The Top 5 Project Risks that Concrete Scanning Can Help Manage

risk management for construction project managers

 

As a project manager, you know that risk management is an important aspect of your job.  When considering the project at hand, your job is to reduce the risks that may come with that particular project, and make sure that in the end- the job is successful and profitable for your company.

When working on a project that involves any amount of concrete cutting or core drilling, concrete scanning can be the key factor to your risk management strategy.

Here are 5 project risks that concrete scanning can help manage:
  • Quality and safety
  • Cost management
  • Time management
  • Scope & change management
  • Information management

If ignored, you may be putting your project at risk for the following:

  • Increased costs
  • Loss or reduction in profit
  • Putting workers’ safety at risk
  • Damage to company reputation

(Source)

Think about the following scenario, and notice exactly how scanning before cutting or drilling will dramatically reduce the above risks:

You’re on a site where a major remodel is occurring.  This job involves a massive amount of core drilling for new electrical.  The cores are needed through a post tension slab, and you don’t want to risk cutting into the tension cables. Drilling blindly will not only put the job at risk of being delayed (time management), but can put workers’ lives at risk as well (safety risk).  Furthermore, the cost of either fixing the tension cables or having to replace the slab altogether can not only reduce your profits, but at worst put you in the negative (cost management).

If you decide to scan first, all of these risks can be greatly reduced. Additionally, when you scan first you are equipped with the information (information management) you need to successfully manage any necessary changes to keep a project in the positive, and under control (scope & change management).

concrete scanning before core drilling

This scenario is only one of many that can benefit from scanning before cutting or drilling. Anytime concrete cutting or drilling is a part of your project, it’s not only a good idea to have the concrete scanned, but a smart investment for a project manager.

Visit https://www.penhall.com/concrete-scanning/ for more information on Penhall Technologies’ concrete scanning services. Call us at 844-211-5300 for a free estimate.

GPR scan in graveyard

Penhall Technologies typically specializes in concrete scanning and utility locating using ground penetrating radar (GPR) to locate rebar, post tension cables, conduit, and utility lines in both concrete and soils. Analyst Mariah Ottersen put her expertise to the test on a new project – cemetery mapping and exploration in Auburn, Washington.

Patricia Cosgrove of the White River Valley Museum contacted us hoping that we could locate existing gravesites at the 156 year old Japanese-American/Buddhist Cemetery. The museum’s goal was to both accurately record the number of existing interments without corresponding headstones. Also, to identify vacant areas of the cemetery to allow for future burials of families.

Weather and soil conditions can dictate the success of a GPR survey. Dry sandy soils with little salt content yield excellent results with GPR. Heavy, wet soils make it more difficult to get clear GPR readings when collecting the data. In a state like Washington, where rainfall is high, much of the soil is heavy and wet.

GPR at shrine

Eight days after the originally scheduled start date, the clouds cleared and there was sunshine in the Northwest. Ottersen arrived at the cemetery to execute phase one of two of the cemetery mapping project. 4Culture, a cultural services agency for King County, funded the three day project through a grant from King County Appropriation. Originally, we expected the project to take three days, but our analyst completed it in just two days.

Our analyst spent day one at the Auburn Cemetery collecting data. The analyst must collect data for these types of projects carefully. In other words, she must pass the equipment in a linear motion and at equal length.

“We wanted to determine the difference between the 130 year old burials and soil disturbances, and the buried glacial/river erratic and root systems from the large vegetation onsite.” explained Ottersen. According to GSSI, GPR can detect the presence of a body, but it usually identifies disturbances in the soil such as those created when a grave is dug and refilled. It was the identification of soil disturbances that led Ottersen to map where bodies were and weren’t.

For day two, she analyzed each file of collected data using GSSI Radar software. Then, she created the final maps and reports for the museum.

Upon completion of the data processing, Ottersen shared her results. She successfully mapped the locations of existing graves. Moreover, she identified potential areas for future burials.

Worker writing GPR report

It is important to note that decomposition and shifting during flooding events can skew the collected data. “Understanding that this cemetery was also part of the flood plan for many years can raise the question of the likelihood of any of the remains being left behind in their original state due to decomposition of the wooden caskets.”  Ottersen concluded.

