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Jan. 25-27, 2022

The International Production & Processing Expo (IPPE) is a collaboration of three shows, the International Feed Expo, the International Meat Expo, and the International Poultry Expo. The event showcases the latest technology, equipment, supplies, and services used in producing and processing eggs, meat and poultry, and those involved in animal food manufacturing. The event is sponsored by the American Feed Industry Association, North American Meat Institute, and U.S. Poultry & Egg Association.  

IPPE is held annually in Atlanta, Georgia, at the Georgia World Congress Center (GWCC), located at 285 Andrew Young International Blvd NW.   

This year’s event will feature more than1,000 exhibitors providing a large variety of educational and interactive exhibits. Attendees include representatives from all over the world, including operation and plant managers, purchasing agents, engineers, and researchers from the world’s top feed, meat processing, packing, and poultry companies.  

IPPE provides Austin with the opportunity to share our depth of knowledge and assist industry leaders in meeting their facility needs. Whether looking to build on a green site, add on to an existing facility, streamline or automate production, we are on-hand to answer your questions.  

Austin will host two social events at the show. Wednesday, January 26^th, from 9 AM to 10:30 AM, join us for a cup of coffee and networking, and then from 2 PM to 5 PM, grab a beer at our social hour. Both events are held in Austin’s booth, #C11662.  

Attending this year’s event from The Austin Company are Ed Wright, Sean Barr, Matt Shank, Brandon Talbert, and Tamara Zupancic.  

Can’t make the show? We welcome the opportunity to come to you. Contact Us.   

Check out these articles by two of Austin’s Subject Matter Experts, Sean Barr and Ed Wright. It’s Never too Early to Prepare for Growth and Shortages Drive the Need for Innovative Solutions and Trusted Partners.  

There is much at stake when considering where to locate a manufacturing facility. The choice of a location locks in years, if not decades, of production capacity. At best, the selected location enables start-up time savings, one-time and ongoing cost savings, and long-term operational advantages relative to other location possibilities. At worst, a location can bring hidden costs, delays, and operational headaches that erode success. Hiring a qualified advisor is a good first step towards making the right location choice and avoiding an inexperienced team’s mistakes. The following is a brief list of some of those missteps, or pitfalls, commonly made by companies as they approach location decisions.

(1) Unnecessary Search Area Constraints. Location searches often begin with the simple question of “Where should we look?” Not having a systematic or defensible process to pick the initial search area can sub-optimize the location selection process from the start. An example of a sub-optimal search area choice includes looking only at trending locations.  While there may be a good reason to consider these locations, one downside could be increased start-up risk due to workforce competition from other companies choosing to locate in the area.  Another example of a sub-optimal search area choice includes defaulting to competitor locations, which assumes the competitor’s location choice at the time they made it would still be a good decision today. Instead, consider a broader and more comprehensive evaluation of a larger area. Generally, it won’t take much more time, and it can and has allowed for the discovery of better-suited locations. A skilled location advisor will be able to design a process that balances time constraints and search area choices appropriately.

(2) Poor Interpretation, or Lack, of Data. With the abundance of readily available location-related data in the U.S., companies might feel confident in self-performing location evaluations. However, if done by an unqualified analyst, that approach can lead to focusing on certain factors at the expense of more relevant ones. An experienced location consultant knows the strengths and limitations of the various available datasets and when and how to incorporate them into the analysis. For example, companies will often emphasize specific statistics such as unemployment when beginning to qualify a local workforce. A qualified analyst would consider unemployment as well, but only as one of the dozens of equally, if not more important, statistics. Consider a situation where one location has a high unemployment rate, and another has a low unemployment rate. It might stand to reason that the high unemployment location might be more attractive because more people are looking for work. However, by that single statistic, nothing is known about the skills of those who are unemployed. Therefore, emphasis should be placed on characterizing the skills present in the employed workforce as a measure of overall community fit with the proposed operation. A qualified location advisor can help companies sift through the data to place the right weight on the appropriate statistics.

(3) Over-Reliance on the Past. An often-used Wayne Gretzky quote is: “Skate to where the puck is going, not where it has been.” An example of skating to where the puck has been is relying only on data analytics. While examining datasets is an integral part of the site selection process, data on its own cannot account for the whole story. Experienced location consultants will also place a high value on primary or real-time data gathering activities such as community visits and employer interviews to help understand where the puck is going. These activities can uncover information that positions two otherwise comparable communities very differently. For example, we recently interviewed employers in one location that painted a picture of a more difficult hiring environment than what the data appeared to indicate. This was partly due to multiple new entrants to the labor market that the data didn’t capture. On the other hand, employers in a similar, competing location generally expressed more favorable experiences. Investments in training and workforce development partly drove this. A qualified location advisor will integrate field observations with data analysis to produce a balanced evaluation.

(4) Misguided Incentives Focus. Incentives can sometimes make or break a location decision among a shortlist of candidate sites. However, incentives generally should not be considered a primary decision factor too early in the location decision process. At all times, incentives must be framed in the appropriate context. Companies are often surprised to learn that the answer to “Where can we get the most incentives?” is often different than “Where is the lowest cost location?” Incentive assessments generally add more value after a shortlist of locations has been identified.  They are especially important after specific properties along with their structural shortcomings have been vetted. To that effect, a successful strategy for some communities can be to position their sites with incentives that address the structural weaknesses of the site early in the process.  A qualified location advisor can help place the true value of incentives in the appropriate context at the relevant points in time.

(5) Minimizing the Importance of Site and Infrastructure Development. Perhaps no greater hidden risk exists in site selection for manufacturing facilities than the development viability of the land and its attendant utility infrastructure. Without a thorough vetting of the development challenges associated with each site, companies may find themselves unable to meet their timeline and cost objectives at best or with an unviable location decision at worst. In one instance where two similar properties were being considered, a construction and development assessment revealed millions of additional dollars and months of extra time for site development in one location, but not at the competing location. Selecting a property quickly and without understanding the requirements of developing the property and corresponding utilities infrastructure can result in significant loss of time and hidden costs that far outweigh the investment in a thorough qualification exercise. A qualified location advisor will thoroughly address the site and infrastructure development process and risks.

