Neil Buchanan discusses the importance of maintaining hydraulic fluid oil cleanliness for system reliability in construction operations
A reliable hydraulic system leads to more effective equipment and a more productive construction operation. Hydraulic system failures can often be linked to the presence of contamination in hydraulic fluid, demonstrating the need to maintain an appropriate level of oil cleanliness.
The cleaner the oil, the longer equipment will operate reliably – the greater the advantage. Taking proactive and predictive steps to ensuring oil cleanliness, like implementing proper processes, can go a long way to mitigating this risk and enable operators to realize the full lifecycle of the oil and get the best value out of their investment.
What is oil cleanliness?
The measure of oil cleanliness refers to the level of particle contaminates present in the oil, including both insoluble and hard particles, which are often not visible to the naked eye. If present, these contaminant particles can interfere with the fluids’ ability to lubricate parts with tight clearances, causing increased wear to system components. This is key in hydraulic systems, where tight clearances and high operating pressure cause a greater sensitivity to particle initiated damage.
Contamination can occur from internal or external sources. External contamination refers to moisture and foreign particles that make their way into the system such as dust or dirt, while internal contamination develops as a result of mechanical wear inside the system which causes particles to disperse within the system. The most likely cause for contamination to be introduced to a previously acceptable system is via hydraulics seals, inadequate air breathers or during sampling, oil addition, filter changes, storage, handling and dispensing.
Oil contamination cannot be entirely eradicated. It can however be controlled to acceptable levels which enable the system to run reliably. Acceptable cleanliness levels will vary depending on the type of system and are often determined by Original Equipment Manufacturers (OEMs).
What steps can you take?
Maintaining proper oil cleanliness is often overlooked, but its overall effect on reliability, performance and financial bottom line demands attention. These three additional simple maintenance principles can ensure hydraulic systems are protected against contamination and an acceptable level of oil cleanliness is upheld:
1. Filtration – To protect the hydraulic fluid from exposure to internal and external contaminants, using filters of the correct micron rating and beta ratio (filter efficiency) will allow contaminants to be removed faster. This constitutes an effective filtration system which will ensure the oil contains very low levels of impurities. Combined with checks on oil filter condition (pressure differential) this will extend the working life of the oil and components in the system, avoiding 
the costly process of frequent lubricant changes due to contamination and associated downtime.
Filtering all oil storage into a facility by using kidney loop filtration on all bulk storage tanks, as well as establishing proactive and reactive filtering measures is recommended as best practice. Filtration devices, such as portable filter cart or stationary filtration installations should be used on a proactive basis to remove particles from a machine’s hydraulic oil and on a reactive basis when oil sampling indicates that ISO particle counts have risen above target levels.
2. Storage, handling and dispensing – Lubricants become susceptible to contamination during storage, handling and during any transfer process - whether it be pumping from bulk dispensing or individual drums. When dispensing from bulk or drums, desiccant type air breathers or at least sintered bronze bung filters, should be ideally used.
Unfortunately, it is also common for lubricants to become contaminated from dispensing equipment that has not been properly flushed, cleaned or is unsuitable for the use. Oil should, therefore be filtered as it is transferred into sealed, airtight containers. Dedicated transfer pumps and/or filtration equipment should also be used for each product type, ideally ISO graded to support the correct contamination level.
3. Used oil analysis (UOA) - With today’s hydraulic systems being smaller and more powerful than ever, coupled with the need to remove very small size (less than six microns) particles, means cleanliness monitoring through a used oil analysis program is vital in detecting contamination.
Monitoring the levels of key properties within the hydraulic oil enables owners and operators to predict issues and schedule maintenance before issues become too expensive or serious to repair. This effectively helps to reduce the risk of unplanned downtime and sudden failures.
Operators or managers that pay close attention to interpret this data quickly and effectively are at an even greater advantage, as time is of the essence for some of the more serious mechanical issues. Resourceful reliability and maintenance teams are increasingly taking advantage of digital diagnostic tools, like Petro-Canada Lubricants’ LUBE 360™ Oil Diagnostics, to support equipment and maintenance managers to do this. Digital tools make sampling and the review of oil analysis data accessible on tablets and mobile devices which give operators immediate and instant insight. Customizable dashboard graphics help asset managers prioritize results and detect abnormalities to recognize contamination sooner, which means steps like filtration can be taken to maintain oil cleanliness. Utilizing oil diagnostics effectively keeps an operation one step ahead, allowing you to proactively track the need for maintenance and predict where it will be needed in the future.
In principle, maintaining acceptable oil cleanliness is all about reducing the risk of contamination. This starts by implementing an approach to ensure a clean environment to reduce that risk. Processes like filtration and used oil analysis should be complimented by a focus on proper storage and handling practices. Operators will never eliminate contamination, but the reliability of a hydraulic system and subsequent performance of the construction operation relies on maintaining an acceptable level of oil cleanliness.
Neil Buchanan is senior technical advisor at Petro-Canada Lubricants, a HollyFrontier business. Petro-Canada Lubricants blends and packages more than 350 different lubricants, specialty fluids and greases that are exported to more than 80 countries on six continents. Petro-Canada Lubricants specializes in products and services proven to maximize equipment performance, productivity and overall savings. From heavy duty engine oils to hydraulic fluids, automatic transmission fluids and gear oils and greases – Petro-Canada Lubricants is committed to delivering innovative solutions that deliver value and keep your business moving.
https://lubricants.petro-canada.com/en-gb/
Why scissor lifts take first place. By Justin Kissinger
Every tool on a jobsite has its own set of operational instructions and safety requirements. Most seem like common sense, and others require a more detailed approach. Ladders are one of those standard, time-tested pieces of equipment that would presumably need no training, yet according to OSHA, falls remain the number one cause of death in the construction industry. The good news? These falls are almost always preventable. But, it all starts with putting ladders in their place – last. To do this, low-level scissor lifts are a contractor’s best ally.
