind, researchers continue to evaluate surface friction performance to better understand what levels of macrotexture and friction are sufficient to provide safe pavement surfaces. v
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Construction Engineering Services
Observations & Lessons from the School of Experience Post-tensioned Concrete
The use of post-tensioned concrete in building and slab-ongrade construction is popular in many areas. Project team members should be familiar with the advantages and disadvantages of this construction technique, as well as some unique considerations. Post-tensioning is an alternative method for reinforcing concrete structures. Concrete is strong in compression but weak in tension. Normally, concrete is cast with mild steel (reinforcing bars) to strengthen the side of the member that goes into tension. In post-tensioned concrete, steel cables (or tendons) are cast into a structural concrete member and stretched after the concrete has gained a specified strength. By pulling the tendons and ‘locking off’ the cables after they are stretched, the member is placed in compression. Once in service, as the member is loaded, the ‘pre-compression’ of the concrete is relieved instead of the concrete going into tension and cracking. Post-tensioning can reduce the cross sectional area of the member, reducing costs, and can also be used to increase the span, reduce or prevent ‘sagging’ and reduce or prevent cracking. Post-tensioned concrete is sometimes used in concrete slabs-on-grade to reduce cracking, and also used in foundation mats to reduce thickness. If post-tensioned concrete is such a great product, why don’t we use it all the time? Good question. There 18
are a few drawbacks to post-tensioned concrete. First, it is harder to design and more difficult to construct. The cables need to be very accurately placed and protected. Also, a nicked or broken cable sheath can let concrete in, preventing the full cable from being stressed. Post-tensioned steel is also more susceptible to damage from salt ions. Cutting penetrations through members after concrete placement risk hitting and de-tensioning one or more cables. High redesign and construction costs are often incurred to remediate the loss of even one cable, along with construction delays. Finally, the post-tensioning process is more dangerous. In most building construction, cable or tendons are stretched using 33,000 pounds of force. There are several key suggestions for the successful completion of a post-tensioned project: 1.
A pre-construction meeting with all parties involved with post-tensioning activities should be held. This meeting will help resolve responsibility issues and ensure that everyone is playing off the same page. If everyone understands their responsibilities and duties, the project will run smoother.
2. A thorough review of plans by all trades prior to construction helps avoid conflict. The general contractor takes the lead here. Utility and other penetrations are often planned in the post-tensioned
members, but the locations of the cables are critical to the structure. Utilities should be planned around the cables, not cables planned around the utilities. 3. During concreting operations, the contractor must take extra care to assure that tendons remain in place, and ensure proper consolidation and coverage of concrete around the cables. 4. Building codes typically require stressing operations be observed by an independent testing agency. The contractor stressing the cables must use calibrated equipment, and the structural engineer should be informed of the results. Local jurisdictions may have additional requirements with respect to the stripping of form work from post-tensioned concrete. It is important to know the local requirements to achieve trouble-free concrete placement. As always, early planning and coordination among the members of the construction team is a good investment and it pays real dividends. We hope this “Lessons Learned” will be helpful to you in planning for and building your next project.
© 2016 ECS Corporate Services, LLC. Georgia Contractor
Scott Clark of R.W. Allen, LLC Elected President of AGC Georgia Scott Clark, president and CEO of R.W. Allen, LLC of Augusta, Georgia, has been installed as president of the Associated General Contractors of Georgia. Clark, a veteran of AGC Georgia, took office along with new officers and members of the organization’s board of directors during the association’s recent Annual Convention. “I’m honored to serve as president of AGC Georgia,” said Clark, who most recently served as vice president of the board. “Our association is a trusted partner to commercial contractors that provides invaluable resources and services. Along with my fellow executive officers and board members, I am committed to building upon our association’s legacy.” Joining Clark as officers on the board are Kevin Kuntz of McCarthy Building Companies, Inc. in Atlanta as vice president, Brian Daniel of Carroll Daniel Construction Company of Gainesville as secretary, and David Moody, Jr. of C. D. Moody Construction Co., Inc. of Lithonia as treasurer. While speaking with attendees at the annual convention’s closing dinner, Clark said he welcomed the membership’s support as he continues the association’s conversation on diversity and inclusion within the construction industry. He also challenged fellow members to expand their involvement in all aspects of workforce development. Clark strongly believes he and other longtime AGC champions have a duty to involve the younger members of their respective firms and offer them the opportunity to grow as industry leaders within the association.