(6) Lack of Timeline and Process Flexibility. Companies often face pressure to quickly make a location decision without knowing how long the evaluation process should take.  While each company’s situation is different, a general rule-of-thumb is that it takes at least six months from the time a greenfield location project begins to when the property and incentives have been secured. This timeline can be shortened based on various factors and tradeoffs specific to each situation. In all cases, optimal project planning allows for flexibility and discovery throughout the process. For example, during a recent project, one community proposed a unique utilities infrastructure development solution that saved the company millions of dollars but at the cost of several additional weeks of time for evaluation and approvals. Some companies might need to forego these savings due to timeline pressure. Nevertheless, the companies that approach the site location process with timeline and process flexibility—and in a collaborative, iterative fashion—are the companies that experience optimal results. A qualified location advisor can help companies navigate the discovery process within timeline constraints.

In summary, manufacturing location choices are often more complicated and time-consuming than they initially appear and are fraught with pitfalls. Having the expertise to avoid these missteps leads to success and can pay dividends operationally for years to come.

The Austin Company welcomes The Austin Company of UK back into its organization.

The Austin Company (US) founded The Austin Company (UK) in the 1920s as The Austin Company was developing into an international company. Operations were suspended due to WWII and then resumed in 1948. During the 70s and 80s, Austin UK established a strong reputation and loyal customer base within the manufacturing, life science, biosciences, food, and beverage markets. These sectors became their primary source of business and remain so today. In 2006, The Austin Company sold the UK business to local managers.

“Rejoining The Austin Company (US) is fantastic for our business. It enhances our resources and enriches relationships. Together, we will advance professionally while keeping our identity and culture unique. Partnering with Austin US is strengthening the brand, bringing exciting new opportunities, challenges, and expanding our area of service,” said Prakash Davda, Managing Director of The Austin Company of the UK.

The UK team leadership team includes Adrian Ward – Construction Director, Allan Huke – Commercial Director, Barrie Pond – Financial Controller, George Lowney – Projects Director, Karl Butler – Director of Engineering, Pankaj Raithatha – Deputy Director of Engineering, and Michael Blake – Director of Design.

Mike Pierce, the President and CEO of The Austin Company (US), said, “This is an exciting and historic time for The Austin Company as we reunite to expand our services within the pharmaceutical and food and beverage industry.”

The Austin Company is a member of the Kajima Corporation. To learn more about The Austin UK – http://austin.co.uk/, and Kajima https://kajimausa.com/.

IRVINE, CA – The Austin Company’s Irvine California office announces new roles for three seasoned professionals.

Greg Hong transitions to Senior Design Project Manager. Hong has been with Austin as Chief Architect since April 2020 providing oversight to the architectural efforts on projects for our key clients. “Greg’s architectural design and management experience will be a great asset to our current and future projects,” said Jay Fischer, P.E., Manager of Engineering and Design.

Eric Marx has been promoted to Director of Design and will also assume the interim role of Chief Architect. Marx has been with Austin since July 2006 and has held several positions as Architect, Chief Architect, and most recently Associate Director of Design. “Eric brings a high level of planning, programming, and architectural design expertise to the team. His leadership skills will serve him and our clients well in this new role,” said Fischer.

Nirav Mehta assumes the newly created role of Manager of Design Project Managers to oversee processes, procedures, budgets, and assignments. Mehta has been with Austin since August 2008, holding positions as a Structural Engineer and Design Project Manager. “Nirav has proven himself to be skilled in process, planning, and training, making him the ideal candidate for this new role. We are confident that Nirav’s innovative spirit will continue to benefit our team and clients,” predicted Fischer.

The Austin Company is a great place to grow your career. Check out our job openings here https://theaustin.com/careers/

Automation has made steady progress into many phases of industrial baking, from ingredient handling to packaging to palletizing and warehouse operations. Advances in robotics and digital technology make automation a viable solution for many baking and snack producers, and the ROI can be attractive.

ARE YOU READY?

It is essential to evaluate if your organization is prepared to transition into automation. This step requires a certain level of technical sophistication from both maintenance and operations organizations. Because it can be challenging to transition from manual operations to a highly automated facility It is essential to evaluate your organization’s preparedness.

BABY STEPS

A good place to start the automation journey is in the packaging area.  It is not uncommon for smaller bakers to manually pack finished products into corrugated cases, plastic trays, or baskets. Depending on the line speed, this often involves two to three people. Automation can often reduce the number of people performing these tasks while providing a safer working environment.

For the most part, large bakers were able to begin the automation journey many years ago and are now comfortable with the technology. They also have been able to hire or develop the talent to maintain these systems. However, while large bakers may be more comfortable with automation and robotic technology, no one is fully automated yet.  The vision of a “lights out bakery” is still years away.

TALENT

Transitioning to automation requires hiring and developing solid technical talent. Bakeries must have the ability to operate, clean, and maintain these automated systems. This includes staff who know how to work with programmable controls, computers, and robotic systems and diagnose mechanical problems. It is vital to building an in-house technical team that can speed up today’s ever-changing technology.

FOOTPRINT

On average, automation in the packaging area requires 10 – 15% more space than a manual operation, depending on the application. For example, if you are loading finished products into trays or boxes, the products coming down the conveyor may require three or four people to pick and place the product into the tray or box. This takes a relatively small footprint. However, if you are going to automate this process, you need to lane, align, and feed it into a robotic cell. This requires more space. Some bakeries do not have the footprint to fully automate areas like packaging but can still benefit from other upgrades in technology. For example, bread or roll basket loading can often fit into an existing footprint.

ENERGY

Most automated systems require compressed air and electrical power. While some facilities may experience a slight uptick in energy costs, the cost savings due to reduced labor safety off-sets this occurrence.  Typically, people doing these manual tasks are subjected to repetitive motion, bending, twisting, lifting, and reaching. These constant movements strain workers’ bodies, often leading to injuries to muscles, nerves, ligaments, and tendons.  Automation eliminates these factors and provides a safer work environment for employees.

