METALCON quickly became an industry staple after Founder, Chairman, and Chief Executive Officer Frank Stasiowski of PSMJ Resources, Inc. partnered with the Metal Construction Association in 1991 to launch the show. “It really took off,” Vice President Judy Geller says. “It filled a niche in the market for something important.”

Focusing on this specific niche has been key to the event’s popularity. “Rather than going to a construction event where you’re pushed and pulled into 20 different directions and there’s so much going on, METALCON focuses exclusively on the application of metal in construction and design,” Geller explains. “It means that there’s an opportunity to really see the newest innovations and, probably even more importantly, talk to participants in the industry who really are experts in the application of metal.”

While the show has a specific focus, its attendees vary widely. Virtually anyone who works with metal in design or construction will benefit from attending. This includes manufacturers, suppliers, distributors, engineers, contractors, architects, specifiers, and designers.

“If you’re a contractor or you’re an architect, a developer, a specifier or designer—whatever role you may have—you have various questions, challenges, and solutions, and METALCON is going to have that expertise on-site to help you address your challenges and help you [find] solutions and real information on the spot,” Geller says.

There is also a wide variety within each of these professional categories represented. For instance, “There’s a huge spectrum of contractors that would benefit from attending the show,” she says. “It could be anyone from a general contractor to a roofing contractor to a sidewall and gutter contractor.”

Architects considering metal as a building option will find a wealth of knowledge at the show. For example, they “may be trying to figure out, ‘Do I want to do a metal or an asphalt roof?’ They’re going to want to see the newest options.”

They can also experience the aesthetics of metal as a building material. “You can do all kinds of beautiful designs using metal,” she says. “It’s not just plain old metal anymore; you can make it really quite stunning.”

It should come as no surprise that, with so much to offer to so many different professionals, the turnout at METALCON each year includes “all of the major and minor players who are involved in metal, whether it’s installing, selling, designing, fabricating, buying, or designing.” And that goes for more than just the attendees, as the exhibitors also cover the full gamut of the industry. There are nearly 30 categories of exhibitors at this year’s METALCON, covering everything from panels, decorative metal, roof-top products, coatings, fenestration, and framing to insulation, equipment, modular construction systems, energy-efficient applications, and custom fabrication, just to name a few.

“We call it the A-to-Z spectrum of manufacturers, suppliers, distributors, consultants. Any kind of solution provider is at METALCON,” Geller says.

A total of 250 exhibitors are slated to be at this year’s show. “There’s a lot going on at METALCON. The entire industry is there and there’s an opportunity for the attendees to explore everything that’s new and innovative in metal construction and design, from roofing to wall panels, to you name it. We cover any application of metal in the entire building envelope.”

There will be over 35 free educational sessions in the exhibit hall, conveniently located right on the show floor. Each session takes place at one of four learning centers with different areas of focus. For example, the Technical Knowhow Learning Center focuses on different technical issues of applying metal, while the Best Practices Learning Center educates attendees on the business aspect of applying metal. This center is particularly helpful for professionals looking to broaden their horizons. A typical example is “a roofing contractor who only does asphalt roofing, that is interested in expanding their business and embracing metals,” says Geller. “We’re going to be able to help those who are new to metal add it to their businesses.”

New for 2024 is a learning center focused on building performance. “There’s a lot of focus on building performance in this day and age because of sustainability, net zero goals, recyclability, and climate,” she says. “Metal can play a crucial role in building performance, particularly in terms of sustainability and durability in the face of severe weather. That is why we created this Building Performance Learning Center to focus on those specific issues.”

Of course, networking is another key advantage of attending the show. “METALCON provides absolutely outstanding networking opportunities as well. After all, the “Who’s Who” of the industry is there.”

METALCON will be introducing a number of new networking opportunities this year, in addition to keeping the existing ones. “We are going to be having a speed networking event in an area of the show floor called The Exchange,” Geller says, “and we’re also offering small group roundtable discussions where there will be multiple topics.” Each roundtable will have a moderator and will focus on a timely issue. For instance, “one of the topics may be metal mythbusters. There are many myths about applying metal, and this is going to be a roundtable forum to talk about it.”

A big networking party will open the event. “Everybody is invited to attend our ‘Metal Mash Up’ welcome party on Wednesday afternoon,” says Geller. “We’ll have music and snacks and drinks, and it will just be an opportunity to really kick off the event in a fun way, and we’re doing that right in the exhibit hall on the floor. And then on Thursday, we are going to be having a networking reception in an area of the show floor called The Backyard, which is also new this year. And in ‘The Backyard,’ you’re going to be able to play simulated golf, take a little break from all of the innovation and education on the show floor. It’s going to be just a fun area to relax, putt for a few holes.”

The result is a show that offers both breadth and depth, providing something for everyone. “There’s a lot going on in terms of the vast spectrum of exhibitors, the depth of education we’re offering, the huge focus we have on networking this year. I would call that our triumvirate of what’s important at the event this year.”

The team will keep thinking ahead to continue to improve and expand the tradeshow. “We always have future plans,” Geller says. “We’re always going to be looking at how to expand the show and make sure that it is relevant to the industry and people who want to participate in the industry. We are always looking for opportunities to expand on our education. This year, it’s building performance; next year, it’s going to be something else.”

The convention uses feedback to ensure that it will deliver the tradeshow experience that industry insiders want in the future. “A lot of times, our new ideas come from the evaluations that we put out to our exhibitors and the attendees,” she says. “They give us some really amazing clues about what they are looking for, and we definitely do take those to heart.”

This year’s show in Atlanta will draw a sizable crowd, and next year, the tradeshow’s Las Vegas location is expected to draw very large numbers, based on past experience. “Las Vegas is always a massive year for METALCON. It’s always exciting, and I know that we’ll have all kinds of new things to be offering.” So mark your calendars for this year’s show—and next year’s as well. There is too much to experience at METALCON to miss this major industry event!

The post Metal’s Main Event<p class="company">METALCON</p> appeared first on Construction In Focus.

“Makloc aims to be a trusted advisor to our clients, and we are looking to take as much work off their plates as possible,” says 11-year company veteran Matthew Blumer, Vice President of Corporate Development and Sales.

Makloc serves a range of clients, especially in the energy sector, including midstream and upstream oil and gas companies, engineering firms, smaller fabricators, and other businesses. Based in Nisku, Alberta, the company is ideally located to serve customers in Western Canada, since it can deploy resources quickly and economically to erect buildings.

Makloc’s experienced team takes on as much scope as possible by working closely with end users. Using this collaborative approach, Makloc creates buildings of all sizes to suit each customer’s unique requirements. This work includes the building itself, structural steel skid, and electrical/mechanical integration services contracted through partnering businesses.

For customers, other benefits of working with Makloc are the company’s business structure and its relationships with other entities. Alberta-owned Makloc is allied with American Buildings and VP Buildings, giving them an even broader range of available products and solutions to offer their customers. Makloc’s services today encompass building design, fabrication, construction, expansions, general contracting, tenant improvement, and project management.

Depending on client needs, Makloc supplies buildings both small and large, ranging from small modular sheds up to large pre-engineered stick-built buildings. Smaller structures are often used as storage sheds, while larger buildings can be used to house major process equipment.

“It’s a massive range,” says Blumer, adding that the company also sells building components for repairs and maintenance. Since Makloc is located on Alberta’s High Load Corridor, the company can ship large buildings across the province and beyond. If customers want to go the modular route, buildings can also be split and shipped in numerous pieces.

Makloc takes its tagline “Helping Companies Grow, Expand, And Meet Customers’ Demands” seriously. Providing everything from small storage sheds up to very large stick-built rigid frame structures, Makloc purpose-builds its structures. For field-erected construction, structures can also be designed to enable expansion in the future, if required.

On the modular side, Makloc’s buildings are used to house electrical equipment, process pipe, pumps, and other industrial process equipment where there is a benefit to assembling the modular building away from the end destination site, which is often in remote locations. “We offer our mod yard to completely integrate a building, test it, and get it to the point where all that needs to be done in the field is essentially plug-and-play,” explains Blumer.

Modular buildings are ready to go once they arrive on site, which minimizes costs and any safety-related concerns that come from doing work in remote locations.

For field construction, Makloc builds everything from storage structures to buildings housing process equipment, pumps, or compressors that are too large to be modularized.