The old standby
Ladders have long been the go-to tools for work-at-height jobs; they are inexpensive, compact and convenient, but that all comes at a cost, and a high one at that — safety.
There will always be a time and place for ladders and when set up and used correctly they can be a great tool for getting high-reach work done. However, setup and usage is also where the problems with ladders arise, and the result of not following proper guidelines can lead to injuries and costs.
OSHA recommends users place extension ladders at a 75-degree angle, set it one-quarter of the working height away from a wall, and ensure the top of a ladder extends three feet higher than the elevated surface. Users must also choose ladders that are the appropriate Duty Rating for the task, which ensures it can hold your weight and the weight of your load. And while working on or climbing up and down a ladder, the ‘3 Point Rule’ should always be enforced. This means users must maintain three points of contact at all times to minimize the risk of slipping and falling. Ladder setup and usage doesn’t sound so common sense anymore, and these are just a few guidelines. It’s no wonder training on proper ladder set up and usage gets overlooked.
In fact, according to a Bureau of Labor Statistics study of 1,400 ladder accidents, 66 per cent who were injured had not been trained on how to inspect and set up the ladder. It’s evident the idea that ladders are convenient and show up to the jobsite ready to go is a myth, which is why they should be considered last for any job. There is, however, equipment that does show up to the jobsite ready — low-level scissor lifts; and users get more than enhanced safety.
A more manageable alternative
Low-level scissor lifts allow workers to reach up to 25-foot working heights, which accounts for the majority of high-reach work. While many think a lift’s overall size is a setback, low-level units are quite compact and in some cases take up less space than a ladder. For instance, the legs of a 12-foot stepladder spread nearly 80 inches apart, which means the ladder consumes about 19.43 square feet of floor space. A low-level push-around lift with a 10-foot platform, however, takes up just 10.45 square feet of space. Both offer 16-foot working heights, yet the scissor lift has a 46 per cent smaller footprint, enabling it to be used in more confined areas.
But what about when it comes to navigating through doorways, around tight corners or throughout confined areas? A ladder may be fairly simple to move by collapsing it or folding it up, but the taller it gets, the more cumbersome moving it becomes. Not only do ladders get heavier as they get taller, but those taller heights also make it challenging to get around corners and into tight spaces. Low-level lifts, on the other hand, take lifting and awkward maneuvering out of the equation. Operators can simply lower the units down to an overall height as low as 63.6 inches, and if it’s a self-propelled lift, use the controls on the platform to navigate to the next area. In addition, a zero-turn radius feature on some lifts, coupled with widths as narrow as 30 inches, means maneuvering around 32-inch doorways and down hallways is hassle-free. A lift also eliminates the risk of a strain associated with lugging around a heavy ladder.
Low-level scissor lifts can never compete with ladders’ light weight, but some of the lightest scissor lift models can be used on tile, laminate and raised floors without the risk of damage. Some push-around units weigh just 575 pounds and have wheel loads as low as 115 psi. Some self-propelled units are more impressive yet, with dual front wheels that enable them to achieve wheel loads as light as 75.8 psi.
We’ve proven low-level scissor lifts can get into nearly all the same areas as ladders. But the impact these small machines can have on worker safety are much larger than their small stature.
It’s not worth the risk
High-reach work comes with challenges, and when using a ladder to perform that work, those challenges become compounded and can test the human body. For example, HVAC and plumbing technicians installing pipes and ductwork 
overhead need ample materials and tools as the job progresses. When they’ve completed one section, they must step down, move the ladder, grab more materials and climb back up. This is not only inefficient, but the repetitive climbing can cause injuries to knees and hips, and standing on the rungs for long periods can lead to painful plantar fasciitis. This scenario also sets the installer up for a fall. In fact, ladder users should never carry heavy objects or tools up the ladder.
In addition, once workers are on the ladder their lateral reach is limited, restricting how much work they can accomplish in one spot. As a result, many are tempted to — and often do — overreach and risk the ladder toppling over. These reasons are why improper ladder usage continues to make OSHA’s Top 10 most cited violations, year after year. In fact, according to the last study provided by the Center for Disease control, 81 per cent of all fall injuries among construction workers in 2011 involved a ladder. All of those injuries likely could have been prevented with a low-level lift.
Some self-propelled low-level scissor lifts can hold as much as 750 pounds and offer as much as 15 square feet of platform space, including their extensions. That’s plenty of capacity for ample materials and supplies. Also, loading the lift with those supplies is substantially easier and less taxing on the body due to lower platform heights. Operators simply load the lift, step up the 20 or so inches to get on the lift, then drive and elevate. And because workers can load the lift with more materials, they make fewer trips up and down, which enhances productivity. In addition, some units feature integrated pipe racks, which give installers a place to rest longer materials, while ensuring the lift stays balanced even with two people on the lift. These types of features help boost efficiency while maintaining safety.
A substantial price to pay
Most would agree a low-level lift is substantially safer and more efficient than a ladder, but there is still one problem — accessibility to a low-level scissor lift. If a lift isn’t available on the jobsite, an employee isn’t likely to ask for it and wait around for it to show up. They will instead move ahead with what they have, which is often a stepladder; and just like that the risk of injuries from a fall on the job skyrockets.