LABOR REDUCTION

One of the most compelling reasons for implementing automation is the challenge of labor force. For most bakeries, labor costs represent the most significant expense and hardest cost to manage or reduce. Even highly skilled operators can’t match the repeatable accuracy of automation. Some automated systems can also perform multiple operations, eliminating the time required to move materials from one work center to another. 

Today’s labor market is probably one of the most challenging markets bakers have seen in many years.  Hiring and retaining employees has been a significant challenge for most bakers.  Many bakeries are moving to automation due to the inability to retain employees for highly repetitive positions.

PAY-BACK

The return on investment for automation depends on several factors, including each bakery’s financial guidelines for capital investment payback. However, a rule of thumb would be two to three year payback. When calculating your savings from automation, you need to include direct labor savings, improved uptime, quicker changeovers, and reduced workers’ comp costs. 

There is a significant up-front investment required in automation. Ideally, to prepare for a clean installation and startup at the bakery, technical staff should be hired in advance.  This allows them to be a part of the steep learning curve that comes with this new technology. Key maintenance and operations representatives should attend FATs (factory acceptance tests) and participate in installing the equipment.

MAINTAINING TIGHT SPECIFICATIONS

One of the biggest eye-openers when automating is the need to maintain tight specifications on your product. Most products can vary in size throughout the day. Typically, when manually placing the product into a basket, bag, or box, you can squeeze it and get it in there. With automation, there is usually not a lot of room for adjustment. This places pressure on the operators at the front end of the process to ensure the finished product is within specifications.

KEEPING UP WITH THE MARKET

Wherever you are considering automation, it is valuable to keep up to speed with current technology, what other bakers are doing, and the next best steps for your unique product and facility. When considering equipment suppliers, be sure to enter partnerships with companies that can support you through the training and maintenance journey. Make sure you understand all the needs and be able to communicate them clearly to vendors. Clear expectations should be established during the negotiating process.  It is crucial that everyone understands these expectations for line efficiency, throughouts, and changeovers.   

The best-in-class approach is to hire technical folks early in the project to work closely with vendors and benefit from first-hand equipment training. In addition, technical staff can benefit from being a part of the acquisition and installation process.

PHASED APPROACH

A phased approach to automation is usually the best course of action. There is considerable risk associated with drastic changes to operations. Phasing allows you to spread the risk out over time. We recommend a two- or three-phase investment. This prevents staff from being overtaxed while gaining experience with the technology. As comfort levels increase with the additional automation, you can move to the next phase, building on all that has been learned.

Any approach should consider the impact the change will have on your ability to get the product to the market. For example, maintaining product specs, equipment, and training can take time to get right, slowing down production.

While phasing plans vary, typically phases are implemented about a year apart. Timing considerations include any challenges encountered with the first phase, staffing requirements, and equipment lead times.

CRITICAL QUESTIONS

• What products is your bakery running?
• What are the speeds you are running?
• How many changeovers do you have each day?
• What are the specifications of the product?
• What is the bakery’s available footprint?
• Are you comfortable with robotics?
• Should a non-robotic solution for automation be considered?

The early stages of automation planning often lead to more questions than answers. But, partnering with experienced bakery designers, engineers, constructors, and vendors, means you won’t be going it alone. Meeting the challenges of today’s food and snack industry requires out-of-the-box thinking. However, with a well-thought-out, phased approach, the automation game can be won.  

Early-Stage Considerations in Cleanroom Design 

Aerospace and Defense industry cleanrooms are crucial to support the development of advanced aircraft and spacecraft. Manufacturing and assembling the exacting components require environments that eliminate contamination and comply with customer requirements for strictly controlled environmental conditions.  

Below are some of the key design decisions that must be considered.  

Cleanroom classification. A vital first step is to understand what classification level is required. For aerospace and defense, the standard for cleanroom classifications is ISO 14644-1. Cleanroom classifications are often referred to by the outdated standard, Federal 209E. The stricter the classification, the higher the air change rate (or the number of times the air is removed, filtered, and then returned into the space). Many times, a cleanroom is designed to a stricter ISO classification than presently needed. With an eye to the future, more stringent requirements to operate a cleanroom at a lower classification is simple; retroactively upgrading it to a higher standard is challenging and expensive. Understanding how a program may evolve helps engineers design in the flexibility necessary to change course. 

Function of the space. There are times when the classified nature of what the space will be used for means our engineers must rely on the client to provide a general concept of the manufacturing processes to be performed within the space. This general concept provides us the necessary information to understand the operating conditions more closely and if there are areas within the cleanroom that require stricter cleanliness than others. This includes vertical zones in high bay cleanrooms. 

Upgrading. Some clients need to improve a room’s requirements as a program evolves. To determine potential upgrades, we discuss how they are going to operate within a higher classification room. Sometimes we are helping clients identify vital clarifications, and other times we are assisting them in making decisions.  

Environmental considerations. The next discussion to occur is about indoor environmental conditions. This encompasses temperature and humidity specifications. The program and employee needs help our engineers make recommendations and critical design decisions.  

A thorough understanding of environmental considerations allows our team to design the cleanroom to meet the program’s set points and tolerances. Furthermore, it provides us with clear parameters to achieve the ideal indoor conditions for temperature and relative humidity. Frequently, the potential for electrostatic discharge also factors into the relative humidity specifications. 

If the program has not defined specific requirements, we will typically design ranges to make the employee comfortable. This discovery process includes discussing how employees gown-up since that factors into personal comfort and often means lower temperature setpoints.  

Weather consideration. It is very important to know and understand outdoor weather conditions that are not represented in standard published weather data for the larger geographic area. While the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) weather data tells us certain things, we need to consider many factors for our aerospace and defense clients that do not show up in this data. For example, some facilities are in high and low desert areas. In these locations, we need to take into consideration the unique weather created by localized wind patterns and events—including wide swings in humidity—often within a few-hour period. This geographical phenomenon also causes strong, arid downslope winds that originate inland and affect coastal areas of Southern California and northern Baja California. On occasion, and often enough to be a design concern, these conditions cause single-digit (extremely dry) relative humidity along the coast. As the temperature rises and the humidity drops the risk of wildfires increases, resulting in additional outside or make-up air filtration concerns. These are all factors that need to go into the design discussion. 