In one substantial project, the company was involved with a major Western Canada pipeline expansion running from Edmonton to Vancouver. Working closely with clients, the company provided over 40 buildings including modular electrical service structures, fire suppression stations, and stick-built pump buildings over a 1,000 km (621 mile) area. “Successfully managing manpower and logistical challenges throughout the project was a testament to our team’s experience and commitment to our customers,” says the company on its website.

On the renewables side, the company is also involved with a Net Zero Hydrogen Energy Complex in Sherwood Park, Alberta. Already well-established in oil and gas, Makloc is pleased to be in the next wave of renewable energy projects as well. “Wherever a significant industrial complex needs to be developed, there’s a need for structural steel buildings,” says Blumer. “So we’re excited to be involved in hydrogen and the future of the energy industry.”

Certified CSA-A660 and CSA-A277 on request, Makloc’s Self Frame Buildings are ideal for everything from storage to field offices and telecommunication buildings to generator enclosures. An innovative interlocking ribbed panel system acts as the primary structural support, maximizing interior floor space. Compliant with the National Building Code of Canada, these Self Frame Buildings come complete with engineer-stamped drawings. Available in a wide variety of colours including Stone Grey, Mist Green, Sapphire Blue, and Gold, the company’s state-of-the-art custom roll-former forms interlocking ribbed panels in just seconds from 18- to 22-gauge sheet metal. “It’s easily switched between wall and roof panels, and 3” and 4.5” rib depths,” says the company. “This allows for quick set-up time and ensures consistent quality on every project.”

Makloc’s interlocking, self frame building system has been a popular offering from the company for decades and is widely used in Western Canada’s oil and gas sector. A tried and true cost-effective building solution, these structures are perfect for customers seeking robust structural steel construction. Much longer-lasting than wood—and with ULC fire-rated wall systems—their structural integrity particularly suits industrial applications.

“The great thing about the interlocking wall system is you eliminate the need for a skeletal, structural rigid frame,” says Blumer. “Then you’re going to have columns and secondary steel creating more congestion inside the building. So, when someone is working with a self frame building system, you get a clean, flat interior wall system, optimizing space in the building.” The only limitation is size, and how large the building can be before it requires a rigid frame.

Both main product lines, self frame and rigid frame buildings, can be customized. “Between the two of them, there’s a tremendous amount of customization that can go on,” says Blumer. To ensure quick supply, the company stocks ample amounts of steel coil.

For the sake of efficiency and respect for timelines, all customers are assigned a dedicated project manager for their project. Serving as the primary point of contact, project managers coordinate with internal and external stakeholders, adhere to customers’ unique processes and quality requirements, and provide schedule updates. Depending on client knowledge, PMs walk them through the process with approval drawings and designs and outline each stage of the project from design to final turnover.

To maximize efficiency and help with budgets, traceability, and project scheduling, the company has invested in STRUMIS, an innovative steel fabrication management information software. “We’re constantly investing in technology and expanding our facilities,” says Blumer, noting that the company recently expanded its capacity by 30 to 40 percent. By investing in staff and technology, Makloc remains cost-competitive while maintaining the highest level of quality.

With about 100 employees and scaling up at present, Blumer expects staffing levels to soon increase by another 15 to 20 percent, based on workload. “We’ve been in business for over 50 years, so we have a lot of really great industry partners and clientele who have been with us for decades,” Blumer shares. “For us to grow and ensure we continue to grow, we need to continue to diversify our client base, while consistently supporting our loyal customers.”

He says that “the main focus is organic growth, and part of that comes from improving efficiencies so we can increase throughput. That is supported by deploying new technology—whether that’s leveraging new tools to optimize business processes, investing in robotic CNC equipment for streamlining production, or expanding our production facilities.”

The post Buildings That Work Where Most Buildings Won’t<p class="company">Makloc</p> appeared first on Construction In Focus.

Proudly part of the Barnhardt Family of Businesses, NCFI boasts a unique history that starts in 1964. Polyurethanes were still a relatively new rubber substitute polymer, and Dr. H.W. “Ace” Bradley—a research chemist and WWII veteran of the Manhattan Project—and the Barnhardt Family of Charlotte recognized the potential of this new technology.

Bradley eventually developed the “One Shot” flexible foam method, a continuous production process that combines polymer creation with foaming and is currently the industry standard. NCFI has since established itself as a prominent pioneer in the development of rigid and flexible polyurethanes for use in construction, geotechnical, and custom applications.

Celebrating 60
Now observing its 60^th anniversary, the company notes some of the reasons behind its success and illustrious status in the industry.

“We have superior teammates and colleagues who care about each other,” says Vice President, John Zomer. “They also care about the success of NCFI and the success of our customers. That’s really what I see.”

This dedication to customers and to “doing the right thing by our customers and our employees” comes from its parent company, Barnhardt Manufacturing, and down through NCFI, says Will Jarrell, Executive Vice President of Custom Formulated Products.

“We’ve always been dedicated. It’s a culture we’ve developed over the years, and it has everything to do with the people we have,” he says. “We’ve worked hard to develop that culture and keep hiring people who have that kind of attitude, where you do what you need to make sure the customer is happy and satisfied, and at the same time look beyond to ask them, ‘if you can have anything, what would that be?’ and then go from there.”

Concerning the company’s dedication to its customers and its ability to solve problems in the polyurethane and systems business, NCFI offers a customized solution, working with its customers to optimize the specific polyurethanes the company makes for them.

“Chemicals are tailored to the customer’s technical and processing capabilities,” says Zomer. “As part of that, we offer very good quality and personal service. We communicate directly with our customers. We periodically visit our customers’ locations to ensure we’re building relationships not only with the decision-makers in the front office, but the people who are actually using and processing the chemicals in the plant.”

The NCFI way
In addition to a culture of doing what’s needed for the customer, NCFI is methodical in ensuring careful selection of its employees, adds Jarrell. “They’re people who care about other people—not just customers, but other people,” he says. “Then you build on top of that with technical prowess. We’ve worked hard to attract and hold on to these people who are dedicated to customers.”

Many people who come to work for NCFI haven’t experienced that level of care and commitment before, and they’re excited to see it, he says.

“We’re not afraid to go the extra mile for the customer. Many times those folks are leaving a situation where they feel like relationships they’ve built over the years aren’t the focus anymore. When they come over to us, we get in there, get our hands dirty, and make sure everything is right for the customer.”

In short, customer service is a vital, ongoing priority for the company.

“I think it’s the priority for the company,” says Jarrell. “Our technical team is second to none in the industry.” On top of that, those people are also dedicated to the customer relationships they’ve built over the years. “It’s extremely important to them, because not only are they customers of ours, but they’re also friends of ours.”

It’s not only Customer Service, Zomer adds, but Technical Service that truly makes an important difference.

“We take orders for polyurethane systems, and Operations mix them all together. The systems must be put together consistently, each time, the way the customer needs them. So it’s Operations, Customer Service and Technical Service, and it’s follow-up and follow-through to make sure we do a good job of consistency and maintaining the business.”

While other companies try to provide a similar service, Zomer has found NCFI excels at it in a practical way that has resulted in “very happy” customers.

Move into metal
When it comes to the company’s product lines, NCFI has recently moved into the insulated metal panel market even though traditionally it has always been very strong in rigid polyurethane spray foam and other rigid systems.

“It’s something we’ve always known how to do and always wanted to, but just never had a focus on that market. Of course, there’s a lot of volume there. We’re in a mode where we’re trying to grow our business and increase our presence in the rigid foam insulation space, and it just plays along with our stature in the spray foam business,” Jarrell says.

As one of the top suppliers in the spray foam industry, the company naturally wants to move into being one of the top suppliers in the rigid foam insulation business, too.

“We’ve always had systems to play in that market,” says Zomer. “But what we realized is that we want to couple these systems technology with our service and grow our share in that market space.”

Superior service
As proficient as NCFI has been on the technical side of production, it’s the customer service side that has brought it much of its success over its 60 years.

“There’s a need right now in industry for customer service,” says Jarrell. “With lots of the big companies, there are all kinds of internal things they have to deal with, and that they’re going through, while we’re a fairly flat organization. Decisions are made quickly. There’s not a lot of bureaucracy to go through as far as decision-making goes. We put people in place that know what they’re doing and let them do it.”

Even as a smaller company competing in the industry, NCFI possesses the technical skills required to succeed while not losing focus on its clientele.