It’s not just injuries employers need to worry about, though. Those falls aren’t cheap. Just one worker’s compensation claim can cost tens of thousands of dollars, which is just a fraction of the U.S. Consumer Product Safety Commission’s estimated $24 billion in annual costs associated with ladder injuries.
Under the Occupational Safety and Health Act, employers are responsible for providing employees with a safe workplace. Making safer equipment, such as low-level scissor lifts, available to employees is just one part of the equation, however. Employers must also train employees on when and where to use that equipment, and to understand that ladders should always be considered last. If a scissor lift can get in the space, it should always be used in place of a ladder. In fact, some contractors who clearly understand the risks and associated expense of ladders simply do not allow them on the jobsite unless absolutely necessary and with specific protocols enforced.
Aside from minimizing injuries and worker’s compensation costs, there is one more benefit to offering low-level lifts not many talk about: employee retention. The workforce is a different landscape than it was 30 years ago and keeping employees is harder than ever. The younger workforce simply doesn’t want to put their bodies through the day-to-day physical demands of construction work, and those who have been in the industry for years take a bit longer to recover from those tasks.
Providing all employees, whether 25 or 55, with equipment that allows them to do their jobs safely and efficiently not only minimizes their risk of injuries, but also demonstrates that employers value their workers and the time they dedicate to their businesses. The benefits of that are twofold — employees get a safe worksite and are generally happier while employers get more productive employees.
Ladders take last
While the learning curve of ladder use is quite shallow, safe usage is not always guaranteed. Safety isn’t a race, but if it were, ladders wouldn’t stand a chance against low-level scissor lifts’ safe and spacious platforms, easy maneuverability or ergonomics. Ladders will likely always be an option when it comes to work-at-height jobs, but there is a time and place for them, and typically it’s last.
Justin Kissinger is the VP of Marketing for Hy-Brid Lifts, a brand of Custom Equipment LLC. Hy-Brid Lifts engineers and manufactures all-purpose lifts in electric self-propelled and push-around models. The low-level lifts offer exceptional capabilities in a heavy-duty but lightweight design, are easy to maneuver and reach working heights up to 25 feet. Contractors and maintenance technicians can use them from start to finish for a wide range of applications in industries as diverse as construction, drywall, electrical, HVAC, painting and plumbing, industrial manufacturing and facility maintenance.
www.hybridlifts.com
A high-end builder discovered a robotic solution for historic demolition project
Belvedere’s Lava House, an unfinished and abandoned mansion with amazing views of San Francisco Bay and the iconic Golden Gate Bridge, was an irresistible draw for teenagers, thrill seekers and, more recently, social media users looking for an Instagram-worthy shot. With safety concerns mounting from deterioration and limited site access for emergency responders, though, property trustees stepped in to remove the iconic construction and stabilize the landslide-prone cliff face.
Up for the challenge
Jamba Construction, an award-winning local contractor specializing in unique and complicated projects, was tasked with finding a safe, efficient demolition solution. Steep terrain and a narrow site eliminated the option of large excavators and relying on smaller pneumatic equipment to demolish an estimated 1,000 cubic yards of concrete would be time consuming, dangerous and unnecessarily expensive. Excited for the challenge, Jamba turned to a revolutionary process gaining traction in the demolition industry — robotic demolition.
“We gravitate toward projects that require us to be innovative and to try new things,” said Mark Swanson, owner and president of Jamba Construction. “The Lava House definitely presented a challenge for our team, though. The property makes for an amazing view, but a bit of logistical nightmare when you need to arrange for equipment. We had two choices — by land or by sea — and neither one of them would be easy.”
Jamba contracted a landing craft to deliver a track loader with a grapple attachment and a ten-wheel dump truck to the beach area of the site as well as to remove debris by sea. The actual demolition would be bit more difficult, though. The narrow waterfront and difficult currents made it impossible to bring in the equipment necessary to work from below.
Accessing the property by land was also a challenge. Due to landslides and deterioration of existing structures, there was no driveway or clear path to access the site, preventing Jamba from simply driving in equipment.
Jamba was forced to come up with a creative solution to lower equipment from the street above. A narrow, two-lane road running across the top of the four lots created almost 400 linear feet of road access, but a low rock wall fronted the 
property along most of that length. Additionally, a 60-degree incline just off the shoulder restricted access for larger equipment. In the end, Swanson and his team could only identify one 8-foot section with the access and tie-off points necessary to safely lower equipment 150 feet to the jobsite below. This meant they would need to find a small machine with the hitting power of a much larger excavator.
Over the edge
So, Jamba partnered with a third party to operate a Brokk 160 remote-controlled demolition robot at the Lava House jobsite for one month. The demolition robot’s compact design and hitting power — comparable to that of a 4.5-ton excavator — was perfect for tackling the narrow passages and complex architecture.
After a thrilling descent where the Brokk operator worked in tandem with a 25-ton tow truck to lower the Brokk 160 to the jobsite, Jamba was ready to start the demolition phase of the 10-month project. Jamba crews worked to clear paths and backfill areas of the landslide-prone site to stabilize it while the Brokk operator hammered away at the concrete and lava structures. The Brokk machine was able to produce 300 foot-pounds of hitting power at up to 1,400 blows per minute using a SB202 breaker. The Brokk operator started demolition on the roof of the garage and steadily worked his way down, creating paths out of debris for the robot to maneuver to the next level.