This type of geographical area also experiences monsoonal weather that does not show up in average weather data. These storms dump an extreme amount of moisture in a short time span, usually during warm to hot temperatures, causing excessive humidity. Some manufacturing operations can handle the extra humidity, while others must go to greater lengths to wring out excess moisture during these high humidity events. This capability is something we design and engineer into cleanrooms.  

Tolerances and cost. Knowing absolute outside-range tolerances is essential because tighter tolerances can impact cost. The stricter the environmental and control requirements, the more capacity and capability to be designed into the system.  

Pressurization. Another vital consideration in design is pressurization. Pressurization is ventilation technology that controls the migration of air. Cleanrooms require bringing outside air into the space to push air outward and ensuring that particulate does not come in through cracks, gaps, or leaks, and periodically open doors. This requires a comprehensive understanding of code requirements for ventilation and construction details of the building assemblies that contain the cleanroom.  

Exhaust requirements. Understanding exhaust requirements allows designers and engineers to right-size HVAC systems. Knowing if the room will require a fume hood or slot hood exhaust that will necessitate makeup air is critical.  

Security: Many aerospace and defense clients have security requirements that must be incorporated into the HVAC design. These requirements vary from client to client and program to program. Security includes physical, acoustic, and visible (line-of-sight) factors. Security devices that may be incorporated include security bars, non-conductive breaks, white or pink noise, grounding, double bends (Z-ducts), and acoustic liners. 

Airflow methodologies: The type of HVAC system to provide is not simply about providing a chilled water system or a refrigerant-based cooling system. It is about the methodology of how the air is being exchanged within the cleanroom. It is about how the air is being delivered, circulated, and taken out of the space.  

We are working with a client right now that has all three of these approaches in one facility.  

• Fully-ducted is where the air is supplied to the space through air handling unit(s) (AHUs) that are ducted all the way to the HEPA filters mounted in the ceiling. The return air is then ducted from the return-air wall plenums back to the AHUs. This is considered a traditional system and requires more ductwork than other methodologies.  
• Negative pressurized plenum system is where fan-filter units (FFUs) do the circulation within the space. The fan filter units return the air through low-wall intakes to a HEPA—or ULPA— filter and recirculate the air to the space. A small AHU provides conditioning of the air (temperature and humidity and maintains positive pressure for the space. There is a significant advantage to this system in terms of initial cost savings as it requires less ductwork as well as smaller or fewer AHUs. A considerable advantage is that the plenum above the ceiling is negatively pressurized and draws air from the cleanroom into the ceiling space. In the event of a leak this prevents unfiltered air from entering the cleanroom space. 
• Positive pressurized plenum system is considered in-between a fully ducted and negative pressure plenum system. This method uses the same AHU equipment to do the major recirculation as a fully-ducted approach. The difference is that air is supplied into the ceiling plenum space and pushed through the HEPA filters into the space by power from the AHU instead of being directly ducted to the HEPA filters. In terms of cost, this method falls between a fully-ducted system and a negative pressure plenum system since it still has large AHUs while having less ductwork. 

Each approach has its pros and cons. It is valuable for designers and engineers to talk through these design elements with the client team before finalizing the design.  

The most conservative system is the fully-ducted system. Here’s why:  

• The supply air is directly connected from the AHU(s) to the HEPA filters, preventing the possibility of particulate from entering the air stream and being transported into the clean space.
  
• The return is directly connected from the wall plenum or duct risers to the AHU(s), where the air is filtered before entering the supply airstream. 
  
• This method is the original design for cleanroom HVAC systems and has a proven track record that spans many decades.  

There is no way for something foreign to enter the system other than through a very controlled location (e.g., where you pull the outside air in, doors, and people). However, it is the highest initial cost system. Some programs require a fully-ducted system given its long-proven performance and greatest assurance of airflow control.  

Retrofitting a fully-ducted system to achieve a higher cleanroom classification can be difficult and quite expensive and disruptive to system operations. Negative pressurized plenums have one big appeal in that they offer significantly more flexibility for classification upgrades in the future because most of the infrastructure is in place. The classification can be simply increased by adding additional fan-filter units in the ceiling to provide the higher air change rates required. The AHUs providing the conditioning will require evaluation to determine if they have the capacity for the additional cooling required for the new motor heat in the added FFUs. There will be some disruption, but this is minimized. A positive pressure system is adaptive but less so because they utilize large AHUs for circulation that will require additional space and clearance. The decision often comes down to a client’s comfort with the systems. 

Confidentiality and design. It is important for designers and engineers to understand what clients are doing in the space and what kind of environment is needed. Due to the confidential nature of clients working in the aerospace and defense industry, this can be a challenge. It is essential for designers and engineers to be good communicators, glean what can be shared, and work with client teams to help them make the best decisions possible.  

The preliminary stages of designing a cleanroom require careful consideration. Understanding how the space will be utilized now and in the future is critical for making informed design decisions. Working with an experienced engineering team helps to navigate the complexities of cleanroom classifications and airflow methodologies in order to make smart choices in managing environmental conditions, pressurization, exhaust, and security.  

Safety and quality share many of the same aspects and are often intertwined. A sign of a well-managed jobsite is the team’s commitment to safety, quality, and productivity. When a team focuses on even the smallest of details, crews feel supported and encouraged to do quality work.

Let’s take a deeper dive into successful safety and quality planning.

Company Culture. Employers need to foster a company culture that values safety and quality. Then, when team members lead by example, everyone knows that a company isn’t just giving lip service to these values. Leading by example is an authentic expression of the company’s commitment to safety.

Inspection Process. Quality requires meeting the expectations of the owner, designer, and engineering requirements. Implementing a quality control program with detailed procedures reduces errors and omissions. Defects in design, engineering, construction, and products can be managed by following a good quality control plan.