“The customer-focus portion of it is everything to us. These customers are our friends, people that we’ve developed relationships with over the years, and we don’t want to disappoint friends,” Jarrell says. This also extends to being “very careful” about who to bring on as staff, making sure they fit that model and are dedicated to the customer.

Hiring the right people is key, he adds, and serves to bolster the company culture that NCFI works so hard to maintain. “We hire people who treat customers like you would want to be treated yourself. I think that’s it, and then also being able to make decisions quickly rather than deferring them to 15 other people. We do that quickly and then move on.”

The company also enjoys active engagement not only internally but with its customers. “The better a company is with internal engagement and communication and positivity, the better that company performs,” says Zomer. “And I really think NCFI is one of those companies with a great employee base, high engagement, and good communication, which can only help us on the outside when we go to sell our products and services out in the marketplace.”

Fostering positive engagement and communication has resulted in employees who have been with the company for decades, including Jarrell himself. “I’ve been with NCFI for 31 years,” he says. “Essentially my entire life, and it seems like everybody wants to come to work for us here because they’re not encumbered by all the things they would be encumbered by with somebody a little bit bigger.”

If you get somebody good, Jarrell adds, you need to reward them and you need to appreciate them—another step in maintaining positive company culture. “And that’s what we’re trying to do and why we’re having a 60^th celebration at our facility, bringing in some of the best customers down there just to say thank you and celebrate 60 years.”

While six good decades are indeed an admirable achievement, Jarrell stresses that NCFI doesn’t like to dwell on its success too much, but would rather keep its focus on the present, with an eye to the future and everything that still needs to be done.

“We have respect for it and celebrate it, but we try not to get hung up too much on it, although we are very proud of where we’ve come from,” is Jarrell’s take on NCFI’s success.

Numerous employees and customers have helped shape NCFI over the years, molding it into what it is today and will continue to be for the next 60 to come.

“We have lots of accomplishments, but we tend to have one goal,” Jarrell says. “Let’s move on to the next thing. Nobody’s sitting around tooting their own horn, which is another part of our culture. It’s about just getting the job done.”

The post Chemical Capabilities: NCFI Gets the Job Done<p class="company">NCFI Polyurethanes</p> appeared first on Construction In Focus.

Psychological studies have shown how buildings and urban environments can have both negative and positive stimulation on people just as they walk down a street.

In Michael Bond’s BBC article, The hidden ways that architecture affects how you feel, Colin Ellard, a researcher into the impact that architecture has on people at the University of Waterloo in Canada, noted, “When we ask people about their stress, they say it’s no big deal, yet when we measure their physiology we discover that their responses are off the charts. The difficulty is that your physiological state is the one that impacts your health.”

One of his consistent findings are that people are affected by a building’s façade. A creative and interesting design can have a positive effect on people; reactions are measured through monitoring skin conductance, a marker of psychological arousal. Smart phones have also been used to monitor people’s emotional state as they walked past a series of generic, big box-type retail buildings, for example, and their mood dropped significantly. However, when they passed by a block of restaurants and smaller stores, they reported that they felt much more engaged, and their mood levels also improved.

Beyond these mood-altering effects, the impact of architecture can be significant in a healthcare setting. In an article published in the journal Pain in February 2008, researchers noted how hospital design can have a negative impact on patients’ recovery. Lighting in a building plays a role. In a 2005 study, patients recovering from spine surgery were assigned different rooms with various levels of light. It turned out that those who stayed in rooms with the most light required 22 percent less pain relief medication, compared to the patients who recovered in more dimly lit rooms. There was also a strong statistical tie to a higher rate of death in rooms that were dark compared to the ones that were brightly lit.

The January 2013 journal Building and Environment published an analysis that examined the physical structures of schools in the United Kingdom to see if there was a connection to learning outcomes. Researchers followed 750 students across seven schools, looking at how six design parameters impacted learning progression, including colour and complexity of the buildings that provided environmental stimulation. Design elements were found to have up to a 25 percent impact on the progression of the students, influencing aspects of focus and engagement.

When architecture is well thought out and executed, a lot of good things happen.

An inspiring example is the 230,000-square-foot $465 million Richard Gilder Center for Science, Education, and Innovation in the American Museum of Natural History in New York City. Opened in the spring of 2024, the building sits partially in Theodore Roosevelt Park. It’s constructed at the same height as the older museum buildings that flank it, but with flowing, gentle curves. The areas of the surrounding park also have a new landscape design, developed with community input, which features more pathways and seating areas.

From the outside, the Gilder Center is composed of curving lines that have an organic feel as if the center could have grown right out of the park it sits in. With bird-safe fritted glass, the building’s surface features Milford pink granite, which matches the museum’s Central Park West entrance (sourced from the original quarry!). The diagonal pattern of the stone panels was meant to evoke both the sense of geological layering and the design of the richly textured surface of the masonry on the museum’s 77^th Street side.

Walking inside gives you the sense of entering a cavern that winds from one space to the next, very much in keeping with the experience of discovery and natural history. These rounded spaces were built by spraying concrete directly on the rebar without using a formwork, a method known as “shotcrete.” And not only is this an impressively designed space; there is also science happening in real time at the museum. The building contains several areas where research leads to new discoveries that are in turn shared with people visiting the museum—a unique immersive experience!

For instance, the Ancient Biomolecular Lab, funded by the National Science Foundation, is open to researchers and makes possible the extraction of genetic and protein data from sample fossils, feathers, skins, prehistoric artifacts, and other organic materials.

The museum also includes the Institute for Comparative Genomics, where researchers map the evolutionary relationships among organisms to help better understand infectious diseases. They also have access to the Ambrose Monell Collection for Molecular and Microbial Research, a frozen-tissue facility that can store up to 1 million DNA specimens in nitrogen-cooled vats and serves as a repository for the U.S. National Park Service.

But it is the design that really creates the bridge between research and education and how strongly the natural world is so powerfully interconnected.

Chicago-based architecture firm Studio Gang is the mastermind behind the Glider Center, with lead designer Jeanne Gang explaining of the project to Dezeen Magazine in April 2023: “Architects in the last few years have been doing object buildings: it looks like something from the outside, a fancy shape or something like that. But that’s not at all what we were doing here because we really started by making the museum more connective.”

But what quickly became apparent was how the interior would be the centerpiece, bringing research, exhibits, and visitors together through the design. “So it ended up being the interior structure that was the most important architectural element,” Gang adds. The center’s interior was inspired by the caves and canyons of the American Southwest and the subway infrastructure underneath Manhattan, for which the shotcrete method is generally used.

The result is a curving, flowing interior that people can have a childlike experience in, following the rounded halls from one exhibit to another.

Beyond enhancing a visitor’s experience, architecture can have therapeutic benefits. In a November 2018 article for Metropolis titled, How Architecture Can Help Address America’s Mental-Health-Care Crisis, writer Katie Okamoto notes, “More than ever, behavioral-health architects must consider how to design physical and programmatic thresholds that facilitate productive exchange—between patient and caregiver, patient and researcher, patient and community or family. These thresholds not only support the therapeutic functions of care environments but also battle stigma and remove barriers to treatment.” As part of this article, Tim Rommel, Director of CannonDesign’s behavior-health studio, comments on the impact of mental health issues. “Mental health issues cost this country more in terms of GDP than the first five leading physical ailments combined, and that includes cardiovascular diseases and cancer. I think our society is starting to realize that and take steps,” he says.

Okamoto writes that more people are turning to design-driven solutions for better well-being. For example, CannonDesign’s Margaret and Charles Juravinski Centre, part of St. Joseph’s Healthcare Hamilton, which treats people with acute mental disorders, includes a therapeutic mall that offers patients a fitness facility, bookstore, billiards and table tennis, as well as a salon. The intent is to open up the space and provide people with more freedom. Along with this, the inclusion of nature and natural light into buildings consistently shows a benefit to patients, reducing anxiety and increasing opportunities for physical activities.

It is becoming readily apparent that layering in concepts of people’s experience and well-being is an expectation of clients, and designers and architects need to explore these concepts in their work.

The Richard Gilder Center, for one, is a great example of what’s to come, as Sean M. Decatur, President of the American Museum of Natural History, said in a release: “As a scientist, I’m excited that the Gilder Center will reveal more of the cross-disciplinary processes of science and be a powerful springboard for an even deeper integration of the Museum’s ongoing research with our exhibition program and education initiatives—all while inspiring our visitors to appreciate and learn about how all life on Earth is connected… it heralds a new era of exploring the wonders of nature at the Museum.”

