Fall 2004 - National Ready Mixed Concrete Association

infocus 

Concrete 

FALL 2004 

A PUBLICATION OF THE NATIONAL READY MIXED CONCRETE ASSOCIATION 

Growing Markets for 

Architectural and 

Decorative Concrete 

Establishing a Center for 

Concrete Research 

OSHA Record Keeping 

Requirements 

Welcome 


to

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14301 G. Sullyfield Circle 

Chantilly, VA 20151 

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infocus 


Concrete in FOCUS is 

published for: 

National Ready Mixed 

Concrete Association 

900 Spring Street 

Silver Spring, Maryland 20910 

Phone: (301) 587-1400 

Fax: (301) 585-4219 

www.nrmca.org 

Chairman: 

Hardy Johnson 

First Vice Chairman: 

Hale Ritchie 

Second Vice Chairman: 

Peter Brewin 

Treasurer: 

Mark Stiles 

President: 

Robert A. Garbini, P.E. 

Managing Editor: 

Kathleen Carr-Smith 

Association Editor: 

Frank Cavaliere 

Published by: 

Naylor Publications, Inc. 

5950 NW 1st Place 

Gainesville, Florida 32607 

Phone: (352) 332-1252 

(800) 369-6220 

Fax: (352) 331-3525 

www.naylor.com 

Publisher: Chris Hodges 

Editor: Ruth Ellen Rasche 

Sales Manager: Tom Schell 

Research: Tim Liney 

Book Manager: Doug Folkerth 

Account Representatives: 

Lou Brandow, Krys D’Antonio, 

Ryan Griffin, Mary Johnston, 

Josh Nye, Christine Ricci, 

Mike Scott, Bernard Spencer, 

Jamie Williams and 

Lonnie Williams 

Layout and Design: 

Calvin Harding 

Advertising Art: 

Melanie Meilleur 

©2004 Naylor Publications, Inc. 

All rights reserved. The contents 

of this publication may not be 

reproduced by any means, in 

whole or in part, without the 

prior written consent of the 

publisher. 

FALL 2004, VOL.3, NO. 3 

contents 

features 

10 Welcome to Concrete 

18 Growing Markets for Architectural and 


26 Establishing a Center for Concrete Research 

36 OSHA Record Keeping Requirements for 

Injuries and Illnesses 

40 Business Models in a Consolidating Ready 

Mixed Concrete Industry 

48 Shrinkage-Reducing Admixtures Control 

Concrete Curling in Super-Flat Floors 

62 Ultra-Thin Whitetopping Revives Faltering 

Pavements 

departments 

6 Capitol Comment: 

Get Out the Vote! 

8 Corporate Suite: 

Getting the Most from Your People 

16 Truck Tracs: 

Ready Mixed Concrete Driver Simulators 

29 Environmental Scene: 

To LEED or Not to LEED 

30 Tech Talk: 

Understanding the LEED Credit for Recycled Content 

38 Safety First: 

The OSHA Inspection – Are You Ready 

47 Equipment Talk: 

And What Color Would You Like That In… 

The Color-Concrete Boom 

58 Education Matters: 

Sales Manager as Coach 

64 Workforce Issues Q & A 

73 Index to Advertisers 

Published September 2004 

NRC-Q0304/9365 

4 ı FALL 2004

capitol comment 

Get Out The Vote! 

The Outcome of This Year’s Elections 

Could Be in YOUR Hands 

By Jennifer LeFevre, Director of Government Relations, NRMCA 

One would expect once-in-a-lifetime 

events to be exactly that – once in a 

lifetime. However, that has not 

been the case over the last two major elections 

in 2000 and 2002. No one needs to 

rehash the 2000 Election Day debacle in 

Florida but the major point needs to be 

underscored just the same: every single vote 

matters – not only in the presidential election 

but in all elections. The national elections 

in 2000 and 2002 were the closest in 

history and history could repeat itself again 

this November. And some outcomes could 

be in your hands. 

Although voter registration of eligible 

voters and overall voter turnout in the United 

States has decreased to pathetic levels 

(hovering around a 50 percent voting rate of 

all eligible voters) for an industrialized, 

democratic society, the trend of elections 

becoming closer and closer has increased significantly 

over the last couple of decades. In 

fact, in 2000 and 2002, a significant number 

of congressional races (both House and Senate) 

were decided by a fraction of a percentage 

point and, in some cases, by fewer than a 

couple of hundred votes. Given the close 

party margins in both chambers of Congress, 

the following question is worth asking: 

can you, your family or your employees really 

afford to leave such important decisions – 

electing lawmakers – up to others 

Many people note lack of time or business 

travel as an excuse for not participating 

in elections. However, they forget the terrific 

option of utilizing early in-person or absentee 

ballot voting. Voter registration deadlines 

don’t even commence until October and 

many states allow voters to apply for absentee 

ballots well into October. A full 25 states 

do not even require ANY reason for utilizing 

absentee ballots. If there is any chance you 

may be out of town on Election Day, why 

not at least apply for an absentee ballot 

Electronic communications make doing so 

easier than ever. To access information on 

obtaining voter registration materials or 

absentee ballot information, please visit 

www.nrmca.org and log on to our grassroots 

page to get state-specific information. 

NRMCA staff is also available to answer any 

questions you may have. So, come this 

November 2nd, don’t forget to exercise your 

civic duty and GET OUT THE VOTE! ■ 

What Can You Communicate to 

Employees Regarding Elections 

• Information about registering to vote, 

including deadlines and time frames 

• Information about using absentee ballots, 

including deadlines and time frames 

• You can make voter registration documents 

available to employees 

• You can direct employees to county facilities 

to register to vote 

• You can provide employees with time to 

vote on Election Day 


the corporate suite 

Getting the Most 

from Your People: 

What Color Are You 

By Jay Gubrud 

The paradox of being a leader is that 

while your people can be your 

biggest asset, they can also be your 

biggest liability. They open the doors each 

day, serve your customers and play essential 

roles in your organizations. Without them, 

your business could not run. At the same 

time, they provide the biggest challenge in 

running an efficient and effective organization. 

If you do not have the support of the 

people around you, then it will be nearly 

impossible to accomplish your mission. 

The easiest way to get their support is to 

enhance your relationship with them. The 

Golden Rule says, “Treat others how you 

would like to be treated.” Most of us are 

familiar with the Golden Rule. It is a great 

rule, yet in my opinion, it can be improved 

upon. The challenge to the Golden Rule is 

that there are many personality types. Those 

TYPE CLUES NEEDS 

Yellow Center of attention Public applause 

(Popular) Relationship driven Approval 

Adaptive 

Attention 

Understand big picture 

different types have different values, beliefs 

and preferences. There are 1440 personality 

inventory tools on the market and if you 

boil down most of them, you find there are 

four major categories of personalities. Each 

category has different needs. As a result, the 

best way to treat others is how they want to 

be treated. 

The reality is that we can get what we 

want as a manager or director by giving others 

what they want. Treat them in a way that 

appeals to their values, beliefs and preferences. 

Think about it! If someone were to 

come up to you and offer to give you something 

that you needed, how would you 

react If someone offered to help you on a 

project or take some of your workload off 

your hands, how would you feel about that 

person In most cases, you would be 

Blue Well dressed Have to be organized or it bothers them emotionally 

(Perfect) Orderly Understand their sensitivity 

Reserved 

Respect their personal space 

Specifics 

Red Bottom line Answers to questions 

(Powerful) Sense of urgency Acknowledge that they did a task 

Goal driven 

Are usually right 

Need to control 

White Understanding driven Information 

(laid back) Creative Appreciate the person for who they are 

Seeks information Show respect 

Advance notice 

Source: The Color Code by Taylor Hartman Ph.D. 

thrilled. Beyond that, you would probably 

want to give something back to them. It is a 

win/win situation. 

The same holds true for personalities. 

Each personality has a preferred mode of 

operating. When we communicate and 

interact with that person in a way that connects 

with their preferred mode, then the 

communication has been more effective. 

A gentleman I know works for an international 

agricultural company. He works handin-hand 

with a wide variety of personalities. 

His boss is a take-charge and bottom-line personality 

(Red). When he communicates with 

his boss, he gets straight to the point and is 

fully prepared. He also has to interact with an 

operations person that is laid back (White). 

When interacting with the operations person, 

he provides more detail and plenty of advance 

notice. As a result, he has maintained exceptional 

relationships with a diverse group of 

coworkers. And his division benefits from 

that cohesiveness. 

If you want to see big improvements in 

the effectiveness of your organization, especially 

during times of mergers, doing more 

with less and shrinking margins, take control 

of one of the few things you can control — 

how you communicate with the people 

around you. Take some time to identify the 

personality types you work with and start 

giving them what they need. Better yet, try 

this with one of your more difficult employees 

and see how things change. I promise 

that if you actually try it, you will see the 

results quickly. 

■ 

For more than seven years, Jay Gubrud has 

helped associations, their boards and members 

eliminate roadblocks to success. His theme is 

very unique and one everybody can relate 

to...cars and driving! You can reach him at 

www.jaygubrud.com or 651/635-9939. 


feature 

Welcome to 

Located among the firs tucked along the 

Cascade Mountains of Washington is a 

locality known more for its abundance 

of fine fishing and deer hunting than its past. 

Situated on the banks of the Baker River where 

it joins the Skagit, it is winter home of nesting 

bald eagles. The town’s time has come and 

gone, but still pulsates with the energy of any 

small community located far from the hustle 

and bustle of major metropolitan cities. Life is 

slower; everyone knows your name, and the 

Friday night high school football games play to 

a faithful crowd. The high school teams are 

known as the “Concrete Lions.” But this town 

has a different, more unique story; one rich in 

the history of building these metropolitan 

cities, one that helped shape the development 

of the Pacific Northwest, and it was all built on 

cement and concrete. 

The town of “Concrete” was the site of 

Washington State’s first cement production 

facility. Founded on a deep and rich deposit of 

limestone and clay, the town became the center 

for manufacturing Portland cement. At its 

peak, there were six kilns in operation with a 

combined capacity of 5,200 bbl per day, each 

powered by sub bituminous coal purchased by 

rail from the Bellingham Coal Company. 

Limestone was first transported from the quarry 

to the mill by a two-mile standard gauge 

railway and sometime before 1930, converted 



By 

Bruce Chattin, 

Washington Aggregates & 

Concrete Association 

to an aerial tramway with a capacity of 260 

tons per hour. 

When in full operation, as many as 200 

men were employed, but the average workforce 

was 160. With a population of 1,000 

(circa 1930), it wasn’t hard to figure out 

what was at the core of this small town — 

Portland cement. 

The Washington Portland Cement company 

began construction on its new plant 

June 1, 1905 and produced its first cement 

in May, 1907. But growth and plenty of 

future made the need for a second cement 

plant necessary. Another driving factor was 

the planned “Chittenden locks” just outside 

of Seattle so ships could pass from Puget 

Sound out to sea. A second cement plant 

was built; Superior Cement began to manufacture 

Portland cement in 1908. The Superior 

Plant employed the dry process 

originally, but later converted to the wet 

process in 1917. In 1918, the Superior 

CONCRETE in focus ı 11

feature 

Cement Company purchased the Washington 

Cement Company and shut down its 

plant. Superior Cement then became the 

oldest cement plant operating in the state of 

Washington. The plant continued under the 

operation of Lone Star Cement until 1967 

and the business office remained in operation 

until 1973 when the plant formally 

shut down. 

But the story doesn’t stop there. It could 

be urban legend or just the historical pride 

of the town and the competitive nature of its 

workers. As the West was expanding, pioneers 

came to the Baker area in the late 

1800s and settled on the banks of the Baker 

River sometime around 1871. Washington 

didn’t become a state until 1889. In 1890, 

the town site was officially platted and businesses 

began to grow under the name of 

“Baker,” Wash. But across the river, the new 

Washington Portland Cement settlement 

grew up and became known as “Cement 

City.” It seems the town took on the personality 

and ownership of its favorite industry. 

Story has it “Star Cement” was a brand 

name of one of the cement companies and 

each town hailed from under each name, 

“Star City” and “Cement City.” In 1909, 

after much debate, the new community 

finally settled on the name of “Concrete.” 

In fact, as you walk along Main Street, a 

short section of town that still houses the 

original structures, it seems there was another 

reason why this little town took on the 

name of Concrete. In or before 1920, at 

least once and possibly twice, the town or 

parts of it burned down. And each time they 

rebuilt it, except the last time. They decided 

that rather than continue this self-imposed 

building boom they would build it differently. 

And they did — in concrete. The liquor 

store and bank each have signs today that 

indicate when they last rebuilt the structure, 

only this time for good and the structures 

still stand today. 

When you visit “Concrete” today, 

although the great limestone giants have 


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feature 

come and gone, the town remembers its origins. As you enter the 

town on Hwy. 20, slow down because there is a well-known speed 

trap there. And yes, the “Concrete police” will get you. Been there, 

done that… 

The first things you see are the old silos with “Welcome to Concrete” 

proudly yet faintly visible 

from the roadway. The open space 

surrounding the silos is known as 

“Silo Park.” Signs are posted near 

the old cement plant facilities 

known as “Superior Row” where 

concrete remnants of the town’s 

history remain: the “Historic Business 

Office” and the “Safety Sculpture” 

that once greeted visitors 

when they entered the site. 

Lone Star, now Glacier Northwest, 

still plays a role in the small 

community, has helped provide 

improvements to Silo Park and still 

brings customers to visit the very first cement facility in Washington. 

In its prime, a “Company Club” was available to anyone who wanted 

to visit the plant. The club featured an excellent chef and included 

dining quarters and cottages for quests. Glacier Northwest still hosts 

guests and customers at the “Clinker Club” after a day of guided 

salmon fishing on the Skagit River. 

So if you are ever driving west outside of Sedro Wooley out Hwy. 

20, and after you slow down from 55 to 20, you’ll enter the Town of 

Concrete. If you can, catch a football game on a Friday, give a cheer 

for the Concrete Lions and munch a burger at the drive in. In Washington, 

this little town is an interesting part of our history. A history 

that helped build and shape the future of the Puget Sound, all based 

on the building materials we like to think are the very best: Portland 

cement and concrete. 

■ 

For more information, contact Bruce Chattin, executive director 

of the Washington Aggregates & Concrete Association, at 

bchattin@washingtonconcrete.org or (206) 878-1622. 

The opinions expressed in this article are those of the author and do not necessarily reflect 

the opinions of the National Ready Mixed Concrete Association. 

