Concrete Openings - Mar 2009 Reprints

Husqvarna’s WS 440 HF is setting a new standard for electric high cycle wall saws. The saw is based on a totally new technology, which gives the saw increased power for fast and efficient cutting. The powerful, water-cooled electric motor generates 17 horsepower to the shaft, despite the fact that the saw only weighs 55 pounds.

Husqvarna has succeeded in optimizing the weight/power relationship and developed a saw that is light and flexible but also powerful!

The WS 440 HF Wall Saw.

HUSQVARNA CONSTRUCTION PRODUCTS17400 West 119th Street • Olathe, Kansas 66061 • T 800-845-1312 • F 800-257-92842077 Bond Street • North Bay, Ontario P1B 8J8 • T 800-461-9589 • F 800-728-1907

www.husqvarnacp.comCopyright © 2009 Husqvarna AB (publ.). All rights reserved. Husqvarna is a registered trademark of Husqvarna AB (publ.).

CIRCLE READER sERvICE CARD NO. 11

A U G U S T. 0 7

w w w. C s D A . O R g

m A r c h . 0 9

Texan Coffee Warehouse Wall saWed

uK doCKyard Caisson Modified

Core drilling explosion VenTs in KenTuCKy

King raMses Begins his Journey To The pyraMids

The Return

of

the King

The art of concrete polishing is a relatively recent addition to the concrete industry, a process that

was adapted from the ancient method of polishing stone. The adaptation of polished concrete first originated when engineers began looking for a durable finish for industrial flooring. What they discovered was that polishing concrete was a great way to mechanically seal a concrete surface while beautifying it at the same time, thus providing a permanent finished surface.

Industry Professionals are Becoming Well-Polished at Their Craft

This innovation led to a growing need to develop and

use chemical hardeners, which increased the hardness and

density of the concrete to complement the polishing process.

Of course, in order to properly work the newly-hardened and

densified concrete substrate, specialized diamond tools were

also required. Through years of development, engineers have

been able to add several other aspects to the polishing process,

including the addition of color to create highly-decorative

surfaces with superior wear and abrasion resistance.

Concrete floors and surfaces provide various choices

for interior rooms, including an almost limitless range

of designs and colors, together with increased health

benefits compared with traditional floor coverings. The

developments in the concrete polishing industry have led

to it becoming the new material of choice for designers

and homeowners across the US, with floors and surfaces in

stained, colored, painted and personalized designs appearing

on a global scale. Retail outlets, warehouses, restaurants

Smooth Operators

REPRINTED FROM CONCRETE OPENINGS | VOL.18 | NUM.1 | MARCH 2009


and office facilities are now displaying polished concrete floors over marble, granite,

tile, and other coated surfaces. In addition, homeowners are also discovering

the appeal of polished concrete and are actively looking for smooth, high-luster

floors that can replicate the look of polished stone for their properties.

One CSDA member, VIC International, has offered technical support and training

for grinding, polishing, and prepping terrazzo and concrete floors since 1993. From

founding VICCO in 1978, Vic Green has experienced tremendous growth in the business.

The company has evolved from importing stoneworking equipment from Europe

throughout the 1980s and ’90s, to now distributing polishing and grinding equipment

manufactured entirely in the US. The company now imports from and sells to 27

countries worldwide. During the course of the last twenty years VIC International has

hosted many restoration and maintenance seminars for the US natural stone industry,

exhibited concrete polishing techniques at World of Concrete, and published numerous

guides and specifications for industry professionals. The company was also instrumental

in helping CSDA produce the specification CSDA-PC-113: Polishing Concrete.

The process of polishing concrete bears many similarities to sanding wood. Just

as sandpaper consists of fine grits of diamond-impregnated segments, so do heavy-

duty polishing machines that are used to grind surfaces to required levels of

F E A T U R E


shine and smoothness. This technique of grinding concrete is

also employed by other sawing and coring equipment to create

smooth, clean cuts and cores with a high level of accuracy.

The procedure involved with the polishing and preparation of

concrete surfaces consists of several steps, the quantity of which

is wholly dependent on the condition of the floor or surface.

This procedure begins with the application of coarse diamond

segments to remove minor pits, blemishes, stains or light coatings

from the floor in preparation for final smoothing. At this stage of

the process the diamond segments are embedded in a metallic

matrix, however other materials are bonded to the segments as

the process continues. The subsequent steps involve fine grinding

of the floor or surface using diamond abrasives, but this time

the segments are bonded with a plastic or resin matrix.

Polishing contractors employ ever-finer grits of polishing

disks until they have achieved the desired sheen. In order to

attain a high-gloss finish to a surface, a final grit of 1,500 or

finer may be used. By paying close attention to the floor or

surface and observing the amount of material being removed,

many experienced polishing contractors are able to determine

when to switch to a finer grit. As the final polishing step is being

carried out, some concrete polishers spread commercial polishing

compounds over surfaces to provide a greater shine to the finish.

These compounds also help to remove residual substances that

may remain on the surface, and leave a dirt-resistant finish.

The popularity of polished concrete as a flooring material is due

to a number of factors, putting it in a far superior position than other

options. Concrete surfaces can be maintained with a great deal of

ease, and are ideal for use in geographical areas that have sand or

snow. In terms of offices or

homes, concrete floors can

be an excellent alternative to

carpet or other floorings. Many

people suffer from allergies

that can be collected and

harbored in carpets, therefore

having a surface made of

concrete is an ideal solution

to this issue. In addition to

the potential health benefits,

concrete floors can be easily

changed and decorated. These floors are a great feature when selling

a home too, as the potential new owner is able to immediately see the

clean, even, smooth condition of the floor. This way they can keep

the surface as it is, or confidently cover with carpet or wood, safe in

the knowledge that the floor is extremely even and free of defects.

Like in every other part of the concrete sawing and drilling

industry, the control and removal of dust, slurry and other waste

material is of great importance when preparing and polishing any

floor or surface. It is essential that any slurry or dust generated

during the grinding and polishing is cleaned away at regular

intervals. It is advised that between each step of the grinding

and polishing process, a vacuum or other appropriate equipment

is employed to clean the area to prevent debris in the slurry

or dust creating additional scratches in the slab surface.

Taking all of these factors into account, many manufacturers

are producing and improving industrial wet and dry vacuum

cleaners to be more lightweight, energy-efficient and eco-friendly

machines. Wet vacuums can now be found on the market that

have the ability to recycle slurry in order for water to be reused on

the job site. The debris and other waste material from the slurry

collected can be contained in filter bags for simple handling and

disposal. Dry vacuum cleaner designers and manufacturers are

continuing to remain ‘ahead of the game’ too, with advancements

in the removal and filtration of dust particles from the work area.

A growing number of CSDA member companies are now

adding this line of work to their repertoire. Atlantic Concrete

Cutting of New Jersey have been involved in floor polishing

and preparation projects for approximately six years, and now

have employees dedicated specifically to this form of work,

“Our polishing system is an economical and ecological flooring

solution that is low maintenance, uses no harmful chemicals

and is virtually dust-free,” says Nancy Walker, owner.

With all the advantages that polished concrete floors and

surfaces have to offer, together with the advancements of equipment

required to create them, it is easy to understand why many cutting

contractors are ‘adding the polishing string to their bows.’ By doing

so, these contractors are attracting a wider client base and can offer

polishing as an additional service on their sawing or drilling projects.

You may say they are literally becoming ‘smooth operators’!

REVIEW AND COMMENT ON THIS ARTICLE AT WWW.CSDA.ORG/FORUM.CFM

2009 RATE CARD

Reach 16,000+ Concrete Sawing and Drilling ProfessionalsEach issue of Concrete Openings magazine is sent to more than 9,500 sawing and drilling operators, manufacturers of sawing and drilling equipment and suppliers to the industry and more than 6,500 specifiers of concrete cutting services.

Best Rates in the IndustryConcrete Openings has always offered the best advertising rates in the construction industry targeting sawing and drilling contractors and other industry professionals in this market.

Target Your MessageConcrete Openings reaches sawing and drilling contractors, as well as specifiers of sawing and drilling services including engineers, architects, general contractors and governmental agencies. Why waste your message on unnecessary circulation? Advertising in Concrete Openings guarantees a targeted audience of industry professionals.

Circulation 16,000+ minimum, per issue

9,500+ member and prospective member companies made up of sawing and drilling contractors, manufacturers, distributors and affiliates

6,500+ general contractors, engineers, architects and government officials who specify sawing and drilling

Reader Response ProgramAdvertisers can enjoy our Reader Response Program as a complimentary addition to ad placement. Readers can request information for any advertiser by filling out a reader response form. All sales leads are then emailed to advertisers.

The only magazine specially targeted to the sawing & drilling industryAdvertising in Concrete Openings magazine is the only way to reach the specialty market of sawing and drilling contractors who cut concrete, asphalt or masonry because it is the only magazine in the market specifically targeted to this segment of the industry.