The post The Experience of Architecture<p class="company">NYC’s Richard Gilder Center for Science, Education, and Innovation</p> appeared first on Construction In Focus.

COST is an award-winning firm whose theme and specialty construction services and team of expert craftsmen, construction professionals, artists, and partners leverage a variety of innovative materials, technologies, and building approaches—and the power of the creative mind—to bring projects to life.

From its offices located in Florida, Arkansas, and Manitoba, as well as its headquarters in Jackson, Wisconsin—home to a 144,000-square-foot manufacturing facility equipped with the latest tools and technology—COST offers preconstruction, fabrication, construction, modeling, and artificial rockwork services for clients around the world.

No monkeying around
Since 1957, COST has provided highly specialized construction services that are fueled by a deeply rooted knowledge, carefully honed skill sets, and the ability to execute on a client’s vision with accuracy and attention to detail. This is the foundation upon which the company was founded and with which it continues to blur the boundaries between imagination and reality today.

The firm was established when John Stanwyck’s contracting company was hired to perform work for the Milwaukee County Zoo. The zoo was interested in new cages that were less institutional and more natural for the animals. Selected for its proficiency in concrete, COST was able to replicate a naturalistic habitat that went beyond the client’s expectations and set the stage for the future.

One project led to many, and the COST name and brand quickly became synonymous with exquisite artistry and an unmatched attention to detail that set its work apart in emerging markets.

Soon, COST was a partner of choice for theme park projects, resorts, golf courses, casinos, and other projects that are designed with structure and aesthetic function at the fore and fueled by an unwavering passion for the work being done.

From Marketing Manager Jared Stanwyck’s perspective “Our diverse industry involvement and unique projects consistently fuel our passion and engagement. Personally, my love for animals makes working in the zoological sector incredibly rewarding. Creating stimulating habitats that teach the importance of conservation provides a sense of purpose. Similarly, creating immersive experiences in theme parks is just plain fun.” Acknowledging that it takes a village to bring projects of this magnitude to life, Stanwyck emphasizes the importance of partnership and collaboration in the work that COST does.

For Vice President of Sales Jeffrey Sheiber, “It’s having those effective team members that we’ve gone to war, gone to battle with, and who know what to expect to bring those projects forth which has really been a hallmark in the company’s growth and allows us to bring these awe-inspiring projects to the marketplace.”

He adds that COST looks to collaborate with people who “have the same type of work ethic and want to do good for society and leave awe-inspiring moments behind for the general public. That is what we’re striving for.”

Seeing is believing
COST’s portfolio boasts countless projects that demonstrate artistic capabilities and innovative construction practices that you simply must see for yourself, as photos cannot do the work justice.

An exemplary project that was made possible because of COST’s specialized knowledge and unique design-assist expertise is the Richard Gilder Center for Science, Education, and Innovation at the American Museum of National History in Brooklyn, a project that blended art and engineering. The new wing of the museum spans 230,000 square feet and offers 33 individual connections across four levels to 10 other buildings. But beyond function, it was inspired by the weathered forms of slot canyons—no easy feat, but one that would become an architectural marvel.

The rocklike interior of the structure, which includes an atrium in the heart of the building, is flanked by undulating walls accented by skylights that allowed natural light to shine through into the cavernous space. The light softly reflects on the variegated colors of sand that cascade along the rock walls and leave visitors wondering if it is real or not.

COST achieved this look, which served both a structural and aesthetic function, with shotcrete, which is typically used to create the forms seen in pools and skateparks, as well as the application of a lighter concrete to capture the color and texture of the real canyon rocks.

This project went far beyond decorative theme work to demonstrate why COST is a partner on some of the highest profile projects around the world. From the design stage to the engineering and fabrication, which included over 900 custom pipe forms and 453 tons of rebar, much of which was fabricated at its Wisconsin facility and shipped to Brooklyn, it is a true work of art.

Part of the reason for the project’s success was the team’s ability to offer a proof-of-concept sample using 3D modeling, which Sheiber credits with ensuring accuracy in terms of the color, texture, and overall look. As he notes, “The devil is in the details.”

Some of the details he is referring to are the logistical challenges associated with transporting materials into the heart of Brooklyn—not a simple task given the population density and limited space. “It was a challenging project and the inner workings of that were not easy, but I think our ability, our craftsmanship, and our workmanship, just the ability to stay true to the project, helped us persevere.”

Another project where COST pushed the envelope from a design and execution standpoint is the Kingdoms of Asia exhibit at Fresno Chaffee Zoo. On this project, the company impressively delivered on an aesthetic, architectural, cultural, religious, and historic level.

“The attention to detail, particularly in Kingdoms of Asia, made that project truly remarkable,” Stanwyck tells us. “The focus on cultural and ecological accuracy was exceptional. Our goal was to capture the essence of various Asian regions, from the architecture to natural landscaping, creating an educational and surreal experience for all visitors.”

The project was inspired by Cambodia’s 12^th century Angkor Wat temple and was informed by a cultural advisory committee representing Cambodian, Thai, and Hmong people. This is the degree to which COST is committed to executing a vision: the firm takes great pride in its ability to listen and communicate with all project stakeholders.

To ensure that the outcome matched the vision on this project, COST created a scale model that showcased the attention to detail it would employ. From the strangler fig roots that entwined the structure to the animal exhibits, the visitor experience is seamlessly integrated into the Asian façade.

Transporting people to other places and times is a consistent theme in the work that COST undertakes. This is also true of the Galapagos Islands exhibit at the Houston Zoo, which was a first-of-its-kind exhibit that brought the unique landscapes, oceanic habitats, and endemic species of the Galapagos region to the U.S.

The exhibit was part of the close to the Zoo’s centennial celebrations, its $150 million Keeping Our World Wild Centennial Capital Campaign, which was launched in 2018 and endeavored to promote conservation and education through the immersive experiences created. The Galapagos exhibit features Humboldt penguins, California sea lions, giant tortoises, and many other diverse species that are indigenous to the region to give visitors a firsthand look at the ecosystem upon which they depend. COST expertly crafted that ecosystem and all its complexities for visitors to enjoy and learn from.

Diverse and competitive
Whether it is a highly complex project or a drop and pick order that is shipped around the world and installed on site, COST is in the business of bringing ideas to life and elevating user experiences beyond imagination. Quality and attention to detail are the standard, and part of maintaining this level of quality and delivery is the firm’s ability to strengthen itself from within by ensuring it has the right team and partnerships in place.

“We continue to look for those kinds of individuals as needed to supplement our staff with some of the artisans, the sculptors, the painters, and the carvers, so we’re always looking to add additional talent,” explains Sheiber of COST’s efforts to seek out new visionaries to support its efforts.

He adds, “We like working hand in hand with other design firms, other architects, other tradespeople just to supplement ourselves because we are very refined in what we do. So we rely on other people to supplement with lighting, sound—things that we don’t necessarily do but we know it’s an important facet of the story and project.”

With this level of understanding of the value and uniqueness of the skill sets that are paramount to its (and its clients’) success, COST takes great effort to develop and grow talent internally while creating new talent pipelines to ensure that its competitive edge is not lost with attrition. For Stanwyck, a big part of this strategy to protect institutional memory is promoting from within. “We love seeing our employees develop and grow and we do everything we can to foster it,” he shares.

He adds, “Because [the work] is so niche, so specialized, we’re trying to not only ensure that knowledge is not lost, but to maintain it and build upon it, foster and grow it within new staff; that is essential. “There aren’t many people who do this type of work, so finding and cultivating the best possible candidates is essential. The talent and dedication of our team are what truly set us apart.”

To this end, efforts are also being made to ensure the next generation of craftspeople and artisans are aware of the opportunities available to them at COST. This includes working with schools and other agencies to develop internship programs to ensure that there is a steady flow of talent to sustain demand.

This investment in its people, as well as its commitment to adopting the latest technologies, materials, and techniques, will all but guarantee COST’s competitiveness long into the future. The team’s carefully curated blend of artistry and skill will continue to result in unique and immersive experiences that blur the boundaries between imagination and reality.

The post Artistry and Skill That Bring Awe-Inspiring Projects to Life<p class="company">COST</p> appeared first on Construction In Focus.

The firm’s engineering duties cover everything “from the pool edge—or water edge—in: the pool structures, the mechanical systems to keep the water clean, controls, power, and the structural design and waterproofing,” explains Managing Partner Allen Clawson.