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truck tracs 

Ready Mixed Concrete 

Driver Simulators: 

Training & Assessment at Every Plant… 

the Future May be Closer than We Think 

By Terry Jones, Irving Materials, Inc. 

Simulators for airplane pilots are 

commonplace. Every pilot goes thru 

extensive simulator training. The 

equipment generally cost millions of dollars 

but their use is mandatory. In recent years, 

simulators have come to the trucking industry. 

Many of the major trucking companies 

use state-of-the-art technology to train their 

professional drivers in the same way that 

professional pilots are trained. Driver training 

simulators allow drivers to experience 

situations that they encounter every day and 

also expose them to situations that in reality 

would be extremely dangerous with no 

other way to practice or assess a driver’s 

response. 

The National Ready Mixed Concrete 

Association first started looking at simulators 

when the Concrete Delivery Professional 

(CDP) program was being developed in 

1999. The CDP task force visited Lockheed 

Martin, an industry leader in simulator 

development, and viewed a state-of-the-art 

system. At that time, problems associated 

with the cost, industry specific graphics and 

availability to individual members could not 

be overcome. Earlier this year, the group visited 

a GE driver simulator outside of 

Atlanta. The prices have come down considerably, 

but convenient, on-demand availability 

was still an issue. 

With hope renewed, a PC-based system 

was displayed for the NRMCA Transportation 

Safety Task Force in Silver Spring, 

Maryland. This low-cost system, designed 

for over-the-road carriers, is available at a 

cost of less than $5000. While driving the 

simulator, drivers have a realistic view of the 

terrain and conditions around them. The 

driver can see what is in front, behind and to 

the sides of their truck. Computer graphics 

simulate a variety of traffic and geographic 

situations — mountain passes, interstate 

highways, small towns, urban areas and rural 

roadways are all represented. The system also 

simulates various climatic and road conditions, 

and supports different trailer types 

and weights. 

NRMCA staff has been in contact with 

the simulator developer. Discussions have 

been positive in respect to developing software 

and hardware that are ready mixed concrete-industry 

specific. The graphics would 

depict mixers backing into jobsites, pulling 

out from plants, and washing out at 

reclaimers as well as other real world conditions. 

The next step will be to have a working 

draft of software and hardware 

configurations for review by the NRMCA 

Operations, Environmental and Safety 

Committee at their October 3rd meeting in 

San Francisco. 

■ 

Jones is safety director for Irving Materials 

and can be contacted via email at 

imitljones@aol.com. 


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feature 

Growing Markets 

for Architectural and 


By Jamie Farny, Program Manager, Portland Cement Association 

The decorative market has been 

continuing to gain strength in 

the past few years, and is often 

referred to as the fastest growing segment 

of the industry. It’s important for 

the attention it brings to concrete construction. 

It turns the ubiquitous material 

that is taken for granted, or barely 

noticed, into the main attraction. Decorative 

concrete is to plain concrete as a 

luxury edition car is to the base model. 

Both vehicles may get you from one 

place to another, but who doesn’t want 

to look good doing it 

Value-Added Products 

Architectural and decorative concrete 

are premium products. They are 

not for every application. They cost a 

little more and look a lot better. Sometimes 

they add an aspect of safety to a 

project. They can be applied to most 

types of construction, including commercial, 

industrial, retail and residential 

buildings. The following list of examples 

is by no means complete: 

• exterior walls 

• retaining walls 

• white or colored interior floors 

• exterior flatwork, such as driveways, 

patios, plazas, pool decks 

• curbs and gutters, medians, planters 

• bridge parapets and barrier medians 

Stamped and colored concrete provides a good-looking pool and spa deck. 


This colored concrete garden plaza provides a pleasant outside space for visitors to sit and relax. 

This compilation CD contains promotional and technical literature, a presentation, a photo library, 

and links to related resources, tools useful in growing anyone’s decorative concrete business. 

Stamping concrete has advanced dramatically 

since its beginnings. This 

concrete has been colored and textured 

so that it resembles a natural 

slate. 


feature 

Decorative concrete adds curb 

appeal to homes. Techniques 

used here include stamped and 

colored concrete with 

interesting joint patterns. 

As value-added products, architectural 

and decorative concrete can expand producers’ 

offerings and increase their profit margins. 

For consumers, the products are long 

lasting and aesthetically pleasing. It’s a winwin 

situation for producer and buyer alike. 

Where We Started 

Several years ago, Portland Cement Association 

formed a White Cement Subcommittee 

in response to the increasing interest 

in architectural and decorative concrete. 

PCA focused on this area because white 

cement is the key ingredient for achieving 

good results in decorative concrete projects. 

A pure white product, it provides the best 

base for tinting. 

A strategic plan was developed, which 

included market research and focus groups 

to get an idea of market conditions at that 

time. They found that many people who 

worked with cement and concrete every 

day—architects, engineers, contractors and 

ready-mix producers—didn’t even know that 

portland cement was available in a white formulation. 

So the first obstacle to overcome 

was lack of awareness within the construction 

industry. 

Owners and purchasers were also found 

to be largely unaware of the product or its 

capabilities. Some thought all concrete was 

white. Others didn’t know they could get colored 

concrete to take on such a wide range of 

appearances. Or use it for so many different 

projects on their properties, whether corporate 

buildings, retail establishments or residential 

developments. Therefore, buyer 

awareness also factored heavily into what the 

program would need to accomplish. 

Another issue was the perceived difficulty 

in working with white or colored concrete. 

Focus groups studied contractors and specifiers 

to learn about their experiences. Some 

had very good results in special applications: 

colored driveways, yellow safety curbs and 

white barrier medians. Others noted a 

strong resistance to using products formulated 

with white cement due to uncertainty 

about results or ease of handling. 

PCA’s Program 

Given the challenges from producers and 

end users, it was obvious that promoting 

white and colored concrete had to be done 

from both directions to be effective. So, a 

two-pronged program was created to 1) 

increase awareness among specifiers and 2) 

support ready mixers to be able to meet a 

growing demand for decorative concrete. 

Idea brochures were distributed to architects, 

A white concrete pool surround keeps the deck 

surface cool under bare feet, even in hot sunshine. 


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w w w . i n d i a n a p h o e n i x . c o m

feature 

Above: Coloring and stamping the concrete allows drives to be designed to complement the home’s 

architecture. Right: Stained concrete creates an elegant interior floor in this upscale living room. 

specifiers and owners so that they would 

start asking for decorative concrete products. 

Technical information was updated and 

expanded so that engineers, contractors and 

ready mixed producers would know how to 

work with concrete that contained white 

cement. 

The Art of Concrete is one of the backbones 

of PCA’s program. It’s a colorful 

brochure targeted to specifiers that talks 

about the beauty, versatility and value of 

white cement concrete. It presents cast-inplace, 

precast and tilt-up projects to show 

how white cement concrete can be used to 

create imaginative, attractive and energy efficient 

buildings and other structures. 

The Versatility of Concrete is also an idea 

brochure, geared heavily to homeowners and 

homebuyers to get them thinking about 

where they can use concrete products 

around their homes. Inside or outside, top 

to bottom, from countertops and floors to 

roof tiles, driveways, patios, pool decks and 

retaining walls, cement-based products offer 

durability and bring a high level of quality 

to any property. 

Several case studies highlight successful 

applications of white and colored concrete. 

White Concrete Brightens Highways of Hope 

talks about white concrete parapets on the 

Pennsylvania Turnpike. Ready Mix: Making 

the White Decision profiles a successful D.C.- 

area ready mixer and gives several examples 

of projects where white cement made a difference, 

including the Dulles Airport Expansion. 

Super Floors for Supermarkets examines 

how one ready mixed and contractor team 

has been building light reflective floors for 

grocery stores in the Pacific Northwest. And 

White Concrete: New Avenues of Safety takes a 

look at North Avenue in Chicago, where 

white curbs and medians mix with decorative 

tinted precast planter boxes to improve 

the safety and aesthetic aspects of a city 

street with heavy pedestrian traffic. 

Technical materials range from two-page 

tech briefs focused on a single topic (surface 

variety, light reflective floors, and mixing 


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feature 

Putting It All Together 

All of the previously mentioned items 

were complied onto a compact disc, Exploring 

the Art of Concrete, to bring all the elements 

of the program together. The CD has 

the technical manual in three languages— 

English, Spanish, and French. There is a 

PowerPoint presentation based on The Art of 

Concrete that guides readers through the 

brochure benefit by benefit. There’s a collection 

of images from the publications for use 

in marketing or promotional activities. And 

it also contains a historical document library 

of architectural concrete literature from the 

PCA archives. If still more information is 

needed on a particular topic, links to other 

Light reflective floors used indoors improve 

lighting conditions, add safety, and are long 

lasting even with heavy foot traffic. 

and handling) to a 32-page manual called 

White Cement Concrete covering everything: 

applications, ingredients, designing, mixing 

and placing. A Guide for Specifying White 

and Colored Concrete is available from the 

PCA website for downloading at 

www.cement.org/decorative. Its conformance 

with the MasterSpec format makes it 

easy to incorporate directly into architects’ 

specification documents. 

Using white 

concrete for bridge 

parapets adds high 

visual impact and 

increases safety, 

especially at night 

or in rainy 

conditions. 


concrete-related associations show just where 

to find help to make projects successful. 

All these efforts support the ready mixed 

industry by providing producers with the 

materials they need to be successful. It 

expands product lines. It creates more 

knowledgeable purchasers and specifiers. 

The net effect is increased business opportunities 

for ready mixed producers. 

And the opportunity is there for those 

who want it. Since 1999, gray portland 

cement usage has consistently run above 100 

million metric tons per year each year. 

Although white cement accounts for only 

about 1 percent of total annual cement tonnage, 

that adds up to a lot of white and colored 

concrete work for the ready mixed 

industry, precasters, and others. 

Good Results 

Getting the message out to all the right 

people is essential. Trade shows, mailings, 

website traffic and presentations are all 

important aspects of reaching the target 

audience. For the past few years, PCA has 

been spreading the word in all of these ways, 

using the literature described above. 

Early findings by the PCA Market 

Research department point to a start in the 

right direction. Using market research surveys, 

six questions on white or colored concrete 

were posed to homebuilders and 

buyers. Results show an increase in awareness 

and interest from 2001 to 2003. Not 

only were people more knowledgeable about 

various white and colored concrete products 

offered, they were also more likely to consider 

building with them or purchasing them in 

2003 than they had been in 2001. 

Decorative concrete is hitting its stride, 

so the timing is right for all of this information. 

People and corporations spend a lot of 

money to create safe, comfortable and 

durable buildings and properties. They 

look for attractive surfaces, interesting finishes 

and long-lasting results. Concrete, 

with its architectural and decorative capabilities, 

is often their product of choice. Or 

could be, if the awareness of its potential is 

promoted. 

Don’t Forget It’s Green 

There are sustainability aspects of decorative 

concrete, too. Ingredients are locally 

available and plentiful, like sand and gravel. 

Concrete’s durability makes the products 

cost effective over many years. When the 

time eventually comes, the products do wear 

out and may need to be replaced, but 

because concrete is recyclable, the environment 

is not unduly burdened. 

Concrete offers thermal mass for buildings, 

saving energy for heating and cooling. 

Light-colored floors save energy for interior 

lighting. Light-colored pavements reduce the 

urban heat island effect. Concrete itself is a 

low-embodied energy material. ■ 

For more information about PCA’s white 

cement program, contact Jamie Farny, program 

manager at PCA, at 847/972-9172. To see 

(free) electronic versions of many of the documents 

described here, visit the Architectural 

and Decorative Concrete homepage of the PCA 

website at: www.cement.org/decorative. 


feature 

Establishing a 

Center for Concrete Research 

By Karthik Obla, Director of Research & Materials, NRMCA 

The National Ready Mixed Concrete Association established 

a research facility as early as 1928. This research 

laboratory has been dedicated to concrete and aggregate 

research and industry training and certification programs ever 

since. Pioneering work by the association, as directed by its committees, 

has helped establish many of the standards and specification 

requirements for ready mixed concrete. The primary focus of 

NRMCA’s research activities has always been on practical issues 

that benefit or impact the industry. These have included improvement 

of standards, material evaluation, troubleshooting and 

developing tools and methods to enhance the quality, predictability 

and uniformity of ready mixed concrete and aggregates for 

construction. The research and technical activities of NRMCA 

established its credibility and respect early with the strong leadership 

of people like Stanton Walker, Delmar Bloem, Richard 

A research cooperation agreement was signed on May 10, 2004 between 

The University of Maryland, Department of Civil and Environmental 

Engineering (UM-CE) and NRMCA towards establishing a Center for 

Concrete Research (CCR). The intent is to use the synergies of the academic 

community with the established NRMCA research laboratory to 

conduct applied research that benefits the industry. The agreement is 

expected to be mutually beneficial for both parties and there is potential 

for adding other organizations in the future. The agreement was signed 

by James Russ, NRMCA past chairman, on behalf of NRMCA and Dr. 

Ali Haghani, professor and chair of the Department of Civil and Environmental 

Engineering on behalf of UM-CE. Robert Garbini, Colin 

Lobo, Karthik Obla from NRMCA and Dimitrious Goulias from UM- 

CE were also present. 


Gaynor, Richard Meininger and Jon 

Mullarky. In 1998, the research and technical 

contributions of the NRMCA research 

program were recognized by the American 

Concrete Institute with the prestigious 

Arthur R. Anderson Award. Beyond technical 

issues and standards, the laboratory supports 

NRMCA initiatives in promotion, 

regulatory compliance and operations areas. 

The NRMCA research facility has been 

located in College Park, Maryland, about 2 

miles from the University of Maryland campus, 

since 1974. The research facility is supported 

by the members of the association 

and represents a benefit of membership in 

the NRMCA. This benefit is through the 

development of technical data that supports 

industry initiatives and the availability of the 

research facility for member product evaluations 

or consulting services at below market 

prices. 

The research facility consists of a 5000- 

square-foot building that maintains resources 

for standard and innovative testing of concrete 

and aggregate. The building has two 

strength testing machines and four environmentally 

controlled rooms for curing and 

testing materials under controlled temperature 

and moisture conditions. The NRMCA 

research laboratory participates in proficiency 

sample testing of the Cement and Concrete 

Reference Laboratory (CCRL), is inspected 

biannually for conformance to the requirements 

of ASTM C 1077 and maintains its 

accreditation under the AASHTO Laboratory 

Accreditation Program. 