ReadeRship by pRofession

• Cutting Contractors

• architects, engineers, General Contractors, Government officials

• Manufacturers, distributors

• United states

• Canada, south america

• asia, africa, australia

• europe

ReadeRship by LoCation

42%

77%15%

43%8%

9%6%


Diamond Award Winners Announced at World of Concrete

The Diamond Award is an internationally recognized competition

for concrete sawing and drilling professionals to showcase their most

complex and innovative projects, with the aim of being the gold award

winner. Entries were judged on the degree of difficulty, planning,

complexity, innovation and the quality of the work produced to ensure

project success. Following a detailed review of each entry, the judging

panel representing members of various country-wide sawing and

drilling associations, chose the winning projects.

Since the first awards, presented during BeBoSa 2000, the

Diamond Award entries have increased in both quantity and quality.

Previous Diamond Award winners have experienced the benefits of

being recognized for the outstanding results of their projects on an

international scale.

Entries for the award came from all four corners of the globe,

including sawing and drilling projects from Austria, Canada, Egypt,

Germany, Italy, Japan, Russia, the UK and the US. Following a detailed

review of each entry, the judging panel chose the winning projects.

World of Concrete, the commercial construction industry’s biggest, most important event, was the

venue for the announcement of the 2009 Diamond Award winners. The award ceremony, organized and presented by the International Association of Concrete Drillers and Sawers (IACDS), was held in the Las Vegas Convention Center on February 4, 2009 and drew great interest from members of the press and industry professionals alike. The ceremony, in fact, drew a standing room only crowd.

From left to right: Rupert Marko, Raul Bracamontes, Greorg Rachor, Patrick O’Brien and Tiziano Tondin.


F E A T U R E

for the chance to receive the award here at World of Concrete,” said

Rupert Marko, managing director of BWW.

Various wall sawing and core drilling techniques, together with

pressure removal and demolition methods, were used to remove

concrete blocks and built-in anchors to create room for the new roll

mill. The center of the existing base had a thickness of 4.5 meters

(15 feet), where two recesses measuring 4.14 meters (13.6 feet)

long, 2.1 meters (6.9 feet) wide and 2.25 meters (7.4 feet) deep

were required to position the new roll mill in steel hulls with rolled

concrete. Had BWW been allowed to carry out the work under

standard shift hours, the process would have taken approximately

two and a half weeks to complete.

BROnzE AWARDThe third place award was won jointly by CSDA members

ADRA Tecnologia en Servicio of Mexico, and Germany’s BWW.

Mittal Steel of Lazaro Cardenas, Mexico, one of the biggest

steel producers in the world, suffered a major explosion in its

furnace, damaging its crucible. Because of the damage sustained,

Mittal Steel was losing approximately two billion dollars a day due

to lack of production, and so needed its crucible to be rebuilt quickly

and efficiently.

The crucible, or melting pot, is a graphite container used to hold

metal for melting in a furnace, and is required to withstand extreme

temperatures. These crucibles are custom-made and are therefore

extremely difficult to replace quickly.

ADRA’s project was to repair the crucible by cutting 114 graphite

blocks of different dimensions, using nitrogen gas instead of water,

as a cooling agent. The reason for this was that if the graphite block

absorbed water, this would create steam as the crucible heated up,

creating pressure and cracking the furnace. The contractor also made

new handling holes to elevate the pieces uniformly, coring 161 holes

measuring 381 millimeters (15 inches) in diameter, 40 holes at 500

millimeters (20 inches) in diameter and two holes at 127 millimeters

(five inches) in diameter in the furnace. This came to a total area cut

of 70 square meters.

Raul Bracamontes of ADRA was pleased with the win, “I am very

happy to be included as a winner along with these other great projects,

and happy to be a CSDA member. ADRA worked hard to complete a

difficult and demanding job, and this is a great reward for us.”

BWW’s job in Koblenz, Germany, involved a large roll mill

replacement project with severe time constraints. The job was to be

completed within 120 hours, requiring non-stop operation. The job

consisted of extensive alterations to the mill’s base to fit a new hot mill

of a larger size. “It is a proud moment for myself and the company

to win this award. The project was really hard, and the client was

extremely pleased with the outcome. I would like to thank the IACDS

Crucible repair project—ADRA.

Roll Mill replacement project—BWW.


SilvER AWARDTaking second place was another CSDA member, Tondin srl,

for its work on a project to consolidate the foundation of the Loggia

Palace in Brescia, Italy. Tondin was able to devise a high speed

drilling system with micro bits to fit into confined spaces to restore

the foundation. The project required the drilling of holes just 26

millimeters (1 inch) in diameter, with a horizontal axis to perform the

coring with a safe distance between the foundation and the ground

below it. The holes created would be used to fill cavities in the terrain

below where the original wooden piles had deteriorated. As work

progressed, Tondin had to increase to a 32-millimeter (1.25-inch) bit

because of the presence of rocks, stones and other erratic material in

the soil. The core drills were custom-made to produce a rotation speed

of approximately 1,600 rpm. Tiziano Tondin was thrilled about his

successful entry, “I would have been happy to receive any award for

the project, so to win the second place Diamond Award is fantastic. To

be chosen above so many other outstanding submissions and have the

project recognized is a great honor indeed.”

Loggia Palace foundation consolidation project—Tondin srl.

GOlD AWARDIn first place was Braun of Münster, Germany, for the company’s

outstanding work dismantling a highly-contaminated steam dryer at

a nuclear power plant. “I am honored to win this award, it is a great

pleasure. The project specifications were very strict, with no room

for mistakes. When the story was written and the entry submitted we

were quite happy, as getting the story down on paper was a big task.

Then to be invited to Las Vegas as a winner was an added bonus,” said

Georg Rachor.

The project involved putting the steam dryer in a steel formwork

for radiation shielding, encasing it with concrete, and cutting it into

pieces via remote control using diamond wire sawing techniques.

Remote control wire sawing was a necessity to keep operators at a safe

distance from the contaminated material, avoiding exposure to high

levels of radiation. The cut parts were dismantled using a special wire

saw design by Hilti AG, a WS 30 E type. Wire tensioning was effected

through pneumatic cylinders with a pressure of up to 6 bars. The

speed of the 10.5-millimeter (0.4-inch)-diameter wire could be


F E A T U R E

IACDS is an international trade association of sawing and drilling

associations from the concrete construction and renovation industry.

Its mission is to provide an international union and cooperation of

trade associations to support and promote professional development

of professional sawing and drilling contractors and their methods. This

umbrella organization of sawing and drilling associations is composed

of associations from Australia, Austria, Germany, Japan, Spain,

Sweden, Switzerland, the UK and the US.

Formed in 1995, the IACDS’s headquarters in Switzerland and

holds meetings annually around the globe. For more information,

contact IACDS at [email protected] or visit www.iacds.org.

progressively adjusted between 0 and 35 meters per second. Once

encased in concrete, the steam dryer was cut into 24 segments that

were separated using hydraulic punches. These 24 segments were then

individually removed and further cuts were performed to break the

pieces down into smaller sizes for disposal. The cut pieces were packed

in Type IV Konrad containers suitable for final disposal. In total,

Braun removed approximately 184 square meters of steel and concrete

while maintaining a high level of operator safety.

The winners of 2009 Diamond Awards were presented custom-

made trophies and certificates by IACDS President Patrick O’Brien.

The winners were notified in advance of the ceremony and arrived

in Las Vegas via complimentary flights awarded by IACDS and

complimentary hotel rooms by the World of Concrete. Georg Rachor,

together with Tiziano Tondin, Rupert Marko and Raul Bracamontes

were all on hand to accept their prestigious awards, and their

companies now stand alongside the elite group of Diamond Award

winners that has been growing since the first ceremony back in 2000.

Steam dryer dismantling project—Braun.



With 1,700 leading industry suppliers in 880,000

net square feet, the exhibition featured innovative

products, technologies, and tools and equipment

to give companies new ways to sustain and grow

their businesses. In addition, over 150 seminars packed with powerful

messages and knowledge provided industry professionals with a

wealth of information. Although attendance may have been down, all

that attended felt there was an optimistic feeling in the air due to the

fact that many decision-makers and buyers were present. One other

noticeable feature of the show for sawing and drilling contractors was

an increase in exhibitors representing floor preparation and polishing,

together with an increased amount of interest in this service.

OSHA / CSDA AlliAnCEFor the third year running, OSHA had a presence at the CSDA

booth and also was part of the seminar program. CSDA has been

a co-sponsor of the World of Concrete (WOC) since 1977 and the

affiliation with OSHA has increased in importance with each passing

year. Rob Swick of OSHA’s national office was pleased to be at the

booth, “The Alliance with CSDA

has a great deal of benefits for

both organizations. By sharing

the CSDA booth at World of

Concrete, we (OSHA) are able

to meet and converse directly

with CSDA members, cutting

professionals with years of

experience in the industry and

non-members alike,” said Swick.

“We can listen to any safety

related issues or concerns they

may have and provide advice and

CSDA at the World of Concrete 2009Right Place at the Right Time with the Right People

guidance.” CSDA and OSHA teamed up again at the event to co-

sponsor a seminar on the subject of Concrete Safety, Standards, Citations

and Best Practices Presented by Danezza Quintero, which also proved

to be popular with attendees.