Safety and quality control both require the ability to verify and scrutinize the built environment. For safety, it starts with making sure everybody has the correct personal protective equipment for each task. This includes a hard hat, safety vest, and glasses.

An example of quality during the inspection process would be validating that the crew has the latest design documents and correct material. It also means inspecting work to ensure that installation was completed per manufacturer recommendations.

Checklists. Building inspection checklists can be one of the most effective ways to ensure safety and quality protocols are followed. Lists can serve as a starting point that can be modified or expanded to account for new phases of work. When implemented effectively, checklists ensure that the necessary safety precautions are considered and that work is done according to the design documents.

Training. Safety and quality control require significant training and reinforcement. Many common construction hazards and quality mishaps can be controlled or avoided with training. When workers are trained in safe practices and proper installation of materials and equipment, the job site functions in a more efficient manner. These competencies reduce overall construction costs by diminishing insured losses, citations, and delays.

Regardless of delays or looming deadlines, safety and quality training should never be viewed as an unnecessary expense. It is critical that all employees, even seasoned veterans, attend safety meetings and acquire additional training regularly.

Right Tool for the Job. For safety and quality purposes, teams must always have the right tools or equipment to get the job done. Necessity may be the mother of innovation, but it can have catastrophic consequences. For example, if a crew member is sent out to do a job with a 10-foot ladder, but requires a boom lift. Rather than getting the lift, the worker decides to stack pallets to accommodate the height difference, leading to a dangerous fall situation.

Cutting corners can also have a significant impact on quality. Therefore, confirming that the right tools and materials are used is an important part of the quality control process.

Planning. Ensuring you have the right tools, materials, and trades, requires planning. Shortcuts coupled with the pressure to meet budget and schedule demands can spell disaster. Project teams must be proactive in assessing and addressing the needs of the crew.

Adhering to Requirements. Occupational Safety and Health Administration (OSHA) provides a starting point for safety guidelines. There are many examples of site-specific conditions that require more stringent protocols. OSHA guidelines should be considered a minimum standard. Failure to comply with OSHA rules can shut down a site and result in fines starting at $14,200 per violation.

Tools, materials, and equipment have manufacturer guidelines. Understanding and adhering to these instructions produce a higher quality project. It is equaly important to hire a knowledgeable team and evaluate their work.

It is also critically important to work with a team that understands building code. Building to the latest design drawings and specs creates a smoother transition to an occupancy license.

Budget and Schedule. Safety and quality issues have the potential to significantly impact the budget and schedule. Preventative measures help design-build companies like Austin circumvent costly errors, omissions, safety shut-downs, and failed inspections. Daily huddles and weekly safety meetings allow teams to iron out safety and quality issues in real-time before they hinder the budget or schedule.

The Cost of not Getting it Right. Faulty safety operations lead to lost time, injuries, and eroded morale. It’s better to invest in preventative measures than to manage an emergency. Many companies think they must choose between expediency and quality. However, sacrificing quality can drive up costs and destroy a schedule. In the long term, poor quality control impacts project costs resulting in rework costs. A good quality program during construction extends a facility’s lifespan.

Details matter when protecting workers from injury and building a quality facility. Creating a company culture that values and prioritizes safety and quality is the first step. Inspection checklists provide a proven process that can be replicated. Training reinforces the importance of planning, using the right tools for the job, and following requirements. When organized and executed by experienced project leadership, safety and quality can work together to meet client standards and make sure everyone goes home safe.

In this age of advanced machinery, robotics, and complex logistics systems, superflat floors are critically important to operations. Superflat floors can:  

• Determine the kind of racks and logistics systems to be utilized in the operation.  
• Impact the amount of maintenance needed on equipment.  
• Be used for advanced robotics and rapid picking systems.  

• Impact how fast fork trucks, robotics, and other equipment can move around the facility.  
• Minimize risk of rack impacts and handling errors.  
• Improve the safety of the operations.  

Installing superflat floors allows for taller storage systems and, potentially, tighter aisles, faster operations, less maintenance costs, and, oftentimes, a safer operating setting. All are desirable benefits for industrial plant and facility owners.   

Considerations

• Understand equipment manufacturer’s floor flatness and levelness requirements related to performance. It is critical to understand the exact requirements and reasons for the guidelines versus making assumptions like using past reference points. 
• Coordinate the structural engineer or floor designer and the geotechnical engineer to agree upon soil loading and settlement requirements. This is critical for determining which soil improvement system will be recommended. 
• Base design details for the floors, including thickness, reinforcing, joint spacing, and layout on the superimposed loading criteria and geotechnical recommendations. Superflat floors must meet the demands of heavy wheel traffic, often in specific lanes in narrow aisles.  The concrete floor surface must be hard, wear-resistant, and not create concrete dust.  Careful specification of the concrete materials, proper finishing techniques, and surface treatments such as liquid hardeners are proven methods of ensuring wear-resistant slabs.  
• Coordinate and partner field operations and engineering team for size and layout of planned concrete floor placements.  
• Conduct an in-depth preconstruction conference involving the structural engineer, concrete supplier, concrete finisher crew, concrete testing lab, and geotechnical engineer. 
• Utilize specialized construction equipment, including laser screed machines and adjustable side forms set with laser levels.   
• Place superflat floors under a roof to control sun and wind. Both can cause the uneven setting of the concrete, which will result in flatness issues.   
• Provide proper lighting during finishing operations for the concrete workers.   
• Hire adequate numbers of experienced workers to place and finish the slab uniformly. Uniform timing promotes even curing and flat floors. 
• During installation, ensure joint saw-cutting, curing, and testing is per concrete specifications. 
• Have engineers review reports such as concrete compressive test reports, flatness reports, and levelness reports. Don’t just review them in the field or receive and file them without review. 
• Understand current industry standards which define the measurement of a floor flatness within 48 hours of placement.  However, concrete shrinkage and curling continue for several months after placement and can cause changes to the floor slab reducing the slab flatness. 
• Control cracking. Concrete slabs, including superflat slabs, are subject to cracks.  Crack control of super flat slabs begins with an awareness of the considerations listed above. This includes proper concrete mix, proper joint spacing, careful detailing to avoid restraint of slab components, finishing equipment, finishing procedures, and curing.  Additional techniques used to control cracking in superflat slabs include post-tensioning, shrinkage compensating concrete and admixtures, over-reinforced slabs, and distributed synthetic reinforcement.   