January | February 2018
After graduating in 1985 from Auburn University, he joined R. W. Allen as a project engineer. He has held a myriad of positions over the years and became President of the firm in 2008. Scott’s many years of experience as senior project manager have provided him with the expertise and knowledge necessary to effectively manage any project. His commitment to his work, dedication to his clients and passion for achieving team goals have resulted in numerous successes for the firm. v
Randy Hall president and CEO of Batson-Cook Company and 2016-17 president of AGC Georgia, presented Scott Clark, president and CEO of R.W. Allen, LLC, with the ceremonial President’s Gavel after announcing him as the 2017-2018 AGC Georgia President during the association’s recent Annual Convention in Ponte Vedra, FL.
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Aggregates in 2018 By Michael W. Johnson | president and CEO | National Stone, Sand & Gravel Association
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Together, we can—and will —accomplish great things together.
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There is no question that our industry will face both opportunities and challenges in 2018, but this year is looking rock solid for stone, sand, and gravel producers and NSSGA. Personally, I am looking forward to the first opportunity we’ll have to come together as an industry at NSSGA’s 2018 Annual Convention and AGG1 Academy & Expo in Houston, March 4-7. The city is open for business following the flooding from last year’s hurricane season. We did a thorough survey of the convention spaces, meeting rooms, and hotels, and everything is ready for our biggest convention and trade show ever! Georgia Contractor
It is the ideal place to gather and discuss the issues that are important to our businesses, learn about the advocacy efforts that NSSGA is pursuing with the support of members, renew old friendships, and make new connections. We will hear from speakers who will expand your professional portfolio and give us the tools we need in order to make gains in the context of the economic trends that we face. Our keynote speakers will include U.S. Navy Captain Michael Abrashoff, who led the turnaround of the worst ship in the Navy fleet, and Theresa Payton, the star of the CBS show Hunted whose background in cyber-security will show everyone how to keep their company’s data safe and secure. Our convention will be co-located with both the Portland Cement Association and the National Ready Mixed Concrete Association, as NSSGA endeavors to bring together our larger professional family to make the decisions that will ultimately shape the future of our industry. As we did in Nashville, Tenn., in 2016, we welcome everyone to another Country Concert Night. This year will feature country legends Sawyer Brown and Little Texas with their hit: God Bless Texas. They say that everything is bigger in Texas, and our AGG1 Academy & Expo is no exception. The sold-out show floor, co-located with the World of Asphalt, will bring the leading manufacturers and suppliers to one place, ready to discuss performance capabilities that reduce downtime, and boost companies’ bottom lines. There are 56 education sessions planned over the three days of the show, covering a wide range of aggregates-focused topics in four topic tracks. For the January | February 2018
first time, NSSGA will also offer a series of progressively more advanced operational topics. Advocacy remains Job No. 1 at NSSGA and its going to be a busy year. It’s an election year, which presents its own challenges and opportunities. Our primary legislative goal is securing a long-term and sustainably funded surface transportation investment. Transportation Secretary Elaine Chao has said that an infrastructure bill is still on the administration’s priority list, following efforts to reform health care and the tax code in 2017. President Trump has promoted temporary funding fixes such as privatization and requiring municipalities to sell their assets, such as airports and stadiums, to fund road projects. It will take a massive concerted effort to move the needle on an immediate and long-term solution to fix our nation’s highways, ports, and
airports, and NSSGA is ready to team with general construction contractors, transportation and trucking associations, and highway users to get the job done. A new administrator at the Mine Safety and Health Administration (MSHA) is expected to improve upon the regulations that impact the industry. NSSGA opened discussions with David Zatezalo and his team to push for a culture of encouraging compliance versus the punitive enforcement environment of the last administration. This has wide-ranging implications for both large and small operations. Reopening the Small Mines office, for example, will go a long way to help thousands of small operations receive guidance on compliance from MSHA and help quarries proactively manage for safety. There are a whole host of regulatory issues that remain high priorities for NSSGA, ranging from the ongoing effort to withdraw and rewrite the EPA’s Waters of the U.S. (WOTUS) Rule to minerals definitions and silica exposure. Last year, hundreds of people from operations in every corner of our country came to Washington, D.C., to make sure that Congress and regulators understand our issues and industry. Our inaugural Legislative & Policy Forum/Fall Board Meeting was a success, and we look forward to seeing more of our members in the nation’s capital at our second annual event in September. NSSGA makes it easy for anyone in our industry to get involved and engage your elected officials. Together we can—and will—accomplish great things together.