CSDA SEMinAR AnD ROUnDTABlEDue to increasingly stringent federal and state controls of slurry

handling and disposal, CSDA held a roundtable at WOC that gave 60

participants the opportunity to voice both their opinions and concerns

regarding this subject, and to also share knowledge and experiences.

This way, fellow attendees were able to learn from the successes,

and sometimes mistakes, of others. Moderators of the roundtable

represented a variety of viewpoints from within the industry, from

cutting contractors to representatives from slurry recycling equipment

manufacturers. By discussing in an informal, yet structured manner,

issues such as methods of decanting/filtering, individual state

regulations and restrictions and familiarity with DEP standards,

including acceptable PH levels for slurry, all participants were able

to acquire a greater understanding of the subject that will ultimately

benefit their businesses.

Also at the event, Rick Norland,

CSDA lead trainer, held a seminar on

the subject of Ground Penetrating Radar

(GPR): Real Time, Non-Destructive

Testing. This was Norland’s fourth WOC

presentation, and proved to be as popular

as ever as the event was sold out. The

seminar gave great insight into this

section of the industry.

For four days in February, World of Concrete was the focal point of 65,000 industry professionals from the fields of concrete and masonry construction at the Las Vegas Convention Center.

SLURRY ROUNDTABLE


F E A T U R E

nEW PRODUCTSThis year’s World of Concrete did not disappoint in terms of

new products and technologies to enhance the efficiency and safety

of cutting contractors, and many CSDA member companies were in

attendance to show just that.

Husqvarna was proud to announce its new DXR 310 breaker

robot to the WOC attendees. The 29.5-hp DXR 310 has an 18-foot

reach and can contract to just 31 inches in width to fit through most

standard-sized doors. This remote-controlled model also features

front-mounted LED lights for working in areas with limited visibility

and a 4.7-inch color display on the remote unit. However, the most

innovative part of the DXR 310 is the use of Bluetooth® technology

for remote communication between the control unit and the robot.

Unlike traditional radio control, multiple units can be used in close

proximity without causing signal disruption due to the individual

properties of each Bluetooth® signal. This demolition robot also comes

equipped with breaker and crusher attachments and a bucket.

The highlight of the ICS booth was the new chain wall saw due

for release later in 2009. This new track-mounted saw utilizes the

flagship Force 4 chain chassis,

and is capable of performing

4-foot horizontal cuts through

12-inch reinforced concrete in

approximately three minutes.

Unlike traditional wall saws, the

chain wall saw can be rotated to

make contact with the concrete

at an angle. The saw is designed

with confined spaces in mind,

and will cut specialty openings

in various walls and floors with

thickness in excess of six inches.

The company also continues to

promote its flagship 880F4 saw, which features a Force 4 chain chassis

with 50% greater tensile strength than a standard chain.

Operator safety is an area that Hilti are looking to enhance with

the release of the new TE 60 ATC-AVR combihammer. The new

product has been specifically designed to reduce vibration, and its

Active Torque Control (ATC) has been implemented to provide

protection for operators. Aside from these features, the TE 60

ATC-AVR also has a theft protection system to offer peace of mind

for operators. The SFH 18-A CPC hammer drill/driver was also

highlighted at WOC, with emphasis on its increased charge life and

charge life indicator to improve drilling potential.

DITEQ provided live demonstrations of a range of Shibuya TS

Blu-Drills. The TS range of core drills operate between 10 and 27

amps, have core diameters from 6 to 34 inches and have speeds ranging

from 150 to 1,750 rpm. The Blu-Drill models feature low noise motors

together with right and left hand feed positions to aid all operators.

James Instruments showcased the V-Meter Mark IIITM, an

advanced ultra-sonic test system widely used and accepted for quality

control and inspection of concrete. The unit features a direct digital

read out of transit time, a built-in wave form display and comes in a

rugged, splash resistant case. The V-Meter conforms to ASTM C-597,

BS 1881-203 and other international standards.

It was pleasing to find that even the current economic climate

could not deter many CSDA member companies from exhibiting

or attending a great show, and the optimism and forward-thinking

displayed will no doubt prove to be invaluable in the future. As the old

saying goes, it’s all about being in the right place at the right time that

can make all the difference.

World of Concrete is the industry’s only annual international

event dedicated to the commercial concrete and masonry construction

industries. The event is now in its 35th year, having grown

exponentially since first taking place in 1975. For more information,

call 972-536-6423 or email [email protected].

HUSqvARNA DXR 310 BREAkER ROBOT

DITEq SHIBUYA TS BLU-DRILLS

ICS CHAIN wALL SAw

CSDA MEMBER BOOTHS



The Return of the

KingKing Ramses Begins His Journey to the Pyramids With Help From This CSDA Member


The Statue of Ramses II is a red granite representation of King

Ramses II of Egypt, showing the pharaoh in a standing position.

The statue was discovered in 1820 by Giovanni Battista Caviglia

at the Great Temple of Ptah of Mit Rahina, near Memphis, Egypt. King

Ramses II ruled Egypt for 67 years during the 19th Dynasty (1279-1212

BC). The statue measures approximately 67 feet in height and weighs

approximately 85 tons.

Following the Egyptian revolution of 1952, President Nasser

requested the statue be moved from Mit Rahina to Bab El Hadid

Square, the main railway station square in Cairo, in 1956. The statue

was transported to its new location, which was renamed Ramses Square,

and is one of the most famous statues of the Egyptian pharaohs. Since

this time, the square has undergone significant development including

the construction of waterfalls and colored lighting around the statue,

together with the building of road infrastructure and bridges around

the square in the 1980s. Unfortunately, all this has led to Ramses Square

incurring increased noise, pollution and high vibration levels.

In 2005, the Egyptian Ministry of Culture, afraid the statue may be

damaged by the constant vibrations and environmental conditions in

the square, took the decision to relocate the statue approximately 30

miles away to the Pyramids close to Giza City. By early 2006, the project

was announced and tendered internationally. The winning bid was

submitted by Arab Contractors Co. (Public Egyptian Contractors Co.),

who approached several European companies to provide their ideas on

how to dismantle and move the statue. Three ideas were presented. The

Arab contractors asked Dr. Ahmed Hussein of the Engineering Faculty

of Ain Shams University to submit a risk analysis. He found that the

three ideas provided were too risky, and so came up with a completely

different one. Arab Contractors were pleased with this new concept,

Diamond wire saws cut through the statue’s base.

C O n C R E T E C A S E S


and contracted Dr. Hussein to complete the design, follow-up steps

and transportation requirements. Hussein created a special design that

allowed the statue to be transported in its standing position. Mohamed

Labib of CSDA member Market Leaders was the consulting engineer for

the core drilling and wire sawing of the statue’s concrete base which

was a major part of the planned project.

Market Leaders began testing the concrete using several core-drilled

test holes and wall and wire sawed cuts in various locations, away from

the main base of the statue. The main concrete base under the statue

measured approximately 16 feet in length, seven feet in width and

stood 13 feet high. In addition, radar scanning and vibration sensing

equipment, including 27 sensors around the statue’s base, was fitted.

This equipment was monitored for two weeks prior to work commenc-

ing to record the live vibrations of the statue and to ensure all cutting

work did not exceed typical street vibration levels.

Two hydraulic systems were employed to cage the statue, consisting

of four hydraulic cylinders, mounted on the four corners of the statue

with a supporting steed structure. Another four supports for the basket

carried the part of the concrete base located underneath the statue.

A one-inch-thick steel plate was placed around the concrete base,

using one-inch-diameter core holes and threaded steel bars to hold

this part of the concrete base in one piece. The base was then injected

with high-strength concrete to make this part of the base more robust.

Seven 10-inch-diameter holes were created below the steel plate, and

The 120-ton statue took six hours to be removed from its base.

PyRAMiDSDuring the earliest period

of the 3rd and 4th dynasties,

pyramids were constructed

wholly of stone. Locally-

quarried limestone was the

material of choice for the

main body of these pyramids,

while a higher quality of

limestone quarried at Tura, near

modern Cairo, was used as the outer casing. Granite,

quarried near Aswan, was used to construct some architectural

elements, including the porticullis and the roofs and walls of

the burial chamber. Occasionally, granite was used in the outer

casing as well. In the early pyramids, the layers of stone forming

the pyramid body were laid sloping inwards. However, this

configuration was found to be less stable than simply stacking

the stones horizontally on top of each other.

One of the major problems faced by the early pyramid

builders was the need to move huge quantities of rock. Some

illustrations show 172 men pulling an alabaster statue of a

pharaoh on a sledge. The statue is estimated to weigh 60 tons

and it is estimated that 45 workers would be required to start

moving a 16,300-kilogram lubricated block, or eight workers to

move a 2,750-kilogram block. Many archaeologists surmise that it

took tens of thousands of skilled workers to build the pyramids,

particularly the Great Pyramid of Giza. These workers camped

near to the site and would work for a salary or as a form of tax

payment (levee) until the construction was completed.

