OCTOBER/NOVEMBER, 2013 Volume 1 No. 3 Contractors Meet Challenges of Clemson’s Landmark Test Site Page 2 Design Team Overcomes Multiple Issues at Advanced Testing Facility State of the Art Manufacturing Facility Created in Existing Warehouse Developing Leaders from the Ground Up 6 7 11 Contractors Meet Challenges of Clemson’s Landmark Test Site for Wind Turbines Gabriella Jacobs South Carolina Construction News Build a better mousetrap, the saying goes, and the world will beat a path to your door. Turn a decommis- sioned 82,000-square-foot former U.S. Navy warehouse into a $98 million testing facility for massive offshore wind turbine drivetrains, and the world will beat a path to North Charleston. That’s where Clemson University has devel- oped a state-of-the-art place for ensuring the drivetrains can withstand numerous rigors once they’re at sea. “It’s an amazing facility…There’s nothing remotely sim- ilar,” Millard Choate, CEO of the project’s general contrac- tor, Choate Construction, said. Elsewhere in the U.S. are places that test smaller tur- bine drivetrains. Here, personnel will test equipment that’s up to five times bigger than usual, capable of generating 15 megawatts of power. In fact, it is built to be able to test two sizes of drivetrains. One test rig is for 7.5 megawatt capacity, the other, for 15 megawatts. A simulator of the electrical grid will be used, too, to ensure the power gen- erated by the offshore wind via the turbines can be trans- ferred to 50 or 60 Hz electrical transmission grids and that the turbines can safely recover from grid faults. Officials expect global interest in those functions, as offshore wind energy becomes an increasingly viable al- ternative. They also expect a sizable and long-range re- gional economic boost. The project is being paid for, in part, by the U.S. Department of Energy, an American Re- covery and Reinvestment Act grant, and with private-pub- lic partners. 2 – October/November 2013 — The South Carolina Construction News For Choate Construction, whose corporate mission em- phasizes “creating value” and for Millard Choate, person- ally, who supports energy efficiency and green innovations, this project was a perfect fit. “We love this kind of work…We like the more technical, complex jobs,” he said. Start with the condition of the six-acre site, The Navy built on it in 1942 and left it in 1995. The U.S. Environmen- tal Protection Agency designated the site a brownfield, which it defines as “a property, the expansion, redevelop- ment, or reuse of which may be complicated by the pres- ence or potential presence of a hazardous substance, pollutant, or contaminant.” “We’ve dealt with bad soil and contaminated ground- water, as well as a new design that must withstand hurri- cane and earthquake stresses,” during the construction process, said John Dudas, Choate vice president for the Carolinas. Clemson and its team didn’t stop at reversing the brownfield status, though. It went so far as to ensure the new testing facility will be LEED (Leadership in Energy and Environmental Design) certified. That means it conforms to the U.S. Green Building Council’s requirements – as does Choate’s headquarters itself. The machines that will be tested here, and their mas- sive torque, are huge. Choate points out that each blade of a turbine (there are three) is about 300 feet long. Clem- son needed a space that would not “rip itself apart” upon maximum operation, said Choate, who compared the process to that of building a “major, major dam.” To accomplish that, you need two main things: concrete and steel. Lots of steel (much of it custom bent). And lots of concrete (also customized). The building’s foundation is almost seven stories high. “The foundation was key,” said Marty Swain, an executive at Parker Marine, which specializes in founda- tional and marine contracting and did the pile driving for this project.. Swain said because the project in- volved creating test cells within an ex- isting building – and those cells had to withstand extraordinary vibration plus be physically separate within that build- ing – Parker Marine had to adapt its procedures as well as its cranes. Per- sonnel had to measure from the floor to the roof girders to ensure they had maximum space to work. Basically, Swain said, a section of pile would be put in place, then another section welded atop it, over and over again. Two cranes and up to 18 people la- bored for this because, he said, the project was “monolithic.” Glenn Sherrill, head of SteelFab in Charlotte said his company provided about 1,100 tons of structural steel for the frame, and about 87 tons for other purposes, such as special rings and an- chors. SteelFab Charlotte worked in conjunction with their sister company, SteelFab of SC which is located in Charleston and Florence. “Our Florence plant helped fabricate the job and our Charleston office cov- ered the site project management,” said Sherrill. “Our South Carolina