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A PRIMAL Approach to Creating the Professional Life You Desire!
Are you completely satisfied in your career or work? Whether you are just starting your career, or are more seasoned in your position, it can sometimes become a challenge to stay motivated, engaged, and happy all the time. It is likely you devote a tremendous amount of time in your chosen field, so how can you enjoy it more and make it truly extraordinary?
You can improve in this area by clarifying and focusing on your primal needs. While some consider primal as specific to stages of early man or evolutionary development, the Latin origins of primal (primus) is defined as essential, fundamental, and of most importance. So, what is most important for you as you seek to improve your work and life? In researching top performers across industries, there are certain approaches and mindsets that separate the vast majority of people from those that reach the goals they desire. All activities are not equal. A PRIMAL 22
approach for you in this context is about laser-like focus on what is most important or fundamental to your future success. There are six key elements essential in this process, and they form the acronym as follows: 1. Purpose and Passion: Everyone has something that drives them to do what they do, and activities that help them connect to their natural talents. The challenge is figuring out what that is for you and then using it daily in your work. Maybe you’re thinking there is no way I can find passion in my current work. If this is the case, you may not be leveraging your unique talents and strengths in your current role. You may not even be aware of what your unique talents and strengths are. Top performers consistently tap into what they love to do. They then dive deeper by focusing on the activities and areas where they have strengths. There are many
great assessments to help you understand these strengths. The key is selfdiscovery first, so you can then look for activities and projects in your current profession where you can exercise these talents so they become even stronger. You will also find yourself enjoying work more because it is more rewarding to work in areas you love and have natural ability. 2. Relationships: Once you have refined the areas in which you naturally excel, the next step is to identify the professional relationships where you will focus and seek improvement. Nobody is successful alone. Study the top performers in your field. What do they do differently? With how many of them do you have close and deep relationships? Who are those people for you? If you want to improve, you can dramatically accelerate your learning curve and improve your results by learning from those who have already achieved what you want to Georgia Contractor
achieve. Invest the time to seek out a mentor who can help you, and be willing to give first. The relationships you establish and deepen in your professional roles will positively impact everything you do. 3. Intention and Attention to the most important areas of your work: Not all relationships are equal, and not all activities are equal. The most satisfied top performers say “no” to the good so they can say “yes” to the great. They do this by understanding what key actions drive most of their results. The 80/20 Pareto principle applies to your work most of the time. If you look at your deliverables, you will likely see that 20% of what you do drives 80% of your overall results. How do you do more of the activities driving the majority of your results? Effective goal setting processes can help you prioritize those things first, so you can increase your focus and execution in the areas that matter most. This will help prevent that sickening feeling at the end of the week, when you reflect and ask, “I was so
busy this week, but what did I really achieve?” Focusing on the activities that will yield the greatest return on your investment is critical to improving performance. 4. Measure: Once you establish your goals, you have to keep them in front of you at all times. This is often where people struggle with effective goal achievement. You effectively craft your goals, but then put them away. In order to win, you must keep score. Having clearly defined goals and measuring your progress will keep you on the path to success and ensure you schedule those things first. Best practices in this area include building a scoreboard for your most important activities and projects, and keeping them visible in your workspace. Gamifying this process helps you stay competitive with yourself and also helps others hold you accountable as you track your progress. 5. Attitude and Perseverance: Everyone fails and has set backs at some point. What do the most successful people do differently, and how can you emulate their resilience in your own life? Establishing and maintaining a positive ‘can-do’ attitude, in spite of your challenges is foundational to helping you be successful. This is much deeper than simply not whining or complaining when things get tough. This is the ability to rewire your brain to approach problems and challenges with “What is the opportunity in this situation?” rather than fixating on the negative issues. 6. Legacy and Your Work: There is tremendous value to be gained from considering how you want to be remembered by your colleagues and the impact you want to have aligned with your purpose and your work. How will you give back and help others? Reflecting on your desired legacy
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will help you to identify the seeds you must plant today. Fast forward to your retirement celebration and think of all the things you want people to say about you. What was your impact and what will carry on in your work and contributions moving forward? The key to success lies in formalizing and actively implementing your action plan in each of the six areas. Best of luck in pursuing your best days and your best work as you apply this PRIMAL approach! v
ABOUT THE AUTHOR:
Curt Redden is a speaker, talentdevelopment expert, and co-author of Going PRIMAL, A Layered Approach to Creating the Life You Desire. Curt has spent more than twenty-five years working to support and encourage employees as they strive for success. He currently is the head of global talent development for a Fortune 50 company. He is also certified by the Association for Talent Development as a master trainer and performance-improvement consultant. For more information on Curt Redden, please visit: www.primalsuccess.com.