As industry pressures and initiatives have 

increased in the areas of concrete promotion, 

education and advocacy on the legislative 

and regulatory fronts, NRMCA has 

responded by elevating professional expertise 

in those areas. This has caused a reevaluation 

and some degree of constraint on the 

research initiatives. Simply put, the research 

facility has to generate revenue in addition 

to member support to elevate its resources 

and capabilities. The industry’s commitment 

to research and education, however, is clearly 

demonstrated in the pledges of approximately 

$14 million to the RMC Research Foundation 

and the projects currently being 

funded by that organization. 

NRMCA is currently working on establishing 

a Center for Concrete Research 

(CCR). As currently proposed, the CCR will 

be a consortium between NRMCA, the University 

of Maryland (UM) and the Middle 

Tennessee State University (MTSU). Interest 

of the participation of other universities in 

the CCR is being solicited. A concrete 

research consortium that partners industry 

initiatives with academia is seen to be of 

mutual benefit. The CCR will have a clear 

understanding of technical issues facing the 

industry through the direction of the 

NRMCA’s Research, Engineering and Stan- 

As the ready mixed concrete industry has progressed 

to a higher level of technical competence and product 

development, the argument has been made that 

individual companies can work on these initiatives 

themselves. 

dards (RES) Committee and the participation 

of its engineering division staff in standards-setting 

organizations. Academic 

institutions bring with them their research 

expertise and ability to solicit research grants 

from other organizations that funds the education 

of graduate and undergraduate students. 

This synergy ensures that the 

participating academic institutions are connected 

to industry needs and develop 

research initiatives that will have an 

immediate impact and benefit to the 

industry. Students working on these 

research programs are also more 

tuned in to the concrete industry, 

will likely join its workforce and 

thereby elevate its technical competence 

and credibility. 

The primary goal of the CCR is to 

become nationally recognized for its expertise 

in applied concrete research. Applied concrete 

research here is defined as that research that 

will have an impact on the ready mixed concrete 

industry in the short term of less than 

four years. Examples of current topics of 

interest are: self consolidating concrete; concrete 

maturity; optimizing mix designs for 

performance; effects of aggregate grading and 

other characteristics; evaluation of new methods 

for acceptance such as the air void analyzer 

or microwave oven test; predicting 

setting characteristics of concrete; alkali silica 

reactivity tests; pervious concrete; effects of 

aggregate fines; concrete mixtures for sustainability; 

sorptivity and other tests to evaluate 

durability/cracking; and reuse of returned or 

recycled concrete and wash water. The ready 

mixed concrete industry needs to have a 

framework and a resource, represented by the 

proposed CCR, to address these technical 

issues that continually arise. Technical data 


feature 

provides a stronger basis to support industry 

positions than opinions or conjecture. Credible 

and unbiased technical data ensures a 

proper dialogue in lieu of being dictated to. 

The CCR will focus on those topics that are 

most likely to influence the ready mixed 

concrete industry in a significant way within 

the next four years. It will help build industry 

positions on these technical issues as well 

as foster a positive technical change in the 

ready mixed concrete industry. In addition, 

CCR will also research topics that save cost, 

increase market share, or provide educational 

value for the ready mixed concrete producer. 

NRMCA member companies will substantially 

gain from CCR’s work. Some 

potential member benefits are: 

a. High quality research reports on stateof-the-art 

subjects that will impact a 

member company’s business practice. 

b. Help formulate industry positions on 

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important issues that progress the ability 

of the industry to be more in control 

of the product they produce. 

c. Members can use the CCR reports for 

marketing purposes. 

d. Research results can potentially reduce 

cost to the industry and increase concrete 

market share. 

e. Develop educational information of 

value to the industry and its customers. 

As the ready mixed concrete industry has 

progressed to a higher level of technical 

competence and product development, the 

argument has been made that individual 

companies can work on these initiatives 

themselves. The reality is that the laboratory 

facilities of most companies have their 

hands full with daily QA-QC activities, 

trouble shooting and product development 

for their specific needs and do not have 

time or resources to devote to initiatives or 

research that will have an overall impact on 

the concrete industry. When they do spend 

time on these initiatives they would only 

benefit from the CCR’s work that will surely 

shorten their learning curve. One example 

is the NRMCA’s research on the reuse of 

wash water that has to translate to a company’s 

specific materials and production 

processes. 

In addition, CCR will offer other member 

benefits that are equally important. They are: 

a. High quality consulting testing at 

below market costs for members, thus 

helping them reduce costs. Many 

members cannot perform these tests. 

b. Educate industry personnel and testing 

technicians for industry certification 

programs and promote the 

development of performance-based 

concrete mixtures. 

CCR’s programs will be jointly managed 

by NRMCA’s engineering staff and UMD 

with substantial input from NRMCA’s RES 

committee. Apart from significant investments 

from NRMCA, CCR will depend 

upon funding from sources such as the 

RMC Research Foundation and external 

agencies such as state and federal highway 

agencies and other opportunities available 

to the university partners. If you are interested 

in the planned activities of CCR, 

please contact NRMCA’s Colin Lobo at 

clobo@nrmca.org or Karthik Obla at 

kobla@nrmca.org. 

■ 


environmental scene 

To LEED or Not to LEED 

By Scott Hammersley, New Rock Materials 

The American business community is 

constantly coming up with buzz 

words & phrases that find their way 

into our everyday lingo. Remember “networking” 

& “out of the box thinking” or how 

about “dot-com” One of the newer terms is 

“Sustainability;” perhaps this one will stick 

around for no other reason than the definition 

of the word. Another buzz word for the 

construction industry is LEED, referring 

to the Leadership in Energy and Environmental 

Design standard developed by the U.S. 

Green Building Council (USGBC). 

LEED was created to: 

• Define “green building” by establishing 

a common standard of measurement 

• Promote integrated, whole-building 

design practices 

• Recognize environmental leadership in 

the building industry 

• Stimulate green competition 

• Raise consumer awareness of green 

building benefits 

• Transform the building market 

All right, so what does this mean to us as 

ready mixed producers Well, if we indeed 

manufacture “the most versatile building 

product in the world,” and we are truly committed 

to “sustainability,” then we better get 

on this train in a big way! 

Some of the largest concrete consumers in 

the nation are members of the USGBC. 

Companies like Centex Construction, Clark 

Construction Group, DPR Construction, 

Gilbane Building Company and Kiewit Construction 

Company are just a few of hundreds 

of our customers who have joined the council 

to help bring value back to their customers. 

In a nutshell, the LEED system works on 

a point system, assigning credits through the 

use of specific rating criteria. The more environmentally 

and energy efficient, the higher 

the point rating achieved. Additional points 

can be added for using recycled materials. Use 

of reclaimed aggregates, as well as costs saved 

from not transporting that material, can gain 

you credits. The scheme attempts to take a 

comprehensive look at the whole environmental 

big picture. The LEED system does 

not have a provision that allows credit for 

using recycle water in the mix. This example 

highlights one area where NRMCA hopes to 

influence the USGBC standard. 

Let me give you an example of how 

LEED has helped my companies in the recent 

past, and can do the same thing for the entire 

industry. In one of our markets, a LEED-certified 

project was in the pre-bid stage. Part of 

the pre-qualification process entails meeting 

safety and bond requirements along with the 

development of a resume demonstrating the 

ability to deliver quality concrete in an environmentally 

sound manner. Also required is 

the mandatory completion of a LEED worksheet 

depicting the material supplier’s dedication 

to environmental compliance as well as a 

description of their recycling capabilities. 

Because of our company’s history, along with 

awards and efforts to increase recycling and 

exceed environmental standards, we were 

awarded the project at higher unit pricing 

than our competition! 

This account is a prime example of what 

we as an industry have been trying to do since 

the first days of RMC 2000. Our goal was to 

convince the general public (and unfortunately 

some in our own ranks) that we are not 

selling a commodity, but indeed one of the 

most environmentally friendly and versatile 

building materials in the world. As I try to 

convey to our students in the NRMCA Environmental 

Course, a “proactive” as opposed 

to a “reactive” approach to environmental 

compliance can be a profit center instead of a 

liability. The above example is living proof! 

NRMCA is currently working with the 

USGBC to examine their credit scheme and 

to encourage a system that takes into account 

the benefits of building with ready mixed 

concrete. NRMCA endeavors to increase our 

share of points on a given LEED project to 

further set us apart from competing building 

materials such as asphalt and steel. Other 

efforts underway focus on the nationwide 

promotion of our environmentally friendly 

products like pervious pavements, tilt up 

walls and insulated concrete forms. ■ 

For more detailed information on the 

Green Building Council and the LEED 

program, go to their website at www.usgbc.org 

or make plans to attend the next NRMCA 

Environmental Course in November, 2004. 


tech talk 

Understanding 

the LEED Credit 

for Recycled Content 

By Lionel Lemay, PE, SE, 

Senior Director of Applied Engineering, NRMCA 

If you haven’t already supplied concrete for a LEED project, there is a 

good chance you will soon. LEED, which stands for Leadership in Energy 

and Environmental Design, is a rating system that is quickly becoming 

the standard for green building design and construction. It was 

developed through a consensus process by the United States Green Building 

Council (USGBC), a non-profit organization dedicated to promoting 

buildings that are environmentally responsible, profitable and healthy 

places to live and work. 

The LEED rating system is credit-based, allowing projects to earn 

points for environmentally friendly actions taken during the design and 

construction process. A project requires a minimum of 26 points to be 

LEED certified. There are advanced levels of certification, including silver, 

gold, and platinum, requiring a minimum of 33, 39 and 52 points, respectively. 

There are five core credit categories to obtain LEED points: Sustainable 

Sites worth up to 14 points, Water Efficiency worth up to 5 points, 

Energy and Atmosphere worth up to 17 points, Materials and Resources 

worth up to 13 points, and Indoor Environmental Quality worth up to 15 

points. There is a sixth category called Innovation and Design Process for 

an additional 5 points. There are a total of 69 LEED points available. 

The LEED point system is not defined in terms of materials or specific 

systems but describes credits in general terms. Concrete can play a significant 

role in obtaining LEED points in every credit category. For example, 

Photo credit: Jim Schafer Location 

Photography 


The Clearview Elementary School in Hanover, Penn., incorporates concrete to achieve 

LEED Gold certification. The project was built using insulating concrete forms to 

obtain LEED points for energy efficiency and used high volumes of slag in the concrete 

to obtain LEED points for recycled content. Concrete also helped achieve LEED points 

for using regionally manufactured and harvested materials. At left: NRMCA is a 

registered provider with the American Institute of Architects Continuing Education 

Systems (AIA/CES) and offers several seminars on concrete technology including LEED 

Green Building Rating System and Concrete. 


tech talk 

one LEED point is earned for using a light 

colored pavement, such as concrete, for 30% 

of a site’s paved surfaces. Using pervious 

concrete pavement to reduce stormwater 

runoff can earn one LEED point. Using 

energy efficient wall systems, such as tilt-up 

concrete walls or insulating concrete forms, 

can contribute to gaining LEED points. 

Concrete contributes to available LEED 

points by using regionally manufactured 

materials—concrete is made within a 500- 

mile radius of a building site and most of the 

materials are also harvested within 500 miles 

of the site. 

Concrete also contributes to LEED 

points available for using recycled products. 

The requirement is to use materials with 

recycled content such that the sum of the 

post-consumer recycled content plus onehalf 

of the post-industrial recycled content 

totals 5% for 1 point or 10% for 2 points. 

The calculation is based on value or cost of 

materials. The value of the recycled content 

portion of a material is determined by 

dividing the weight of recycled content in 

the item by the total weight of all materials 

in the item, then multiplying the resulting 

percentage by the total value of the item. 

Supplementary cementitious materials 

(SCMs) such as fly ash, slag and silica fume 

are considered post-industrial recycled content. 

Example: Assume a project is built using 

tilt-up concrete walls, slab-on-grade, concrete 

footings and a concrete parking area. 

The total project cost is $5 million and the 

total cost of materials is $2.25 million. The 

total amount of concrete used on the project 

is 1,850 cubic yards at a cost of $70 per 

cubic yard. The mix design calls for 225 

pounds of fly ash per cubic yard. The recycled 

content rate is calculated as follows: (at 

right) 

To obtain one LEED point for this project, 

recycled content rates for all other items 

must total 4.84% or more to achieve the 5% 

minimum requirement. Other strategies for 

increasing recycled content in concrete 

include using flowable fill that contains high 

volumes of fly ash, using recycled aggregate 

*post-industrial recycled content is given 1/2 

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tech talk 

The seminar was developed to provide continuing 

education for architects and engineers but also serves 

as an excellent introduction to LEED for ready mixed 

concrete producers. 

in concrete, or using other SCMs such as 

slag in concrete. 

There is also an opportunity to obtain 

another LEED point by using SCMs in concrete. 

The USGBC has issued a Credit Interpretation 

that states that one Innovation 

Point will be awarded for reducing the total 

portland cement content in concrete. The 

requirement is to reduce the total carbon 

dioxide (CO 2 ) for all concrete on a project 

by a minimum of 40% from standard baseline 

mixes. Concrete must make up a significant 

portion of the work. The assumption is 

that 1 pound of portland cement is equivalent 

to 1 pound of CO 2 . Baseline mixes are 

defined as standard 28-day compressive 

strength mix designs for the region. SCMs 

allowed include fly ash, slag, silica fume and 

rice hull ash. 

Example. Assume the structural requirement 

for concrete is 4,000 psi. The standard 

mix design for the area uses 564 lbs. of portland 

cement per cubic yard. To obtain one 

LEED point, one would need to reduce the 

portland cement content by 40% or by 227 

lbs. One strategy would be to require compressive 

strength to reach 4,000 psi at 90 

days instead of 28 days, which could result 

in a reduction of portland cement by 100 

lbs. An additional 127 lbs of portland 

cement could be replaced with fly ash to 

achieve the required 40% CO 2 reduction. 

Keep in mind that if the standard baseline 

mix for the region already contained fly 

ash or other SCMs, then obtaining the 

LEED Innovation Point for reducing CO 2 

in concrete would be even more difficult. 

If ready mixed concrete producers are 

going to play a key role in green building 

they must have a thorough understanding of 

the LEED process. By working with architects, 

engineers and contractors to maximize 

LEED points, producers will help concrete 

develop a competitive advantage over other 

materials. 

For starters, concrete producers should 

consider taking NRMCA’s seminar titled 

LEED Green Building Rating System and 

Concrete. The seminar was developed to 

provide continuing education for architects 

and engineers but also serves as an excellent 

introduction to LEED for ready mixed concrete 

producers. To arrange for a seminar, 

contact Lionel Lemay, senior director 

of applied engineering at NRMCA, 

LLemay@nrmca.org, (847) 918-7101. Visit 

www.nrmca.org for additional information 

on continuing education available from 

NRMCA. 