In one month, the Brokk robot demolished 1,200 cubic yards of concrete and lava, completing 60 per cent of the overall demolition. Using a MB-L140 crusher bucket, Jamba crushed 1,000 cubic yards of concrete and lava for backfill to stabilize the site. An additional 1,000 cubic yards — along with 200 cubic yards of steel, wood and other materials — were removed by barge to recycling facilities in the Bay Area.
New beginnings
With the completion of phase one, the Brokk 160 was demobilized from the site and winched back up the slope. While they waited for cooler fall temperatures to start the landscaping phase of the project, Jamba completed demolition and debris removal with supplementary equipment.
“This project presented us with some exciting challenges,” Swanson said. “It also gave us a chance try out new technologies. We’re looking forward to more opportunities like this one.”
In less than one year, Jamba completed the multi-faceted demolition project. And, while the Lava House’s iconic structures might be gone, the million-dollar views remain.
Job Stats
• Location: Belvedere Island, Belvedere, Tiburon California
• Duration: 10-12 months
• Material Demolished: 1,500 cubic yards (estimated)
• Material Recycled: 1,400 cubic yards (estimated)
• Equipment: 1 Brokk160 Remote-Controlled Demolition Machine, 6-8 Handheld Breakers, Kubota SVL-75 high flow track loader with MB-L140 crusher bucketand Kubota KX040 9000lb mini excavator with demolition hammer
Jamba Construction is an award-winning general building and engineering contractor experienced in the construction of fine custom homes, estates and other innovative construction projects. The company also specializes in complex drilling, demolition and site engineering projects.
www.jambaconstruction.com
Brokk has been the world’s leading manufacturer of remote-controlled demolition machines and attachments for more than 40 years. Through continuous innovation in engineering and design, Brokk is able to offer unique solutions to multiple industries worldwide, including construction, demolition, mining and tunneling, cement and metal processing, nuclear and other specialty applications.
www.brokk.com
Neolith® brings its A game to Chase Center
A well-planned arena offers so much to a community beyond access to sporting events. It also serves as a music venue, supports local vendors and artists, creates jobs, provides social spaces and draws in tourists in turn supporting local businesses. So, when the Golden State Warriors looked to move to San Francisco from their previous home venue in Oakland, ensuring smooth integration within the Mission Bay locale was a top priority.
While the team was based in San Francisco for a brief stint in the 1960s, the city they were returning to was much changed. Mission Bay is a modern neighborhood, characterized by large, hard-edged buildings the size of city blocks, creating a dense urban environment.
When David Manica, lead designer and architect at Manica Architecture, was brought on the project, the brief from the city and the Warriors was clear: the building needed to be sympathetic to and in contrast with the area. It had to be simultaneously futuristic and timeless in its aesthetic. Crucially, the client also wanted a 360° design with no back entrance or rear façade. This way, the arena would feel inviting from every angle.
Material world
The base of the building would be especially visible to the public, so it was important for it to be not only warm and pleasing to the eye, but also able to withstand impact and potential vandalism. The client was adamantly against using concrete, so David went in search of a different material and found Neolith®.
With the help of distributing partner, Evolv Surfaces, patinated Iron Corten was specified around much of the Chase Center’s base, boasting bold, deep orange tones with plenty of embodied personality. To suit the project’s specific needs, Neolith customized the pattern, providing three variants in addition to the standard slab.
He explained: “I’m very happy with our decision. It looks wonderful from different distances. From far away, you catch the warmth and texture of the stone panels, then, as you approach them, it gets even more interesting as you see more detail and how crisp the joints are.”
David visited the Neolith factory in Castellón to find out more about its qualities and how it’s manufactured. He continued: “When we went to the factory, I was so impressed with the material’s durability. If it’s spray-painted, it’s easily 
cleaned. If you take a screwdriver to it, it’s virtually impossible to damage or scratch. It was everything I wanted it to be, with the added benefit of being really beautiful to look at.”
Along with the use of PURETi, a special, photocatalytic treatment, the Neolith slabs break down greenhouse gases into harmless substances which can be easily and safely removed, contributing to the building’s overall sustainability credentials. The façade is cladded in 15,500 square feet of Neolith. With the special finish, this is equivalent to taking over 1,400 fossil fueled cars off the road, or planting 360 trees.
Alongside these client’s requirements, David wanted the new venue to be appropriate for its waterfront situation. This is what drove his search for particular materials which would reflect the nautical history of the bay. A good example of this is to be found in the arena’s white metal cladding, reminiscent of the clean, modern lines of sails. With an all-encompassing design, it’s as if the building is spiraling in the same wind that powers boats on the water.
In contrast, the building’s interiors are specified in a much warmer palette. By incorporating Neolith Iron Corten, David was able to hint at what lies within, creating the illusion of the white exterior peeling away in places by including soffits and cladding in darker colors.
What goes around
While materials were selected to be sympathetic to the area’s architecture, it was also important for the design to provide some contrast to Mission Bay’s linear, blocky aesthetic. David and his team opted for a round building, as opposed to the predominantly cuboid nature of the neighborhood’s buildings. By employing seamless curves throughout the large venue, they were able to soften some of the locality’s rigid aesthetic.
Complementing this, Manica Architecture worked carefully with the city and the Warriors to ensure the surrounding space was subtle and inviting as well. Public walkways and plazas around the arena are open all year round, an asset for the local community.
For such a large project, David found working with city planners a valuable resource. Weekly meetings with city officials and the site owners provided insight into everyone’s desires for the end product simultaneously. By finding common ground between them, David was able to push the project forward successfully.
He commented: “The real highlight is seeing the client happy on opening day or at the first game, hearing the crowd roar, getting excited about the building as a whole. It’s really why I do what I do, being part of history in the making.”