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Keys to Find (And Make the Most of) Your Professional Mentor Discover Your Mentors: Not Every Mentor is Obvious By Lei Wang As a working professional, you have probably heard many stories of how other people credited their success to their mentors. Working with a mentor can truly pave the way to success in one’s career, but oftentimes creating— and maintaining—the mentor-mentee relationship can be challenging. Maybe your company does not offer a formal mentorship program, or maybe you simply feel that you’re not receiving much value out of your current mentor.
The key to crafting a successful relationship with a professional mentor is to look outside the box and identify individuals who can offer the best professional guidance. Discover Your Mentors: Not Every Mentor is Obvious
A mentor is someone who watches out for you and gives you advice. Unlike a “forced” relationship between a boss and subordinates, or a contract relationship between a coach or a teacher and students, the relationship between a mentor and a mentee is often informal. Often, they don’t wear a hat titled “Mentor”, and they may not be older than you or senior in professional ranking. You may not even realize someone is playing a mentor role in your life or career until much later. There’s a tendency to determine the value of advice based on who it came from. When you receive guidance from someone that you regard as your superior—someone with an impressive title—you’re more likely give their advice more weight and take it more seriously. But sometimes, the most insightful advice may come from someone among your peers, an outsider, or even some24
one you considered less knowledgeable than you. Sometimes the most innovative idea may come from a novice in the field. For a senior manager, you may find the best perspectives come from your subordinates or people of the lowest rank in your business. Have you noticed mentors in your life or in your career? Do not dismiss too easily advice from someone about whom you thought, “What does he know about this?” Keep an open mind and a humble attitude; your best mentors could be anywhere. Asking for Help Is a Sign of Strength, Not Weakness
Now that you know how to discover your mentors, you need to learn when to seek their help. Your passion may be in starting your own business, or adding value to your existing professional position. With an abundance of easily accessible information online or in books, you can often get started on your own. There is tremendous value in selfteaching, learning through practice, and learning through mistakes. Those are important skills that can carry you far and keep you growing for the long run. But it is important to recognize when to seek out help. Some skills can only be accumulated over time, but some are a matter of knowledge and experience. There is no need to reinvent every wheel. Human progress is made on the foundation laid by previous generations. You reach further by standing at a higher ground to start with, so it is important to recognize when to ask for help. Asking for help where it matters is a sign of strength, instead of weakness.
Getting the right help at a certain point could make a difference between years of detours and missing the best opportunity, and gaining fast momentum early so you’re at the right place at the right time. How to Get the Most Out of a Mentoring Relationship
Since mentors are not “obligated” to you like in relationships bonded by monetary contracts or enforced by professional hierarchies, you have to work extremely hard and be driven and passionate so as to attract their attention and to deserve their time and effort. The reward for the mentor is not money or promotions at work\, but seeing the result—seeing they can make a difference in your progress. To get the best out of a mentoring or coaching relationship, you first need to know how to listen to advice. Like in any communication, effective listening requires you to give up any prejudgment of what you hear. The most damaging prejudgment is not about deciding if the advice is right or wrong, or whether or not to take the advice, but telling yourself, “I know this already.” When you think “I know this already,” you quickly determine that this advice, though valid, is of no new value, therefore quickly brush it aside and take no action. Often, when great advice motivates you to take the right action and it yields the right result, it is not because it is new advice; you may have heard it many times before. Following that advice worked only when it clicked with you, when you really listened, were more caGeorgia Contractor
pable of understanding the advice, and you thought, “Why didn’t I take action earlier?” The best advice is not the new suggestion, but the suggestion you listen to and take action on. Listen to every piece of familiar advice like it is new advice. Instead of thinking “I know,” ask yourself, “Have I mastered it? Have I seen the result?” If the answer is no, make a plan and take action. Become Your Own Mentor Shortening your learning path is normally the reason to seek out a mentor in the first place. The most important role a mentor plays is in motivating you to reach higher goals—goals that you might have thought impossible when you first sought help from your mentor. It is also important not to rely on professional help as a crutch forever. The goal of seeking professional
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help is to shorten your learning path, to become independent and competent faster. When you are on the real battlefield, no one can do your work for you; you have to do it for yourself. You cannot go far if you have to rely solely on external motivation. Ultimately, you have to learn to be your own motivator. Seeking help and finding mentors is an important strategy for getting where you want to go in your career. Learning to listen to advice and keeping an open mind to recognize those around you who can serve the role of mentor will broaden the opportunities you have for learning. While self-teaching is an important practice and can go a long way to helping you learn basic skills, coaches will know what you need, even what you do not. v
ABOUT THE AUTHOR:
Lei Wang is an internationally-recognized adventurer, motivational speaker and author of After the Summit: New Rules for Reaching Your Peak Potential in Your Career and Life. The first Asian woman to complete Explorers Grand Slam (climb the highest peak on each continent and ski to both poles), Lei channels her experiences to convey a message of perseverance and steadfast determination that her audiences can use at work or at home. For more information about Lei Wang, please visit www.JourneyWithLei.com.