■ 

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feature 

OSHA 

Record Keeping 

Requirements for 

Injuries and Illnesses 

By Rick Maidens, Director of Safety and Risk Management, US Concrete, Inc. and 

Thomas Harman, Director of Safety Compliance, NRMCA 

In January 2002, the Occupational Safety and Health Administration 

(OSHA) changed its requirements for recording occupational injuries 

and illnesses. Forms, new cases and general reporting criteria as well as 

other categorical items were redefined. With only a few exceptions, the 

new standard streamlined the process and made the procedure easier to 

understand. None of the changes affected how incidence rates are calculated. 

However, one change in particular affected the severity rate, which 

is considered the indicator of how serious an injury/illness is. The severity 

rate is an arbitrary measure and is based on the days away from work 

from all injuries. After two years, the changes have been viewed as positive 

by most workplace safety and health practitioners. 

Forms 

The designation for the forms changed and a form was added. The 

current OSHA 300 log corresponds with the previously required 

OSHA 200 log, and the OSHA 300A summary is a new form that 

combines the injury/illness information located on the 300 log. The 

injury report is called the OSHA 301, and this has replaced the 101 

supplemental report of injury. This form details items about an injury 

such as cause and preventive measures. 

The greatest change is in the OSHA 300A summary log. The format 

is such that the user is allowed to easily tally the information in a 

way that facilitates incidence rates computation. The only additional 

piece of information that is needed and now is required by the standard 

to be kept by the employer is the number of employee hours. 

The posting requirement for the 300A summary log is now ninety 

days, compared with either 28 or 29 days, depending on whether it is a 

leap year. Posting now must be done from February 1 through April 30 

of each year. 

New Cases 

What constitutes a new case in the new standard A new case occurs 

when an employee has not previously experienced an injury or illness 

of the same type in the same part of the body. Another example is 

when an employee experiences an injury or illness at work and has 

completely healed from that condition, but some event or exposure at 

work once again occurs that is of the same type and in the same part of 


the body. The main points here are 1) that 

the employee has completely healed; and 2) 

that an event or exposure at work of the 

same type in the same part of the body 

occurred. 

For example, a maintenance man is using 

a floor jack to lift a mixer truck in order to 

change a tire, and he experiences a rotator cuff 

injury that requires surgery to repair. He is 

given medical treatment and rehabilitation, 

and he returns to work. About one month after 

returning to work, he is walking from the shop 

to the plant and begins to feel pain of the same 

type in the same area of the body, but he was 

not performing work (no event or exposure). Is 

this a new case This is not a new case since 

there was no work event that preceded the 

pain. 

General Recording Criteria 

There are a few major differences in 

recording injuries and illnesses between the 

old and the newer standard. The table below 

illustrates changes in the rules and provides 

guidance for the safety professional in making 

decisions related to OSHA 300 record 

keeping. 

The question of whether a case was considered 

medical treatment or first-aid treatment 

could provide a challenge in the past. 

Under the guidelines currently in place, firstaid 

treatment is comprehensively defined, 

thereby providing better direction in how to 

categorize a case for recording (or not). 

Injury/illness cases that require only first-aid 

treatment do not have to be recorded on the 

OSHA 300 log. The treatments below constitute 

first-aid care, and therefore injuries 

that end in this type of care do not require 

being logged on to the OSHA 300 form. 

• Using non-prescription at non-prescription 

strength; 

• Administering tetanus injections; 

• Cleaning, flushing or soaking wounds 

on the surface of the skin; 

• Using wound coverings such as bandages, 

Band-Aids, gauze pads, etc; or 

using butterfly bandages or Steri-Strips; 

• Using hot or cold therapy; 

• Using any non-rigid means of support, 

such as elastic bandages, wraps, back 

belts, etc; 

• Using temporary immobilization 

devices for transporting accident victims; 

• Drilling a fingernail or toenail to relieve 

pressure, or draining fluid from a blister; 

• Using eye patches; 

• Removing foreign bodies from the eye 

using only irrigation or a cotton swab; 

• Removing splinters or foreign objects 

from areas other than the eye by irrigation, 

tweezers, cotton swabs or other 

simple means; 

• Using finger guards; 

• Using massages; or 

• Drinking fluids to relieve heat stress. 

Under its Data Collection Initiative, 

OSHA gathers injury and illness information 

from some 80,000 businesses each year, 

and the agency uses the statistics to form the 

Site Specific Targeting Program. The central 

focus of the effort is to direct agency 

resources where they are most needed – to 

those sites where the most injuries and illnesses 

occur. The OSHA 300 log contains 

the basic information that drives the targeting 

program, and these metrics must be as 

accurate as possible. By following the guidelines 

here, companies can create improved 

injury and illness reporting. 

■ 

For more information, Rick Maidens, US 

Concrete, can be reached via email at rmaidens@us-concrete.com 

and Thomas Harman, 

NRMCA, can be reached via email at tharman@nrmca.org. 

RECORDING CRITERIA OLD STANDARD CURRENT STANDARD 

Restricted Work Activity When employee cannot work When employee cannot 

full shift; or when employee 

work a full shift, excluding 

cannot perform normal job 

day of injury; or when 

duties (defined as duties 

employee cannot perform 

expected to perform anytime normal job duties (defined 

in calendar year) 

as duties expected to 

perform at least once 

per week) 

Day Counts for Days Count only scheduled work Count calendar days 

Away From Work days with no limit on number with limit of 180 days 

of days 

Medical Treatment Does not include: visits to MD Does not include: visits to 

for observation only; diagnostic MD for observation and 

procedures; first-aid 

counseling only; diagnostic 

procedures including 

prescription medication for 

diagnostic purposes; 

first-aid 

Recording a Hearing Loss 1 criteria: 25dB shift 2 criteria: employee 

(hearing loss) from original 

experienced standard 

baseline 

threshold shift (STS); and 

employee’s total hearing 

level is 25 dB or more 

above audiometric zero in 

the same ear as the STS 

Privacy Cases No provision for privacy issues Must list “Privacy Case;” 

keep separate list with 

assigned case number and 

name; and keep in secure 

location 

Employee Access to Employee access to entire log, Employee and his/her 

Injury/Illness Record including names; no access authorized representative 

Keeping Logs to supplemental report of injury access to entire log; 

employee access to entire 

supplemental report 

Highway Fatality Required to be recorded on log Not required to report 

motor vehicle fatality 

occurring on public 

highway or street unless 

accident occurs in 

construction zone 


safety first 

The OSHA Inspection – 

Are You Ready 

By Thomas Harman, M.S., CSP 

Director of Safety Compliance, NRMCA 

When OSHA shows up at a ready 

mixed concrete plant, and the 

compliance safety and health 

officer (CSHO) shows his/her credentials, 

some plant managers are surprised. Surprise 

turns into anxiety when the CSHO begins 

asking to see injury/illness reports, training 

records, job procedures — in short all the 

safety and health items mandated by the 

Occupational Safety and Health Act of 1970 

that operators must maintain. Ready mixed 

concrete plant operators can prepare for the 

inspection by understanding the audit 

process and ensuring compliance as it relates 

to our industry. 

The OSHA audit process is divided 

among three parts: the opening conference, 

the inspection and the closing conference. 

During the opening conference, the CSHO 

presents credentials from the Department of 

Labor and communicates the scope of the 

inspection; this provides an opportunity for 

the employer to ask any questions about the 

inspection. For example, a complaint may 

have initiated the review. Similarly the 

inspection may be a random programmed 

inspection or health inspection. 

CSHOs first view records and reports. 

Employers must maintain the OSHA 300 

log and summary for five years. The inspector 

may also ask to see the supplementary 

injury and illness information, which is a 

more detailed description of the injury or illness 

event. Ready mixed concrete employers 

also must train employees in hazard communication, 

confined space work, lock out and 

tag out, and at many companies, respiratory 

protection. 

The OSHA representative then starts the 

walk-around portion of the inspection. 

He/she may go to any portion of the plant 

and may privately interview employees along 

the way. The inspector will likely ask 

employees what types of training the 

employer has provided, such as how to operate 

a fork lift or how to safely clean out a 

mixer drum. The inspector is looking for 

validation that employees have received 

training that is appropriate for their type of 

work. 

An employer representative must accompany 

the CSHO at all times during the 

inspection process. When the inspector takes 

notes or pictures, or takes a measurement, 

then the representative of the employer 

should do the same. Therefore, the employer 

agent needs a note pad and pen, a measuring 

device such as a tape measure, and a camera. 

This ensures that everyone has a clear understanding 

of the condition should citations be 

issued. In the event that the CSHO conducts 

health sampling, as in the case of testing 

for exposure to respirable crystalline 

silica, then the employer should collect an 

air sample, too. 

Optional equipment for the employer 

rep is a personal dust pump. This ensures 

the air sample is valid; the same exposure 

level should be seen in each of the two samples. 

During the closing conference, the 

CSHO reviews findings or recommendations. 

The inspector also indicates the conditions 

and/or practices that are likely to be 

cited. If the employer disagrees with the 

inspector’s findings, then the closeout provides 

an opportunity to appropriately 

address the dispute. 

■ 


feature 

Business Models 

in a Consolidating Ready 

Mixed Concrete Industry 

By Will Hill and Brian Moore, FMI Corporation 

The ready-mixed concrete industry is consolidating. 

In this article we report our assessment 

of the market conditions in the industry and 

present a series of business models that are 

appropriate for the conditions that exist in the 

marketplace. We believe that the key to survival 

in a consolidating market—and more 

importantly the key to success— is to develop 

an understanding of the business climate and 

to determine how best to adapt your particular 

strategic response to that climate. 

Why is Consolidation Occurring 

in the Ready Mixed Industry 

Consolidation is not a new phenomenon. 

It has taken place across a wide range of 

industries in the United States, impacting 

everything from trash collection to power 

generation. Regardless of the type of industry, 

however, consolidation typically occurs 

where the following business characteristics 

exist: 

• Large, mature marketplace 

• Highly fragmented 

• Potential for economies of scale 

• Opportunities for vertical integration 

or service expansion 

• Motivated sellers 

The ready-mixed industry certainly 

exhibits each of these characteristics to some 

degree; however, it is the strategy of vertical 

integration that has driven the consolidation 

activity of the last decade. 

The consolidation of ready-mixed concrete 

has its origin in the consolidation of 

one of its key ingredients, cement. The 

cement industry began consolidating in the 

1960s. Today, the top 10 U.S. cement man- 


ufacturers are responsible for approximately 

75 percent of U.S. production (See Table 1). 

Table 1 - TOP TEN U.S. 

CEMENT PRODUCERS 

Lafarge North America 

Texas Industries 

Holcim (U.S.) 

Essroc Italcementi Group 

Cemex USA 

Lehigh Cement 

Buzzi Unicem USA 

California Portland Cement 

Centex 

Ash Grove Cement 

Cement is an effectively consolidated 

market. This is not to suggest that the list of 

companies found in Table 1 will remain 

unchanged, but rather to suggest that the 

relatively high degree of concentration of 

production means the marketplace will generally 

exhibit the behaviors of a consolidated 

industry. 

The next historic link in the vertical integration 

chain occurred in the aggregates 

industry. Beginning in the 1980s, several 

strategic purchasers emerged and either 

began or greatly enhanced their acquisition 

activities in the sector. The exact level of 

consolidation of the aggregates industry is 

uncertain and varies significantly from market 

to market. However, one barometer of 

consolidation is that on a national basis, the 

top 20 producers out of 5,000 total producers 

control approximately 35 percent of production 

at present. Furthermore, as shown 

in Table 2, the top four producers control 

approximately 25 percent of total production. 

Based on these statistics, we believe 

that additional consolidation will occur in 

the aggregates industry. 

Table 2 – TOP FOUR U.S. 

AGGREGATE PRODUCERS 

Vulcan 

Martin Marietta 

Hanson 

Oldcastle 

The next logical extensions in the vertical 

integration chain downstream from aggregate 

operations are hot mixed asphalt and 

ready mixed concrete companies. In the 

early 1990s, several asphalt companies were 

purchased. Then in the mid- to late-1990s 

ready mixed operations were sought. The 

degree of consolidation in asphalt is similar 

to aggregates in that the top 20 companies 

presently control approximately 35 percent 

of the market. In the ready mix industry, the 

present level of consolidation is measured by 

the top eight producers controlling approximately 

20 percent of the total yards sold in 

the United States. 

Of course, there have been variations of 

theme in the marketplace in that there still 

exist “pure” cement producers, “pure” aggregate 

producers and “pure” ready mixed concrete 

operations. As a general trend, though, 

it is difficult to argue that the strategy of vertical 

integration has been, and still is, a driving 

force in ready mixed concrete 

consolidation. 

Another force in the consolidation of the 

ready mixed industry is the capital markets. 

Once consolidation begins in a business sector, 

outside capital is usually drawn toward 

that sector. This phenomenon was especially 

pronounced during the late 1990s when not 

only were international publicly-held companies 

attracted to invest in ready mix (aka, 

strategic buyers), but we also witnessed the 

more direct outside capital investment of 

organizations who sought to create “roll-ups” 

(aka, financial buyers). 

With the general decline in the capital 

markets from 2001 to 2003, the appetite for 

investing in consolidation activities also 

declined. This decline impacted the financial 

buyers more than it did the strategic buyers. 

Access to capital is critical to the financial 

buyer, whereas, the strategic buyer was still 

opportunistic to acquisitions that would further 

extend their vertical integration strategies 

in existing markets or in new 

geographies. 

In summary, the answer to “why is consolidation 

occurring in the ready mix industry” 

is two-fold. First, a predominant 

business strategy of vertical integration is 

being pursued. Second, outside capital has 

been attracted to the sector. Is there any 

chance that both of these factors will vanish 

and consolidation will stop occurring The 

answer is maybe. The strategy of vertical 

integration has been deemed a “failure” in 

some industry segments and has been 

undone. This is what drove the significant 

divestitures, spin-offs and shut downs from 

major U.S. companies beginning in the mid- 

1980s. It is conceivable that firms could 

determine in the future that being a good 

cement producer or a good aggregates producer 

does not automatically mean that they 

will be a good ready mixed concrete producer 

as well. As for the inflow of capital, that 

will continue as long as sufficient opportunities 

for adequate returns are present. But, 

given the recent drop in ready mixed profit 

margins, this could “dry up” the capital 

inflow into the industry. 