Did You Know?  

Austin has been designing and constructing floor systems to tight flatness and levelness specifications since the 1950s. However, it wasn’t until the 1970s that industrial and warehouse owners started increasing the density of their storage configurations to minimize investments in land and facilities to optimize operations.  

In 1987, Barry Rogers, PE, Senior Project Manager and Project Executive with Austin’s Research and
Development department, patented one of the first formal measuring devices for floor flatness allowing for a scientific method of testing and laser measuring these special floor systems.  

In 2017, and our partners set the world record for floor flatness and levelness design and construction.  

Three of our preconstruction thought leaders are presenting at the 6th Annual Advancing Preconstruction Conference this summer! Amy Hewis (Preconstruction Coordinator), Chris Jackson (Director of Preconstruction Services – Eastern Operations), and Andrew Hoffmeyer (Associate Preconstruction Manager) share their insights at the event, taking place in Dallas, Texas, from August 30 through September 1.

This year’s conference, entitled “Win More Work, Kickstart Project Success,” explores the latest technologies and workflows across five educational tracks: estimating, design coordination, cost escalation, subcontractor management, and department management.

Chris Jackson and Andrew Hoffmeyer lead a conversation about remote work entitled “How to Maintain Engagement & Productivity of a Preconstruction Team Working a Mixture of in the Office & at Home.” The presentation explores the impact of remote working on introverted and extroverted team members.

Amy Hewis reveals what makes you a general contractor of choice in her talk, “Developing Strong Relationships with Subcontractors to Ensure You Have Enough Bids to Compile an Estimate.” The presentation will also cover how to improve the communication of job specifications and explore the benefits of platforms and tools to advertise jobs and network well.

New highlights and additions for the 2021 conference

• Post-pandemic outlooks with a focus on cost escalation for major markets and bidding strategies
• Deep dives into estimating for specific CSI divisions, including earthwork, steel, mechanical and electrical
• Benchmarking ways to conduct design reviews and maintain quality of coordination, including with remote working
• How direct material procurement, prefabrication, IPD, and other trends could radically alter preconstruction and reduce costs

To purchase tickets, visit https://advancing-preconstruction.com/. Be sure to use the discount code “Austin10” when registering.

I recently watched a Ted Talk by Brene Brown titled The Power of Vulnerability. Brene starts her talk about connection and how it is difficult for individuals to connect due to their fear of disconnection. This fear can result in individuals putting up walls around themselves to prevent others from seeing their true self because they think that if truly seen, others would not like them. However, as Brene stated in her talk, “in order for connection to happen, we have to allow ourselves to be seen, really seen.” In other words, we must be vulnerable.  

As I reflected on this talk about connection and vulnerability along with Austin’s core focus, “To be the most trusted partner for complex and challenging projects,” I thought of how intertwined these ideas are and how we can’t be the most trusted partner if we don’t connect with our clients and other project stakeholders. Being vulnerable is being our true and authentic selves. We cannot connect if we are not first vulnerable.  

I never thought that being vulnerable was essential to building trusted partnerships. But when I think of some of the lessons, I’ve learned about relationship building over the past 30 years with Austin, vulnerability was indeed a key, if not the primary, ingredient.  

Vulnerability and People New to Their Roles

We’ve collaborated with many clients who assign first-time managers to our projects, whose only prior experience with construction may have been a home renovation or perhaps a new home – quite different than a multi-million-dollar industrial project. It’s important to build a relationship with client representatives. They should be able share their fears without judgment and be confident that you will not only get the job done but help them be successful in their new role.  

These first-time managers don’t always have the field experience to know that it isn’t if a project hits a roadblock, but when. It is in those moments when excitement is building, and tension is high that it is important to have a calming presence in the face of such obstacles.  

Our clients place a tremendous amount of trust in us. They want to know we will get to the bottom of an issue and deliver results. Rather than diving right into the muck of the situation, take a deep breath, have everyone take a deep breath. We should reassure the team that we will get through whatever the issue is. Worry will not solve the problem. Instead, talk through the issue, develop a plan, and then work that plan.  

Vulnerability and Delivering Tough News

At another point in my career, I had some particularly bad news to deliver to a client. I knew that it was not going to be a pleasant conversation. I was wringing my hands, trying to figure out how I would go about sharing this information. I knew what I had to do, but I wanted to make it as positive as possible. I called my boss at the time, former Austin President Pat Flanagan. I said, “I don’t know quite how to lay this out. Can you help me think through how to present this?” Pat asked me one question, “Matt, why don’t you use the old truth scam – it works practically every time?” That was the end of the conversation. The message was delivered, and it wasn’t as bad as I had thought because today, I can’t recall what the issue was. But I will never forget the vulnerability lesson I learned that day. 

Vulnerability and Admitting Weakness

Vulnerability is also about owning it. You must be willing to admit what you don’t know or are unsure of. Find answers and create results, not excuses.  

Early in my career, I recall interviewing subcontractors to install metal siding on a large rocket manufacturing facility we were constructing. The schedule was extremely aggressive, and the durations that we had allowed for the siding installation were ridiculously short. After four interviews and hearing from everyone that what we were asking was impossible and unachievable, I interviewed Clarence. We talked for a while about what we needed to be done, and Clarence didn’t say much – just listened. Toward the end of the interview, I asked, can you meet the schedule? I’ll never forget his answer, “It’ll be hard” – not impossible, not unachievable. There was hope. Clarence wasn’t a salesman painting a rosy picture or a negative one, claiming it couldn’t be done. He was someone who knew it was a tall order but was willing to work together to figure it out.  