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GCAA Annual Workshop & Exposition An interview with Jeff Wansley, Executive Director, GCAA This year’s GCAA Workshop and Exposition in February is guided by its main theme which is Road Map to Success. It will be another excellent meeting and we have requested Jeff Wansley to sit down with us and discuss some of his thoughts on the industry and on the plans and actions for the association. TGC: From every indication 2017 has been a good year for Aggregate Industry in Georgia. With GDOT being fully engaged in highway and bridge construction and having the funds to achieve new goals, 2018 might be another good year. Do you mind commenting on the 2018 expectations for your members? JW. Yes 2017 was a good year for our industry, and we have every reason to believe that 2018 will be as good or better. Our close cooperation with the key contractors associations and the GDOT, as well as the Georgia Transportation Alliance, allows us to monitor demand carefully. We do not expect any special peak in demand but rather a steady and reliable growth for our industry.
seems to be doing very well and consolidation might create opportunities for new producers to enter the business?
changes in the permitting process, but we do not see any major changes in 2018. The key to our cooperation is an openness to discussion on matters important to both parties. TGC: The industry seems to continue to consolidate. Do you anticipate further consolidations in the industry? And what will be the impact on our industry here in Georgia?
TGC: One of the important issues is the environment. Much has been done and rules have been set, improvements are, of course, always possible, but are those more driven by research and development or by political pressures?
JW. While consolidation in our industry continues, it does not reflect on the number of quarries in operation. Vulcan is slated to acquire AggregatesUSA and Martin Marietta is moving to acquire Bluegrass Materials. Those are strategic acquisitions for each company. The output of aggregates here in Georgia will increase with the steady demand already noted.
JW. GCAA has an excellent relationship with the EPD and we find that the cooperation between our industry partners and the agency is very open. There have been some
TGC: As in other industries, most of the members of NSSGA are smaller aggregate producers. Do you see new companies entering the business, now that the industry
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JW. It is doubtful that new companies would enter the business for a number of reasons. The permitting process is not easy, the environmental concerns need to be taken care of, and this is not a low cost entry. If the current demand would exceed the supply, then there might be new opportunities for new entries, but I do not see this today. Supply and demand are well matched. TGC: Do you mind commenting on the political front? JW. The Tax Reform Bill has been passed. It will lower taxes for individuals and businesses with the business taxes going from 35% to 21%. On the infrastructure funding, the Senate Budget Committee suggested cuts to the USDOT’s budget and restricting the Highway Trust Fund to the actual receipts. This could result in a cut in our own current highway and transit funding levels. GCAA will work with NSSGA to advocate to the Georgia Congressional delegation on keeping the current funding levels. A solution to the current Highway Trust Fund shortfall needs to be found. All of this suggests that the aggregate business with continue its strong growth in 2018.