This includes planning and conceptual design, water treatment and circulation engineering, hydraulic analysis and modeling, aquatic life support design, structural engineering, and power distribution and controls.

Naturally, Cloward H₂O works closely with architects, designers, and developers. The company’s engineers review project designs as early as possible to ensure these “don’t violate the laws of physics, are constructable, and will work the way [the architects and developers] show it. We strive to bring the creative visions of our clients and designers to life in a thriving, collaborative design process,” says Corry Cloward, President and son of the company’s founder.

A workable infrastructure, much of it buried or hidden, is critical for the success of any recreational water facility. “If you don’t get all the underground elements right, all the pretty stuff aboveground isn’t going to matter because you will have to dig it all up to fix it. So, you’d better get it right the first time,” Clawson points out.

The firm takes on anywhere from 80 to 100 projects a year, roughly half of which are based outside of the United States. The lion’s share of the company’s revenue comes from resorts and the hospitality sector. All of its projects fall within the recreational water market. “We don’t do civil projects; we don’t do water treatment, sewers, drinking water facilities,” explains Dan Aldred, Associate Principal.

“Sometimes aquatic visions start with a napkin and pencil. We specialize in turning those initial sketches into exceptional recreational aquatic environments across the globe through engineering!”

Among noteworthy overseas engineering projects is Deep Dive Dubai, a swimming pool in the Middle East that drops 60 meters for scuba diving and free diving. At present, this is the deepest swimming pool on the planet.

Domestic projects include Glenwood Hot Springs, a Colorado facility that was in need of a lift. “The owners and client decided they wanted to bring it up to par with modern technologies. That project turned out really spectacular,” says Aldred. Glenwood Hot Springs maintains their claim to the world’s largest hot springs pool and with the recent renovations, currently boasts wade-in pools with waterfalls, an impressive water-spraying fountain, an adventure river feature, and numerous soaking pools.

In a similar vein, Cloward H₂O handled engineering tasks at Montgomery Whitewater. “It’s a whitewater rafting and kayaking facility in Montgomery, Alabama. It opened last summer, and it’s exemplary in terms of size,” says Clawson. The facility features a 2,200-foot-long channel for introductory whitewater rafting and a 1,600-foot channel for more advanced enthusiasts. The structure in which these channels were built contains millions of gallons of fast-flowing water. Given this, the margin for error in the construction process was nonexistent.

“It’s an $80 million project, and it had to work the first time. You’re pouring 200,000 cubic yards of concrete, and you’re putting in 600 to 750 horsepower pumps. If you go to turn those pumps on and something doesn’t work or the concrete’s cracked… it’s millions [of dollars] to go and fix it. So, there’s a lot of testing, a lot of validation with computer models, physical models, simulations, and expert opinions on every aspect,” says Clawson.

Ensuring structural integrity is central to everything Cloward H₂O does. While a breakdown in pumping or filtration might be expensive to fix, a leak or collapse could lead to calamitous results and injury. To prevent such things from occurring, the company takes a cautious approach and strictly adheres to established best practices, standards, and building regulations.

“There are standards for watertight concrete. We not only follow those, but also a whole bunch of best practices we’ve found over the years. We have a highly evolved system of in-house standards that we use for not only structural and piping, but electrical, bonding, grounding, and lighting and everything else you can think of related to water,” says Clawson.

Following building regulations is “just part of doing the work. You have to comply with the local codes and the design, then the local contractors have to build to the design and the local codes. The design and the code can never be in conflict,” he continues.

Concrete, tile, stainless steel, stone, plaster, and synthetic materials such as polyvinyl chloride (PVC) are some of the main materials used in the company’s projects. Pipes, pumps, filters, and electrical systems are also ubiquitous. Meanwhile, smart technology in the form of sensors, wireless networks, and the Internet of Things (IoT) is becoming more commonplace in recreational water facilities. Smart systems can provide real-time data regarding water temperature, flow, and volume while enabling operators to make instant adjustments.

“They can adjust the temperature of the pool, turn water features on and off, and get real-time data on flowrates and energy consumption. If the client decides they don’t like the color of lights and they want to change it for a wedding event they’re going to have on the deck, a simple flip of the switch and they have different color lights,” says Aldred.

Other new technologies have improved filtration and pumping, while reducing power and chemical usage and enhancing water cleanliness.

The team tells us that outdated budgets have become a significant challenge. Thanks to inflation and material cost escalation, budgets set by clients just two to three years ago might now be wildly unrealistic. “The world has really, really changed and construction has changed as much or more than normal commodities. People thought they had things figured out two years ago and now they’re trying to get it built today [with] a budget that’s two or three years old. We’re not in the same world anymore. That has been a real challenge,” says Cloward.

The company has also changed significantly since it was launched. When Greg Cloward founded the firm in 1975, its mandate was traditional civil engineering. The business began taking on recreational water projects, and by the early 1990s, the focus had shifted entirely to aquatic engineering. Around 2008, he entered into a gradual retirement process and eventually, the company was purchased by a core group of employees.

The firm employs 25 people at present, many of whom are certified, professional engineers. With a growing workload, Cloward H₂O remains on the lookout for new engineering and drafting talent with a broad skill set who can engage in “a specialized branch of engineering. We really get involved in everything. You may be a civil engineer by education and training and experience but you’re going to do an awful lot of mechanical, electrical, and hydrology, among other things. That goes for all of our engineers,” says Clawson.

Job applicants also “need to be up to speed with the latest technology [such as] Revit 3D design,” he adds. Attitude, aptitude, and work ethic, of course, are also requirements for all new hires.

Cloward H₂O attends trade shows for promotional purposes but relies heavily on business relationships to garner new work. The company has established strong ties with various architects, landscape architects, designers, and developers. These partners know that the company does sterling work and frequently connect for new assignments. “Our reputation is by far our most important and successful marketing tool,” notes Clawson.

Going forward, sustainability and innovation are two key areas to which Cloward H₂O is paying close attention. “How can we be more resource-efficient with power and water usage? That’s been an ongoing trend for a lot of years, but the emphasis is heightened now,” says Aldred.

Innovation, meanwhile, is closely connected to what Clawson calls “the amenity wars.” Hotels, resorts, waterparks, and other facilities are locked in a competition to “get a better water amenity, or a bigger water park, or a more impressive aquarium,” he explains.

Be that as it may, landing big, high-profile projects is only one way that Cloward H₂O measures success. Success can also be gauged “by smiles. When you see people using your project and having a great time and they’re kind of pointing it out to their friends and then they go home and say, ‘You gotta go there! We had a great time! You gotta go do that!’ To us, that’s the real success—watching people enjoy what you’ve created,” says Cloward.

With this in mind, Cloward H₂O wants to focus on enhancing its existing services instead of branching out into brand-new specialties. “In five years, I see us continuing to do exactly what we’re doing, just doing more of it around the world. We love what we’re doing. We think we do it well and see no reason to change that,” says Cloward.

The post This Aquatic Engineering Firm Stands for High Standards and Big Fun<p class="company">Cloward H2O</p> appeared first on Construction In Focus.

Preserving the knowledge and expertise of master cabinetmakers, many of whose time at Craft-Maid Handmade Cabinetry stretches across two, three, and even four decades, Craft-Maid is where the art of perfecting the detail is passed on to younger generations.

Established in 1969 and still based in Reading, Pennsylvania after a half-century of supplying Americans with handmade excellence, Craft-Maid remains a home to genuine artisans, and the company continues to exude passion and infectious enthusiasm.

It isn’t just human capital that sets the company apart. Underpinning its proud craftsmanship is an enviable stable of sophisticated and genuinely unique equipment (some of it custom-built by the team itself on-site). “We’re very automated in certain processes; we’ve married the best of two worlds,” explains Stuart B. Zager, Founder and President.

Employing many of the region’s best artisans, the firm is known for the fact that its craftspeople can make anything a client can visualize, exquisitely finished and to exacting detail. “We can do anything they draw,” says Zager. As a result, Craft-Maid’s processes are meticulous and precision-oriented, building in layer upon layer of quality assurance.

While historically, the company’s traditional carved-wood kitchens were nothing short of sublime, current trends demand more surface simplicity while delivering built-in sophistication and luxury at every touch. “The biggest trend is contemporary design: more veneers, greater simplicity,” says Phil Lipschultz, Vice President of Operations. “It looks simple but is very high-end and filled with accessories.”