We ended up giving his company the work, and they did a fantastic job and met the schedule. I learned a lot from his approach, and it continues to influence me to this day. I learned how to carefully evaluate a situation, admit I might not have all the answers, and share my opinions openly and honestly. I got others to do the same, to work together, as trusted partners.  

Around the world, there are a lot of buildings built every day in a very transactional relationship. Many of these projects are successful, but I wonder how the relationships between the stakeholders are? I’ve never thought of myself as a transactional type of person. I much prefer connecting with and building a close relationship with the people I work with. I’m glad that Austin has this as a core focus as well. Every day, as we interact with others, we choose to be vulnerable or not. When we are vulnerable, we open the gateway for others to do the same. Standing in our truth is to be authentic, and authenticity builds trust. Like the foundations we construct, our client relationships need to stand the test of time, pressure, and vulnerability. When they do, we will have a partnership for life. 

What are the chances? 

About 50,000 earthquakes large enough to be noticed without seismic equipment occur annually across the globe. Of these, approximately 100 (0.2%) are significant enough to produce substantial damage.  

Whether you experience a moderate to large earthquake depends on the seismicity of your location. The United States Geological Survey (USGS) compiles all known earthquake sources in the National Seismic Hazard Maps (NSHMs). These maps serve as the basis for determining site-specific seismic design forces for structures. The ground accelerations noted in the NSHMs are entered into algorithms that output project-specific design accelerations that account for characteristics such as building shaking frequency and site soil classification. The NSHMs (and underlying model) are updated every six years to provide the basis for earthquake provisions in building codes. Regular updates ensure that engineers can access the most accurate information about potentially damaging earthquakes throughout the United States. 

The time between earthquakes is also essential in determining the magnitude of an earthquake. The longer the forces build up along a fault, the more energy is released when the fault ruptures, creating a more significant quake.  

Magnitude Chart

Located in a lower-risk area? Why you could still face risks. 

The West Coast is the most active area in the United States for earthquakes due to two tectonic plates, the Pacific and the North American Plate. However, this does not mean the other parts of the country do not experience earthquakes.  

The largest earthquake recorded in North America took place on the New Madrid Fault in Missouri in 1811. The Charleston, South Carolina region has also experienced significant earthquakes in the past hundred years.  

Practices like fracking are making low-risk areas more susceptible to disturbances. Structures in these areas are not built to the same stringent seismic codes as those in California. This increases the risk of significant structural damage if seismic forces occur.  

What’s the cost? 

The most significant risk from an earthquake is that of life safety. Structural building collapses, and failure of non-structural components such as heavy furniture and hanging elements can cause substantial loss of life during seismic events. Modern building code requirements are intended to protect people. While the building may be damaged beyond repair, building codes aim to ensure safe evacuation at a minimum. 

A serious problem facing society today is that many buildings were designed and constructed in the infancy of seismic design methodologies. We gain tremendous knowledge with each major earthquake. Construction techniques and details that have not performed well under seismic force stress are identified and refined. This insight is incorporated into Building Codes, allowing for the construction of more resilient buildings. Some buildings built before the 1970s have an increased likelihood of suffering significant structural damage because they were constructed using obsolete detailing and methodologies. Such buildings pose a substantial risk to life safety in the event of a major earthquake. For example, older unreinforced masonry buildings are among the most vulnerable types of structures, and many occur in the high-seismic and densely populated region of Southern California.  

Earthquakes are estimated to cost the nation $6.1 billion annually in building stock losses, according to an updated report published by Federal Emergency Management Agency (FEMA) in 2017. Assessment and repair can cause production to stop and create a financial strain on a company.  

What you can do. 

The path towards seismically resilient cities starts with informed owners. Owners should understand the seismicity of the regions where their properties are located and be aware of their buildings’ seismic vulnerabilities. Here are the critical questions for every owner: 

Critical Questions

If owners do not know the answers to these questions or need to understand the impact seismic disturbances have on their building, they should contact a licensed structural engineer proficient in seismic design. If appropriately designed, both existing and new buildings can survive severe earthquakes and significantly reduce risk to life-safety, property damage, and lost-time production.   

Conclusion

Although earthquakes remain a deadly threat, today’s buildings are more resilient than ever, thanks to seismic research and technology advancements. Yet, there is still a great deal to learn.  Until we can tame mother nature, designers and engineers will continue to explore ways to minimize damage from seismic disturbances.  

The Austin Company has a great legacy of seismic design projects across the world.  Our parent company, Kajima, is located in Japan and is a leader in advanced seismic design research.   

The Austin Company has promoted Jeff Deel to Vice President of Human Resources. Deel formerly served as Director of Human Resources and has dedicated more than 15 years to Austin, serving the last seven years on Austin’s executive leadership team.

Deel was awarded the Crain’s Cleveland Business Archer Award for Organizational Development in 2017. He is a member of the Society of Human Resources Management (SHRM) and serves on the Engineering and Construction Compensation Forum Survey (ECCF) steering committee. ECCF is an annual study conducted among member companies providing a confidential, reliable, and valid evaluation of base salaries, other compensation, and human resource practices in the engineering and construction industry.

“Jeff’s contribution has expanded as Austin has continued to grow. He is a valued member of the executive leadership team providing great support and counsel. He has clearly earned the opportunity to serve as an officer of the company and the position of Vice President. I congratulate him on his promotion and thank him for all his hard work,” said Mike Pierce, President of The Austin Company.

“My day-to-day tasks will not change significantly. However, I will be taking on greater responsibility for strategic planning, and as Austin continues to grow, so will the breadth of my role,” said Deel. “I look forward to the role we will all play in Austin’s success in the coming years.”

Deel continues to be responsible for all human resource functions, including talent acquisition, organizational development, performance management, coaching, succession planning, policy and procedure, compliance, benefits, employee relations, and compensation. His contribution to helping drive the company’s vision, identify, and initiatives to improve the organization’s operations will continue to expand.

Innovation Defined

Thomas Edison said, “There is a better way – find it.” There are aspects of engineering that have stayed the same for hundreds of years, and then there is a new wave of technology allowing us to work in very different ways. Advanced technology has its challenges. Exploring the transition from old to new begs the question, “When the tools of the past no longer work, what does the solution look like?”