par- ticipation was critical to the Clemson project.” SteelFab has about 500 employees and operates six fabrication plants across the Southeastern U.S. with a combined capacity of over 100,000 tons annually. To ensure all the steel for the Clemson site was flawless, SteelFab’s Mark Coleman worked closely with drafting professionals from Hutchins & Associates in Clem- mons. The Hutchins firm is no stranger to big projects, having worked on numer- ous hospitals and airports, convention centers, university buildings and even the NASCAR Hall of Fame. However, “This was the first time we’ve ever drawn within 1/32 nd of an inch in this shop. Usually we draw to 1/16 th . But this was a very different story,” said CEO Larry Hutchins, who is certified as a Senior Detailer Class One by the Na- tional Institute of Steel Detailing. Several factors required excruciating accuracy of the steel parts. For exam- ple, the plans that originated in Spain had been prepared in metric system units; SteelFab and Hutchins had to convert to the U.S. system. Allowance had to be made for deflection and The South Carolina Construction News — October/November 2013 – 3 “float” of the concrete. Even having the steel galvanized to resist environmental corrosion influenced the accuracy of sizings, said Hutchins. Such precision then enabled Williams Erection of At- lanta – whose portfolio includes work on the Bank of Amer- ica connecting bridge in Charlotte plus numerous sports arenas, hotels and so on throughout the southeastern U.S. — to lift and position the steel into place smoothly. It also required corresponding precision for the concrete. “It’s not every day a project like the wind turbine site comes along and when it did we knew we wanted to be a part of it,” said John DeWitte, president of Cooper River Concrete in Charleston. “Since this had never been done before we had no historical data to draw from. Each ele- ment of the reinforcing (steel) and concrete work had to be carefully planned, step by step.” The type of concrete used was important. “Due to the congestion of multiple layers of #11 rein- forcing bars we knew that conventional concrete was not going to work,” DeWitte said. “We had worked on a num- ber of local projects using self-consolidating concrete and knew that this was the answer to ensuring that we had proper consolidation of the concrete. SCC has chemical viscosity modifiers that hold the matrix of the concrete to- gether while increasing the slump or spread of the con- crete to 24” to 28”. The high level of fluidity allows the concrete to flow throughout the rebar and formwork with- 4 – October/November 2013 — The South Carolina Construction News out the need of mechanical vibration. During the process over 4,000 cubic yards of SCC were placed on this proj- ect.” Specifically, DeWitte, said, the foundation pours for the 7.5 MW and 15 MW were 750 cubic yards and 2,000 cubic yards respectively. “One concern of placing this mass con- crete was the control of hydration heat,” he said. “Through the placement of temperature sensors in the 7.5 MW foun- dation we were able to monitor the temperature of the concrete through the curing process.” Dudas said it took months of preparation for the con- crete pours, which lasted 12 to 16 hours at a time. It was very exacting work to place and verify tolerances of the embedded materials. “This foundation was so large and needed a lot of rebar, which made it impossible for us to pump and vibrate the concrete in a traditional manner….(Self consolidating con- crete) doesn’t need vibration and consolidates completely around all of the rebar and embeds,” Dudas said. “Unlike conventional concrete mix, the self-consolidat- ing mix pours like pea soup, which allows the concrete to flow around the re-bar,” said Choate Vice President/Divi- sion Manager Matthew Brewer. Use of Building Information Modeling software was key to Choate’s ability to coordinate with subcontractors such as Cooper River and SteelFab, which began as a small handrail fabrication shop in Charlotte and now is a major supplier of fabricated structural steel. “This project was an excellent use of BIM to coordinate the massive amounts of rebar and the large number and types of structural steel that needed to be placed,” he said. A precision metrologist was used to verify details, too. “We were able to utilize a lot of our local subcontrac- tors and suppliers to bring this to fruition,” Brewer said. Personnel had to be flexible and make adjustments during the construction process because design of the equipment to be installed in the facility was still evolv- ing. “That made it difficult to plan and schedule the project as a whole,” Dudas said. Nearly everyone involved at every level of this proj- ect was aware of the magnitude of the completed fa- cility’s mission. “This is the first time something like this has ever been built. We knew how unique it is, and the impact it will have. We take that very, very seriously,” Choate