Even so, if both of these factors were to 

come about, it does not mean that the 

industry will “de-consolidate” and go back 

to what it looked like in the 1970s. Business 

factors such as environmental laws, employee 

issues and general business conditions are 

not the same as they were 30 years ago. Furthermore, 

some level of consolidation always 

occurs as profitable companies generally 

invest in the same industry as long as opportunities 

are available. 

What Happens in a 

Consolidating Marketplace 

We explored why consolidation is occurring. 

Let us take a look at the implications of 

this activity. In a consolidating marketplace, 

the following activities are typically 

observed: 

• Mergers and acquisitions 

• Difficulty generating significant 

“organic” growth (i.e. – it is easier to 

buy it than to build it) 

• “Rationalization” of market positions of 

larger players by either service offerings 

and/or geographies 

• Capital investment to drive down costs 

and increase productivity – strong 

motivation to become the low-cost producer 

• Barriers to entry of new participants 

rise 

Each of these elements is present to some 

degree in the ready mixed industry. Let us 

examine each element in more detail. 

Mergers and Acquisitions and Difficulty 

Achieving Organic Growth: The first two 

characteristics are reviewed together because 

they are quite naturally tied together. If it is 

easier for a firm to buy than to build, the 

natural outcome will be increased acquisition 

activity. Further pushing this is the 

availability of motivated sellers. The ownership 

of privately held companies in the United 

States is experiencing a dramatic 

transformation that will continue throughout 

the next 10 years, primarily due to a 

demographic “bubble,” which is just now 

beginning to pass through our society. For 

the vast majority of privately held companies, 

they are almost to the end of either 


feature 

Figure 1 

Fragmented 

Industry 

Integrated 

Market 

Dis-integrated 

Market 

Consolidated 

Industry 

Figure 2 

Vertical Integration 

Low High 

Low 

Multiple, non-integrated producers 

Multiple, integrated producers 

their first or perhaps their second ownership 

generation. However, the big difference this 

time around is that in many cases, there is 

not a successive second or third generation 

of family or key management standing ready 

to take the reins of the company. Because of 

this, it is projected that many owners will 

look to exit their business through a strategic 

sale, which will further increase the merger 

and acquisition activity and hence consolidation 

of the industry. 

Rationalization: As for the “rationalization” 

aspect, there has been a significant 

level of that activity over the past few years. 

Basically, what is occurring is a digestion and 

sorting out period during which the strategic 

buyers have gone through and selected what 

fits with their overall plan and what does not 

fit so well. To understand this concept, we 

can compare the activity to trading baseball 

cards. For example, if you already have three 

Mickey Mantle cards but you do not have a 

Johnny Bench card, you will likely be 

inclined to trade. The same principle applies 

to these rationalization activities in the marketplace. 

Capital Investment Increases: We commented 

earlier about outside capital being 

attracted to consolidating industries. The 

majority of this capital is used to fund mergers 

and acquisitions activity; however, another 

portion is used to fund capital 

improvements and productivity enhancing 

projects. It is a natural extension of strategy 

that once a firm has grown large, the next 

step in maximizing profits is minimizing 

costs. The ultimate goal is to become the 

low-cost producer. 

Increased Barriers to Entry: Finally, we 

typically see rising barriers to entry in a marketplace 

that is consolidating. Is this occurring 

in the ready mixed industry Let us look 

at the arguments that suggest this is not 

occurring: 

• Low cost of capital has kept barriers to 

entry low. You can lease a plant, lease 

trucks, obtain some working capital or 

a bank line and you are in the ready 

mixed business 

• When margins are higher, barriers are 

actually lower (meaning you can afford 

all of the lease payments) 

• Smaller producers often have a total 

labor cost advantage 

• Profitability criteria for a new, privately 

held market entrant is not driven by 

the public marketplace. They can break 

even for quite some time and consider 

themselves successful 

However, there are some significant arguments 

that suggest that — YES — barriers 

to entry are rising in ready mix: 

• Ready mix margins are falling. According 

to the most recent NRMCA industry 

survey, typical profitability is 

$1.58/yard. This is insufficient to sustain 

independent operations 

• Integrated producers are driving down 

costs, which small, non-integrated producers 

cannot match 

• The cost of capital will rise as the economy 

improves 

• Increasing regulatory requirements do 

not favor undercapitalized companies 

So which is it We would tend to say 

that the barriers to entry are rising overall, 

but very slowly. Clearly, equipment financing 

cannot go lower than some of the zeropercent 

offers we have witnessed over the 

past few years. Moreover, it just isn’t as 

simple as setting up a batch plant on a 

vacant lot in this era of air permits, noise 

concerns, traffic flow and so forth. For 

these reasons, we believe that barriers are 

rising and will continue to rise in the 

future. 

MARKET CONCENTRATION 

High 

Single, non-integrated producer 

Single, integrated producer 

Impact of Consolidation on the 

Marketplace 

Consolidation is not happening 

overnight. Rather it is a dynamic process 

that is creating different types of market 

conditions throughout the industry. In this 

next section, we have identified a few of the 

common business models that are typically 

seen during consolidation. 

If you break the industry and the marketplace 

down in to two simple spectrums, it 

is possible to generate several different market 

models based upon the relative level of 

market consolidation and the relative level of 

industry vertical integration. Figure 1 is an 

illustration of this concept. 

Keep in mind, however, that it is possible 

for a market model to fall literally “anywhere” 

in this spectrum. No two markets are 

exactly alike. Furthermore, strategic objectives 

will vary by company and of course, 

the marketplace reactions and dynamics will 

also vary. However, when attempting to categorize 

a market type, the most common 

approach to define a market is by identifying 

the producer or producers with a “dominant” 

market position (market share). 

Applying this technique results in the four 

common market models shown in Figure 2: 

The characteristics of each of these market 

models are as follows: 

Single, Non-integrated 

Competitor 

• Common to small suburban or rural 

markets 

• Dominant competitor is the marketmaker 

and works to maintain volume 

in a stable market 

• Attempts to gain market share may be 

met with punitive responses 

• Second tier of producers often engage 

in stiff competition with one another 

• Often very profitable for all producers 

because there is no advantage in engaging 

in stiff price competition 


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feature 

Multiple, Non-integrated 

Competitors 

• Input costs are generally equal for all 

dominant producers 

• Market share increases are seen (by 

some) as the primary means to achieve 

increased profit 

• Competition may be viewed as “irrational” 

and lacking financial discipline, 

even though they may not view themselves 

in that way 

• Market tends to “ebb and flow” as specific 

market conditions change 

Multiple, Integrated Producers 

• Difficult to compete in this type of 

market unless it is a high growth market 

and demand is outstripping supply. 

However, once supply exceeds demand, 

it can be extremely difficult to compete 

• Prices are generally low, again where 

supply exceeds demand 

• Market share is vehemently protected 

• Profit may be sacrificed to maintain 

volume at upstream plants 

• Can be very profitable for all when 

cement prices stay low 

Single, Integrated Producer 

• One competitor with a cost advantage 

can, but not necessarily will, drive prices 

down 

• Two stereotypes exist: the integrated 

producer that seeks to maintain customer 

relations for the upstream products 

and the integrated producer 

seeking to control market share for 

upstream products 

• Competitive dynamics vary considerably 

• Competitors must understand the integrated 

producer’s strategic intent in 

order to position themselves either in 

alignment and share the market or stay 

“out of the way” of the major producer 

As mentioned previously, these are but 

four of the many potential variations of markets 

out there. In general terms, you should 

be able to identify which of the four major 

profiles are in the particular marketplace you 

are in. We believe that this is the first step in 

the development of an appropriate marketplace 

strategy. The next step would be to 

identify the relative strengths and weaknesses 

of the competitors. In this example, we have 

examined two basic types, the integrated or 

the non-integrated producer. 

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PIGMENTS 

Integrated Producers (either 

cement, aggregates or both) 

Strengths 

• Access to the full vertical integration 

profit stream, which could lead to higher 

profit than is available to a non-integrated 

competitor 

• Generally “deeper pockets” for capital 

investment purposes 

• Improved economies of scale such as 

purchasing power, employee benefits 

costs, etc. 

• Control of the supply chain 

• Strong desire for growth and profitability 

Weaknesses 

• Significantly greater capital investment 

required 

• Extremely sensitive to volume declines 

• Difficulty diversifying the supply chain 


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feature 

— e.g., an integrated cement/ready mix 

producer may have difficulties purchasing 

cement from another producer 

• Pressured from the public marketplace 

for short-term results 

Non-integrated Producers 

Strengths 

• Lower capital investment required 

• Ability to diversify supply chain and 

use competitive market forces when 

purchasing 

• Focused on single segment 

• Greater flexibility to changing market 

conditions 

Weaknesses 

• Lower total profit potential 

• No direct control of supply chain 

• Lower controllable percentage of total 

costs 

The third step in development of a marketplace 

strategy is to understand what 

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behaviors are favored given the level of concentration 

in the market. 

Highly Concentrated 

Marketplace 

Behaviors Favored 

• Unless you are the lead dog, do not 

make him mad, he has the power to kill 

you 

• Price following 

• Customer loyalty/relationships 

• Niches away from key producer(s) 

attention 

Behaviors Disfavored 

• Price undercutting – invites punitive 

response 

• Direct competition with key producers 

in their primary segment 

Minimally Concentrated 

Marketplace 

Behaviors Favored 

• Price for service and quality 

• Invite comparison shopping 

• Serve across all market sectors 

Behaviors Disfavored 

• Price collusion 

• Concentration on a single user segment 

Once you have identified the type of 

market you are functioning within, your 

firm’s relative strengths and weaknesses and 

the types of behaviors that will work in your 

marketplace, you should be able to develop a 

sound strategy for competing within the 

market place. This may sound simplistic, 

however we have often observed that companies 

fail to understand their playing field 

prior to formulating their marketplace 

strategies. In fact, most companies simply 

accept the marketplace and then wonder 

why it “treats them so poorly.” Our recommendation 

is that whether you are a large 

firm or a small firm, you need to understand 

your marketplace and use that information 

to your strategic advantage. 

■ 

Will Hill and Brian Moore are senior consultants 

for FMI Corporation in Raleigh, 

North Carolina. For more information email 

Hill at whill@fminet.com or Moore at 

bmoore@fminet.com. 

The opinions expresses in this article are 

those of the authors and do not necessarily 

reflect the opinions of the National Ready 

Mixed Concrete Association. 


equipment talk 

And What Color Would 

You Like That In… 

The Color-Concrete Boom 

By Tom Pittman, Aggregate Industries 

and Gary Mullings, Senior Director of Operations & Compliance, NRMCA 

Red, green, pink or even chartreuse, 

customizing the color of concrete is 

now an every day occurrence for the 

modern ready mixed concrete production 

facility. And along with the demand for 

every color under the rainbow has come 

computerized automated equipment to 

deliver accurate and dependable coloring 

agents. Just a few years ago adding color to 

concrete was a messy by-the-bag type of 

operation…well, not any more. 

The demand for colored concrete is rising 

at an unprecedented rate. Not too long 

ago the market for colored concrete for the 

most part was confined to the southern tier 

of states. That is no longer the case. The use 

of colored concrete is up in all regions. 

According to an article in the March edition 

of Concrete Producer Magazine, “Industry 

wide, ready mixed concrete that contained 

color represented about 2 percent (8-million 

cubic yards) of 2003 shipments. This year 

that number should climb to 2.5 percent, 

jumping to 3.1 percent in 2005 and 4 percent 

in 2006.” In the ready mixed concrete 

business, this type of increase is a quantum 

leap and an excellent business opportunity 

for the market-savvy producer. 

Along with the increase in demand for 

colored concrete has come an automated 

dispensing unit, which has solved many of 

the quality control issues as well as the shortnotice, 

on-demand type product that now 

has to be issued. More and more pressure is 

now placed on producers to supply colored 

concrete with little or no variation from 

batch to batch. In order to accomplish this, 

computerized color dispensing units are a 

necessity. Aggregate Industries Fort Totten 

Plant Manager Dennis Burger said, “The 

automatic color system has simplified colored 

concrete. The system cut labor, reduced 

the mess, and improved safety and customer 

satisfaction.” 

The age of colored concrete has arrived. The age of 

automated delivery system is here. It is now up to the 

smart ready mixed concrete producer to use the tools of 

the trade to supply the needs of the industry. 

Automated Liquid Color System at Aggregate 

Industries Fort Totten Plant, Washington, DC 

Admixture companies and colored additive 

suppliers have recently formed alliances 

to fulfill ready mixed concrete producers’ 

need for color additives and systems to dispense 

them. In 2002, Degussa (then Master 

Builders) teamed with L. M. Scofield Co. 

“providing a system that offered a wide 

range of architectural colors.” Davis Colors 

and Grace Construction Products have an 

agreement to supply the ready mixed concrete 

industry with state-of-the-art color pigments 

and automated dispensing units. New 

software products were recent unveiled by 

Solomon Colors that allows for improved 

data management and Bayer Chemicals are 

introducing software compatible with Standley 

Batch System’s dispensing units that use 

plant water to mix coloring agents. 

The age of colored concrete has arrived. 

The age of automated delivery system is 

here. It is now up to the smart ready mixed 

concrete producer to use the tools of the 

trade to supply the needs of the industry. ■ 


feature 

Shrinkage-Reducing Admixtures 

Control Concrete Curling 

in Super-Flat Floors 

By Jewan Bae, Commercial Development Manager, 

Grace Construction Products 

Eclipse Floor shrinkage reducing admixture from Grace Construction Products was used in the new 

concrete floor at the Simpson Gumpertz & Heger Inc. offices in Watertown, MA. 

Curling is a common problem in 

slab-on-grade construction. It is a 

major contributor to cracking in 

concrete slabs, which leads to higher maintenance 

cost and reduced service life. Curling 

becomes a bigger problem when installing 

super-flat floors or even warehouse floors 

with moderate flatness requirements. For 

indoor concrete slabs, curling is almost 

always caused by a differential moisture gradient 

in the slabs. As the surface of the concrete 

slab dries faster than its body and 

bottom, a differential moisture profile is 

developed along the thickness of the slab. 

The surface of the slab shrinks more and 

quicker than its bottom. This differential 

drying shrinkage gradient is what causes the 

concrete slab to curl. 

The greater the moisture gradient for a 

certain mixture, the greater the curling. If 

the curled edges are loaded, such as by forklift 

trucks, the unsupported curled edges 

may crack. Then, the crack becomes a maintenance 

problem. If the curled edges do not 

crack, they still can be a problem. Vehicles 

carrying loads may be affected as they 

encounter the curled edges, or in high-bay 

warehouses, forklifts may not correctly meet 

the pallets in upper racks. Figure 1 illustrates 

the curling process. 