As the stones forming the core of the pyramids were roughly

cut, especially in the Great Pyramid of Giza, the material used

to fill the gaps was a problem. Huge quantities of gypsum

and rubble were needed. The filling has almost no binding

properties, but was necessary to stabilize the construction. To

make the gypsum mortar, it had to be dehydrated by heating,

and this required a lot of wood. Some findings suggest that

Egypt had to strip its forest and scrap every bit of wood it had

to build the pyramids of Giza. Workmen probably used copper

chisels, drills and saws to cut

softer stone, such as most of

the limestone. The harder

stones, such as granite,

granodiorite, syenite, and

basalt could not be cut

with copper tools alone.

Instead workers used time

consuming methods like pounding

with dolerite, drilling and sawing with the aid of an abrasive,

like quartzite sand. Blocks were transported by sledge likely

lubricated by water. Leveling the foundation was accomplished

by use of water-filled trenches.

DID YOU kNOw?


seven steel reinforcement supports were fixed in place to

form the basket bottom that carried the statue with part

of the base. In addition, the whole cage system was fit-

ted with two large bearings to allow movement back

and forth while the frame carrying these two bear-

ings was carried on another two large bearings to

allow independent movement side to side. The

whole suspended basket, with the statue inside,

could then have gyroscopic freedom on top of

the supporting structure. The suspended weight

was approximately 135 tons, including the bas-

ket, the statue and the remaining part of the

base. This ensured the statue could absorb some

movement and vibrations while in a vertical posi-

tion during cutting and transportation, enabling

the convoy to traverse humpback bridges or the

road super elevation.

Wire sawing elements were the most danger-

ous part of the work because of the 67-foot height

and 135-ton weight of the statue, carrying basket

and the remaining part of the base. It was criti-

cal to ensure there was minimal movement of the

statue during the cutting process, as even a one

degree lean in any direction could have caused large

amounts of damage or even caused the statue to fall. Such were

the dangers of having the statue placed on such a narrow base.

Market Leaders began wire sawing the upper level of

the concrete base 10 inches below the generated basket

base carrying the statue, using two wire saws. A wire

saw was set up at each side of the statue after dividing

the concrete base into two equal parts. Wire sawing

commenced from the middle of the base to the outer

edges with both machines running in parallel. The

robust part of the base acted as a simple supported

beam. The basket carrying the statue was carried

through the basket suspension structure on

the four inside supports. After each 30-minute

period of sawing, steel platelets were inserted, each

measuring approximately 0.5 inches thick, eight inches

wide and 20 inches long, replacing the wire cutting

clearance. The wire cutting took approximately six hours

to complete.

Following the successful sawing of the upper level,

two other levels at the middle and at the bottom of

the remainder of the base were also wire sawed. Once

cutting was completed, concrete jackhammers were

employed to break the concrete under the base and

remove it. Only then could the general contractor use

Many local people gathered to see the statue begin its journey.



COMPAny PROFilE

Market Leaders recently became CSDA members in

September 2007 and are based in Cairo, Egypt. The company

has been operating for 15 years, and specializes in diamond

drilling, sawing and controlled demolition. Market Leaders

has a team of eight operators and carry out sawing and

drilling jobs in and around Egypt and other Arab countries.

RESOURCES

General Contractor:

Arab Contractors, Co.

Sawing and Drilling Contractor:

Market Leaders, Cairo, Egypt

Phone:

20-2 2453 0917

Fax:

20-2 2453 0917

Email:

[email protected]

Methods Used:

Core Drilling, Wire Sawing, Wall Sawing

their hydraulic jacks to lower the statue from just over 13 feet high to

around 4.5 feet from street level for transfer onto the trailer.

The basket containing the statue was secured on both sides and

transported using two specially designed, flat-bed trailers. The trailers

enabled the statue to be moved freely suspended in a vertical position.

Each trailer had eight axles, with eight wheels on each axle. In total, a

weight of 180 tons was being carried. King Ramses’ journey began at

1:00 AM on the night of August 25, 2006, passing through the down-

town streets where more than half a million Egyptians gathered to say

farewell to the King. The convoy reached the outer ring road bridge

at 5:30 AM, traversing the ramp bridge before driving eight kilome-

ters until they passed the Pyramids, finally reaching Giza at 10:00 AM.

Upon arrival, the statue was greeted by the Egyptian minster of culture,

minster of tourism and several ambassadors to officially welcome King

Ramses II to his new home.

The project was a great success, and Mohamed Labib was pleased

to have been a part of it. “It was a great opportunity to be the consult-

ing engineer for the coring, floor, wall and wire sawing of such a large

and prestigious job. Market Leaders is very proud to have played an

important role in this project.”

Following a 10-hour journey, King Ramses arrived in Giza.


4-Color ❑ Members ❑ Non-Members1x 2x 4x 1x 2x 4x

❑ Outside Back Cover N/A N/A $3,675 N/A N/A $4,265❑ Inside Front Cover N/A N/A $3,220 N/A N/A $3,820❑ Inside Back Cover N/A N/A $3,220 N/A N/A $3,820❑ Full Page $3,245 $2,935 $2,705 $3,845 $3,520 $3,315❑ 2/3 Page $2,465 $2,205 $2,035 $3,055 $2,820 $2,655❑ 1/2 Page Island $1,700 $1,535 $1,420 $2,290 $2,125 $2,015❑ 1/2 Page Horizontal $1,640 $1,480 $1,370 $2,240 $2,060 $1,965❑ 1/3 Page ❑ vert ❑ hor $1,315 $1,190 $1,110 $1,910 $1,775 $1,700❑ 1/4 Page $1,040 $935 $870 $1,625 $1,525 $1,460❑ 1/6 Page ❑ vert ❑ hor $740 $675 $625 $1,315 $1,255 $1,205❑ 1/12 Page $335 $300 $280 $935 $900 $875

Black and White ❑ Members ❑ Non-Members1x 2x 4x 1x 2x 4x

❑ Full Page $2,430 $2,185 $2,020 $3,025 $2,790 $2,620❑ 2/3 Page $1,810 $1,635 $1,515 $2,405 $2,225 $2,110❑ 1/2 Page Island $1,295 $1,185 $1,100 $1,900 $1,770 $1,695❑ 1/2 Page Horizontal $1,240 $1,125 ❑ 1/3 Page ❑ vert ❑ hor $965 $880 $815 $1,570 $1,470 $1,400❑ 1/4 Page $700 $645 $585 $1,295 $1,230 $1,175❑ 1/6 Page ❑ vert ❑ hor $485 $460 $395 $1,080 $1,030 $990

❑ 1/12 Page $255 $230 $210 $815 $805 $800

Page Placement – Add $150 per ad Center Spread – Add $250 per ad

Closing Date for Space Reservations & ArtworkMarch Issue January 15, 2009June Issue April 15, 2009September Issue July 15, 2009December Issue October 15, 2009

Magazine of the Concrete Sawing & Drilling Association

SPACE RESERVATION CONTRACT 2009

Advertiser (Please Print)

Billing Information

Company _____________________________________________

Contact ______________________________________________

Address ______________________________________________

___________________________________________________

City ________________________________________________

State____________________ Postal Code_____________________

Country ______________________________________________

Phone _______________________________________________

Fax ________________________________________________

E-mail ______________________________________________

___________________________________________________Authorized By (signature)

___________________________________________________Print Name

___________________________________________________Date Signed

ISSUE AND AD SIZE (Check all appropriate boxes)❑ 4 Times: ❑ March ❑ June ❑ September ❑ December❑ 2 Times: ❑ March ❑ June ❑ September ❑ December❑ 1 Time: ❑ March ❑ June ❑ September ❑ December

Reader Response Program❑ Yes. I wish to participate in the Reader Response Program. If address is from one listed above, please list below.

Company ___________________________________________________________________________________________________________

Contact ____________________________________________________________________________________________________________

Address ____________________________________________________________________________________________________________

City_______________________________________ State__________________ Postal Code_ ___________________ Country__________________

Phone________________________________ Fax________________________________ E-mail ______________________________________❑ No, I do not wish to participate in the Reader Response Program

Concrete Sawing & Drilling Association 11001 Danka Way North, Suite 1 / St. Petersburg, FL 33716 / Tel: 727-577-5004 / Fax: 727-577-5012 / www.csda.org

$1,040 $1,820 $1,715 $1,630


T he job scope was to remove four wall panels that had been

damaged by the collapse of the roof, saw cut 24 openings in the

slab so new roof support columns could be added, and lastly the

demolition of a two-story block building inside the warehouse. Holes

Incorporated was selected for this job because their sawing and drilling

methods would help maintain the integrity of the building that would

remain, which had not been damaged by the storm.

Wall sawing with diamond blades was used to cut and separate the

four damaged concrete wall panels from the existing building. The meth-

ods employed by Holes ensured vibrations to a minimum and helped

maintain the integrity of the remaining wall panels. The walls had been

forced out at a 25-degree angle, therefore they all had to be shored in

place before saw cutting could begin. Holes Incorporated decided to

Concrete Cutting Specialist Removes Storm-Damaged Sections of Coffee Warehouse

A storage warehouse of Maximus Coffee was damaged due to a recent tropical storm that blew through Houston, Texas. Cotton Restoration, the General Contractor, was called upon to remove the damaged areas and rebuild. Cotton contracted CSDA member Holes Incorporated to perform the saw cutting, demolition and removal of the affected areas.