Craft-Maid’s styles range from full overlay cabinet doors to doors set flush with cabinet frames. There is also a more complex, beaded option that demands high precision throughout the design and fabrication process. Based on these three main styles, the company creates endless varieties of fresh, crisp aesthetics. In short, a Craft-Maid kitchen is as much a physical experience of luxury as a visual one.

One big seller is its grain-aligned cabinets, where doors and drawer fronts are cut from a single log to create exquisite continuity across the overall design. “Once people see it, they never forget it,” Lipschultz says.

With each Craft-Maid Handmade Cabinetry delivery, its dealers and end users are assured of a kitchen that fits and functions perfectly upon installation. According to General Manager Dave Kerschner, who has been with the company for over 20 years, none of Craft-Maid’s custom kitchens include mass-fabricated wood elements. This reality drives tremendous attention to even the minutest detail in the design data.

It also means that the company continuously invests in new equipment, ensuring that its artisans have all the latest technology to support their handcrafted work. Many people—rightly—admire high-level carpentry for being among the most artisanal and artistic of trades, but for Craft-Maid in the 21^st century, purchasing new machinery also remains an ongoing pursuit. Zager points out the realities of built-in obsolescence, demanding replacement every half decade or so, in comparison to the (more environmentally sustainable) systems of old that only needed their saw blades and motors replaced to run for another decade or more at a time.

In the past year alone, Craft-Maid has purchased more than five new machines, significantly improving its already generous production volumes. It also recently purchased a new high-end laser cutting machine that wood-brands drawers with dealers’ logos quickly and efficiently. In addition, the company has added several hundred feet of custom-built conveyor belts to its fabrication outfit to speed up and simplify the transportation of construction elements across the 100,000-square-foot facility.

As the descendant of a line of carpentry experts, Kerschner could not be more pleased with the company’s team and the tremendous craftsmanship and pride they bring to their work. While finding labor is more difficult now than in the past, he remains positive. “Coming across people that have cabinetmaking in their roots is a little tough. But we’re still finding enough people that can learn,” he says.

These labor shifts have changed the process dynamics slightly, yet in ways that work well. Whereas a single artisan may have built an entire cabinet in the past, individuals today specialize in specific, niche tasks across more than one department. “Dave and I grew up with a wood shop in our basements. It’s something that people get a knack for,” says Zager, with palpable enthusiasm. He built his first kitchen cabinets at 23 and never looked back. “We have a good group of knowledgeable people working here,” he adds.

This level of collective expertise has brought the company a large, loyal, and even famous clientele over the years. Luckily, you don’t have to be rich and famous to afford Craft-Maid kitchens. The company builds custom kitchens for homes across the board. Its cabinets remain affordable, despite being somewhat more costly than low-end stock kitchens. That’s because, when comparing overall project costs, choosing this level of quality generally adds only around five percent to a project, Zager estimates.

Craft-Maid’s team is engaged and invested. “We really appreciate them. They’re very dedicated and accurate in what they do,” says Zager, noting how special it is to see the entire staff work with diligence and commitment to quality.

Reflecting on the joys of employing quality people, he also notes the value in seeing individuals work with such dedication and focus. While things naturally do get busy, these leaders are not people who let the small ways people contribute slip by unnoticed. With the firm’s longest-standing employee recently retiring after 41 years, the entire team looks forward to continuing to build such enduring relationships.

To ensure that everyone in the company has a similar experience of closeness, communication, and satisfaction at work, a recent addition of 20 new offices, set closer to the fabrication outfit than the original building (which was entirely separate), now brings everyone into the same space. The design features ample clear windows, ergonomically planned and improved workflow, and an all-new layout that enhances connectivity.

The company’s growth strategy aims at quality above all. So, while maintaining the integrity and luxury of artisanal carpentry, there is a policy of taking on work that challenges the team. In this way, people stay stimulated and current, and revel in the pleasures of the challenge, finding ways to make kitchens even more beautiful and better functioning. In this way, the company’s pioneering spirit comes to the fore, with its staff’s creativity and engineering expertise leading the way. One such example is Kerschner’s contribution to leading the rebuilding of legacy machinery that is still going strong.

Finally, Zager is adamant that here, every project is a big project. “It’s satisfying when you see something you created and how much it is doing for people,” he says. And he’s right. By celebrating old-fashioned values, Craft-Maid Handmade Cabinetry is achieving tremendous results in modern ways.

The post Old-Fashioned Values Make Modern Masterpieces<p class="company">Craft-Maid Handmade Cabinetry</p> appeared first on Construction In Focus.

“It’s really important to be clear that lean is not about reducing staff or headcount or eliminating jobs,” he says. “It’s about establishing a culture of continuous improvement and building it into the fabric of the organization.”

Utilizing this methodical approach means Great Northern Cabinetry will be better at the end of the day than it was when it started, he adds. “To me, that’s the core essence of why you want to do this.”

A reliable partner since 1972, Great Northern Cabinetry has collaborated with top kitchen designers and offers an extensive product line, ample personalized options, and attention to form, fit, function, and beauty. The company works with a wide array of premium materials, custom modifications, styles, finishes, and accessories to create one-of-a-kind cabinets tailored to each client’s needs and tastes. With an impressive 70-plus years of experience under its belt, the company’s reputation is one of its greatest assets, and one that it is continually striving to improve.

“The reason we didn’t do this in the first couple of years I owned the company is we just weren’t ready for this,” Ford says. “You’ve got to have a management team that understands their role, and in my view, the role of management is to create an environment where the whole team, and the worker who’s doing the production work, is actually set up to succeed.”

Often, the way things are structured in a manufacturing setting is that the workers are there to make the management team look good, he adds, while the reality couldn’t be more different. Management, he believes, is there to create an environment that sets the employee up for success. Initially, however, GNC didn’t have the right people in place or the right mindset.

“I think we’re there now,” Ford says. “As we’ve made some organizational changes and brought in some people with different experiences over the last 18 to 24 months, we’re in a much different place and are ready to do that today.”

Setting employees up for success is vital for GNC. The term ‘servant leadership’ gets used a lot in many organizations and some embrace it and some don’t, says Ford. “You want to have an organization where the folks who do the work, who come to work every day, feel like they can win. For many organizations, getting that mindset is just not easy to do; it’s very hard. We all want success, but getting there is sometimes a little bit more challenging.”

The second ingredient, he says, is to have robust information systems capability, and GNC has implemented new software products in the last 12 months that have boosted its capacity in that area.

In order to achieve success and implement lean at GNC, there are three flows being worked on. The first is information flow—the documentation that people use, in GNC’s case, to build a cabinet. Is it right? Is it precise? Is it timely? Is it accurate?

“That’s got to be right, and making sure we give people clear documentation, so they know exactly what they’re supposed to do when they’re supposed to do it, is really critical,” Ford says. “It’s very hard and probably one of the things our company in particular has struggled with.” Cabinetry is very technically complicated and the details of what needs to be produced must be written in such a way that they’re very precise.

The second flow is material flow, ensuring the right material shows up to the right department or worker at the right time. GNC’s products go to several departments simultaneously on the production floor—framing and doors and drawers. If workers aren’t given the right material to build in the right way at the right time, then they’re standing around looking for something to do or building the wrong thing.

It’s analogous to the nurse and the surgeon in an operating room, he adds, where the surgeon is never in the closet looking for the scalpel; the nurse is right there to hand the surgeon the scalpel.

“We’re in the process of implementing a supermarket concept in our plant so all of our raw materials are housed in a supermarket,” he explains. “They will ultimately be delivered from a central location to the user in the order they need it when they need it. We have about 240 material parts we’re putting into the supermarket and building a process to be able to do that, which is completely different from the way we do it today.”

Process flow is also a vital step. Each of the departments needs to complete its work in concert with one another. Finally the product gets painted or otherwise finished, and ultimately assembled. “It’s a little bit like choreography or a ballet,” says Ford. “Managing that choreography through the factory floor is really, really critical. We’re working on those three things right now to get more synchrony into our process.”

Employees, of course, play a huge role in the implementation of these processes. GNC is collecting data with the team members who are in the work areas on the floor and using their knowledge and information to help the company figure out what the right solution is for the particular problem they’re trying to solve.

“Some are wondering why we’re making these changes,” Ford says. “‘What are they doing? Why is this group of people out on the floor studying this? Why are they timing me? Am I being critiqued?’ But once you start to build trust with folks on what you’re doing and why, and you involve them in the process, it builds.”