said. Although the economic feasibility of wind farms on land remains questionable, he said, offshore wind farms – which will use the equipment tested in this fa- cility – are very promising. Playing a role in advancing such next-generation technology is, Choate said, “phe- nomenal.” “It’s cool,” he said. “There were a lot of challenges and unbelievable intensity.” Brewer agreed there’s been a lot of buzz about the “extraordinary” test facility. “People ask about it all the time.” Studies have shown that this is a high-reward area for harvesting wind energy,” Brewer said. “There’s po- tential to change the way we generate energy as we know it here in Charleston and beyond.” The South Carolina Construction News — October/November 2013 – 5 Design Team Overcame Technical Challenges at Clemson’s Advanced Testing Facility Gabriella Jacobs South Carolina Construction News Thomas Lorentz, PE, senior vice president of AEC Engi- neering/IDOM in Minneapolis, said this project, despite some challenges, “will be counted as a huge success for many reasons.” “The project has been completed on a kind of fast-track delivery, with a few components of detail design com- pleted just ahead of construction,” he said. “Because the design of the facility is so dependent on the specialized equipment, it was crucial for the AEC IDOM team to have an excellent grasp of the function and mechanics of the turbine testing equipment in order to anticipate the facility requirements while the equipment was still being de- signed. This was a challenge.” “The fact that we had that expertise was a large bene- fit,” Lorentz said. “There are significant technical chal- lenges that are inherent in the design of this type of advanced testing facility. The unique stiffness and vibration tolerances for the test bay foundations, the specialized structural supports designed for fatigue service, and the mechanical and electrical systems all require substantial AEC ENGINEERING an IDOM group company 15 South 5 th Street Suite 400, Minneapolis, MN 55402 USA TEL: 612.332.8905 FAX: 612.334.3101 www.aecengineering.com www.idom.com AREAS OF EXPERTISE: - Structural engineering - Advanced analysis and design - Mechanical engineering - Electrical engineering - Construction inspection - Mechanical integrity & process safety - Forensic engineering 6 – October/November 2013 — The South Carolina Construction News engineering effort.” “The design of the Clemson University facility posed ad- ditional technical challenges in retrofitting an existing warehouse structure to accommodate these large sys- tems, and then upgrading it all to current building code seismic standards. The entire project team (owner, con- struction manager, contractors, engineers) all collaborated together to make this a success.” “The Clemson facility will be a world-class installation for many years, with a unique capacity for testing the next generation of wind turbine drive trains and electrical equip- ment,” Lorentz said. “There is no doubt that it will have an influence on the small handful of comparable future facili- ties which may be considered anywhere in the world, just as this facility was influenced by IDOM’s experience with similar facilities we previously designed in Europe,” he said. “While there are always site-specific differences be- tween projects, for our part, we work collaboratively and ethically to continue to advance the state of the art.” Lorentz said AEC/DOM is very proud to have been a part of the Clemson team. He added, “North Charleston is home to a truly unique installation.” PARKER MARINE CONTRACTING CORP. PILE DRIVING MARINE CONTRACTORS Congratulations to Choate Construction We are Proud to be Part of Your Team John T. Parker, JR., Vice President Ph: (843) 853-7615 Fax: (843) 853-6263 Cell (843) 693-3743 P.O. Box 30651 Charleston, SC 294417 johnp@parkermarine.net State of the Art Manufacturing Facility Created in Existing Warehouse Heather Seftel-Kirk South Carolina Construction News Greenville-based O’Neal, Inc., converted a 10-year-old, pharmaceutical warehouse in Fountain Inn into a state of the art manufacturing plant for its client Bosch Rexroth. Completed in just six months, and within the project’s budget of $15 million, the 265, 000 sq. ft. plant required close collaboration, with subcontractors working side by side and typical construction schedules adjusted to meet the tight demands. Using engineer-procure-construc- tion (EPC) project delivery method, O’Neal’s facility upgrades included new steel reinforcement for a utility mezza- nine, electrical upgrades, chilled water lines, heat treating, compressed air systems, and a new concrete reinforced slab for machining equipment. The project also included 12,000 square feet of new office space and upgrades to all utility services. A technical support mezzanine located over the produc- tion area, designed to support a utility distribution system, as well as overhead hoists required for plant