The Auburn Cemetery can now confidently share the location of vacant land with family members. Penhall Technologies is thrilled to have had the opportunity to be a part of such a historical landmark and the plans for future use.

To find out more about scheduling your project with Penhall Technologies, visit:

https://www.penhall.com/utility-locating/

To read more about the White River Valley Museum’s work at Auburn Pioneer Cemetery, click here: www.wrvmuseum.org

To learn more about 4Culture and the cause they stand for: http://www.4culture.org/

To discover more about GSSI and other GPR facts: http://www.geophysical.com/

By: Ray Dickinson

Penhall demoing the Mulholland Bridge

#TBT to July 16-17, 2011 – CARMAGEDDON

In order to complete a $1,000,000,000 transportation project, to add a north bound carpool lane from Orange County to the San Fernando Valley, the Mulholland Bridge needed to be renovated. The first phase of the project would remove half the bridge and shut down the 405 freeway for a span of 53 hours. This closure was the largest planned shutdown of any Los Angeles freeway in history. Due to anticipated traffic jams of mass proportions, terror ensued and The Mulholland Bridge Project was dubbed by the press and community as “Carmageddon.”

The contract to demo the bridge was won by one of the largest contractors in the world – Kiewit. Kiewit asked Penhall to sub-contract on the job due to our knowledge and expertise in the field of demolition. With a penalty of $6,000 for every 10 minutes the job was late, the stakes were high. A number of key factors needed to fall into place in order to achieve success.

3 Major Factors Contributing to Carmageddon’s Success:

1)      Resources. When taking on such a massive project, it is vital that those involved have the resources necessary to combat all aspects of the job and even unforeseeable ones. Luckily, Kiewit and Penhall had the nationwide resources and strength to deal with whatever the project may have needed. If something went wrong during the project, we had the capability and expertise to pivot if needed.

2)      Team. An important factor of any job is having a strong team behind you. Carmageddon was such a massive undertaking with so many different levels and facets. It was by the talent and teamwork displayed by the Kiewit and Penhall partnership that the project succeeded. From the top execs, to the project management staff, to the engineers, to the guys in the field, everyone worked in perfect unison to make sure that not one last detail was overlooked.

3)      Pre-Task Planning. This was hands down one of the most important factors contributing to the success of Carmageddon. However, it is important to note that pre-task planning is vital for any job, no matter the size. By being able to hold multiple pre-task planning meetings, everyone on the job was able to be on the same page. Multiple meetings were held, and cooperation with Kiewit was essential in making sure that each goal was met by the end of shift. This was crucial because it kept everyone in check with what their job was and how they would ultimately contribute to the success of the finished project.

Through these three important key factors, Penhall Company and Kiewit were able to make sure that Carmageddon was not only finished on time – but was a major success. With vast resources, a great team, and pre-task planning, the job was finished 16 hours ahead of schedule – something that even wowed transportation experts!

Reopening of the Mulholland bridge after partial demolition

To learn more about Carmageddon, check out our video at: http://vimeo.com/42817283

By: Ray Dickinson

It goes without saying that equipment is a vital part of any job. Let’s take a look back in time and see how far equipment has come since Penhall’s start.

The Core Drill

Just recently the core drill has become more advanced due to automation. One of the biggest changes with this piece of equipment is its ability to electronically switch speeds. Before, there were two to four speeds, yet the operator would have to manually change speeds if needed. For example, you could be drilling at the highest speed and then an obstruction comes along and you would then have to turn off the machine, lower the speed, then turn back on the machine and continue with the job – talk about a pain.

Core drillingNow, there is a push button – as you’re drilling and you come to an obstruction, you don’t shut off the machine, you can just switch speeds automatically. This has greatly improved the efficiency of operators because every second on the job counts, and those lost seconds of manually switching speeds add up.

The Wall Saw

This piece of equipment for concrete cutting has improved by leaps and bounds since automation. During the 70’s, there was a lot of hands-on involvement with the operating of the wall saw. Many of these machines were air powered,so they were slow, loud, and there was dust everywhere – not a great combination. And on top of that, due to the lack of horsepower, an operator had to start with a smaller blade first and make a couple passes before reaching the desired depth. Also, there were hand crank drive systems that would then allow the operator a means to travel the saw unit one way or another on the wall.