Coffee Break



use a GDM wall saw and 60-foot boom lift to cut the four 45-foot-tall by

14-foot-wide by 8-inch-thick panels. All panels were shored and braced

until removal. Two 6-inch by 8-inch holes were drilled into each panel to

rig the panels for removal. The panels were cut in half due to their size,

and were lowered by a 110-ton crane onto Holes’ flat bed haul trucks.

Once the panels were down, the interior of the building was exposed

and the team was able to use a Core Cut diesel saw for the 24 3-foot by

3-foot by 6-inch areas. The existing roof columns were broken and

had left the slab damaged, so Holes Incorporated sawed around the

area and broke out the sections using a skid steer with a hoe ram

attached. Once the section was broken, the team dug out the area

to allow Cotton to insert new columns to support the new roof.

Holes Incorporated also used a GDM wall saw to cut a 10-foot by

10-foot by 8-inch overhead door opening that the owners wanted

to allow additional deliveries to the warehouse. Before demolition

of the two-story building could commence, Holes had to detach a

wall which the building shared with its warehouse. Due to limited

access, a Stihl Saw was used to perform the cut. An ICS chain saw

was then used to cut 16 9-inch by 6-inch by 8-inch-deep openings

for roof scuppers. This was performed so that the roof would not

fill with water and collapse again. Once the building was detached,

the team used a backhoe and skid steer with a hoe ram to break up

Left:Four panels were removed due to storm damage.

Right:A Holes Incorporated operative carrying out wall sawing on the project.

Below Left:All panels were shored and braced until removal.

Below Right:The panels were cut in half and lowered by crane onto trucks.



and demolish the two-story CMU block building. Holes also performed

concrete demolition of a 12-foot by 4-foot by 5-foot concrete staircase.

Holes Incorporated is actively taking steps to become a ‘green’

business, therefore all crushed and broken concrete was transported

to a recycling plant for crushing and reuse throughout the Houston

area. The wall panels were sent to Holes so that they could be used for

hands-on training.

The job took eight days to complete and was on time and within

budget. This was Holes’ first job with Cotton Restoration, and due to

their success on this job have been awarded two additional projects.

Kellie Vazquez, administrative vice president of Holes Incorporated, is

very satisfied with this project and pleased with her team’s performance,

“We pre-planned the sequence of each task, and reviewed the job scope

and necessary safety requirements daily to successfully complete each

day’s work. We followed this format throughout the project.” Vazquez

continued, “Our estimator and 20-year veteran, Lee Aitken, performed

the job walk-through with our senior load and haul operator, 30-year

veteran Mark Stepanski, prior to bidding the job. Mark performed

safety audits every morning with the other members of the Holes

team, and the crane operator when present. All safety concerns were

addressed during the morning safety audits prior to commencing work.

This job was completed without any lost time, injuries, incidents or

recordables during the project.” Hard hats, steel-toed work boots,

hearing protection, gloves, safety glasses and fall protection was worn

throughout the project.

In total, Holes wall sawed 400 feet of 8-inch-thick concrete, slab-

sawed 288 feet of 6-inch-thick concrete and hand sawed 12 feet of CMU

blocks. The team core drilled 18 6-inch by 8-inch holes, and also chain

sawed 40 feet of 8-inch concrete. This adds up to approximately 13,000

square feet of concrete removal.

COMPAny PROFilE

The Holes Companies are service companies, specializing

in concrete sawing, drilling, breaking, lifting, demolition,

scanning, load and haul and specialty wire sawing. The Holes

Companies primarily work for commercial and industrial

contractors, state highway departments and municipalities.

Holes Incorporated, Holes Golden Triangle, LLC and Holes

Technology, LP have built a solid track record through 36

years of experience and reliability. The company has been a

CSDA member since 1976.

RESOURCES

General Contractor:

Cotton Restoration


Holes Incorporated, Houston, Texas

Phone:

281-469-7070

Fax:

281-469-6207

Email:

[email protected]

Website:

www.holesinc.com

Methods Used:

Core Drilling, Wall Sawing, Hand Sawing, Slab Sawing,

Demolition

Rebuilding work can now begin on the coffee warehouse.



Dock’s Owners Turn to CSDA Member for Precision Cutting

Aerial view of Rosyth Dockyard, circa 1919.


i t has almost been a hundred

years since civil engineers

Easton, Gibb and Son started

construction of Rosyth Dockyard

in Scotland in 1909, strengthen-

ing the Royal Navy’s presence

along the East coast of Great Brit-

ain. In 1984, Rosyth was chosen

as the sole location for refitting

the Royal Navy’s nuclear subma-

rine fleet, a role in which it was

already specializing, and in 1986

extensive rebuilding commenced

to facilitate this position. However,

in 1993 the then-Conservative gov-

ernment switched the refitting role

to Devonport.

REPRINTED FROM CONCRETE OPENINGS | VOL.18 | NUM.1 | MARCH 2009The huge caisson required cutting in order to be widened.


“Thanks to our expert staff, we managed to successfully

complete the job on time and on budget.”

Diamond wire sawing ensured a clean and precise cut through steel and concrete.

The caisson is used to dry dock vessels entering Rosyth Dockyard.

Babcock Thorn, a consortium operated

by Babcock International and Thorn EMI, was

awarded the management contract for Rosyth

Dockyard in 1987, after which they were a

government-owned, contractor-run facility. In

1993, the Ministry of Defense announced plans

to privatize Rosyth. Babcock International

(who had bought out Thorn’s share of the

original Babcock Thorn consortium) was the

only company to submit a bid, and after

protracted negotiations purchased the yard

in January 1997.

Early last year, as part of the Rosyth

Dockyard infrastructure upgrade, Babcock

Marine approached CSDA member Core

Cut Ltd. of West Lothian, Scotland with the

challenge of cutting a huge caisson in two.

The caisson, already measuring 33 meters wide,

5.8 meters deep and 15.5 meters high, needed

to be widened and a new piece welded in

place. Therefore, an accurate and clean cut

was paramount. An extension piece had been

prefabricated to fit exactly between the two

sections of the existing caisson, and required


THE HMS CHURCHillCurrently, there are seven decommis-

sioned nuclear submarines stored at Rosyth

Dockyard, one of which is the HMS Churchill.

HMS Churchill was the first of three

Churchill-class nuclear fleet submarines that

served with the British Royal Navy. The three

nuclear-powered fleet submarines served

with the Royal Navy from the 1970s until

the early 1990s, of which the lead ship was

named after the former British Prime Minister

and First Lord of the Admiralty, Winston

Churchill. The Churchill-class was based on

the older Valiant-class, but featured many

internal improvements.

The Churchills carried a crew of 103 and

had a full load displacement of 4,900 tons

when submerged. They were 86.9 meters

long, had a beam of 10.1 meters, a draught

of 8.2 meters and could achieve a maximum

speed of 28 knots when submerged. The

submarines were fitted with one Kelvin-type

1008 surface-search radar and a type 2001

sonar array, which was replaced in the late

1970s with a type 2020 array and a type 2026

towed array. Weapons included Mark 24

Tigerfish torpedoes and sub-harpoon, anti-

ship missiles. Six 21-inch (533-mm) torpedo

tubes fired from the bow.

Like all nuclear powered submarines,

the Churchill-class could remain submerged

almost indefinitely, with supplies of food

being the only limiting factor. The HMS

Churchill evaluated both the American Mark

48 torpedo and the UGM-84 harpoon missile

during its service, though only the latter

was adopted by the Royal Navy. The HMS

Churchill was decommissioned in 1990 at

Rosyth and is currently awaiting disposal.

DID YOU kNOw?

The setting up and cutting process took ten days.

welding together without the need for any infill

metal. Being specialists in the fields of drilling

and cutting, Core Cut were keen to accept this

challenge.

In a dockyard, a caisson performs a similar

task to lock gates on a canal. The big difference

is that a caisson is moveable and floats like a

ship. When a vessel needs to be dry docked, the

dock is first flooded and the caisson is removed

by pumping out the water inside of it. When

afloat, it is moved by capstan and cables to the

outside wall leaving the entrance to the dock

clear. The vessel is then towed into the dock

and the caisson is returned to the entrance

and guided into position. Water is then

pumped into tanks to sink it and form

a watertight seal. The caisson is then

used as a walk and roadway. The water

in the dock is pumped out, with the ves-

sel being docked on oak blocks at the

same time.

The structural makeup of the caisson

meant Core Cut needed to make two dis-

tinct cuts. The first was to the lower bal-

last section standing 3.5 meters high that

included concrete and steel. The second,

and much larger cut, was of the remain-

ing 12 meters. Additional concerns of


COMPAny PROFilE

Core Cut joined CSDA in 1996 and is based in Broxburn, West Lothian,

Scotland. The company is a family owned and run business celebrating 30

years in the concrete drilling and cutting industry. During this time, Core

Cut has built an enviable reputation within the UK construction industry

and is a specialist in diamond drilling, sawing and controlled demolition.