operations and equipment installation, were installed. A state of the art fire protection system, compliant with Bosch and its in- surer’s standards, was also required. Shane Bolding, business unit leader at O’Neal Inc., says the project had been part of Bosch’s expansion plans for several years but when the time came for construction, it had to be implemented very quickly to expand the com- pany’s manufacturing capacity and customer require- ments. The project used an existing structure and nearby available land . “They could have just torn down the old shell but instead used it to create a state of the art manu- facturing facility within an existing distribution building,” Bolding said. “While this created some challenges it also protected the work from weather related issues because the structure was already enclosed.” Bosch North American director Jerry Greene says among the chal- lenges facing the team, an already short, eight month schedule was compressed to six months and normal construction schedules had to be adjusted. “Construction began in January but we needed to be in as early as possible to start installing our own equip- ment. We got a partial certificate of occupancy so we started mov- ing that equipment in by February. O’Neal’s project man- ager and team were terrific at helping things along and knowing how best to handle this.” South Carolina Construction News is distributed throughout the Carolinas construction industry from offices at 127 College Avenue, Durham, NC 27713. SCCN is circulated on a controlled circulation list to qualified readers including members of most major construction associations in the Carolinas. For information contact: Bob Kruhm at 919-544-3719 or email rkruhm@nc.rr.com. ISSN 1940-3682. The South Carolina Construction News — October/November 2013 – 7 BOSCH REXROTH The shell building required a new rein- forced steel floor, new mechanical sys- tems and a technical mezzanine above the production floor. “We also installed new drive-in doors for access, modified the shipping and receiving areas, added office space and employee welfare areas, new parking space, a new truck court for ship- ping and new concrete pads outside for equipment,” Green said. Bolding says part of the project’s suc- cess resulted from identifying long lead time items and critical cost elements ahead of time. “We spent a few months sorting out what the client wanted to do against the cost and schedule impact of these items and then worked closely with production, management, engineers and es- timators. This allowed us to make decisions early in the process, in some cases making assumptions when not all of the answers were available.” Bolding says this process of ‘putting the cart before the horse’ could have created complications but worked well because everyone from the owner to the vendors took part. Other members of the team also con- tributed to the compressed schedule. SteelFab furnished and installed the new mezzanine. Project manager Jeff Tucker says his team had to work closely with the engi- neer of record to get drawings approved quickly to facilitate the tight schedule. Green says the entire project team should be credited with getting the project done on time and within the capital budget, despite outside challenges including rising steel prices. “By monitoring prices and project costs, we were able to offset climbing costs we couldn’t control – like the cost of steel - with decisions about changes we could.” Hill Electric Company managed the electrical compo- nent of the project. Project manager David Wolke says the challenge of installing so much in such a short time was simplified because O’Neal had the foresight to order much of the needed equipment ahead of time. Consistent, successful project delivery with no surprises! Our team delivers the consistent value and on time performance customers expect from a full service mechanical contractor. 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Everyone had to understand their roles but also how their work impacted those around them.” Waldrop Mechanical Services installed the HVAC up- grades for the facility. President Bill Caldwell says O’Neal also preordered some of the equipment his team needed to install while Waldrop provided the rest, including seven water source heat pumps, 19 exhaust fans and 23 gravity intake and relief hoods, along with 48 tons of duct and the associated pipe work required. “Much of what we installed had to be in fast to establish the humidity controls and cooling the building needed. Some of the equipment was installed on the mezzanine, which was being built as the ductwork was going in,” Caldwell said. Caldwell says the close collaboration required between the trades and the height at which much of this took place (40 ft) created challenges, as did the delivery of equip- ment,” Caldwell said. “Some of the equipment came in during week eight of the schedule which was tight,” he ad- dded. “We had all the ductwork in place by then and had to connect it to the equip- ment. One air handler arrived with a struc- tural deficiency so we had to refurbish that.” Waldrop found ways to save time and money on the project, by eliminating parts of the 60-inch medium pressure ductwork and specialized belt-driven fans. Caldwell says the tight site meant ductwork had to be co-ordinated so it was fabricated and delivered just in time to avoid the requirement for storage and moving things SafetyTech Consultants, Inc. 