Wall sawingEventually auto feed emerged where you could crank it and the unit would travel by itself. However, if the operator wanted it to move another direction, they would have to manually crank the unit again.

In the early 80s, saws began to incorporate the new technology of hi-cycle power used by military aircrafts in order to increase horsepower and speed. The decade also saw the introduction of water cooling for saw units. From there emerged the remote control unit to delegate the travel of the unit along the wall. Today, technicians can now stand back and control the path of the blade without being very close to the equipment. This allows for operators to be safer than ever– something that Penhall is always focused on.

The Flat Saw

This piece of equipment has probably seen the most change over the decades. In the 60’s to early 80’s, the flat saw was started with a hand-crank to start the machine. The operator would have to go to the side of the engine, flip a start switch and manually turn a hand crank in order to get the engine started – similar to how they used to start old cars! The engines were small compared to today’s machines. They were air-cooled, not water cooled engines, which just had a gear chain drive and a sprocket andonly had 30 horsepower with one single drive. All these factors meant that the operator had to run a much smaller blade at first and make several passes to go to a certain depth. For example, an old flat saw an operator would use a 14” diameter blade just to get 4” deep to start. Then another pass was needed with an 18” blade just to get 6” deep.

flat sawingCurrently, the flat saw machine is drastically different. Now an operator can use 18” or 20” blades to start and cut 6” deep in one pass. The current flat saws also have a push button starter, 3 speed transmission, hydraulic drive, and diesel engine. Place a car body on them and you could drive that thing!

The rise in technology has led to greater efficiency overall. Before with the old flat saws, you might only be able to cut 3,000 to 4,000 feet of 4 inch deep asphalt in a day. Now with the new equipment, an operator can do twice that amount in the same time!

So what is on the horizon for new technology? Eventually, wall saws will have wireless controls and core drills will be automated and only require operators to dial in dimensions. However, no one knows exactly what type of equipment will be used in the coming decades, but whatever new technology brings to equipment is sure to help make each jobsite more efficient and a safer place – two things that both we and our customers like.

By: Dana Directo

Construction is definitely making a comeback in Hawaii.

One of the many notable projects is the Ewa Expansion at the Ala Moana shopping center in Honolulu, Hawaii (on the island of Oahu).

Ala Moana Center is the largest open-air shopping center in the world and one of the most popular shopping and social-gathering destinations in Honolulu. To meet growing demand, General Growth Properties, Inc., Ala Moana’s owner/manager, determined it was time for a face-lift.

The renovation will include an upgraded food court, customer amenities, pedestrian access from Ala Moana Boulevard and the addition of more than 1,000 parking spaces in the Mauka Ewa parking structure.

ala moana

However, before any of that work could begin, a significant portion of “old” structure needed to be removed.

Working with a long-time contracting partner, Penhall (dba Concrete Coring Company of Hawaii) was brought on to handle the structural demolition of the existing 160,000 square foot parking deck and a three-story building (formerly the Sears Building) that was connected to the mall.

That alone made the project an awesome undertaking, but when the Penhall team learned of the additional complexities associated with the job, things got even more interesting…

  • The Sears Building- a portion of the building was holding up the rest of the mall, so the Sears building had to be removed without weakening the support of the existing mall. Executing this required significant engineering capabilities. The team also had to carefully install shoring before the building could be taken down.
  • Sectional demolition – Usually, demolition starts at one end of a structure and goes to the other. Because of the unique logistics of the project, to stay on schedule, the team had to go around the building and take it down in sections—taking out the back end before taking out the front end.
  • Restrooms – there were two restrooms right at the very edge of the building wreck that had to remain open –and safe – during the demolition process. (Imagine having to use the facilities right next to a 40,000 lb machine on the other side of the wall …)
  • Christmas Season – all of the structural demolition had to take place during the Christmas shopping season, so the mall had to remain open the entire time.

When it was all said and done, 3,000 truckloads of cement, mixed waste, steel, and other materials were removed from the site.  Not only was the Penhall team able to get their end of the project completed on time, but they were able to do it safely, with minimal interruption to the Ala Moan shoppers and employees.