GNC is at that phase right now, moving from skepticism to buy-in and no longer facing resistance, because workers know some things have to be done differently in order to scale the company. And when a successful change happens to one department, other departments want those benefits too.

“What does it mean going forward? To me, it’s the means to an end,” says Ford. “It’s really about creating that culture of continuous improvement. But more than that, it’s creating a safer workplace, improving product quality, improving on-time delivery, reducing costs, and improving morale.”

Done properly, lean implementation creates a safer workplace, he adds. Every activity GNC undertakes has a safety component to it. When examining a process, the team will look at the ergonomics of that process or the way material moves or machines are guarded. In the process of making an improvement, they want to make that process safer for the worker as well.

“That builds back to the question of, do employees buy into the approach? That builds trust if they know that you’re doing this not just to make another dollar, but to also make their work life better. There’s a real quid pro quo that happens as a result of that.”

For Ford, success stems from implementing lean processes. If things are flowing and functioning as they should, safety will improve and there will be fewer quality defects. If there are fewer quality defects, that means the amount of time spent on rework will be lower. “It’s about the outcome of the improvements you’re making in all areas of the business,” he says. “It’s really trying to make sure we’re clear on what leads to success: safety, quality, delivery costs.”

Along with this ongoing shift, GNC has been very aggressively going after dealers in order to offset some of the housing start growth challenges, growing its new dealer base by three times over the first quarter of 2023.

“We’ve done that in three different ways: we have new reps in new territories; we have a digital marketing campaign that we’ve put out; and we have a new and improved website that we launched last fall,” says Ford, all of which have drawn new dealers. “My goal is to double the number of active dealers we have in the next few years. I think we can grow our dealer base pretty significantly in a relatively short period of time.”

All of these processes, goals, and successes are something Ford likes to refer to as the “steak and the sizzle” of the company. Producing on time, delivering on time, and producing without defect is the steak. And if you do that, everything else is the sizzle. “You’ve got to be really good at the basics,” he says. “That’s one of the keys to differentiating ourselves, is to make sure we’re always and reliably different than the competition.”

He plans to continue to build on that foundation. “There are things we can do once we’ve got that foundation built to leverage data analytics, technology, innovation,” he says. “AI is coming in fast, and how it plays in our industry and what it means for us, I don’t know, but I can already envision applications where we might be able to use AI for product or employee training.”

Going forward, embracing new technology and innovation will be key for people to succeed in this industry, he adds—but it’s all going to be built on a solid, lean foundation.

“I’m a sales guy,” says Ford. “That’s what I’m all about. But ultimately, it’s the product engineering and manufacturing that’s the underpinning of it, that’s got to be done properly. I love doing the sales part of it, but if we don’t get the core of it right, it’s not going to be worth anything.”

The post Continuous Improvement in a Lean Environment<p class="company">Great Northern Cabinetry</p> appeared first on Construction In Focus.

“We are a specialized contractor… We work everywhere there are poor ground conditions, where there’s potential for ground improvement and soil optimization,” explains Senior Vice President Hubert Guimont, P. Eng.

The services Menard Canada provides include the installation of vertical drains, slurry walls, and Controlled Modulus Columns (CMC), dynamic compaction, compaction grouting, and soil mixing. Vertical drains (also called wick drains) are artificial drainage pathways positioned in soil that is soft and compressible. A slurry wall (soil-bentonite or cement bentonite) is an underground barrier with low permeability that reduces water runoff. Dynamic compaction densifies soils, while compaction grouting densifies and stabilizes soils that are loose, granular, and possess low load-bearing capacity. In soil mixing, a special auger mixes a binding agent with cement-like qualities with soils to create a “natural concrete.”

Controlled Modulus Columns (CMCs), meanwhile, are “concrete columns placed in a grid network” in the ground, displacing soil laterally and creating a new load distribution between the soil and the CMCs, explains the Menard Canada website. The soil reinforcement and densification action improves ground characteristics. Not to be mistaken for deep foundational elements, CMCs can be applied to organic clays, soft soils, and loose sands up to 50 metres deep, without producing excess soil that has to be removed.

Menard Canada’s ground improvement techniques offer an alternative to traditional deep foundation techniques like piles and pre-construction methods involving soil excavation and off-site disposal. These conventional practices can be expensive, time-consuming, and negatively impact the environment, notes Guimont. Optimizing soil, by contrast, is less pricey, speedier, and more eco-friendly.

“Our aim is to work with what [soil] we have to bring it up to its maximum potential. So, in that sense, we’re also environmental. We reduce the carbon footprint, because we use what [soil] we’ve been given,” explains Guimont.

Menard Canada matches its cutting-edge ground improvement techniques with a progressive, client-centric attitude: “We’re kind of a young team, and we adapt to the client’s needs. We’re not like that stubborn contractor that says, ‘My way or the highway!’” says Guimont. “Menard’s Style,” as the company puts it, is all about curiosity, simplicity, entrepreneurship, and a spirit of fun.

“We’re not just a typical service provider. We want to make sure our contribution is meaningful. We really want to help the client,” explains Guimont.

Tied in with this ethos is a philosophy the firm dubs, “Less is More,” whereby, while fully acknowledging the complexity of certain projects, the company aims to streamline its processes.

“We don’t want to make things more complicated; we want to make things easier. So, our solution should be easier and produce less carbon, less work, less volume, less of everything, more Menard!” states Guimont.

For most projects, the company works with general contractors as part of a larger construction team. That said, Menard Canada also partners with developers, architects, and engineers. Ports, airports, highways, railways, buildings, processing and energy plants, mines, and housing are some of the main markets served by Menard Canada, and the firm is eager to expand to new sectors such as construction sites for EV (Electric Vehicle) plants.

Key projects the company has worked on include a new distribution center and a brewery for Molson Coors near Montreal, where Menard Canada was hired to perform soil improvement procedures prior to construction. The firm worked on the project from September 2018 to June 2019. The surface area for the facility—which also included loading docks and storage tanks—came to 81,250 square metres.

Ground analysis revealed metres of silty clay on the surface of the proposed construction site, followed by layers of loose silt and clay, dense silt and clay, dense till made up of silty sand, then bedrock. The traditional approach “would have been to do piles and structural slabs, and the cost would have been prohibitive. It would have been a huge cost because the material was clay over a certain thickness. So, it was not suitable for slab on grade,” says Guimont.

Instead, Menard Canada used vertical drains and CMCs to prepare the ground. “The controlled modulus columns (CMCs) were built with up to three rigs on working platforms divided into six different zones depending on final slab elevation and heave of the soil after building CMCs… The levels of CMC cutoff went up to three metres deep to fit the foundations. Reinforcing bars were added to protect the CMCs against frost and for the CMCs taking up heavy loads,” explains a Menard Canada information sheet.

Menard Canada also worked on Highway 91/17 in Delta, British Columbia, from late 2020 to July 2021. The British Columbia Ministry of Transportation and Infrastructure wanted to upgrade a corridor consisting of Highway 91, Highway 17, and the Highway 91 Connector in the province. “All of the infrastructure had to be upgraded for seismic behaviour,” notes Guimont.

Soft, shallow, compressible soil conditions, however, presented a challenge. Menard Canada installed stone columns to depths of nearly 35 metres to reduce the risk of liquefaction, which in turn enhanced the ability of bridge foundations, abutment walls, embankments, and retaining walls to tolerate seismic forces. The area impacted by the stone columns came to 12,500 square metres. The project also featured the use of dynamic compaction and vertical drains, which impacted 2,331 and 16,000 square metres respectively.

A third project saw Menard Canada doing ground improvements on a construction site for three warehouses in Ajax, Ontario. Menard Canada commenced work in September 2022 and finished in November 2023. Here, the site featured sandy silt/silty sand on the surface, and Menard Canada relied on vertical drains, dynamic compaction, and controlled modulus columns to optimize the ground.

CMCs were installed “to provide the necessary support for the structure, ensuring the performance of the slab and eliminating the risk of post-construction settlement above the underlying soft deposit,” reads Menard Canada information.

Such projects underline the company’s enthusiastic embrace of controlled modulus columns. “When it comes to large warehouses and industrial buildings, CMCs are a very efficient way to build,” notes Guimont, contrasting these columns with “piles and structural slabs.” He adds, “We’ve been approached by several [EV] battery plant developers to look at the potential for building with CMCs.”