Speaking on both the work carried out by Manica Architecture and Evolv’s involvement, James Amendola, Neolith’s VP of North America, said: “We are thrilled to have been selected for what can only really be described as a landmark project, and to have worked with such a talented and much sought-after design firm. We also continue to be impressed by our distributing partner, Evolv, without whom Neolith’s inclusion in this project would not have been possible. They truly went above and beyond to provide all the necessary material and ensure the process was a smooth one, and we are thankful for their assistance throughout.”
Mar Esteve Cortes, Chief Marketing Officer at Neolith, added: “As soon as the stadium re-opens, we know that the Golden State Warriors and all of its fans will have their time to shine and celebrate many victories in this beautiful arena. Chase Center serves as a symbol of perseverance, happiness and comradery, and we are both honor.
Founded in 2009, Neolith, the market-leading brand of Sintered Stone, is a revolutionary product category which has become a material of choice for architects, designers, specifiers and fabricators.
This pioneering material can be specified for the most demanding interior and exterior building projects. Combining high-definition detailed decoration with high-performance qualities, Neolith offers the triple reassurance of strength, beauty and longevity.
www.neolith.com
Four construction trends we’ll see in 2021 for a more resilient industry. By Allison Scott
We’ve seen dramatic changes in the construction industry over the last year. Although the challenges are immense, the evolution is incredible. In 2020, we saw a renaissance of new workflows, partnerships and mindsets – all making the industry stronger together.
Still, we have a long road ahead.
According to FMI, construction traditionally lags 12 to 18 months behind general recessions. ‘Resiliency’ will be an operative word for the industry to continue moving and excelling in the year ahead and beyond. The year 2021 has the potential to be transformative for the industry - but only if firms and workers continue to build their resiliency muscles to future-proof their businesses and strengthen the industry overall.
Here are four leading trends that will drive industry-wide resiliency in the years ahead:
Rising investment in sustainability
First, there will be a renewed focus on environmental resiliency, focusing on how energy sources, infrastructure and the built environment play a part in combating climate change. There is now well-documented evidence of how communities across the globe are being impacted by environmental events, the need for reliable energy sources and more. Being creative in our approach to these challenges is an AEC industry call-to-action. Firms that are already exploring next-generation net-zero construction, creative material use/re-use, intelligent infrastructure projects and renewable energy projects will be well-positioned to take advantage of the rise of ‘resilient’ projects that encourage sustainability.
Similarly, digital infrastructure projects like data centers are also poised to grow as the rise of digitization has accelerated due to remote working brought on by the pandemic. Since mission critical facilities use tremendous amounts of 
energy, more and more digital infrastructure projects will seek to lower their environmental footprint by improving their facilities with heating/cooling efficiency, as well as exploring renewable energy sources.
Driving innovation with culture
Second, construction firms will continue to increase their focus on building a resilient workforce. As the pandemic showed, firms that readied teams with connected technology, remote working solutions and cultivated a culture of empathy, trust and flexibility have been able to weather the ups and downs of the last year. However, this roller coaster ride also stretched teams to their limits. We’ve all been dealing with the blurred lines of home and work life. The ability to adjust strategy and process has been impressive, but culture ultimately trumps strategy in the long term.
I’m optimistic that leading construction firms will take the challenges of the last year as an opportunity to revisit a number of their human resources and culture initiatives such as improving training of construction technology to include a broader set of roles both on and off the site; widening the talent pool by developing new roles for digital natives and a more diverse population; developing unique and fast-growth career paths that encourage folks to stay in the industry; increasing health and wellness benefits to include things like mental health, stress management and family-friendly care options; and increasing employee engagement tactics to improve a sense of community and build a culture of trust among distributed teams.
Reinventing business models
Third, many leading construction firms have taken on new technology over the last few years and increased their attention towards things like digitization as central to their work. However, most construction firms’ business models have not provided the right amount of resources and flexibility to support true innovation that will create exponential growth. Simply adding new tools to the stack doesn’t solve the root challenge of stagnant or out-of-date workflows, nor does it create lasting differentiation.
As construction firms take on the challenge of future proofing beyond 2021, leaders have an opportunity to drive an innovation mindset and rethink their technology investment and adoption strategy. Examples may include formalizing an internal cross-functional innovation council within their companies that are also responsible for change management and program management; exploring innovation R&D tax incentives; and applying a culture-driven approach to technology adoption that balances performance incentives with behavior change.
Reimagining technology & data
Over the last few years, many leading construction firms have taken on new technology and increased their attention towards digitization as being central to their work. Covid-19 has only accelerated the use of technology and digital workflows in the industry. For 2021 and beyond, this opens the doors to even more opportunities for businesses to reimagine how they utilize technology and data to build resiliency, including virtual collaboration, AI and machine learning.
Businesses have more data than ever before; we will see a significant increase in firms taking advantage of this new information and creating more core competencies around data, analytics and business intelligence. Examples include standardizing and formalizing data plans and strategies company-wide, expanding the use of connected and integrated technology solutions to reduce data silos and disconnects, and the growing utilization of dashboarding and analytics tools to inform project and business-level decisions.
We are at an important and exciting liminal moment for construction – a sea change, if you will – that is poised to unlock increased resiliency for people, process and technology. While we don’t know exactly what 2021 will bring, we do know that our industry’s advancement hinges on our ability to successfully reinvent, adapt and push boundaries.