It looks a lot like what Austin has done to streamline our Revit templates. Project templates provide a starting point and standards for new projects. The design and implementation of these templates have reduced set-up and modeling time for our designers and engineers.

The ever-evolving process

The most significant benefit of Revit templates is how much time they can save. The downside is how much time they take to develop. The refinement of our templates is an ongoing process that is continuously improving. It can be challenging to find time to refine when billable projects await and deadlines loom. Fortunately, investing in this ongoing process yields long-term gains.  

Once you finish the template, how often do you review it and keep it updated? What if you have a project that’s a new building-type? Does your template still work for that kind of building? What if you need to follow an owner’s BIM standard? Can you modify your template to fit their requirements? 

We continue to learn more about best practices with each project and as product updates are released. It takes discipline to continually implement these tools and keep ahead of the maintenance required. Our goal is to find a simple, effective, and easy-to-maintain solution to every challenge we encounter.  

We use a spreadsheet within Microsoft TEAMS to log issues as they arise. Then we systematically address each one by crowd-sourcing answers within our team and through industry resources.  

Time and Money: two limitations to innovation. 

Solutions require professionals who understand the engineering process. They must be knowledgeable regarding the inner workings of Revit, the projects, and teams.  

User input critical to success. 

End-users play a critical role in the design process. Reminders of this can come in the most unlikely of places. For example, I went on a USS Midway tour, a retired aircraft carrier in San Diego. On the flight deck was a jet that stood out to me. The tour guide claimed it was the best jet ever designed because pilots were consulted throughout the design and manufacturing process. The pilot never had to take their eyes off the sky to operate the plane. It was a good reminder to me of the importance of user input in solving design problems.  

Applicable across disciplines

Any discipline can look inward and address efficiencies. For example, architecture is usually going to include floors and walls on any given project. Mechanical will commonly have diffusers. Taking the time to pre-define these types of reoccurring items in a project template is a wise strategy. When information is well defined and pre-loaded, a template can save a lot of time by automating repetitive tasks.   

The demands of today’s design–build industry are too great to believe there is no room left for innovation. We look to do more, better, and faster. Leveraging technology gives us a greater ability to master time. So, what repetitive tasks do you do? Maybe the next technological advancement lies there! 

In 2007 just days before Christmas, I accepted a position with a Cleveland-based construction company and began my passion for—and career in—the AEC (Architecture, Engineering, and Construction) industry. 

Design and construction are noble professions that deliver tangible results. There is a sense of pride when a successful project stands the test of time. This type of accomplishment is unmatched in most industries. It is a powerful differentiator that we neglected to promote within our communities, schools, and clubs. As a result, the industry is facing epic shortages of skilled workers at all levels.

Women in Construction 

While construction is a historically male-dominated industry, it is vital to the industry’s long-term growth to build the pipeline that attracts more women to this great profession. This is where organizations like NAWIC (National Association of Women in Construction) play a crucial role. NAWIC generates awareness and promotes opportunities for women to build their careers in construction.

According to NAWIC, on average, women in the U.S. earn 81.1% of what men make. In contrast, women in construction occupations make 99.1% of men. There was only one other industry where the gender pay gap for women was lower than 10%, according to the Bureau of Labor Statistics (2018). 

Yes, we have improved the gender differential, confirmed by the 64% growth in the number of female-owned construction firms from 2014 to 2019. Yet, there is still room for women in the construction industry.  

• As of 2019, only 13% of construction firms are female-owned.  
• Women account for only 10% of construction industry employment.  
• And, only 2.5% of those women are in the construction trades. 

Add to the mix the shortages of skilled workers, and women’s opportunities to find their careers in the construction industry are greater than ever before. A quick look at NAWIC’s website shows 5,202 career opportunities for women in construction, including: preconstruction, estimators, controllers, supervisors, superintendents, project managers, auditors, engineers, schedulers, construction managers, administration, safety and inspections, drivers, construction foremen, educators, and many more.

In celebration of NAWIC’s Women in Construction Week (March 7-13, 2021), I tip my hard hat to all the women who have played a role in the built environment. I have met some amazing women in construction. I no longer work with some of these professionals but continue to feel connected to them; others I stand shoulder-to-shoulder with every day at The Austin Company. These women inspire me with their leadership and dedication to their craft. My passion continues.

To learn about opportunities for women in construction with The Austin Company, please visit our Careers page. 

Every project starts with a plan. But, as the translated Scottish poem goes, the best-laid plans often go awry. This holds true for design-build projects.

Project success relies on complex teams of owners, architects, engineers, construction managers, and trade contractors. Coordination takes on new meaning when changes occur. Whether due to client requests, scope development, code requirements, or existing conditions, how the team responds is vital to a successful outcome.

What-if Options

While the team goes to great lengths to design the perfect building right out of the gate, there are things that can’t be anticipated. To remain prepared, the design and construction team must constantly consider alternative design solutions throughout the project and keep options on the table for what-if scenarios when required.

Collaboration

Because changes can have a ripple effect throughout the project, it is crucial to have a strong leader and collaborate not only on the solution but during its implementation. Solutions should integrate the integrity of the design team’s original intent and our client’s desired outcome. The Austin Company values collaboration so highly that we have incorporated it into our core values.

Early Engagement

Identifying potential changes as early in the process as possible is critical. Transparency with all stakeholders is the foundation of a trusted partnership. Communicating early and often with the client and design-build team avoids costly delays.

Expertise in Problem Solving

Problem solving is like a muscle. The more you use it, the stronger it gets. Every time the team faces a challenge, the process of developing a solution adds to their knowledge bank. The resulting stockpile of information is an invaluable resource. Assembling a strong team, including resources that bring a fresh set of eyes to problem-solving, is essential to achieving a viable solution.

It is not a matter of if your project will undergo a change of plan – but when. Up-front planning, generating options, ongoing collaboration, early engagement, and a strong problem-solving team can help reduce cost overruns and time delays. From site selection through project closeout, planning is key to meeting critical milestones and achieving overall success.