Shrinkage-reducing admixtures (SRAs) 

are specially formulated for use in indoor 

slab-on-grade concrete construction. These 

liquid admixtures contain no expansive 


feature 

material, but act chemically to dramatically 

reduce the primary internal forces that cause 

drying shrinkage and curling. 

Laboratory Tests 

Two different tests were developed in 

order to measure the impact of SRAs on 

curling: 

• The first was performed on cement 

paste bars to examine the effect of SRAs 

in a system with very high curling 

deflections. 

• In the second test, concrete beams were 

used instead, with the intention of 

obtaining curling data on actual concrete 

specimens. The results from this 

test allowed the calculation of the projected 

curling deflection at the corner 

of a 5 m x 5 m (16 ft x 16 ft) slab, 160 

mm (6 in.) thick. 

Cement Paste Test 

Two specimen bars of 990 mm x 64 mm 

x 12 mm (39 in. x 2.5 in. x 0.5 in.) were 

prepared with cement paste at 0.45 w/c 

ratio. One bar (the treated bar) was made 

adding an SRA to the mix at 5 percent of 

water weight [approximately 7.5 L/m 3 (1.5 

gal/yd 3 )] and the other bar (the reference 

bar) was made without an SRA in the mix. 

The sides and bottom of both specimens 

were coated with urethane upon stripping in 

order to insure that evaporation only 

occurred from the top face of the bar. Since 

cement paste has much higher shrinkage 

than concrete, it also exhibits very severe 

curling, allowing for direct visual confirmation 

of the effect of the SRA. As shown in 

Figure 2, the SRA-treated specimen curled 

substantially less than the reference bar. The 

curling deflection was reduced by as much as 

80 percent in 60 days by adding the SRA to 

the cement paste. 

In-Situ Shrinkage Measurement 

Unrestrained shrinkage beams of 1 m x 0.2 

m x 0.1 m (39 in. x 7.9 in. x 3.9 in.) were 

made with two embedded vibrating-strain 

gauges in each. The strain gauges were placed 

in a longitudinal direction: one at 10 mm (0.4 

in.) from the surface and another at the center 

of the cross section (50 mm down from the 

center). Using the embedded strain gauges, 

the concrete length changes were continuously 

measured and recorded every 15 minutes for 


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feature 

the first 12 days after the pouring date and 

then on a daily basis until the 30th day. 

A commercially produced ready-mixed 

concrete with 352 kg/m 3 cement content 

(593 lbs/yd 3 ) and 0.51 w/c ratio was used 

for these beams. The reference beams were 

made with this concrete and the treated 

beams were made with the addition of 6.18 

L/m 3 (1.25 gal/yd 3 ) of an SRA to the concrete 

mix (see Table 1 for SRA-treated and 

reference concrete mix designs). After a 

three-day wet curing with plastic and wet 

burlap, these beams were air-dried in a 

closed warehouse with 40-50 percent 

humidity. 

Figure 3 shows the in-situ shrinkage measurement 

results for the beams (SRA-treated 

vs. reference mix). The 30-day shrinkage was 

reduced by more than 50 percent with the 

addition of an SRA. Also, the SRA significantly 

reduced the early-age shrinkage, which 

is very important since it shows the effectiveness 

of the SRA in preventing or minimizing 

cracking in the weakest stages of concrete. 

The shrinkage difference along the thickness 

of the concrete beams (difference 

between midpoint and surface shrinkage in 

Figure 3) indicates that curling is occurring. 

When compared to the reference beams, the 

shrinkage gradient in the SRA-treated beams 

is reduced by more than 50 percent. These 

results indicate the impact of the SRA in 

curling reduction. 

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Mid-to-Corner Point Deflection 

Calculation 

The mid-to-corner point deflection of a 

curled slab is calculated using the in-situ 

shrinkage gradient data. In this calculation, a 

5 m x 5 m (16 ft x 16 ft) slab with 160 mm 

(6 in.) thickness is used as an example. From 

Figure 3, the average shrinkage gradients 

between the two sets of strain gauges are 

measured as 100 x 10 -6 and 35 x 10 -6 for the 

reference beams and the SRA-treated beams 

respectively. 

This exercise (ignoring gravity effects) 

shows that a slab made with the reference 

concrete mix would show a 15.5 mm (0.6 

in.) curling deflection at the corner of a 5 m 

x 5 m (16 ft x 16 ft) slab with 160 mm (6 

in.) thickness, whereas a slab made with the 

SRA-treated concrete would show a curling 

deflection of 5.3 mm (0.2 in.). This is a 65.8 

percent reduction in curling deflection by 

using the SRA. The actual curling deformation 

would be somewhat less in practice due 

to elastic and creep deformations from gravity 

loading on a longer slab. This exercise 

demonstrates that the differential shrinkage 

measurements are in line with field experience 

for curling and reinforces the value provided 

by the SRA in reducing curling. 

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SRAs reduce drying shrinkage and curling 

of concrete slabs. Therefore, less cracking 

is expected in SRA-treated concrete slabs. 

Along with careful design and practice, the 

addition of an SRA to the mix can even 

enable the extension of joint spacing for any 

given concrete slab. Overall, an SRA can 

help achieve a higher-value flooring system 

with: 

• Less cracking due to reduced drying 

shrinkage and curling. 

• Flatter surface due to less curling. 


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feature 

• Less joint maintenance cost due to 

minimum joint openings at a given 

joint spacing or due to fewer joints at 

extended joint spacing. 

• Longer service life. 

In recent years, super-flat floors have been in vogue, not 

only in utilitarian structures such as wholesale-club 

warehouses but also in architectural designs for avantgarde 

buildings such as art museums. These trends in 

modern construction have taxed specifiers and 

contractors to find new solutions and quantify the 

benefits. In fact, such applications have raised the 

standard for concrete construction. 

SRAs Reduce Costs, Increase 

Efficiency 

Although the rate of drying shrinkage, 

which produces curling in flatwork, depends 

on a complex set of factors, controlling 

shrinkage using an SRA along with a careful 

concrete mix design has resulted in some 

remarkable applications. 

In recent years, super-flat floors have 

been in vogue, not only in utilitarian structures 

such as wholesale-club warehouses but 

also in architectural designs for avant-garde 

buildings such as art museums. These trends 

in modern construction have taxed specifiers 

and contractors to find new solutions and 

quantify the benefits. In fact, such applications 

have raised the standard for concrete 

construction. When you are installing an 

exposed floor measuring more than 10,000 

square meters (107,500 square feet) in a 

warehouse, there is little room for error, and 

it helps greatly to be able to predict the 

behavior of the poured concrete. 

Contemporary wholesale warehouses 

demand that their floors have fewer joints 

and less curling to minimize costs and 

improve the performance and safety of forklifts 

and other support vehicles. For example, 

in high-bay facilities, forklifts can be 

adversely affected by concrete floor curling, 

preventing the operators from placing loads 

accurately on upper tiers. In addition to the 

functionality of such floors, they must also 

be free of cracks and appealing to shoppers. 

In Port Coquitlam, British Columbia, 

Canada, a local contractor was called upon 

to install a super-flat floor for a major 

wholesale club. The architects had developed 

a detailed specification that required concrete 

shrinkage of no more than 0.032 percent 

after 28 days. That amounts to less than 

10 mm (three-eighths of an inch) for every 

30 meters (100 feet). A mix using an SRA 

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was tested in a laboratory before pouring a 

slab measuring 13,500 square meters 

(145,000 square feet). Not only did the floor 

meet the stringent specifications set by the 

client but it also has lived up to its promise 

and today shows no sign of cracking due to 

drying shrinkage and curling. 

When drying shrinkage is reduced in a 

concrete slab, extended joint spacing can be 

achieved or joint openings can be minimized 

at given joint spacing. Fewer joints or smaller 

joint openings enable work facilities to 

increase operating efficiencies by lowering 

cleaning needs. Aside from occasionally 

wearing out, joints in concrete floors tend to 

collect dirt and debris and can be difficult to 

clean. 

For these reasons, a fish-processing plant 

in Woodland, Washington, opted to construct 

a new floor with a concrete mix using 

an SRA. The slab on grade was specified to 

minimize curling and cracking, as well as 

joints. Limiting the number of joints in the 

slab reduced construction costs because 

crews did not have to install so many joints. 

Operating costs associated with maintenance 

were also decreased because the work 

surface was easier to clean. Fewer joints 

mean more effective cleaning in a food-processing 

facility where cleanliness is critically 

important. 

The concrete mix, which required a 

three-day wet cure, included an SRA to 

limit drying shrinkage and decrease curling 

and cracking. Because the contractor used a 

mix that reduced drying shrinkage, he was 

able to place control joints 18 meters (60 

feet) apart. To date, the durable slab has not 


56 ı FALL 2004 

feature

Although SRAs are 

effective in preventing 

curling of concrete 

flatwork and super-flat 

floors, it is important to 

point out that they are not 

a substitute for best 

practices in installing 

high-quality concrete. 

they also do so consistently and predictably. 

Using SRAs in concrete will continue to 

help specifiers, contractors, and engineers 

create longer lasting, better functioning, and 

more beautiful concrete structures. ■ 

Jewan Bae is a commercial development 

manager for Grace Construction Products in 

Cambridge, MA. Bae holds an MS in Material 

Science and Engineering from Washington 

State University and a MBA from the University 

of Notre Dame. He is currently a member 

of ACI committees 302, Construction of Concrete 

Floors, 360, Design of Slabs on Ground, 

and 544, Fiber Reinforced Concrete. Visit 

www.graceconstruction.com for more information. 

The opinions expressed in this article are those of the 

author and do not necessarily reflect the opinions of the 

National Ready Mixed Concrete Association. 

experienced any cracking. In addition to 

controlling curling, this advancement in 

concrete technology has enabled the client 

to gain several cost and operating benefits. 

The benefits of SRA-treated concrete 

gained by the reductions in cracking and 

curling have attracted a broad range of uses, 

which highlight the versatility of this product. 

For example, a highly polished bonded 

overlay, with an inlaid design, was installed 

using an SRA at a famous casino in the U.S. 

The overlay is located in a main lobby, and 

needless to say it must remain crack and curl 

free. Other applications include an outdoor 

truck-loading area, measuring 26 meters (85 

feet) by 4.5 meters (15 feet) by 250 mm (10 

inches), and a distribution center warehouse 

measuring 18 meters (60 feet) by 15 meters 

(50 feet) by 150 mm (6 inches). Both structures 

had large-area slabs poured using SRAtreated 

concrete and few joints. Yet, they 

have not experienced any significant cracking 

or curling. 

Conclusions 

Although SRAs are effective in 

preventing curling of concrete flatwork and 

super-flat floors, it is important to point out 

that they are not a substitute for best 

practices in installing high-quality concrete. 

Selection of the proper mix, advanced 

installation skills, and adequate curing are 

prerequisites to obtaining the anti-curling 

benefits of these chemical admixtures. 

Based on the tests and studies done to 

date, it is clear that not only do such admixtures 

reduce drying shrinkage and curling, 


education matters 

Sales 

Manager 

as 

Coach 

By Eileen Dickson, Director of Education, NRMCA 

Over 2200 ready mixed concrete sales reps have attended NRMCA’s CCSP (Certified 

Concrete Sales Professional) course. To help sales managers hold their reps accountable for 

the knowledge they bring back from CCSP classes, NRMCA will launch an annual October 

“CCSP short course” for sales managers, which will help them bone up on the content that 

is recognized as the industry’s standard sales skills, share common challenges with other 

sales manager and learn industry-specific coaching skills. Additionally, NRMCA’s October 

2004 Business and Administration Conference will extend its reach to include sales 

managers. What is clear is that managing a field sales staff is more than dealing with 

personalities, crunching numbers and doling out compensation. It’s also about motivation 

and leadership. 


In a very aggressive market, Majestic Ready Mixed Concrete’s profit per cubic yard has slowly 

declined over the past three years. About 10 months ago, after seven years on staff, Rafael Garcia 

was promoted to sales manager, replacing the man who retired after 18 years in the position. 

Shortly thereafter, Raf spent a great deal of time analyzing Majestic’s sales results. Since 2001, selling 

expenses rose from $1.36 to $1.58 per cubic yard. Further analysis pointed to the fact that there 

were some staff performance problems that would have to be resolved if the company’s overall performance 

was to improve. One of these problems was Andy Gray, a gregarious glad hander who rose 

from driver to dispatcher to sales rep in his 27 years at Majestic. His sales were slightly down this 

year and were flat over the past four years, but at one time, Andy was one of Majestic’s top producers. 

Over the years, Andy culled the best accounts and it now appeared that he was riding on his 

relationship with them. After digging deeper, Raf believed that even these sales were slipping. Raf 

guessed that Andy’s customers would continue to throw business to Andy out of a sense of obligation 

and friendship, but some business was clearly going to other ready mixed producers. 

Raf discussed the lack of sales growth with 

Andy, who said that he had paid his dues and 

earned the right to call on the premier customers. 

He was pretty content with his compensation 

and he just didn’t need to hustle at 

full throttle anymore. Andy also correctly 

pointed out that his sales were not the lowest at 

Majestic. Raf was convinced that there was not 

a lot he was going to be able to do to motivate 

Andy. He also felt that there were other sales 

reps who were better equipped to call on key 

accounts since they had earned their CCSP 

certification and relied on more than friendship 

to close a sale. With a more up-to-date 

understanding of concrete technology, the contractor’s 

business model, the financials of a 

ready mixed company and value selling, other 

reps should be able to get a lot more growth 

out of key accounts than was Andy, who preferred 

kibitzing at pours and buying lunch 

more than hustling new business. 

At 57, Andy was eligible for early retirement, 

but Raf knew that Andy was not interested. 

Raf knew his decision was complicated 

by two other facts: Andy was a golfing buddy 

of Majestic’s general manager and Andy had 

recommended Raf for an open sales rep job 

when Raf was desperately looking for employment. 

What was Raf going to do 

As Majestic’s new sales manager, Raf needs to 

understand that leadership includes supervising a 

multitude of daily activities that ensure his sales 

force operates effectively. Raf must never lose 

sight of his ultimate goal, which is to increase the 

cubic yardage annually sold at a higher margin of 

profit. Secondary purposes are served in reaching 

that ultimate goal because a lot of supervision 

revolves around training and developing his 

staff’s potential. The other side of Raf’s supervision 

entails enforcing company policies and 

monitoring his sales force’s activities to make certain 

they comply with management’s wishes. 

Most ready mixed concrete producers’ sales 

management operations rely heavily on auto- 

Leadership is the 

ability to get others 

to do what they 

don’t want to do – 

and like it. 