Allison Scott is Director, Construction Thought Leadership & Customer Marketing at Autodesk. Autodesk Construction Cloud is a powerful portfolio of construction management software that combines advanced technology, a unique builders network and predictive insights to connect people and data across the entire building lifecycle, from design through to operations.
construction.autodesk.com
Rene Morkos takes a look at the use of artificial intelligence and how it can help to revolutionise the construction sector
Construction has been a growing industry since humans first realized the need for shelter. Still, the building boom of today is unlike anything the world has seen.
According to recent research published by McKinsey & Company, more than seven per cent of the world’s labor force and over $10 trillion per year is devoted to construction-related activity. But while productivity and cost-efficiency in other industries have been dramatically improved by digitization, a reluctance to embrace new technologies has left the construction industry lagging behind.
In today’s environment, that attitude is swiftly changing. The need to improve productivity, minimize downtime, and reduce the overall cost of construction is critical - and driving new interest in the adoption of artificial intelligence (AI) and machine learning. Early adopters have proven that model-based scheduling tools and solutions can streamline development, optimize operations, and help identify time and savings costs for both design and construction - often, with dramatic increase in productivity and profitability.
Artificial Intelligence - a revolutionary tool
Artificial Intelligence (AI) is a term used to describe programs which mimic human thinking to solve problems. AI makes it possible for computers to learn from historical data, adjust quickly to new information, and perform human-like tasks at incredible speed.
At ALICE Technologies, we chose to leverage the computational power of AI to create a one-of-a kind platform that is able to run millions of construction simulations in minutes, and generate schedules that are optimized for project duration, cost, and many other objectives. Our reasoning was simple - while the introduction and adoption of digital tools and softwares such as CAD and parametric design have revolutionized portions of the design and engineering processes, no similar tools were available for addressing the highly complex challenges of construction scheduling and management.
How does it improve construction?
Today’s planning and scheduling functions are detailed and complex - and as the level of complexity rises, so does the exposure to risk. In fact, McKinsey estimates that 98 per cent of projects exceeding $1B in cost are (on average) 80 per 
cent over budget - and 20 months behind schedule.
It’s not really a surprising statistic to most industry players. Assembling a construction schedule is still a time-intensive manual process, one that relies heavily on the gut-sense and personal knowledge of experienced builders. It often takes weeks of continuous back-and-forth between the architect, owner, developer, and general contractor to account for even a small change to a single timeline. This means that even a simple delay can disrupt an entire schedule.
While a team of skilful, experienced people may be capable of effectively managing the complicated scheduling and oversight of smaller construction projects, the additional complexity and longer timelines of large-scale projects are far more difficult to master. This complexity makes manual estimating and management both burdensome and ineffective. A delay or shortage can require extensive reconfigurations - and without the assistance of technology, even minor issues can snowball to impact the entire timeline and project cost.
There is no substitute for human intuition and experience - but when hundreds of millions of dollars are at stake, detailed precision and accurate insight are critical. Most technologies and solutions designed for construction simply streamline execution by digitizing antiquated manual processes. Though this can be helpful for improving organization and managerial oversight, you can’t fix a bad plan. ALICE is capable of taking these efforts further, leveraging powerful AI to help you start a project with the best plan in place.
Designed to integrate with the tools and software solutions already used by construction contractors and developers worldwide, ALICE’s powerful AI acts as a force multiplier, leveraging intelligent optimization to generate a multitude of possible scenarios and potential solutions. This means human users can input and solve complex challenges on high-value construction projects with incredible ease and accuracy, in mere minutes.
ALICE boosts productivity and cost-efficiency dramatically, analyzing and exploring scenarios to help you identify potential issues before they arise. ALICE can quickly assess millions of options and solutions, proposing alternative approaches which empower your team. When challenges arise mid-project, whether they be permitting issues, supply delays, or labor shortages, teams can use ALICE to immediately explore alternative solutions that minimize the impact on their project and get it back on track.
AI in Action: ALICE and 5M
The benefits of AI are obvious when applied to projects such as 5M, Build Group’s principal application of ALICE Technologies. Scheduled to open in 2021, 5M is a highly-complex project which prioritizes the preservation and revitalization of historic buildings. Designed to incorporate a 24-level, 640,000 sq.ft. office tower, and 302 apartments (including 91 affordable housing units), the project also replaces former vacant land with the 26,000 sq.ft. Mary Court public park (which includes both a children’s playground and dog run). 5M has created over 1200 jobs in San Francisco, and is forecasted to create an additional 4100 permanent jobs in the city upon completion.
With ALICE’s help, Build Group can easily demonstrate how their project will come together in a timely and cost-effective manner. This transparency helps build trust with the client. On average, ALICE-driven projects finish 17 per cent faster than conventionally planned, while cutting project labor and heavy equipment costs by 14 per cent and 12 per cent, respectively.
As 5M Project Director Michael MacBean stated, “Traditionally, we would have involved multiple parties from our construction team - from precon, to superintendents, to project managers - to evaluate complicated projects. We’d use models, pictographs, Microsoft Project, P6 schedules, and different hand-drawn iterations to figure out best solutions, best crane placement locations, best sequence cycles, manpower, working hours for a project - all very time consulting to evaluate in a more manual fashion. With ALICE, we are able to upload some basic parameters in terms of recipes and time constraints and productivity constraints, and have it quickly generate millions of different solutions.”
A force-multiplying solution
Following in the footsteps of Build Group, modern construction companies are realizing the benefits of leveraging AI to create and assess what-if scenarios and contingency plans - and McKinsey’s study cited growing adoption of AI for overcoming challenges related to cost, scheduling, and safety.