Georgia Contractor
Management Workshop In February, the membership of the GCAA convenes for its annual Management Workshop at the Cobb Galleria in Atlanta, Georgia. This workshop is one the most well attended and successful trade shows in the country for our industry. The Management Workshop Committee works to provide attendees with a program built around themes such as safety, education, community relations or sustainability. Plant management and industry executives alike turned out en masse and provided vendors the opportunity to discuss new products and services. Year in and year out, the Management Workshop is given rave reviews by attendees and has even been dubbed a “mini ConAgg.” Please contact Linda Moore lindamoore@gcaa.org in the GCAA office if you have any questions. Phone: 678-473-0012 We look forward to seeing you in February at the 2018 GCAA Management Workshop. 2018 February 27 & 28 | Cobb Galleria, Atlanta, GA The theme for the 2018 Management Workshop is ‘Road Map to Success’
A Special Thanks to Our Sponsors
FEMCO #44 Haver + Boecker #29 Loadright #33 METSO #69 Minet Lacing #21 & 22 Phoenix Crane #26 Polydeck #49 Reichdrill #42 SAIIA #41 Sauls #9 TEC #40 Weir #10
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FEMCO Offers Complete Crusher Repair, Machine, Welding, Fabrication, and Field Services Available 24/7
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Lathes, Drill Presses, Milling Machines, Keyseaters, Horizontal & Vertical Boring Machines Servicing the Aggregate, Mining, Construction & Recycling Industries Complete Machine, Welding, and Fabrication Services, including Field Services (Line Boring, Welding, Teardowns, Assembly, and UTI Stress Relieve System). Repairs to most machinery and equipment, including: Balers, Shredders, Screens, Conveyors, Processing, Sorting & Extrusion Equipment, Punch & Printing Presses, Recycling & Crushing Equipment, Water Treatment & Material Waste Equipment. Authorized Repair Facility – KPI-JCI
770.447.9545 | FemcoMachine.com
Haver & Boecker USA is a leading manufacturer of diversified BOOTH solutions. We supply innovative technologies with different de29 grees of automation for individual applications and requirements for a variety of products. For processing, we are able to supply material screening, washing, and pelletizing solutions. Our solutions always assure consistent high-quality, weight accuracy, required output rates, environment-friendly operation, and user-friendly maintenance.
HAVER & BOECKER USA | 1-888-96-HAVER | Info@haverusa.com | www.haverusa.com
K&R Weigh Systems, proud member of GCAA for 15+ years is YOUR Loadrite distributor. Most of the members are our customers and we want to say THANK BOOTH YOU!! We truly appreciate your partnership. Having been your Loadrite dis33 tributor for almost 25 years, we’ve seen the evolution of basic on-board weighing for wheel loaders to the latest technology, including real-time reporting of what your assets are really doing. Now with a full line of measurement tools: • Wheel Loader Scales • Conveyor Scales • Excavator Scales • Haul Truck Monitoring Systems (not scales) • Web Reporting Solutions based on Six Sigma, and Lean Manufacturing principles. Contact us today for an on-site consultation. In addition to weighing, K&R also has a Rolling Equipment Safety Division featuring the Brigade line, including 360 degree zero blind spot camera system, radar detection systems that proactively warn the operator of something in the danger zone, white-noise back-up alarms, and back-up cameras.
800.910.2885 | www.KnRGroup.com | Vikki.B@KnRGroup.com | Call/Text: 704.774.9204 28
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Metso is the leading global provider of equipment, solutions, BOOTH and services to the mining and construction industries. Metso's expert69 ise is based on over a century of experience, and today's industry-leading solutions embrace the latest technology and an extensive services offering. Our know-how covers everything from individual machines—such as crushers, grinding mills, conveyors, and components—to complete systems and turnkey installations, and is complemented by a comprehensive range of installation and commissioning services, operational support, and training, together with wear parts and maintenance. Metso's offering within Mining and Construction combines an extensive portfolio of brands, including such renowned names as Nordberg, Lokotrack, Barmac, Trellex, Skega, and Svedala. Our offering is based on ensuring that our customers benefit from better end product quality, higher throughput, enhanced availability, lower operating costs, and high standards of safety and sustainability.
www.metso.com
E-mail: minerals.nam@metso.com
MLT has been supplying mining, aggregate and BOOTH construction operations with the right-sized solution 21&22 since 1945. MLT offers a wide range of products to suit any conveyor belt, from light-duty to heavy-duty belts which use our flagship products Super-Screw and MS Fasteners. We launched a new product in 2016 for patch repairing conveyor belts called Fix’N Go. Visit our booths #21 & #22 at the GCAA tradeshow for more information and a demo. ANY SPLICE, ANY BELT, ANYTIME, ANYWHERE MECHANICAL FASTENERS / FLEXIBLES LACINGS / TECHNICAL BELTS SPECIALIST
Thank you for your interest in Phoenix Crane Rental. We are BOOTH a local, employee-owned company that’s provided crane 26 rentals to the Metro Atlanta area for 35 years. You don't just get a crane when you rent from us, you also get great service and an operator who knows what they're doing. What we've learned is that our customers want prompt and courteous service, skilled operators who can get the job done safely and quickly, and fair rates. It also helps that we've built one of the most knowledgeable teams of estimators and dispatchers in the industry, who will get your lift planned with just the right piece of equipment and the right operator for the task. Our nationally certified crane operators (NCCCO) are skilled professionals who receive continuous training on their equipment, and offer expert-level skills for mining, HVAC, mechanical, millwright work, air freight handling, pool & spa setting, billboards, and industrial maintenance jobs. You need a lift? We've got this!