The company is proud to have achieved ISO9001 accreditation.

RESOURCES

General Contractor:

Babcock Marine


Core Cut Ltd., West Lothian, Scotland

Phone:

44-1506 854710

Fax:

44-1506 853068

Email:

[email protected]

Website:

www.corecut.co.uk

Methods Used:

Core Drilling, Wire Sawing and Controlled Demolition


REVIEW AND COMMENT ON THIS ARTICLE AT

WWW.CSDA.ORG/FORUM.CFM

Core Cut were that the interior of the caisson

contained various ballast tanks and internal

bracing, all of which had to be cut with the

same degree of accuracy as the mass concrete

ballast to the keel section. The cuts also had

to be wedged as the team progressed to pre-

vent the natural expansion and contraction

of the steel affecting the cutting process by

snagging the wire.

For Core Cut, cutting the caisson in two

was not going to provide any problems, but

cutting it accurately to allow for a success-

ful weld was going to be the real challenge.

Fortunately with 30 years in the sawing and

drilling industry, and a team of highly skilled

workers, Core Cut’s director Finlay Crocker was

confident of success, “Like most jobs it was all

in the setting up and our skilled operators are

known for their attention to detail no matter

how large or challenging the task.”

Core Cut spent over 24 hours setting up

and preparing the task, checking and re-check-

ing using a Hilti PR25 rotating laser to ensure

accuracy before commencing the wire sawing.

They employed a Hilti WS 15E 15 kW electric

wiresaw system. Hilti also supplied the 10 and

4 noise-reducing pulley sets required for the

project, and Core Cut made some modifica-

tions that would allow the position of the pul-

ley wheels to be adjusted without the need for

repeated set-ups. Power was supplied by a 70

KVA Super Silent 145-volt mobile generator.

The set up was overseen by Finlay Crocker and

Ernst Siegenthaler, Hilti’s global key account

manager of the Diamond Systems Business

Unit, and carried out in conjunction with engi-

neering staff from Babcock Marine.

Core Cut’s wire sawing was accomplished

using a 50-meter length of 100% specifica-

tion steel diamond wire supplied by Hilti Great

Britain. Core Cut has found diamond wire saw-

ing to be the fastest and most versatile means

of cutting heavily-reinforced concrete and

steel. The wire saw easily handles the thickest

sections of all construction materials with cut-

ting rates in excess of one square meter-per-

hour achievable, and the ability to cut circular

openings up to 2.5 meters in diameter leaving

clean, straight and smooth cut surfaces with no

damage to the remaining structure.

The work was carried out over ten days

during July 2008, in which time the cutting

team mobilized, set up the equipment, per-

formed the cut and broke out the mass con-

crete ballast from the keel section. Since Core

Cut completed their work, Babcock Marine has

now successfully welded in the extension piece

to the caisson. Crocker was pleased with the

outcome of both the cuts and the project as a

whole, “Thanks to our expert staff, we man-

aged to successfully complete the job on time

and on budget.”

In addition to these works, Core Cut was

awarded a separate job on the same project,

and was subcontracted by Edmund Nuttall to

help with the dock-widening program. Core

Cut’s job was to make preparatory cuts of the

concrete and granite to facilitate the easy and

tidy removal of the alters (large dock steps).


CharCoalCutting Contractor Takes Part in Explosion vent installation Project

Kentucky Fired

The team had to drill through a quarter-inch of medium strength steel to start.


Sawing and Drilling projects, big or small, come with many com-

plex elements that must be overcome by the cutting contrac-

tor to get the job done. People may think that the difficulty

of a project is directly proportionate to the size. However, this is not

always the case. There are just as many small, complex projects being

undertaken by relatively small cutting and coring companies—one of

which is CSDA member company Taylor’s Concrete Cutting Services of

Franklin, Kentucky.

Taylor’s has been asked to tackle many unusual projects during its

time in the industry, but in July of 2008 they were asked to participate

in one of its most unusual yet. Jeff Blanton, project manager for gen-

eral contractor Madison Smith Machine & Tool Company, contacted

Ron Taylor to discuss a project he was working on at Kingsford Products

Company’s charcoal plant in Summer Shade, Kentucky. Kingsford pro-

duces charcoal briquettes, and Madison Smith had been contracted by

Kingsford to install nine “explosion vents” at the plant. The installa-

tion would require nine clean, round holes to be located in an exterior

wall. The new explosion vents would provide a safe release of pressure

should an explosion occur.

The project called for nine, 20-inch-diameter holes to be located

in an exterior wall. The wall had a total depth of only two inches, but

was constructed of an outer layer of quarter-inch medium strength steel

and an inner layer of inch and a half refractory material. The refractory

material consisted of a concrete-like material embedded in a horizon-

tal and vertical grid of 3/16-inch stainless steel flat bar. What made the

project difficult for the general contractor was that the holes had to

penetrate both the steel and refractory material. Using a torch was not

an option, as a torch would cut through the outer layer of steel but not

the refractory material. The solution had to involve core drilling, and

that’s where Taylor’s came in.

There were three basic criteria for the project: First of all, the gen-

eral contractor required nine 20-inch-diameter, clean, round holes in the

wall. Secondly, no holes could be drilled in the wall for drill mounting

purposes. Thirdly, the holes had to be drilled from the outside of the

wall, which meant that drilling had to begin on quarter-inch medium

strength steel.


Holes were required at the plant to prevent pressure build-ups.


The cutting team worked with Diamond Products to satisfy the first

part of the criteria by designing a core drill bit that would penetrate

the steel as well as the refractory material. Diamond Products designed

a 20-inch-diameter,12-inch-deep bit with 32 segments. The segments

were formulated with a bond that would allow the bit to efficiently

cut the steel.

Once the bit was designed, Ron Taylor worked with Dave Gillespie,

Madison-Smith’s site supervisor, to design a drill mounting system. The

second project criteria stated that no mounting holes could be drilled in

the wall, therefore a machinist from the general contractor fabricated

a steel plate that contained threaded rods on which to mount the drill.

Gillespie tack-welded the steel plate at the hole location and the drill

was mounted to the plate. The mounting system allowed the drill to be

mounted without drilling additional holes in the wall.

The third criteria stated by the general contractor was that holes

had to be drilled from the outside of the wall, meaning each hole had

to begin on the surface of a quarter-inch medium strength steel panel.

Core drill bits have a tendency to “walk,” that is to move vertically and

horizontally when beginning a hole on a flat steel surface. Since the proj-

ect called for clean, round, 20-inch-diameter holes, something had to be

done to keep the bit from “walking.” The core drilling team’s solution

was to use guide rollers to stabilize the bit. The machinist at Madison-

Smith installed the guide rollers on a plate that they designed and fab

The contractors carefully maintained drilling speed and pressure to achieve success.

Nine 20-inch diameter holes were drilled by Taylor’s.


COMPAny PROFilE

Taylor’s Concrete Cutting Services, LLC, are based in Franklin,

Kentucky, and have been a CSDA member since 2006. The

company has been operating for nine years, and specializes in

diamond drilling, sawing, and controlled demolition. Taylor’s has

a team of seven operators and carry out sawing and drilling jobs

in the Middle Tennessee and Southern Kentucky areas.

RESOURCES

General Contractor:

Madison-Smith Machine & Tool Company


Taylor’s Concrete Cutting Services, LLC, Franklin, Kentucky

Phone:

270-598-9400

Fax:

270-598-9020

Email:

[email protected]

Website:

www.taylorsconcretecutting.com

Methods Used:

Core Drilling

ricated. The site supervisor tack-welded the guide roller plate under-

neath each hole location to stabilize and support the bit as it turned.

Ron Taylor, along with his cutting team, began drilling at Kingsford

on September 18, 2008. The team used a Diamond Products Char-Lynn

hydraulic drill, powered by a Diamond Products model CB24XL gaso-

line powered hydraulic power pack. A 30-foot lift provided them with

access to the wall. Drilling through the refractory material was espe-

cially challenging as the bit had a tendency to get hung on the stainless

steel mesh. Taylor had to ensure the correct drilling speed and pressure

was maintained to guard against hanging the bit. Taylor’s team spent

the entire day drilling the first hole, but as the drilling progressed, the

cutting team experimented with speed and pressure, perfecting their

technique.

It took Taylor’s Concrete Cutting Services approximately six hours

to drill each hole, two hours to drill through the quarter-inch steel

plate and four hours to drill through the 1.5-inch-thick stainless steel

and refractory material. All nine holes were completed in six days. The

custom-made bit, drill mount and guide roller plate worked as expected,

a testament to the innovative approach and excellent planning executed

by Ron Taylor, Jeff Blanton and their respective teams. By working on

the principles of mutual trust and cooperation, the cutting contractor

was able to overcome the challenges of a most unusual small project.

It took Taylor’s six days to complete the six holes.



By Chip Webster

How to Survive and Thrive in a Tough Economic Climate

THE BUSinESS Of BUSINESS

it’s likely that booms and busts have been part of the business world

ever since the first shell jewelry was exchanged 100,000 years ago.

For businesses that successfully weather this tough economic climate,

the silver lining is a relatively open market when the economy begins

to rebound.