Potential use cases for leveraging AI are still being explored, but today’s tools already offer significant advantage when applied to construction. Early adopters (such as Build Group) benefit most from prioritizing technology which addresses their greatest challenges: streamlining construction scheduling and ensuring timely completion.
To put it simply, tools such as ALICE aren’t simply a step towards greater productivity and efficiency - they’re incredible insurance against the impact of the unexpected. When unforeseen circumstances arise - which we all know they will - those leading with AI will find their crews equipped to move forward in confidence, without drastic impact to the bottom line.
Rene Morkos is founder and CEO of ALICE Technologies, the world’s first AI-powered construction simulation platform. ALICE enables contractors and owners to plan, bid, and build more effectively, reducing construction times and labor costs by $30 million for a typical $500 million construction project. ALICE recently announced a round of financing with FUTURE Ventures, headed by Steve Juvetson (early backer of Tesla and the BORING company).
www.alicetechnologies.com
Improving tunneling safety and productivity with remote-controlled machines. By Mike Martin and Keith Armishaw
The tunneling industry, like construction overall, is constantly evolving with new innovations to improve speed, safety and quality of work. From advancements in tunneling equipment to new methods of completing old processes, it’s in a contractor’s best interest to stay informed of potentially profit-boosting developments.
Many contractors have found success with remote-controlled machines in a number of underground applications. These machines offer significant safety and productivity benefits over traditional methods — often removing the need for four to five person crews with hand tools — and allowing contractors to better utilize their workforce. A range of attachments and overall versatility also increase growth potential for owners, enabling them to tackle excavation, cleaning and more in tunnels and pipes from five to 30 feet in diameter.
Here’s how.
Remote-controlled demolition robots
Remote-controlled demolition machines bring heightened worker safety and efficiency to the jobsite. The machine’s compact size combined with a powerful three-part arm translates to a high power-to-weight ratio — much greater than any excavator in the same weight class. An operator remotely directs the equipment from a safe distance, away from falling debris and other hazards.
Contractors use the robots in developing tunnels or expanding existing tunnels. One consistent tunnel application is the development of cross passages between parallel tunnels. Here, the robotic three-part boom allows for less overhead 
clearance and provides a far more productive solution. Traditionally, a standard excavator couldn’t get to these tight spaces or, if it could, took up a lot of valuable work space, restricting movement and access. This led contractors to rely on more manual methods, such as laborers with handheld tools. The compact size of remote-controlled machines, however, provides a hard-hitting mechanical solution that results in significant time savings. A tunneling contractor working on a massive Sound Transit Link Light Rail expansion project saw this in 2017, completing multiple cross passages a week faster than they would have with handheld tools and mini excavators.
Additionally, the remote-controlled machines excel at multiple tasks during the cross passage construction process, increasing versatility and productivity. Contractors use a variety of optional tools to excavate the cross passage while keeping workers out of harm’s way. In addition to buckets, breakers and drum cutters, this can include using a rock drill attachment to drill holes for well points, spiles or for ground freezing. Then, an operator uses the machine with a breaker attachment to bust through the tunnel’s concrete wall. Once through, contractors use the machine to excavate the cross passage, with the benefit of keeping workers away from the unsecured cross passage face.
Hydrodemolition robots
Hydrodemolition robots are another remote-controlled type of equipment that offers improved results during tunneling projects. Often used in rehabilitation applications, the robots use high pressure water from 15,000 to 40,000 psi to remove loose or deteriorated concrete from tunnel walls, later to be replaced with fresh, strong material. Additionally, contractors use the machines for light material removal or surface preparation.
The robots are valuable for use in tunnel cleaning or maintenance work. This includes road, train, subway, pedestrian, utility, water, wastewater tunnels and penstocks, where crews typically use the equipment to remove old, damaged concrete or liners in order to prepare the surface for repair. Robots are also used for mining applications, such repairing the shaft for the elevator.
Depending on the application, contractors may optimize the robots further by pairing them with tunneling-specific attachments to improve consistency and quality. One type of accessory provides operators the ability to remove 360 degrees of concrete from a tunnel’s inner wall. Contractors attach the robot’s cutting head to the end of the attachment, which rotates and moves the water jets along the circumference of the wall. The robot then moves forward to the next section of concrete to repeat the process. Unlike traditional methods, such as handheld breakers or hand lances, the cutting head of the Hydrodemolition robot stays an even distance away from the surface, allowing for an even depth of material removal throughout the process, even in uneven- or oval-shaped tunnels.
Tunneling innovations
Taking a new approach to tunnel development, tunnel expansion, cross passage excavation or tunnel wall concrete removal can be beneficial to contractors looking to improve project speed and quality while also reducing risk to their workers. Remote-controlled equipment doesn’t remove the worker from the equation, but it goes a long way toward ensuring they go home safely after completing a job
Mike Martin is vice president of operations for Brokk Inc, in Monroe, Washington. Brokk has been the world’s leading manufacturer of remote-controlled demolition machines and attachments for more than 40 years.
www.brokk.com
Keith Armishaw is the Aquajet business development manager in North America through Brokk Inc. Aquajet is known as the industry leader in hydrodemolition machines and solutions, both in terms of quality and volume.
www.aquajet.se
Seth Snyder asks: Why aren’t construction auditors part of your team?
Today, many owners are realizing the benefits of having an auditor review their construction projects. Validating contract and cost compliance is an important step in the life cycle of any construction project. On any given day, one can find current news articles about an owner being defrauded by an unscrupulous contractor or large budget overruns on public projects. Beyond the risk of fraud, most construction contracts are complex and have ambiguous terms which increase the risk of billing errors. To make matters worse, the person completing the billing process may do the billing for several jobs — each having different contractual requirements. A construction audit can help detect and deter billing errors and fraud and, ultimately, give some peace of mind to stakeholders.