Now that the majority of the demolition has been completed, the Ewa Expansion has been able to progress and is gaining momentum toward its completion in 2015.

ala moana 2

By: Ray Dickinson

Have you ever heard the saying, “You learn something every day if you pay attention?” Well, that concept definitely applies to training safe operators in the field of construction.

You see, every job is different, every location is different, and every day on the job is different. Coming onto a large job can be like entering into a work tornado. Things are constantly moving and there are many things going on.

Plumbers, electricians, carpenters, foremen, crane operators, and iron workers are all buzzing around doing their own thing. What’s more is that different contracting crews usually do not communicate with one another, much less on a daily basis.

So, in order to ensure everyone’s safety, the people working on their job must learn to pay attention. This can be easier said than done, but the following steps can help prepare workers to look two steps ahead and help create a safe work environment.

Health and Safety

New Employee Orientation

First and foremost, training safe operators starts well before they ever step foot on a job site. In addition to familiarizing a new hire to the way the company operates and the people they will be working with, employee orientation is a prime time to stress your company’s commitment to cultivating a safety culture and to ensuring an accident/incident-free workplace.A safety-focused new employee orientation should establish:

  • Guidelines for communication – how to talk productively and effectively about if unsafe conditions and behaviors are recognized, etc.
  • Expectations for professional conduct – interacting professionally with team members, crews on other job sites, customers, etc.
  • Why a zero-injury safety culture is so important – including why it’s critical to embrace the concept that accidents are preventable.
  • Safe driving techniques – learn to identify the best practices of driving behavior, and apply the Smith5Keys®.
  • How to plan safety into work – Pre-Task Planning, inspecting tools, equipment, and personal protective equipment (PPE).
  • How to prevent back and shoulder injuries.
  • How to work safely around utilities and other energy sources.
  • How to recognize hazards on the job.
  • How to report on-the-job injuries and Near Miss incidents.

Safety Training

All workers should receive annual safety training. From there, depending on the degree of hazard and/or client policy, additional safety training might need to be conducted more frequently.Comprehensive, in-depth safety training should be in addition to Occupational Safety & Health Administration (OSHA) safety training. Company-specific training should include:

  • Safety-focused communication skills
  • How to effectively Pre-Task Plan (PTP)
  • How to recognize safe and unsafe conditions and behaviors
  • How to correct unsafe acts
  • How to perform work safely in multiple environments
  • Specialized safety procedures for job-specific tasks
  • Strategies for preventing injury and illness

Initial Introduction to Field Work

By introducing new hires to field work within their first two to three weeks on the job (as both helper and laborer), they are able to experience first-hand what occurs in the field and how safety measures are built into the job.This step is also designed to help management and the other crew members evaluate how well the new hire will respect and foster a safe work environment.

Penhall Mentor Class

Daily Pre-Task Planning By the Entire Crew

To help ensure safety in the field, each operator should be trained on Pre-Task Planning and be responsible for filling out a safety pre-task sheet before they start work each day. By auditing the job site each day on their own, the operator is better able to understand:

    • The task that needs to be completed
    • The potential hazards that could be associated with the completion of the task.
    • The corrective measures that need to be put in to place to eliminate or minimize the hazard.

Typically what happens in the industry is that only one person (usually the Foreman) will conduct a Pre-Task Plan and do a “tool box” safety meeting at the start of the week. However, this process often results in hazards being overlooked – especially as the job changes and evolves.

It is critical that every crew member audits the job site each day and complete their own Pre-Task Plan.

  1. Active divisional safety managers. Having divisional safety managers roam the region, show up unannounced on job sites, observe the operators and ask operators at random to see their Pre-Task Plan (PTP), is a helpful tool for ensuring accountability. If the operator has their PTP and are observed conducting their work safely, they are recognized and commended. If they don’t have their Pre-Task Plan, should be written up.
  2. Mentorship. Training operators how to Pre-Task Plan, follow safe equipment procedures, communicate effectively, etc. are all incredibly important. But eventually, the new operator will need to learn how to apply those concepts while working independently. This is where mentorship comes in.Placing a new hire with a mentor is an invaluable part of their learning. Experienced mentors not only teach new hires how to operate equipment safely and productively, they are also there to guide the trainee in finding answers for themselves and develop solutions of their own. While on a job site, mentors can also show their trainee how to constantly look, listen, and pay attention to what is going on around them while they are in the field.
  3. Safety committees and monthly divisional safety meetings in the yard – Operators at each division should be part of the safety committees. Additionally, they should bring the safety-focused topics that were discussed at the monthly committee meetings to their divisional safety meeting. This helps ensure that everyone – from the executive team, to the crew on the front lines of a job – is on the same page.