Over the past 35 years, working with companies ranging from

Fortune 500 firms to start-ups that are still a gleam in their founders’

eyes, I’ve identified three key areas where CEOs should focus their

attention to ensure that their company comes out on top.

First, of course, is cash. Businesses that have it will survive, those that

don’t, won’t. Unprofitable businesses with positive cash flow can stay

in the game, while a profitable company with negative cash flow will

go broke. Here are some key points for a CEO to consider:

• Cashain’tcashunlessitiscash.Youneeddailyreportsonall

bank balances and weekly cash flow projections for 90 days out.

• Receivablesandinventoryaren’tcash.Lookateveryunpro-

ductive asset to see if you can convert it to cash. Invest in cash

bonuses to employees who help turn those assets into cash.

• Paperprofitsdon’tcount—andnever,evergetcaughtinthe

“we’ll take this one to break even” trap.

• Workwithbothvendorsandcustomerstoincreaseavailablecash.

Personally visit big customers who are slow payers and work out

payment plans. Ask suppliers for better pricing and/or terms, and

consider consolidating suppliers to get the best deal. Increase

your price on small accounts.

• Developalternativesourcesofcashanddrawdowncreditlines

if necessary—but make sure you understand every word of bank

covenants first.

• Don’tstonewallbankers,creditorsorlandlords.Communicate

with them often and tell them the truth.

Second, corporate is more important than ever. CEOs need to be

leaders not managers. Leaders are out in front, managers hide in their

officeandsendemailsandmemos.Yourfirstjobasaleaderistomake

sure that every employee is pulling his or her weight. Systematically

review every employee’s skills and attitudes and get rid of weak, under-

performing people today.

Create a team culture with the high-performing people that remain.

Have ‘town hall’ meetings, communicate constantly and look for posi-

tive news to announce. If you have to cut top-notch people, put your

staff in a room and let them decide if they want to go to a shorter work

week instead of laying off co-workers. Then, if you have to cut hours

or pay, cut your own pay even more.

Finally, keep an eye on the future. No one knows just how long

this recession will continue, but many demographics show that certain

states will become economic powerhouses in the near future as signs

of recovery emerge. Be ready to take advantage of pent-up demand

when this recovery occurs by:

• Personallycallinglostcustomersanddoingwhateveryouneed

to do to get them back. Calling on your top accounts to ask how

you can help them survive this downturn.

• Leavingunprofitablebusinessonthetableforyourcompetition.

• Pickingupmarketsharewhenever

possible, and considering buying

weak competitors who will make your

business more profitable.

As frustrating as the current economic

climate is, always remember: tough times

never last, tough people do.

Chip Webster is president of TEC Florida, an affiliate of Vistage International and the state’s leading organization for CEOs. For more information, visit www.tecflorida.com or email [email protected].


TECH TALk

Tech Talk is a regular feature of Concrete Openings magazine, focusing on equipment, maintenance and operational issues of interest to concrete cutting contractors. Readers wishing to have a particular subject addressed can call or email CSDA with their suggestions at 727-577-5004 or [email protected].

By Robert Hodson

The Evolution of Synthetic Diamonds

Manufactured diamonds have

been commercially available

for over 50 years, but were

not used extensively by diamond blade

manufacturers until about the mid-seven-

ties. The main reasons for this were that

suppliers of natural (mined) diamonds

convinced manufacturers for many years

that their natural material was better, and

simply because manufactured diamonds

were more expensive.

From a technical viewpoint it was easy

to see that the manufactured variety may prove to be better than

the natural alternative, because the former were block-shaped, single

crystals with far fewer internal flaws than the natural type. However,

this remained undemonstrated on a large scale until the mid-seventies

when, due to political upheaval in Africa, natural diamonds became in

short supply and their price skyrocketed. Now, manufactured diamonds

were not only less expensive, but were almost the only type of diamonds

available.

Diamond blade manufacturers launched fast-track development

projects to learn how to use the manufactured variety in their saw blade

segments. These projects required changes to process parameters in

order to minimize exposure of the diamonds to high temperatures and,

in some cases, changes in metal bond chemistry. Overall, manufacturers

found that the conversion was easier than expected. Once the changes

were made, results were astonishing. Suddenly, hard materials were

easier to cut, cutting rates went up and in many cases blade life

improved.

Today, manufactured diamonds are used almost exclusively in metal-

bond diamond saw blades. It is well known that man manufactures

diamonds in a similar way as Mother Nature does, that is, by subjecting

carbon to high temperatures and ultra high pressures. At the

temperatures and pressures used, the carbon atoms are squeezed so

closely together that new atomic bonding occurs and the atoms are

locked into the diamond crystal structure. The transformation from

carbon to diamond occurs within a molten metal matrix of either cobalt

or iron-nickel alloy. The product recovered from the press is an odd

shaped nugget of metal with diamond particles protruding all over.

The metal is then leached away with acids and the diamond particles

are recovered and sorted by size, shape, and

purity. Particle toughness is directly related

to purity—the higher the purity, the higher

the toughness.

Diamonds manufactured by the cobalt

matrix method generally have inclusions

called dendrites, which resemble tree

branches. These inclusions have an effect on

crystal “friability” or resistance to fracture.

Friability is determined by subjecting the

crystals to a crushing action using standard

loads for standard time periods, then

measuring the weight loss. Diamonds manufactured by the iron-nickel

matrix method also have inclusions, but usually not the dendritic variety.

However, these inclusions also affect friability of the diamond.

Over the years, diamond makers have been working on ways to

increase the yield of high purity particles in every batch of diamonds

produced, with relative success. This has given diamond blade

manufacturers another direction to take when the need to alter blade

performance arises.

Another important development in manufactured diamond

technology is the recent progress being made in coated diamonds. The

purpose of using coated diamonds is to improve diamond retention in

the metal bonds so that diamonds are not lost before they can be fully

used. In the past, single layer coatings on diamonds were not effective

due to incompatibility with either the diamond particles or the metal

bond. The newer coatings now available are multi-layered, having one

material in contact with the diamond particles and another material

in contact with the metal bond. These new coatings are being used

successfully in many applications.

In conclusion, out of necessity and the innovation of pioneering

scientists, today’s synthetic diamonds are harder, stronger and less

expensive than those produced 50 years ago. These diamonds are

designed more for the specific purposes of concrete cutting, including

increased blade life and more aggressive cutting techniques. These

synthetic diamonds are more than capable of standing up to the ever-

growing needs of the concrete sawing and drilling industry.

Robert Hodson is the research director of Sanders Saws, Inc., a division of Multiquip, based in Honeybrook, Pennsylvania. Sander Saws can be contacted at 800-486-0797 or by email at [email protected].


inSURAnCE CORNER

Are Your Managers Really Managing?

By Bill Crimmins

Many of us feel we do not have time to think about the

‘what ifs’ out there. Our time is spent dealing with problems

in a reactive, day-to-day way, sometimes not thinking

about every possible eventuality associated with any given problem

or situation. This thought process is similar to the Pareto principle, also

known as the 80-20 rule, the law of the vital few and the principle of

factor sparsity. Many businesses focus on the twenty percent of their

clients or workload that produces eighty percent of their income.

Unfortunately when it comes to OSHA, this rule can cause

contractors to focus all their attention on OSHA regulations that attract

frequent attention such as fall protection, hazard communication or

silica exposure, and overlook other regulations that may be of equal

importance. With this in mind, it is imperative that managers are aware

of all applicable regulations for a given job, and that they are working

together to adhere to them. There are several scenarios that could

happen and leave owners and managers exposed to liability. Although

these scenarios may not fall into Pareto’s twenty percent, it is important

to be diligent and fully aware of them.

Recently a cutting contractor encountered such problems while on

the job site, where compliance with OSHA regulations was questioned.

An incident had occurred where an employee of the client had been

seriously injured on the site. OSHA was notified and representatives

arrived to carry out an investigation into the possible cause of the

accident and the injury. A series of citations were issued regarding the

conditions the workers were being exposed, and to what level they

were protecting themselves from potential hazards. The contractor was

cited for several violations, including not being in possession of material

safety data sheets, failure to have various written policies in place and

having no documentation to certify employee training.

Following the results of the OSHA investigation, the events leading

to the incident were painstakingly reviewed by the managers and

OSHA’s citations were discussed at length. During the review and

discussions, a number of issues that had contributed to the incident

were highlighted, and it became increasingly apparent that these issues

had been overlooked during the planning and mobilization stages of

the job. However, the omission of these issues is not the focus here, but

the subtle misunderstandings that led to these omissions are.

The project team assigned by the contractor was typical for

such a job—a foreman and several operators. It was assumed that

members of senior management would carry out site visits on a weekly

basis to monitor progress and provide further instructions where

required. This arrangement is not uncommon in the industry, and

is an arrangement that works successfully when each person’s role

is well defined and understood. Unfortunately in this instance, the

foreman did not have a solid understanding of his responsibilities.

In addition, senior management was under the assumption that the

foreman was responsible for the successful completion of the project,

as well as meeting all training and safety requirements. The result of

these misunderstandings and lack of communication was over $40,000

in OSHA citations.

