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Inside Hayden Wrecking's Butterball demo

Feb 22, 2019

Inside Hayden Wrecking's Butterball demo How Hayden Wrecking overcame space restrictions to bring down an industrial freezer at a Butterball plant. Unique demolition projects often require innovate approaches to overcome on-the-job obstacles. One such project was the demolition of an industrial freezer at  Butterball’s  Mount Olive, North Carolina, facility. This 95-foot tall, 26,000-square-foot processing freezer use to be instrumental to the company’s operations. However, over the years, it became inefficient to continue to operate. Although the freezer was being phased out of operation, it continued to be cooled to below freezing, costing Butterball $14,000 a month in utilities. It was also a substantial waste of space that the company and its operators had to contend with. The issue for Butterball in having the freezer removed was that it was located near the center of the plant with critical operations surrounding it and no viable access points for demolition crews. Butterball initially consulted with  ARCO Construction , St. Louis, to find a solution for removal. After preliminary plans failed to provide a viable demolition option, ARCO brought in the team from  Hayden Wrecking , Washington Park, Illinois, to help craft a tailor-made approach formulated for the specific challenges of the job. Devising a plan Difficult demolition projects are nothing new to Hayden Wrecking. The 40-person company, which was founded as Hayden Lumber & Wrecking by William R. Hayden 73 years ago, specializes in industrial and commercial demolition work where precision is paramount. “We do a lot of very difficult and surgical dismantling work inside of chemical plants and oil refineries. Also, as our concrete cutting and coring division grows, we are doing a lot of this as well,” Ben Hayden, who is Hayden Wrecking’s third-generation owner along with brothers Nick and Brian, as well as the company’s VP of operations, says. Familiar with the company’s expertise from prior jobs, ARCO reached out to Hayden to develop a plan, with the project being awarded in November 2016. “They brought us in early on in the process to discuss a safe and efficient way to complete the project. One of our dismantling managers, Lloyd Copeland, worked with ARCO’s team to develop a plan and pricing that everyone was comfortable with. Since this structure was built completely surrounded by structures added at later times, there was no direct access to the freezer without going through structures and buildings that were to remain in place. Lloyd and our team developed a plan to temporarily remove components of the buildings that were to remain so we could access our work, and ARCO developed a plan to reconstruct these components when demolition was complete.” Hayden says that the planning process was a labor-intensive one, with executive staff making site visits and keeping in close contact with personnel from ARCO and Butterball to understand the scope of work required and devise a strategy with sufficient complexity for the obstacles at hand. According to Hayden, it was this top-level support and collaboration on the front end that aided in laying the groundwork for a successful project. “The amount of prep, planning and design almost took longer than it took for us to dismantle and clean up our structure,” Hayden says. Clearing the way Hayden says that like with most demolition jobs, “time was of the essence” to complete the removal of the Butterball freezer. With a four-month window from the time Hayden Wrecking was awarded the contract to the scheduled completion date, Hayden wasted no time in getting to work. Because of space limitations, Hayden needed to formulate an efficient way for materials, equipment and personnel to reach the designated work area. The team settled on creating a small access tunnel from which everything would be funneled in and out of the site. “Once design was completed and agreed upon, we spent approximately two weeks selectively removing portions of structures to remain to essentially create a tunnel approximately 14’ by 14’ by 100’ long that became our only access for bringing manpower, equipment and materials in and out of the work area,” Hayden says. Hayden says that building the tunnel itself wasn’t especially complicated. It was working with Butterball to limit disruption to business-critical areas that took the lion’s share of the prep work. “The process of constructing the tunnel itself wasn’t terrible. It was defining where that tunnel was going to go so we didn’t have to remove a ton of Butterball’s equipment or remove major structural components of the building that took a lot of planning,” Hayden says. “In our ideal world, we would have constructed our  tunnel  20 feet over from where we did and it would have allowed us more direct access inside and outside the building, but that would have required removing some pretty integral pieces of equipment to