— Harry Truman 

Riding with a Sales Rep for Observation and Evaluation 

One of the primary reasons a sales manager rides with the company’s reps is to directly 

observe their performance in order to evaluate them. The evaluation is then followed by the 

appropriate rewards, suggestions for improvement and training. Listed below are several things a 

supervisor should look for when riding with their sales people: 

• Does the sales rep know and understand his/her customers, their businesses and their needs 

• Does the sales rep take the lead in directing the conversation and moving from one agenda 

item to another 

• Does the sales rep respect customers’ time and threat them courteously 

• Does the sales rep treat customers in a consistent and equitable manner 

• Is the sales rep a good and fair negotiator 

• Does the sales rep know the competition and what is going on in the ready mixed concrete 

industry 

• Does the sales rep display pride in performing his/her job 


education matters 

matic supervisory techniques such as quotas, 

expenses account policies, specific account 

delineation and reporting systems. The 

amount of personal supervision imposed on 

a sales force is largely a function of the caliber 

of the sales reps. Typically, highly talented 

sales people require very little supervision, 

whereas low-level and problematic sales staff 

require far more. 

A problem frequently encountered by all 

sales managers is poor performance. And in 

It’s here! 

this case, Raf needs to deal with Andy to 

avoid potentially serious consequences. Raf’s 

challenge is not to fire Andy but rather 

motivate him to become a more productive 

employee. Because of a possible discrimination 

suit, it is prudent for Raf to make sure 

that he has done everything within reason to 

help Andy. Often reps like Andy have 

already received extensive training, such as 

CCSP certification. If not, then Andy needs 

to update his skill set. Ultimately, that 

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investment is much less expensive than 

replacing Andy. Raf’s challenge will be to get 

Andy to leave his comfort zone, change his 

selling techniques to the industry’s newer 

accepted selling practices and then apply 

those new skills with customers. The days of 

simply relying on a relationship without providing 

substance and value must end. 

Although many managers find it difficult 

to criticize their subordinates, it is often possible 

to correct a problem by giving immediate 

feedback about the problem behavior. 

This constructive feedback should take place 

as soon as the sales manager notices the performance 

problem. Raf needs to be very specific 

about what the problem is with Andy. 

He should use the following steps: 

1. State the problem to Andy. 

2. Get Andy to agree on the problem. 

3. Listen to Andy’s assessment of the 

problem. 

4. Consider any extenuating circumstances. 

5. Pre-design an action plan for Andy’s 

improvement. 

6. Get Andy’s agreement on the action 

plan. One way to accomplish this is 

for Raf and Andy to design the final 

plan of action together. 

If Andy’s performance does not improve 

as a result of immediate feedback, the problem 

should be reviewed in a formal performance 

appraisal and a plan for improvement 

should be agreed upon by the sales manager 

and the sales rep. In his sales manager capacity, 

Raf must make it very clear that poor 

performance is not acceptable. Each step 

should be documented with written memos 

detailing what took place. If the problem 

continues, a counseling session is recommended 

to review all the previous attempts 

to encourage improvement. Andy should be 

given a specific time period to show 

improvement. Then, if necessary, and with 

all of the appropriate documentation, Raf 

must terminate or demote Andy. 

As sales manager, Raf is in a leadership 

role. He must motivate all of his sales reps, 

including Andy. They must be coached so 

they can give their best performance every 

day. It’s not an easy task. Work can be pressure-packed 

and distractions abound. But a 

ready mixed producer bereft of sales management 

leadership will continue to see its 

profitability dwindle away. 

■ 


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workforce issues 

Q 

Question: We are getting ready to put up a new concrete batch 

plant on our existing site. None of my current employees are physically 

disabled and the batch plant is not a public area. Do I need to 

do anything to comply with the Americans with Disabilities Act 

(ADA) 

A 

Answer: Since the plant is not in a public area, there are only a few 

regulations you need to comply with as far as the Americans with 

Disabilities Act is concerned. The approach to the building, entrance 

and exit of the building the batch plant is contained in must be 

accessible to the disabled. If there are stairs to the entrance, a ramp 

must be provided. Doors should be wide enough to accommodate 

wheel chairs. And if the building is to contain bathrooms, they must 

be accessible as well – including wide doors and a stall that can fit a 

wheel chair. 

■ 

Please note: The column contained here should in no way be 

considered a substitute for competent legal counsel. It is only 

meant to be a guide to help employers know when it is necessary 

to consult an attorney on issues pertaining to labor-management 

relations and other workplace issues. 


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9. 2P159 – Concrete Plant Operator’s Manual: 

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Who to Call 

at NRMCA 

NRMCA STAFF LISTING 

LOCAL: (301) 587-1400 

TOLL-FREE: 1-888-846-7622 

WEBSITE: www.nrmca.org 

COMMUNICATIONS 

Frank Cavaliere (240) 485-1141 

fcavaliere@nrmca.org 

CONCRETE PROMOTION 

Glenn Ochsenreiter (240) 485-1140 

gochsenreiter@nrmca.org 

Brad Burke (952) 322-2727 

bburke@nrmca.org 

Dan Huffman (503) 292-7729 

dhuffman@nrmca.org 

Vance Pool (281) 702-4557 

vpool@nrmca.org 

Mike Zaldo (770) 271-4090 

mzaldo@nrmca.org 

ENGINEERING 

Colin Lobo Ph.D., P.E. (240) 485-1160 

clobo@nrmca.org 

Karthik Obla, Ph.D. (240) 485-1163 

kobla@nrmca.org 

Lionel Lemay (847) 918-7101 

llemay@nrmca.org 

ENVIRONMENTAL 

Ed Herbert, III (240) 485-1154 

eherbert@nrmca.org 

FINANCIAL ACTIVITIES 

Michael Forster (240) 485-1130 

mforster@nrmca.org 

GOVERNMENT AFFAIRS 

Julie Luther (240) 485-1150 

jluther@nrmca.org 

Jennifer LeFevre (240) 485-1151 

jlefevre@nrmca.org 

Kerri Leininger (240) 485-1159 

kleininger@nrmca.org 

Kevin Voelte (240) 485-1152 

kvoelte@nrmca.org 

INDUSTRY RELATIONS 

Nicole Maher (240) 485-1158 

nmaher@nrmca.org 

INFORMATION TECHNOLOGY 

Lawrence Afable (240) 485-1167 

lafable@nrmca.org 

MARKETING 

Paul Laporte (240) 485-1142 

plaporte@nrmca.org 

MEETINGS 

Jennifer Leonard (240) 485-1156 

jleonard@nrmca.org 

MEMBERSHIP 

Kathleen Carr-Smith (240) 485-1145 

kcarrsmith@nrmca.org 

Kimberly Pittmon (240) 485-1146 

kpittmon@nrmca.org 

OFFICE OF THE PRESIDENT 

Robert Garbini, P.E., President (240) 485-1139 

bgarbini@nrmca.org 

Deana Angelastro (240) 485-1138 

dangela@nrmca.org 

OPERATIONS/EQUIPMENT MAINTENANCE 

Gary Mullings (240) 485-1161 

gmullings@nrmca.org 

PUBLICATIONS 

Jacques Jenkins (240) 485-1165 

jjenkins@nrmca.org 

RMC RESEARCH FOUNDATION 

Kathleen Carr-Smith (240) 485-1145 

kcarrsmith@nrmca.org 

SAFETY 

Tom Harman (240) 485-1155 

tharman@nrmca.org 

TRAINING/EDUCATION/CERTIFICATION 

Eileen Dickson (240) 485-1164 

edickson@nrmca.org 

Tamara Waugh (240) 485-1166 

twaugh@nrmca.org 


Our manufacturing capabilities at Beck Industrial 

allow for a wide range of mixer products. From 

brand new high-performance truck mixers, to 

replacement parts for most mixer types, we can 

provide cost effective equipment solutions for 

almost any equipment distributor or ready mix 

company. 

Beck Industrial TMMB certified truck mixers are 

backed by a comprehensive warranty and 33 years 

of steel manufacturing experience. Our extensive 

inventory of quality replacement parts keeps our 

customers’ trucks out of the shop and on the road. 

Tell us what you need and we’ll build the most 

durable mixers in your fleet. 

Beck Industrial adheres to a 

comprehensive quality assurance 

program that guarantees durability 

and performance from every mixer 

we build. Beck equipment has proven 

itself in highly abusive conditions, and 

has earned the right to be 

considered the toughest truck for 

your buck. 

Contact us at (877) 777-BECK or visit our website 

for more information. www.beckindustrial.com

In Memoriam 

The concrete world was dealt a devastating blow by the loss of one of its industry leaders. Tommy Stephens, president 

and CEO of Stephens Mfg, passed away March 21, 2004 in Ft. Lauderdale, FL. The loss of Tommy will 

reverberate throughout the concrete, aggregate, quarry and many other associate industries, and most importantly, 

through all who knew and loved him. 

Tommy’s father, Bill Stephens, started Stephens Mfg. in 1957. After college, Tommy took over the company while 

maintaining the same family principles — customer service and a “treat others like you want to be treated” attitude. 

Tommy’s brother, Max, will continue to operate Stephens Mfg. with the same winning values. When you consider the 

newest manager or supervisor has 13 years with Stephens Mfg., that gives an indication that the place is indeed a family 

company. 

Tommy lived life to the fullest. He served on the Monroe County Hospital board, was vice-chairman of CPMB 

and served on numerous committees for NRMCA and CONEXPO-CON/AGG. He was instrumental in implementing 

state-of-the-art technology in concrete plants, dust control systems and concrete recycling systems. His hobbies 

were golfing, fishing and traveling with his dealers to meet new customers. Tommy truly was a “visionary” of the big 

picture. 

Tommy’s personality always left people smiling. He knew all facets of the concrete industry and all jokes ever told 

about concrete. He was a man to be admired for his simple down-to-earth people skills and his assertive board meeting 

skills. Tommy would go out of his way to ensure his newest welder felt at home. He was also a man dedicated to his 

friends, family and employees. He would always listen to new ideas from anyone. 

Tommy had a vision to make Stephens Mfg. a world-class business. This vision will be realized. We at Stephens 

Mfg. are more than ever determined to make the best product available. We all feel Tommy is still watching us. 


1 800-626-0200 

270-487-6774 

FAX 487-8368 

WWW.STEPHENSMFG.COM 

AHEAD OF THE 

COMPETITION IN 

SERVICE,QUALITY 

AND CUSTOMER 

SATISFACTION. 

DETERMINED TO 

STAY FURLONGS 

AHEAD! 

FOR A LONG TIME! 

Coming January 4th 

New Concrete Plant! 

Design & Concept

advertisers.com 

COMPANY NAME WEBSITE/EMAIL PAGE 

Argonics, Inc. . . . . . . . . . . . . . . . . . www.argonics.com . . . . . . . . . . . . . . . 9 

Axim Italcementi Group . . . . . . . . . . www.aximconcrete.com. . . . . . . . . . . 54 

Beck Industrial. . . . . . . . . . . . . . . . . www.beckindustrial.com . . . . . . . . . . 67 

Besser Co. . . . . . . . . . . . . . . . . . . . www.besser.com. . . Outside Back Cover 

Best-Ex Inc.. . . . . . . . . . . . . . . . . . . www.centriprecleaner.com. . . . . . . . . 71 

BFK Technologies. . . . . . . . . . . . . . . www.bfktech.com . . . . . . . . . . . . . . . 24 

C&W Manufacturing & Sales Co. . . . . www.cwmfg.com . . . . . . . . . . . . . . . . 25 

Cantherm Distributors. . . . . . . . . . . . www.airpartsnetwork.com . . . . . . . . . 70 

Cementech . . . . . . . . . . . . . . . . . . . www.cementech.com. . . . . . . . . . . . . 60 

Command Alkon. . . . . . . . . . . . . . . . www.commandalkon.com . . . . . . . . . 55 

Concrete Plant Manufacturers Bureau . www.cpmb.org . . . . . . . . . . . . . . . . . . 7 

Concrete Solutions, Inc. . . . . . . . . . . www.concretesolutions.com . . . . . . . 32 

Davis Colors . . . . . . . . . . . . . . . . . . www.daviscolors.com . . . . . . . . . . . . 44 

Durafiber, Inc. . . . . . . . . . . . . . . . . . www.durafiber.com . . . . . . . . . . . . . . 73 

Enviro-Port, Inc. . . . . . . . . . . . . . . . www.enviro-port.com . . . . . . . . . . . . 74 

Erie Strayer Company . . . . . . . . . . . . www.eriestrayer.com . . . . . . . . . . . . . 33 

FMI Corporation. . . . . . . . . . . . . . . . www.fminet.com . . . . . . . . . . . . . . . . . 3 

Forfam, Inc. . . . . . . . . . . . . . . . . . . www.forfaminc.com. . . . . . . . . . . . . . 74 

GivenHansco, Inc. . . . . . . . . . . . . . . www.givenhansco.com . . . . . . . . . . . 13 

Growth Capital Partners . . . . . . . . . . www.growth-capital.com . . . . . . . . . . 68 

Hendrickson Aux. Axle Division . . . . . www.hendrickson-intl.com . . . . . . . . 12 

Indiana Phoenix. . . . . . . . . . . . . . . . www.indianaphoenix.com . . . . . . . . . 21 

ISG Resources. . . . . . . . . . . . . . . . . www.isgresources.com . . . . . . . . . . . 32 

Kaufman Products, Inc.. . . . . . . . . . . www.kaufmanproducts.net . . . . . . . . 52 

Liebherr Concrete Techology Co. . . . . www.liebherr.com . . . . . . . . . . . . . . . 74 

Link Manufacturing . . . . . . . . . . . . . www.linkmfg.com . . . . . . . . . . . . . . . 74 

Mack Trucks, Inc.. . . . . . . . . . . . . . . www.macktrucks.com . . . . . . . . . . . . 17 

Master Builders, Inc. . . . . . . . . . . . . www.masterbuilders.com . . . . . . . . . 49 

McNeilus Trucking . . . . . . . . . . . . . . www.mcneiluscompanies.com . . . . . 53 

Merts, Inc. . . . . . . . . . . . . . . . . . . . www.mertsinc.com . . . . . . . . . . . . . . 57 

Mustang Manufacturing . . . . . . . . . . www.mustangmfg.com . . . . . . . . . . . 74 

Pearson Heating Systems, Inc. . . . . . www.pearsonsystems.com . . . . . . . . 51 

PGI Fibersource . . . . . . . . . . . . . . . . www.pgifibersource.com . . . . . . . . . . 71 