Training operators to work safely in the field is not a one-time event – it’s a continuous process that everyone must be committed to each and every day.

By: Ray Dickinson

Mentoring

I think Ben Franklin said it best:

“Tell me and I forget, teach me and I may remember, involve me and I learn.”

Achieving and maintaining one of the best safety records in the construction industry does not happen by accident. It requires the development of highly-competent, safety-focused team members.

By no means is this an overnight process, but progress is much more secure and streamlined when there’s an effective mentor program in place. The following five pillars help support a mentor program that sufficiently prepares employees to be safe, efficient, high-quality service providers:

Dedicated Mentors

When looking for individuals to serve as mentors, it’s important that they be evaluated on factors, such as:

  • Work experience
  • Safety training
  • Industry knowledge
  • Professionalism (with customers and crew members)
  • Equipment care
  • Job preparation
  • Competency as a worker/supervisor
  • Adaptability

What’s more is that, since mentors are volunteering their time and job-related wisdom, mentors should also demonstrate that they care about helping others succeed and are invested in making the company the best it can be.

Deliberate Employee Screening

As the saying goes, when the student is ready, the teacher will appear. Construction jobs are not easy. There’s a lot to know and do – especially when it comes to ensuring everyone’s safety. So in addition to having a clean driving record, mechanical abilities, good social and communication skills, being drug-free, and presenting themselves well, employees need to demonstrate that they are teachable and coachable.Therefore, it’s important to evaluate new potential employees prior to matching them with a mentor. Two effective ways to do this are through new employee orientation and initial introduction to field work.

New employee orientation is the foundation for teaching trainees a set of standards for working safely and proficiently. Ideally, new employee orientation should address your company’s commitment to safety, established guidelines for communication, expectations for professional conduct, and safety training, among other things.

During the first two to three weeks of employment, it’s valuable to introduce new hires to different types of field work and allow them to serve in various capacities as both “helper” and “laborer.” Getting them involved in work allows management and co-workers to see what their work ethic is like, if they are punctual, dependable, their overall attitude, and how well they get along with others.

Mentoring Principles

Rather than simply giving answers to the trainee, mentors are most effective when they help the trainee find answers for themselves and facilitate their experience of discovery and learning. By providing a safe, supportive space that allows the trainee to experience their own attempts, failures, and successes, the trainee is able to develop their own natural strengths and potential.This is also why the employee screening is so important. While the mentor needs to be a facilitator and coach, the trainee needs to be open-minded to the guidance and facilitative methods of the mentor. If the trainee is always looking to their mentor for answers, then they’ll become too reliant on their mentor instead of their own skills and abilities.

Established Competency Levels

In order to effectively document the trainees’ process and ensure that they have the confidence, know-how, and ability to perform the work on their own, it’s important to establish competency levels.For example, at Penhall, Level 1 competency for core drilling includes things, such as:

  • Demonstrate the ability to safely secure the drill to the work area, adjust the drill rig to the hole, and successfully drill hole(s) through all materials using 110v, 220v drills with vacuum bases or mechanical anchors.
  • Drill holes up to 12” diameter and 12” thick.
  • Drill holes through floors, walls, corner and lifting holes for larger openings.
  • Understand and be knowledgeable in proper core catching techniques and know the OSHA regulations regarding covering openings in floors and walls.

Mentored trainees should also be required to complete checklists for the level in which they are enrolled and pass a written test for each level with a passing score of 90%.

Mentor Input

To ensure that the mentor program is accurately defined, reflects the goals of the company, and continuously improves, it’s vital to solicit feedback and input from mentors on things, such as the technical reviews of the competency levels, definitions, check-lists, evaluations sheets, etc.

When developed and implemented correctly, a mentor program can be the linchpin that secures a company’s ability to cultivate a safety-focused work force and consistently provide top-notch service quality.