Masonry Magazine September 2010 Page. 44
INDUSTRY NEWS
height varies between 20 and 28 meters. Generally, the piles have a T-shape. Each pile required the use of two work platforms, both positioned on the larger faces of the pile. The installation of short gateways between each mast climber allowed access to lateral faces. Other access systems were also necessary in the upper parts of each pile.
In order to guarantee the bearing capacity of piles, GTS followed an operation procedure prepared by Ministry of Transport of Quebec (MTQ). That procedure stipulated that each pile must be divided into four sections of work, each to be completed before the start of the next one. Thus, the repair works always started by lateral sections of the first quarter of each pile. Once the concrete was poured and lateral sections completed, GTS was repairing into three steps the axial sections located on each face of the pile. The T- shape part represented the last section to be repaired. To do so, that part was divided into two sub-sections and the workers have repaired the diametrically opposed faces in one step. Next schematics illustrate the procedure followed by GTS.
The concrete chipping phase requires hammers that can destabilize the boom lifts and other scaffoldings often used for repairing concrete piles. The length and scope of Fraco mast climbers allow minimum moving around a pile. They offer an improved stability because of their simple, solid and safe anchoring system. In the case of the St-Peter Interchange, the work platforms had to be elevated over 20 meters high and masts had to be tied to each pile at every three and 15 meters from the ground. The result has been a comfortable and safe workspace that facilitated the execution of works.
Turcot Interchange
Located at five km of the southwest of downtown of Montreal, the Turcot Interchange connects Highways A-20, A-15 and route 720. It facilitates access to Champlain Bridge, to the downtown of Montreal and to the west and northwest areas of the island of Montreal. The interchange took office in 1967 and a redevelopment plan is expected during the next 10 years.
Pending the beginning of the redevelopment works, general contractor DJL was mandated by the MTQ to maintain and repair the piles of few ramps that require immediate action. After visiting the St-Peter Interchange jobsite, DJL representatives have also decided to use Fraco mast climbing work platforms for the repair works to be completed at high levels. The heights of piles at Turcot and St-Peter interchanges are comparable (+/- 18 meters), but there is a peak of 30.48 meters at Turcot. In order to answer to immediate needs, Fraco moved and installed at the beginning of June 2010, six units, which are now being used under three ramps.
Since the MTQ redevelopment plan includes the construction of new roads under the present access ramps, the maintenance and repair of piles will continue over the coming years.
Little Leaks Sink Big Ships
CONTRACTOR TIP OF THE MONTH
That's what Dad said his boss would tell him years ago. Think about that, no one dreamed the Titanic would go down, but it did. Do you have leaks in your ship? If so, are you fixing them, or waiting until it takes on so much water that you can't keep it afloat?
A friend of mine, we'll call him Earl, has a leak in his ship and refuses to plug the hole. He's a business manager who often calls me for advice. Earl called me a couple years ago and said he had a lady in his office who wasn't pulling her weight. We will call her Jane. When Earl explained the issues Jane was causing at his office, my advice was that Jane had to go - now - for just one little leak in your business can sink the whole ship. Earl replied, "I can't fire Jane. She goes to my church, and I will have to face her every Sunday knowing what happened. Plus, she has been with us for so many years that she is like family. And, she needs the job. I just can't get myself to let her go."
Jane is still with Earl today, while his business continues to struggle. If she hadn't been pulling her weight, he should've let her go years ago, even when his business was doing well. However, it is even more important now as business is getting tighter and tighter. I am sure the money Earl paid Jane the last two years would have really helped toward his deteriorating bottom line.
Now, I am not a monster. I've been there myself. It hurts to let someone go who is really close to you, even when you know it is best for the company. What's even worse is that, although everyone inside your company knows who isn't doing his or her part, the people on the outside may think that same person is the best thing that has ever happened to your company. Now, you are letting this person go. Boy, won't you be popular in church now?
However, if you don't do what you know is best, you risk losing it all. Let me give you some more food for thought: Isn't it the leader's responsibility to address the employees who aren't doing what they are supposed to, like someone who isn't pulling in the same direction with everyone else? Or, simply is not doing the job the way it should be done? Since Earl avoids the situation with Jane, he ends up with an even bigger problem. The others in his office see Earl as weak, because he isn't strong enough to address the situation with Jane. They are now beginning to think that one doesn't have to do his part, after all, why should he if Jane doesn't? This becomes acceptable behavior and a very slippery slope.
It's a difficult position for any manager, but when it happens, it's your job to stop the leak by making employee changes. Think about it this way, if you make the changes and stop the leak, sure some on the outside will say you are just another greedy manager who doesn't care about his people. However, if you don't stop the leak, when your ship goes down, the word on the street will be that you are not only just another greedy person who doesn't care about people, but also a very dumb manager for not doing what you had to do to keep things afloat. Which do you prefer in the end? Remember, "Little Leaks Sink Big Ships."
Damian Lang is a mason contractor in southeast Ohio and inventor of many labor saving masonry systems and products. He is also author of the book "Rewarding and Challenging Employees for Profits in Masonry." To order a copy of his book, or to network with Damian on these tips or tips you have and would like published, contact him at dlang@langmasonry.com or 740-749-3512.