It transpired that the foreman had only accepted his position

based on an assumption that he would run the job site with little

actual reign, yet collect a higher rate of pay. Basically, he would be a

‘paper foreman’ and would hold the position in name only, making

him devoid of responsibility in terms of decision-making or safety and

health compliance. This, however, was not the case. This is a common

misconception made by operators who are given supervisory roles. Their

technical proficiency has helped in elevating them to a supervisory

status, but a number of additional skills are required and must be

applied in order to succeed in this role. One of the most important being

an awareness that they are now responsible for the activities and safety

of their operators. In this case, the foreman had not understood that

he was a manager, and bore such responsibilities.


When OSHA interviewed the operators on site, they discovered that

the foreman had allowed the use of unauthorized Personal Protective

Equipment (PPE) which required appropriate selection, fitting tests,

training, sanitary conditions, routine inspections, medical evaluations

and a written program. OSHA found that operators were using half-face

respirators with no program in place. Furthermore, OSHA reviewed the

job site and concluded that operators did not actually require respirators

for that type of environment. When questioned, the operators said they

wore the respirators simply for comfort, opening the contractor up to

further scrutiny. The foreman thought nothing of this, thinking that

showing OSHA his operators were taking steps to protect themselves

would be nothing but a good thing in their eyes, and would show he

was doing the right thing.

This line of communication, together with a lack of understanding

and appropriate supervision, lead to significant citations. The fact that

the respirators were not provided by the contractor had no effect on

the proceedings. The foreman had the responsibility of evaluating the

safety of the operators, and was aware that respirators were available

and in use. Subsequently, the fact that the foreman knew about the

respirators meant that management was aware of their use, and should

have triggered the implementation of the required program. This was

the case, in spite of the fact that the operators had supplied their own

respiratory equipment.

Senior management argued that they had no knowledge of the

respirators, and that the citations should not have been issued. This

argument could not stand, as the foreman had allowed the use of the

respirators, and he represented management. Neither the foreman or

senior management had a full understanding of the foreman’s role.

Needless to say, the citations held.

This example demonstrates exactly why sawing and drilling

contractors must communicate to foremen that their position represents

a level of management, and ensure that the foremen act accordingly.

If on site managers do not understand the responsibilities of their role

or follow prescribed safety procedures, then the contractor may be

subject to a variety of citations. Foremen need to be knowledgeable of

site safety requirements and should engage in regular communication

with senior management. Adopting habits such as looking the other

way, or failing to understand and learn about the appropriate laws, is an

unacceptable management method. Should a foreman be unwilling to

adopt the responsibilities of a management position, then they should

not be considered for such a position.

While there were several factors in this particular example, the

issue of management failing to communicate with each other and not

providing adequate supervision, led to a serious injury and subsequent

citations. In addition, focussing too much on the twenty percent can lead

to significant losses elsewhere. All CSDA contractors are encouraged to

assess their current and upcoming jobs to ensure that operator safety

is appropriately managed.

The CSDA insurance program can assist in providing training for

employees and provides members with routine instruction regarding

safety related matters. Bi-monthly safety conference calls and safety talks

are just one part of the process, where many subjects are discussed and

contractor concerns are addressed to prepare them for any eventuality.

Bill Crimmins is the president of Titan Risk Management LLC, based in New Lenox, Illinois. Bill also acts as a consultant for the CSDA insurance program. He can be reached at 815-405-8448 or by email at [email protected].


SAFETy COUNTS

By Mark A. Lies, II

Avoiding Lockout Tagout Violations

InTRODUCTIOnAs all employers should know, employees must

be protected against the hazards of “unexpected

energization” when performing certain functions

with electrical, hydraulic, pneumatic or other

applicable equipment. Despite the fact that the

OSHA regulation, Control of Hazardous Energy, 29

CFR 1910.147 (also known as lockout tagout) has

been in effect for many years, employers continue

to receive frequent, and in many cases significant,

monetary citations for non-compliance. However,

it is prudent to mention that this regulation does

not currently apply to construction or other sectors.

Nonetheless, it is recommended that contractors

are made aware of this regulation and follow the

guidelines to ensure a safe working environment.

More importantly, failure to initially imple-

ment or to comply with an employer’s lockout

tagout procedures has led to numerous fatalities

and serious injuries due to equipment energiza-

tion during servicing or maintenance. This article

is a brief overview highlighting certain high pro-

file aspects of the regulation that have occurred

recently, and the potential liabilities involved.

APPLICATIOnLockout tagout (LOTO) applies to the

control of all energy (e.g., electrical, hydraulic,

pneumatic, gravity) which may be encountered

during servicing or maintenance of machines

in the general industry sector. The regulation

can be confusing to employers because it does

not cover normal production operations, thus,

servicing and maintenance which occurs during

normal production operations is only covered

if it requires:

• Anemployeetoremoveaguardor

safety device, or

• Placepartoftheirbodyintoapoint

of operation area or a danger zone

during a machine operating cycle.

There is a further exception. This exception

includes the performance of minor tool

changes, adjustments or other minor servicing

activities which take place during the normal

production activities, providing they are

“routine, repetitive and integral to the use of

the equipment for production.” However, if

an employer relies upon this exception, they

must develop and utilize alternative measures

that will provide effective protection. Finally,

there is one additional, limited exception.

When the sole source of energy is electrical,

and the equipment utilizes a “plug and

cord” connection which can be unplugged to

completely de-energize the equipment, and

providing the employee maintains control over

the plug and cord, then this would also be an

exception.

PROCESSIn order to develop an effective LOTO

program, the employer must first determine

if and when LOTO applies and develop

specific written procedures for each piece

of equipment, identifying each and every

energy source as well as the specific means and

methods for de-energizing the equipment. This

must also include the various energy control

switches or devices for utilizing locks that are

individually issued to “authorized” employees.


Authorized employees are those who have been

trained and authorized by the employer to

perform LOTO using the appropriate written

procedure. Other employees, identified as

“affected” or “other,” must generally be trained

to recognize and be aware of LOTO procedures.

These employees must not in any way attempt

to start or re-energize machines that have

been locked out, or to tamper or remove LOTO

devices while LOTO is being performed by

authorized employees.

After initial training, refresher training must

be conducted whenever there is a change in job

assignments, machines or processes that may

create or present a new hazard, or if changes

have been made to the actual LOTO procedures

themselves.

EnFORCEMEnTOnce a LOTO program has been developed

and employees have been trained, the program

must be enforced with ongoing observation by

supervisors and discipline for violations, up to and

including termination. If employers fail to develop

a LOTO program, train employees and utilize

aggressive enforcement, the employers cannot

avail themselves of the “unavoidable employee

misconduct” defense which can be an absolute

legal defense to liability for an apparent violation.

PERIODIC InSPECTIOnSA recent developing area of significant liability

involves the duty of an employer to conduct a

periodic inspection under 29 CFR 1910.147(c)(6) of

each energy control procedure at least annually;

to verify that the procedure is still effective for the

equipment and that the authorized employees are

competent to perform the procedure (that is, their

training is still effective). Basically, the employer

must observe an authorized employee performing

the procedure at least annually. The employer must

then certify in writing, under 29 CFR 1910.147(c)

(6)(ii), that the periodic inspections have been

performed by:

• Identifyingthemachineorequipmenton

which the energy control procedure was

being utilized,

• Thedateoftheinspection,

• Theemployeesincludedintheinspection,

and

• Thepersonperformingtheinspection.

Unfortunately, many employers are completely

unaware of the obligation to conduct periodic

inspections and prepare the certification or they

risk allowing the annual periodic inspection

requirement to lapse beyond a year. Recently,

OSHA has begun to issue willful citations, which can

carry penalties up to $70,000 per violation, or to

separately cite each machine or piece of equipment

for which a periodic inspection was not conducted,

resulting in significant monetary penalties.

If the periodic inspection reveals that

the LOTO procedure is no longer effective

due to equipment or process changes,

the procedure must be rewritten and

employees retrained. If the authorized

employee is unable to perform the

procedure properly, the employee must

be retrained. In all cases, the training must

be documented. It should also be noted

that if an employer prepares certification

of an inspection that is falsified, there are

potential criminal penalties against the

employer and the individual employee

who prepared the false certification.

COnCLUSIOnAs the regulatory climate changes

within OSHA to a more aggressive

enforcement structure, there is no

question that LOTO compliance will be

more closely evaluated by the agency,

with increasing citation liability. In

any regulatory inspection involving an

employer in general industry, where the

employer utilizes any type of equipment

or machinery, OSHA will request to inspect

the LOTO program, procedures, training,

periodic inspection certifications and

records of any disciplinary action taken

for violations. An employer who develops

and administers an effective program will

reduce the potential for employee injury

as well as regulatory liability.

Mark A. Lies, II is a labor and employment law attorney and partner with Seyfarth Shaw LLP in Chicago, Illinois. He specializes in occupational safety and health law and related employment law and personal injury litigation. In addition, Mark has worked with CSDA members in their businesses. He can be reached at 312-460-5877 or at [email protected].

Documents

Concrete Openings - Mar 2009 Reprints