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For over 35 years, our extensive selection of screen panels, frame systems, and accessories have helped Georgia producers improve BOOTH productivity with the widest range of effective screening solutions 49 in the industry. Our product lines include Polydex® - Modular 1’ x 1’ polyurethane screen media; Rubberdex® - Modular 1' x 2' rubber screen media; Armadex™ - High-performance, bolt-down rubber solution in sizes up to 48" x 96"; Metaldex™ - 1’ X 2’ abrasion-resistant welded wire sections encased in polyurethane borders with apertures from 9/16” to 2-1/2”. And all Polydeck screening solutions are backed by renowned Polydeck service and support and the most comprehensive Performance Guarantee in the industry. Polydeck Screen Corporation/ 1790 Dewberry Rd. /Spartanburg, SC 29307 Phone: (864) 579-4594 / Fax: (864) 579-4173 / E-mail: info@polydeckscreen.com
REICHdrill offers the most productive line of Rotary/DTH/Truck/Track range of drills covering 4” - 12 1/4” hole diameter. Still offering Tier III engines through 2017.
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Built in America, Performing Around the World
www.reichdrill.com/distributors Phone: (814) 342-5500
Saiia’s mining experience includes working in more than 25 BOOTH different quarries in multiple states. With an extensive fleet of 41 equipment and MSHA-trained employees, Saiia can quickly react when needed due to customer demands or other unexpected challenges. We provide the following services to support mining operations: • • • •
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Overburden Removal and Production Mining Greenfield Quarry Development Pond Construction and Maintenance Grading and Site Preparation
www.accbuilt.com | (205) 290-0400 Georgia Contractor
Sauls Seismic has been in the seismic consulting and vibration monitoring BOOTH business for over 35 years. We specialize in a broad range of services 9 designed to ensure compliance and optimize performance associated with blasting activities in the mining, aggregates, pipeline, and construction industries. Remote monitoring services include our NOW Access data management system. Access to your data anytime via the Internet Results e-mailed or text messaged within minutes Secure data storage at a world class facility Remote monitoring services include:
Vibration monitoring Rainfall/precipitation Temperature
Humidity Barometric pressure Wind speed/direction
Crack displacement Water levels
www.saulsseismic.com | sales@saulsseismic.com | 205-592-2466
TEC opened for business in 1943. Headquartered in Birmingham, TEC believes that developing a world class organization requires world class talent to help customers succeed.
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TEC has become a technically advanced leader in the heavy equipment sales industry with the trained skills to go the extra mile from our 20 branch operations across Alabama, Georgia and Northwest Florida.
www.tractor-equipment.com / 404.366.0693 / 1.800.488.0693
Weir Minerals is the global leader in the provision of slurry handling equipment BOOTH and associated spare parts for abrasive high-wear applications used in mining, 10 aggregates, transportation, milling and processing and waste management activities in some of the world’s most demanding environments. Our equipment solutions include: • Trioz® Products including Crushers, Screens, Washers, Conveyors, • Warman® Centrifugal Slurry Pumps, • Cavex® Hydrocyclones, • Isogate® Slurry Valves,
• Delta Industrial ValvesTM, • Linatex® Rubber Products including Rubber and Molded Products, Hose, and Screen Media, and • Enduron® Comminution Equipment including Screens, FB Classifiers
We specialize in the delivery of highly wear resistant engineered products, expertly designed to run efficiently and reliably. We work together with our customers to provide tailored end-to-end solutions, anchored by our broad range of products to meet every aggregate and mineral processing need. Our teams of sales, support and service staff across North America works in partnership with our customers to address the key issues longevity, capacity and efficiency of operation. Weir Minerals North America | 2701 S. Stoughton Road | Madison, WI 53716 +1 608 221 2261 | Website: www.minerals.weir | Email: us.minerals@mail.weir January | February 2018
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