The problem with post completion audits
Simply having an auditor review project costs for contract compliance at the end of the project isn’t always enough. There are several problems with these reviews, including:
1. Recovery is more difficult after the payment has been made
Often auditors are not involved until the project is nearly complete. At this point, it’s significantly more difficult to recover money than to have kept it from going out in error initially. Once overbillings are identified, there is usually a settlement process that often does not even fully recover all the overbillings identified. This can be complicated even more if the contractor and owner do not have an ongoing relationship to incentivize the contractor to respond promptly.
2. Auditors have limited resources and knowledge of the project
Typically, an auditor will have anywhere from two to four weeks to get up to speed about the project, conduct testing and issue a report. Auditors can only dedicate so many resources to getting enough audit coverage to provide reasonable assurance. While auditors are very skilled in working in this type of environment, things can be missed for a myriad of reasons. The auditor may not be fully familiar with the background, the issue may not be common or the issue requires significant detailed review to discover. Audits are only meant to provide reasonable, not absolute, assurance that the processes operated as intended and costs are materially in compliance.
3. Problems identified with the process can no longer be corrected
If the project has already been finished when an audit is performed, its already too late to make any meaningful changes unless the owner has several projects that are still ongoing or planned in which to adopt the changes.
What can an owner do?
The real problem with post-completion audits is they are reactive. The owner hopes the audit reveals no significant issues exist and the project is successful. What about when major issues are found? Will an owner feel the project is successful even if those issues result in funds recovered? A solid control structure should help prevent this scenario. Money is saved by strengthening contract protections to the owner, limiting the types of costs to be passed through and by putting strong controls in place. Owners can check all these boxes by involving a construction auditor during planning.
What can my auditor do besides verify cost compliance?
Auditors are process and control experts. When completing an internal audit, the auditor determines if the controls are adequate and effective. If auditors can be included during planning, the auditor’s thought process can be integrated into project planning. The auditor can learn the project background and risks, engage in assessing the controls and, ultimately, use their experience to address potential issues before they manifest. In some cases, auditors can even be involved in performing independent, real-time verification of the controls.
How auditors can be involved:
1. Assess the reasonability of budget variables — Auditors are not necessarily construction experts. However, they can validate factors that drive construction cost and provide independent verification that all relevant variables and best practices have been considered. Often when projects go significantly over budget, construction auditors consider these variables to determine what went wrong. One area of concern, particularly on very large or publicly funded projects, is whether the estimates of material costs, labor productivity rates and/or the contingency methodology used in developing the budget were reasonable. Having construction auditors do this validation during planning can give owners more confidence in their construction budgets.
2. Bid process — Auditors can assess whether the bid opening procedures are adequate and aligned with best practices as well as validate that the process is executed objectively. If there are single or sole source justifications, auditors can validate the justifications are properly supported and appear reasonable. In some cases, it may even be beneficial to have an independent auditor involved in the bid opening and scoring process to help ensure objectivity.
3. Contracting — Most construction auditors spend a great deal of time understanding the key terms and conditions of construction contracts in order to assess risk, prepare work plans and execute testing. Auditors can use this experience and knowledge of construction contracts to provide valuable recommendations to better protect the owner from contracting pitfalls. Some key areas where auditors provide valuable feedback may include documentation and data requirements, allowable vs. unallowable costs, how overtime or double-time labor is billed, defining labor burden, proper limits are set for mark-ups and fees, how contingency is used and controlled, if equipment should be purchased or rented, etc.
4. Change orders — Construction auditors also spend a lot of time reviewing change orders during audits. Using the auditor’s knowledge to provide independent, real-time verification that change orders are reasonable, supported and in compliance with the contract can be invaluable. Additionally, construction auditors can also assess the procedures for review and approval of change orders, including emergency change orders.
5. Payment application — Payment application and cost report review is where auditors spend the most time during construction audits since cost compliance is typically of greatest concern to owners. Auditors can assess the procedures used by the general contractor or construction manager to generate a payment application and the review procedures used by the owner’s project management team to approve it. Similar to change orders, auditors can also be involved from a contract administration standpoint to perform real time review and validation of payment applications for accuracy and compliance before approving payment.
These are just a handful of ways construction auditors can add value to a project without ever performing an ‘audit’ that will better protect an owner from the pitfalls of invalid, erroneous or potentially fraudulent billings prior to any cash ever leaving the owner’s hands. However, despite having an auditor involved early in the project, a close out audit should still be completed as a final point of validation and completeness check. The point is to put effective processes and controls in place to stop issues before they arise or catch them in real time when they do. Having the construction auditor involved early on helps the owner check all these boxes proactively. Since it is significantly easier to control costs by ensuring that payments for non-compliant costs never go out the door than it is to recover them after the fact, why not make the auditor thought process part of the construction planning process and the construction auditor part of the construction team?
Seth Snyder is Advisory Services Director at Grant Thornton LLP. Founded in Chicago in 1924, Grant Thornton LLP (Grant Thornton) is the U.S. member firm of Grant Thornton International Ltd, one of the world’s leading organizations of independent audit, tax and advisory firms. Grant Thornton, which has revenues of $1.92 billion and operates more than 50 offices, works with a broad range of dynamic publicly and privately held companies, government agencies, financial institutions, and civic and religious organizations.
www.grantthornton.com