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These provide documentation that your company has fulfilled its responsibility under HazCom 2012. “We found the SafetyTech DVD to be the most convenient way to train our employees in our own timeline and still be compliant with the HazCom requirements by December 1, 2013.” - Rena Smith, COO, Protégé Mechanical Labor Solutions, Winston-Salem, NC “The SafetyTech Training Kit covers all the points of the law that meet the training requirements of the new HazCom standard.” - Daniel Kavanaugh, Former NC OSHA Compliance Officer Order your Training Kit today at www.safetytechghs.com or call 336.468.6075 SafetyTech Consultants, Inc. * P.O. Box 315 * Hamptonville NC 27020 Phone: 336.468-6075 * Fax: 336.468.6034 * www.stc-safety.com The South Carolina Construction News — October/November 2013 – 9 BOSCH REXROTH around the site. “We had more than 65 years of experience represented by our on-site team. We knew we had to have the best there to get the job done and they did.” Though ‘green’ building is not a common driver in man- ufacturing facilities, Greene says Bosch works to use ma- terials and energy in the most efficient ways it can. “We recirculate water to the cooling towers and precooled water going into the chiller. We ended up removing heat created by our processes allowing us to indefinitely post- pone the planned boiler system to reduce costs.” 3 10 – October/November 2013 — The South Carolina Construction News To facilitate the installation of the large heavy equipment needed for the manufacturing process, Greene says half of the original concrete floor had to be removed and re- placed with 12 in. reinforced concrete. “The concrete was poured in three continuous slabs to avoid seams that could impact the placement of equipment,” he says. Greene says Bosch hired O’Neal after the orginal project was completed to take on several subprojects including the installation of new coolant and filtration systems which half of the equipment required, construction of a tank farm to store the nitrogen, ammonia and other gases needed for processes, and the partial finishing of the second story office space. “O’Neal has handled two past expansions for us as well. Every project we tender is based on competitive bids. O’Neal backs that with a local presence in South Carolina, which we prefer and the experience and skill we need.” Greene says that experience also came into play in cre- ating the campus master plan. He says O’Neal’s knowl- edge and input helped create the plan which doubled Bosch’s floor space, quadrupled its acreage and created a centralized company location. This project is part of an $80 million investment over five years to expand production. The expansion has turned the Fountain Inn campus into its largest hydraulics manufac- turing site in the Americas and will create 160 new jobs. The project was awarded an Excellence in Construction Award by the Associated Builders and Contractors (ABC). The judges recognized the challenge in creating a cross- dock facility into a heavy manufacturing plant, the com- pressed schedule, staying within the capital budget and no lost time accidents. G U E S T E D I T O R I A L Developing Leaders from the Ground Up Guest Editorial by Lee Richardson Successful Ventures Coaching and Consulting Leadership development is one of my favorite topics. Seeing people grow as leaders, managers, and good citi- zens is a source of tremendous satisfaction, but it doesn’t just happen. Whether you realize it or not, an accom- plished leader or manager is the result of years of devel- opment. There are many organizations that have produced great leaders. Today, I’ve chosen two that I am intimately familiar with, the US Military and the Boy Scouts of Amer- ica. I chose these organizations based on the quality of the systems that they use for the express purpose of pro- ducing leaders, not for any other characteristic of the or- ganization. Tom Clancy’s book Into the Storm details how the US mili- tary built a leadership develop- ment system that moved our military from the debacle of Vietnam to an organization that could conceive and exe- cute strategies, adapt to new circumstances and overcome obstacles. The obstacles that they had to overcome were not just military, but political and cultural as well. They were successful because leaders at all levels understood the mission and had the appropriate skills. They were the product of