Plastiform Manufacturing . . . . . . . . . n/a . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 

R & S Industries. . . . . . . . . . . . . . . . www.randsinc.com . . . . . . . . . . . . . . 73 

Scaletron . . . . . . . . . . . . . . . . . . . . www.scaletron.com . . . . . . . . . . . . . . 34 

Schwing America, Inc. . . . . . . . . . . . www.schwing.com. . . . . . . . . . . . . . . . 5 

SI Concrete Systems. . . . . . . . . . . . . www.sind.com. . . . . . Inside Back Cover 

Stephens Manufacturing Co., Inc. . . . www.stephensmfg.com . . . . . . . . . . . 69 

Sterling Truck Corp. . . . . . . . . . . . . . www.sterlingtruck.com . . . . . . . . . . . 45 

TBE Cement Co.. . . . . . . . . . . . . . . . n/a . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 

Terex Advance Mixer, Inc. . . . . . . . . . www.advancemixer.com . . . . . . . . . . 23 

The Euclid Chemical Company . . . . . . www.euclidchemical.com . . . . . . . . . 74 

The Knelson Group. . . . . . . . . . . . . . www.knelson.com . . . . . . . . . . . . . . . 64 

Titan America . . . . . . . . . . . . . . . . . www.titanamerica.com . . . . . . . . . . . 35 

TMT Software . . . . . . . . . . . . . . . . . www.tmtsoftware.com. . . . . . . . . . . . 46 

Trimble Mobile Solutions, Inc.. . . . . . www.trimble.com . . . Inside Front Cover 

Truck Mixer Manufacturers Bureau . . . www.tmmb.org . . . . . . . . . . . . . . . . . 61 

VM Fiber Feeder . . . . . . . . . . . . . . . www.vmfiberfeeder.com . . . . . . . . . . 71 

WAM, Inc.. . . . . . . . . . . . . . . . . . . . www.waminc.com . . . . . . . . . . . . . . . 70 

Watson & Chalin Manufacturing, Inc. . www.WatsonSuspensions.com . . . . . 28 

Westcon Mfg. . . . . . . . . . . . . . . . . . www.theamconveyors.com . . . . . . . . 46 


CONCRETE in focus ı 71 

Products & Services Marketplace

Unlock Your Company’s 

Potential through the 

NATIONAL READY MIXED 

CONCRETE ASSOCIATION 

Here is how to apply! 

1. Please type or print 

Company ______________________________________________________________________________ 

Name/Title ____________________________________________________________________________ 

Street Address 

________________________________________________________________________ 

City, State & Zip________________________________________________________________________ 

Phone ________________________________________ 

Fax____________________________________ 

E-mail 

________________________________________________________________________________ 

2. Computing Your 2004 NRMCA Dues - Simply multiply your company and its subsidiaries, 

2003 cubic yard production by .0175. 

Minimum Dues Level (for all members producing less than 20,001 cubic yards): $350 

__________________________ x .0175 = $________________________ 

2003 cubic yard x 1.75 cents = Your 2004 Membership Dues 

production (if over 20,000 cyd.) per cubic yard 

3. Choose Your Payment Option (choose one): 

❑ Annual Payment - Full year payment enclosed 

❑ Quarterly Payment- First quarter payment enclosed 

(Dues total must be greater than $1,000) 

4. Payment Type: 

❑ By Check (please make checks payable to: NRMCA) Charge to: ❑ Amex ❑ VISA ❑ MasterCard 

Card No. __________________ Exp. Date____________ 

Questions Call 1-888-846-7622 

Kathleen Carr-Smith, ext. 1145 or 

Kimberly Pittmon, ext. 1146 

Fax Completed Application to: 

(301) 585-4219 

or Mail to: NRMCA 

900 Spring Street 

Silver Spring, MD 20910 

Name on Card ____________________________________ 

Signature ________________________________________ 

Benefits for your Dues Dollars 

Exclusive member updates and alerts on federal legislation 

and regulatory issues affecting the ready mixed concrete 

industry, including pressing environmental concerns 

Valuable discounts on NRMCA publications and member 

payment options 

Participation in NRMCA’s landmark Industry Data Survey 

and Compensation Survey 

NRMCA’s Membership Directory, a valuable listing of 

industry leaders 

Special pricing options for NRMCA forums, conferences 

and meetings 

Access to NRMCA’s nationally acclaimed Sales Certification 

Program and Concrete Delivery Professional Program 

NRMCA’s member communications including a subscription 

to Concrete InFocus magazine and our weekly e-mail news 

update. 

Expert technical assistance from the NRMCA professional 

Engineering staff

index to advertisers 

ACCOUNTING SOFTWARE 

GivenHansco, Inc. ........................13 

ADMIXTURES 

Axim Italcementi Group................54 

Kaufman Products, Inc.................52 

Master Builders, Inc. ....................49 

The Euclid Chemical Company .....74 

Thiele Kaolin Co............................43 

AGGREGATE SEPARATORS 

Stephens Manufacturing 

Co., Inc.........................................69 

AIR FILTERS 

Best-Ex, Inc. .................................71 

BATCH PLANTS 

Besser Co. .........Outside Back Cover 

Liebherr Concrete Techology Co...74 

Merts, Inc. ....................................57 

Scaletron ......................................34 


Co., Inc.........................................69 

BATCHING/MIXING CONTROLS 



BIN LEVEL INDICATORS 

Mix USA, Inc. ...............................74 

BLADES, MIXER 


CEMENT 

Buzzi Unicem USA........................15 

TBE Cement Co.............................39 

CEMENT SILOS 

Merts, Inc. ....................................57 

CHUTE CLOSURE DEVICES 

Forfam, Inc...................................74 

COLD WEATHER CONCRETING 

Thawzall .......................................71 

COMPUTER SOFTWARE 

Command Alkon...........................55 


TMT Software...............................46 

CONCRETE 

Titan America ...............................35 

CONCRETE BATCH MIXERS 

Schwing America, Inc.....................5 

CONCRETE BATCH PLANTS 

Concrete Plant Manufacturers 

Bureau............................................7 

Erie Strayer Company...................33 

R & S Industries...........................73 

CONCRETE COLORANTS 

Davis Colors .................................44 

CONCRETE CURING/COLD 

WEATHER 

Thawzall .......................................71 

CONCRETE DRUM LINERS 

Argonics, Inc. .................................9 

CONCRETE FIBER 

PGI Fibersource............................71 

CONCRETE FIBER REINFORCEMENT 

SI Concrete 

Systems ...............Inside Back Cover 

CONCRETE FORMS 

Plastiform Manufacturing.............64 

CONCRETE PUMPS & PLACING 

BOOMS 


CONCRETE RECLAIMERS 

BFK Technologies .........................24 



Co., Inc.........................................69 

CONCRETE RECOVERY SYSTEMS 



Co., Inc.........................................69 

The Knelson Group.......................64 

CONCRETE RECYCLERS 



Co., Inc.........................................69 

CONSTRUCTION EQUIPMENT 


CONTINUOUS MIXING SYSTEMS 

Cementech ...................................60 

CONVEYORS 

Merts, Inc. ....................................57 

Mix USA, Inc. ...............................74 

Westcon MFG, Inc. THEAM 

conveyors.....................................46 

DECORATIVE CONCRETE 

Concrete Solutions, Inc. ...............32 

DUST COLLECTION SYSTEMS 

C&W Manufacturing & Sales Co...25 


Co., Inc.........................................69 

WAM, Inc......................................70 

ENVIRONMENTAL 

Enviro-Port, Inc. ...........................74 

Mix USA, Inc. ...............................74 

WE BUILD 

CONCRETE 

PLANTS, 

CONVEYORS, 

REPLACEMENT 

BINS, SILOS 

AND DUST 

COLLECTORS. 

DURAFIBER, INC. 

4825 Trousdale Dr., Suite 205 

Nashville, TN 37220 

(615) 333-9883, Fax (615) 333-9882 

CALL TOLL FREE 

1-866-817-7838 

www.randsinc.com 


index to advertisers 

FIBER REINFORCEMENT 

Link Manufacturing ......................74 

Merts, Inc. ....................................57 


Durafiber, Inc................................73 

MANAGEMENT CONSULTING 

RECLAIMERS 

TRUCK SUSPENSION 

VM Fiber Feeder ...........................71 

FINANCIAL SERVICES 

Growth Capital Partners ...............68 

FLEET MANAGEMENT SYSTEMS 

Trimble Mobile 

Solutions, Inc. .....Inside Front Cover 

FLY ASH 

ISG Resources..............................32 

GROUND THAWING 

FMI Corporation .............................3 

MIXER TRUCKS 

Beck Industrial..............................67 

Truck Mixer Manufacturers 

Bureau..........................................61 

MIXERS 


McNeilus Trucking........................53 

Mix USA, Inc. ...............................74 


SILOS, CEMENT 


Mix USA, Inc. ...............................74 

SKID STEERS 

Mustang Manufacturing ...............74 

TORPEDO HEATERS 

Cantherm Distributors ..................70 

TRUCK CLEANING SYSTEMS 

Watson & Chalin 

Manufacturing, Inc. ......................28 

TRUCKS 

Mack Trucks, Inc. .........................17 

Sterling Truck Corp.......................45 

VENTILATION SYSTEMS 


Co., Inc.........................................69 

VOLUMETRIC MIXERS 

Thawzall .......................................71 

Terex Advance Mixer, Inc..............23 

Enivronmental MFG Solutions ......14 

Cementech ...................................60 

LIFT AXLES 

READY MIX PLANTS 

TRUCK MIXERS 

WATER HEATERS & CHILLERS 

Hendrickson Aux. Axle Division....12 


Indiana Phoenix............................21 

Pearson Heating Systems, Inc......51 

classified ads 

ADMIXTURES 

The Euclid Chemical Company 

The Euclid Chemical Company 

19218 Redwood Road 

Cleveland, OH 44110-9916 

Tel: (216) 531-9222 / Fax: (216) 481-7072 

E-mail: sohlmi@euclidchemical.com 

Website: www.euclidchemical.com 

The Euclid Chemical Company manufacturers 

quality products to meet your concrete and masonry 

requirements and provides technical services from 

specification to placement. The Euclid Chemical 

Company is a full line admixture supplier offering 

plasticizers, accelerators, retarders, corrosion 

inhibitors, structural fibers, lithium admixture, and a 

variety of specialty materials. Visit our website at: 

www.euclidchemical.com 

BATCH PLANTS 

Liebherr Concrete Techology Co. 

P. O. Drawer O 

Newport News, VA 23605 

Tel: (757) 928-8547 / Fax: (757) 928-2489 

Toll Free: 866-879-6312 

E-mail: info@lct.liebherr.com 

Website: www.liebherr.com 

Liebherr … Experience the Difference. Concrete 

Technology … that makes your business more 

productive and profitable. Liebherr offers product 

lines with superior mixing abilities. We pride 

ourselves in building equipment that utilizes modern 

manufacturing methods with durability and quality 

in mind. Product lines include: Concrete Reclaimers 

& Loading Buffers – Portable, Mobile & Stationary 

Concrete Batch Plants – Custom Designed Concrete 

Batch Plants – LTB Truck Conveyors – Twin Shaft 

and Ring Pan Stationary Mixers. Experiencing the 

difference in our products makes Liebherr 

equipment the logical choice for today’s producer. 

Visit our website at: www.liebherr.com. 

CHUTE CLOSURE DEVICES 

Shute Shutter® by Forfam Incorporated 

1642 Las Trampas 

Alamo, Ca 94507-1824 

Contact: Jim Bergantz, Director of Sales & Marketing 

Email: sales@forfaminc.com 

Websites: www.shuteshutter.com or 

www.forfaminc.com 

Shute Shutter®, the fully automatic chute closure 

device, stops spills, concrete theft, windshield & 

damageclaims, saves time & money & reduces 

insurance costs. Utilize Close & Go if washouts 

are not allowed. 

ENVIRONMENTAL 

Enviro-Port, Inc. 

10953 Dunbarton Road P.O. Box 175 

Gratiot, WI 53541 

Tel: (608) 922-6264 / Fax: (608) 922-3370 

E-mail: enviropt@mhtc.net 

Website: www.enviro-port.com 

ENVIRO-PORT offers100% ready-mix reclamation 

for the Ready-Mix ad Precast producers. 

Enviro-Port will help manage your plant’s process 

and storm water. New is our add-on system for 

producers that have existing reclaimers and/or pit 

systems that desire 100% reclamation with gray 

water rebatching. Visit our website at: 

www.enviro-port.com. 

LIFT AXLES 

Link Manufacturing 

223 15th Street NE 

Sioux Center, IA 51250 

Tel: (712) 722-4874 / Fax: (712) 722-4876 

Website: www.linkmfg.com 

Link’s Duralift self steering liftable suspensions and 

DuraMax nonsteer liftable suspensions are both 

gaining attention in the industry with their durability. 

The 100psi steel, bushing location, and improved 

airspring geometry keep the Link units working on 

the job and low in maintenance costs. 

TM 

MIXERS 

Mix USA, Inc. 

PO Box 249 

Pendergrass, GA 30567 

Tel: (866) 464-9872 / Fax: (706) 534-1313 

Mix’s prime objectives are simply “to design and 

manufacture high quality dust collection and 

process equipment suitable for the treatment of 

different products.” What separates Mix USA, Inc. 

from its competitors is the ability to be fair, clear, 

and honest with our customers. Moreover, Mix USA, 

Inc. has also developed an innovative range of 

accessories and product solutions for the different 

requirements of most applications, and has 

increased its product divisions to include: mixing, 

filtering, interception, safety, extraction and 

conveying. This wide range of products and 

excellence in customer service has boosted the 

industrial development of Mix USA, where 

Leadership is our aim and Customers are our power. 

SKID STEERS 

Mustang Manufacturing 

Mustang offers over 8 models with SAE lift 

capacities from 1,050 to 3,675 lbs. and SAE 

breakout forces from 2,800 to 6,000 lbs. Mustang 

gives you more power and greater lift capacities to 

get more done. 


Introducing Novomesh TM HPP 2.0. The new all-synthetic macro blend for secondary concrete reinforcement that’s tough enough 

for commercial applications. Each batch of patented synthetic fibers arrives at the job site pre-mixed into the concrete, making 

it easier than ever to help increase concrete toughness, prevent cracks, resist impact shattering and reduce water 

migration. So even though new Novomesh TM HPP 2.0 is incredibly tough, the decision to use it is anything but. 

www.fibermesh.com

Fall 2004 - National Ready Mixed Concrete Association

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