Regardless of the work involved, employee safety is top-of-mind in everything the company does. “Our people are the most important tools of our toolbox, so we want to keep them safe. We implement a safety culture around that,” explains Guimont.

To this end, worksites are routinely inspected, safety-related incidents are recorded and investigated, and employees are encouraged to turn down tasks they feel are unsafe and to communicate any safety issues they might have. Menard Canada offers health and safety training for new and veteran staff members alike. These efforts have been recognized, and the company has achieved COR (Certificate of Recognition) status for its safety programs.

Menard Canada was originally founded in 1971. Called Geopac at first, the company was purchased in 2007 by the Menard Group—a much larger organization based in France with divisions in over 80 countries around the world. A decade after the purchase, Geopac was renamed Menard Canada. Menard Canada currently has branches in Vancouver and Kelowna, BC; Calgary, Alberta; Hamilton, Toronto, and Ottawa, Ontario; and Montreal, Quebec, in addition to the Brossard headquarters.

The Menard Group, which includes a soil investigation firm called ConeTec and an environmental remediation company called Remea, has approximately 2,500 employees in over 80 countries. For its part, Menard Canada has “roughly 150 to 200 people,” says Guimont.

In terms of new hires, “one of the personal qualities I’m looking for is someone who is motivated. That’s the first thing. And of course, curiosity [is another factor],” he continues.

Going forward, the Menard Canada team plans to do more soil structure interaction (“earthquake engineering,” says Guimont), while increasing its presence in the mining market. Menard offers stone columns, soil mixing, slurry walls, vertical drains, dynamic compaction and other services for clients in the mining sectors, and these solutions reinforce soils to improve support for mining structures and reduce the impact of tailings seepage. Such measures improve safety and environmental conditions at mines while helping clients meet regulatory requirements.

Challenges facing Menard Canada include finding appropriate workers: “We’re always looking for new people. We need more and more people—skilled people. To sustain growth, and sustain the business, we need people,” says Guimont. To encourage new applicants, the company maintains an internship program and does outreach with universities and other schools.

Over the next five years, in addition to strengthening the company’s core competencies, “I definitely want us to be more known in the mining industry, and in the western part of the country, for our earthquake engineering capabilities,” says Guimont.

The post Optimizing Soil to Enhance Construction<p class="company">Menard Canada</p> appeared first on Construction In Focus.

Supplying private and civil projects with excavation and demolition, large commercial site preparation, waste management, and underground utility services, the company ensures that its customers also have access to the heavy haul services of a full fleet of trucks.

Over the past four years, Venditti Demolition has approached every new financial year as an opportunity to beef up operations and become better and faster. The result is an annual expansion rate that saw the team triple its performance across the board, including its revenue, equipment fleet, the scale of the projects it can tackle—and, of course, its size. It also recently received an Excellence in Demolition Award from the National Demolition Association.

The team’s hard work and tenacity are reflected in the fact that many of the region’s most prestigious projects, owned by multinational giants, come its way, and Venditti Demolition’s aim is to keep things moving in this direction. “We plan on continuing that trend for the next eight to ten years,” says Thomas Venditti, Chief Executive Officer. While managing new markets is not always a simple process, the company’s leadership established its clear and actionable roadmap in the early days. This has proven to be a useful planning tool that is now more valuable than ever.

Yet, even with the best tools at hand, running operations smoothly amidst such expansive growth needs expert navigation—like continuously negotiating the demands of logistics and coordinating all the usual contradictory realities of a hard-charging business.

Against this backdrop, ensuring that the company’s technology remains current is paramount, and dedication to optimally applying its team’s skills is another key requirement. Consequently, the company ensures that its team comprises only genuine industry experts. As a result, the team is proactive in testing and implementing new systems fast when old systems prove outdated. “We value the visibility of project coordination and knowing how we can best use everyone involved to their full potential,” says Kirk Zajac, Chief Operating Officer.

By hiring only experienced people seasoned in the field, Venditti Demolition ensures its customers know that their projects are never practice runs for novices’ new skills. Venditti is convinced of the merits of running this type of business, with solid people and all its own equipment.

“Everything we do is 100 percent in-house. We offer a full-package service which we manage very well internally,” Venditti tells us. With 120 committed professionals on staff to back up that promise, its future in the south is promising.

As the company’s approach to technology is one of maintaining predictability and reliability, investing in premium products is a priority and the company has implemented Trimble GPS equipment on all its civil projects, giving customers the benefit of knowing that all its work is executed to exacting standards. The company also uses software suite Procore for project and financial management, leading to a high level of accuracy and transparency.

Venditti Demolition has a history rooted in an outstanding work ethic. Establishing the original company in Chicagoland in 2004, Thomas Venditti decided it was time for a new chapter when he sold the first company in 2015. In 2020, following the agreed contractual trade restriction period and after thorough research, this demolition legend opened up shop again—this time, in Austin, Texas. During his time out, Venditti, a serial entrepreneur by temperament, had traveled the country to identify the best region for his next endeavor.

Passionate about the industry and driven to be a leader in this field, Venditti started working in demolition at a young age. Since then, he has gone from strength to strength both personally and professionally, fully intending to remain in demolition indefinitely. But, as we know, markets are fickle, and business, at the best of times, is not all sunshine and roses.

The company’s runaway success in Texas therefore comes as a pleasant if not wholly unexpected surprise. “It turns out that our work and communication styles seem to be appreciated much more here than those of other demolition and site-preparation companies,” says Zajac, pointing out that most of its business comes from referrals and high public visibility. Its growing range of offerings no doubt also contributes to its popularity.

In addition to its standard services, Venditti Demolition offers a generous amount of information and sound advice in the form of insightful articles on its website. These cover subjects that help potential clients plan and decide how to choose a demolition contractor, what questions to ask, and important considerations for pool installations, summer demolition projects, et cetera. These educational pieces go a long way toward helping people outside the industry understand the intricacies of hiring a contractor of this type, the scope of the work they need, and the requirements to execute it.

There are also the realities of having oversized equipment present on projects. Part of this education process, of course, includes sharing the company’s strict safety policies, as keeping its staff and contributors, customers, and the public safe is paramount in any project. Acutely aware of the environmental impact of demolition, the company also takes upon itself the responsibility to educate its employees and customers in how to be the best environmental stewards they can, armed with the latest knowledge and equipment available today.

To help minimize the volume of debris sent to landfills, for instance, Venditti Demolition suggests reusing and recycling materials as much as possible by turning repurposed wood into outdoor furniture and similar. The team also advises ensuring the efficient use of materials by not over-ordering, and instead conducting careful quantity surveying to avoid waste. Naturally, its seasoned teams of waste removers provide more detailed expert guidance on the correct disposal of each different type of material being discarded, as well as on repurposing reusable materials.

Known for consistently analyzing market needs to ensure it provides services that deliver precisely what the market requires at fair prices, it has not taken the Venditti brand long to become a trusted member of the local demolition scene. Adding waste management services that include competitive commercial and residential dumpster rentals to its portfolio around twelve months ago, the team was impressed to discover exactly how big the local need is in this field—if the 700 customers that employ this service are anything to go by.

Constantly looking to evolve and accustomed to the highly competitive contracting environment it came from, this team is naturally proud of its tremendous achievements. It also appreciates the warm welcome it has received from Texan construction contractors. So far, Venditti Demolition has spread its presence from Austin to San Antonio and Dallas, bringing home growing numbers of projects. With Houston next on its list of more permanent expansions, business remains exciting.

Of course, without trustworthy employees, none of this would be possible, and company leaders could not be prouder of the people at the center of this company. “Every one of our employees brings a unique angle on how to do things in the office or the field. Every employee we hire today is hand-picked to bring the most value to the company,” Venditti says of the thorough selection process people pass through before getting the nod.

In return, the firm ensures that its staff is treated well. Management also goes to great lengths to identify how every individual learns and functions optimally to help people flourish and evolve in their respective positions. The approach has proven invaluable to the everyday running of the company as everyone forms an integral part of the bigger picture, contributing to overall efficiency and well-oiled systems.

With that said, the approach also serves to move the company forward, and the future is looking good as plans are being laid to grow the company’s reputation and expand its Texas presence even further.

As Venditti Demolition works toward becoming the demolition expert of choice in the state of big spaces and equally big ambitions, to us it looks like a very achievable aim.

The post Big Plans for Texas<p class="company">Venditti Demolition</p> appeared first on Construction In Focus.