a professional development system. The Boy Scouts of America is another organization that has a proven system for generating leaders who make a difference. The number of our national leaders that were Boy Scouts and particularly Eagle Scouts is staggering. There are similarities in both systems that we can adapt to our businesses. First, a clear statement of organizational values and ex- pectations. For the Scouts…”On my Honor…”, “A Scout is…” (If you don’t know these, I encourage you to look them up. It’s worth your time.) For the military it’s the Oath that is sworn to defend the Constitution against “all enemies foreign and domestic…” These statements are repeated publicly and often. The goal is for each person to truly understand the principles and be able to use them in making decisions. In the business world these have a lot of different names: Vision Statement, Mission State- ment etc. Unfortunately, in most cases, we don’t talk about them enough Second, both organizations have structured training that is common to all members. If you were a Scout, you learned: knots, first aid, the patrol system, how to cook and how to clean up after cooking. If you stayed in Scouts, you learned about: service to others, the importance of communication, how to plan a trip. In the military, every- body goes through basic training and advanced individual training. This training gives the individual the ability to function within the organization and understand what is expected of them. Third, both organizations have individual training that is designed to take advantage of the person’s skills and in- terests. The Scouts have Merit Badges. The military uses service/skill specific schools, inter-service training and out- side education. Did you know that you cannot be pro- moted to O-5 (Major in the Army) without an advanced degree? Fourth, both organizations have clear requirements for senior members to mentor and train those less experi- enced. Please note that I did not say “older” to men- tor “younger”. In today’s fast moving, technology based environment, those of us who are “experi- enced” MUST seek out sub- ject matter experts who, while they may not have our breadth of experience, know a lot more about a specific subject than we do. We can’t be too proud to ask for help. General Stan- ley McChrystal addresses this point in his presentation on Ted.com. It’s well worth 15 minutes to watch it. Developing leaders doesn’t happen overnight. It takes time, thought, commitment and a solid development sys- tem. Whatever business you are in, whatever its size, at some point, you will need a leader. That leader will either be there, or they won’t. Your business may succeed…or fail… based on that leader’s actions. Help them be ready. Lee and Lauren Richardson formed Successful Ventures Coaching & Consulting, Fort Mills, to help business owners and executives navigate the many challenges they face each day. Lee is an Army veteran, graduate of Wofford College and a native of upstate South Carolina. Helping you chart your course to success 803.431.9493 phone | 866.285.3818 fax info@successful-ventures.net successful-ventures.net 115 Doby Creek Court, Fort Mill, SC 29715 The South Carolina Construction News — October/November 2013 – 11 Senator Richard Burr and the North Carolina Military Business Center are Pleased to Host the: 2013 North Carolina Federal Construction, Infrastructure & Environmental (FEDCON) Summit WHEN. October 16 - 17, 2013 WHERE. Wilmington Convention Center, 515 Nutt Street, Wilmington, NC 28401 PURPOSE. The “FEDCON Summit” brings together over 800 representatives of the Corps of Engineers, Naval Facilities Engineering Command, United States Coast Guard, Department of Veterans Affairs, other federal agencies, military installations, general and specialty contractors, designers and construction suppliers in North Carolina. WHY ATTEND THE FEDCON SUMMIT? – businesses who are already engaged or want to perform in the federal market need to be there! impacts, contracting processes and pre-award, post-award and legal issues in federal construction and engineering energy, water, waste-water, solid waste and pollution abatement that buys construction and engineering services and products in NC and SC contractors, specialty contractors, engineers, architects and suppliers Register Online Today: www.ncmbc.us/2013NCFEDCON.php FEDCON SUMMIT ACTIVITIES 3rd Annual Society of American Military Engineers (SAME) Cape Fear Post Golf Tournament FEDCON Summit Welcome Reception Sponsored by BB&T Construction Risk Services October 16, 2013 October 16, 2013 Magnolia Greens Golf Course Wilmington Convention Center Benefitting the SAME Education & Mentoring Fund Free and open to Sponsors, Exhibitors & Attendees of the FEDCON Summit 2013 North Carolina Federal Construction, Infrastructure & Environmental (FEDCON) Summit October 17, 2013 Wilmington Convention Center Registration is available at: www.ncmbc.us/2013NCFEDCON.php