Butterball’s operations.” During the tunnel’s construction, Hayden high demolition and saw cutting teams used wall saws and a  Brokk  160 robot with hammer and grapple attachments to breach exterior walls and chart a path through one of the plant’s refrigeration rooms, making sure to avoid active ammonia systems that were recessed only inches away from the crew’s operations. Due to the flash freezer’s -40 degree temperatures, high demolition torch crews had to erect partition walls to allow work areas to warm up. While this work was taking place, Hayden teams simultaneously went about deconstructing the roof deck to allow for recycling and removal of the ammonia system in operation. They also performed steel walking torch demolition work to allow access for lifts and room for the high-reach excavator to be assembled. Close quarters With a tunnel in place and other obstructions removed, Hayden crews were ready to begin to make inroads tearing down the freezer. However, taking down the 95-foot-tall structure was anything but business as usual. “The unique challenges were safety and access—all work had to be completed within the footprint of the structure coming down, but we had zero access beyond the perimeter of the building,” Hayden says. “So we built this tunnel in order to get all the material and manpower in initially. Once we were in, we had to open up a small section of the building so we could get equipment in to make a bigger hole. And then once we had a bigger hole, we were able to bring our high-reach excavator in there.” A  Caterpillar  330D Ultra High Reach Demolition Excavator was partially disassembled to fit through the tunnel and was reassembled complete with a shear attachment at the site. Due to the tight quarters, the machine had to be disassembled and removed several times throughout the project to allow materials to be removed. Adding to the challenge of the freezer demolition were the outside conditions. High winter wind gusts and rain made it more difficult for crews to torch the upper structure of the facility or maintain structural stability while work was being completed. Once much of the material was able to be removed from the site, Hayden says that the pace of demolition picked up until the 95-foot freezer bay was completely demoed. The final stages involved saw and demolition crews removing the remaining walls and structures that were left over from the demolition, as well as finalizing all recycling initiatives. Keeping it clean In addition to the restricted access, one of the main challenges with the demolition was trying to limit the disruption to Butterball’s workers and operations. This took a coordinated effort between Hayden, Butterball and ARCO to schedule demo work in a way that didn’t impede production. “If we didn’t have the full cooperation of the plant owners and the general contractor we worked for, we would have had to shut down the plant operations from time to time and it would have really impacted our schedule,” Hayden says. “So by working with these folks, we were able to plan out week by week, day by day, what we were doing and give a good ‘heads up’ on what areas we needed to access to work efficiently and safely with the client.” Being a food processing plant, limiting the amount of dust and debris the project produced was also top of mind for Hayden Wrecking. Because Butterball continued its operations throughout the demo process, Hayden had to be extra cautious in its preparations. “We had operating food-grade facilities on three sides of us, so we had to maintain an exceptional level of cleanliness,” Copeland says. “This involved some pre-demolition preparations sealing up the perimeter of the work area with a combination of a temporary construction barriers and making the appropriate disconnects in advance of the main demolition work, as well as sealing these penetrations in advance. This required us to go into the active flash freezer and do concrete removal and electrical removal in -40 degree temperatures, which was not pleasant.” Copeland says that Hayden Wrecking relied on its high-reach excavator to shear material rather than use torch cutting methods or grinding applications to prevent slag and metal shavings from interfering with Butterball’s work area. Copeland also says that special dust control methods had to be used on this project. Because Hayden teams were working in a freezer, they had to capture and remove the water that was used for dust control so as not to allow it to get under floor slabs and crack the foundation once frozen. They also worked to remove the ice that accumulated from the water use in an efficient manner. This was paramount, as there was the potential for bacteria-laden poultry juices inside the freezer to contaminate the site if left to thaw once the freezer was disconnected. Refrigerator recycling In its entirety, the Butterball project took Hayden Wrecking’s 15-man crew 5,300 man hours to complete. In the end, 90 percent of materials were recycled, with ferrous and nonferrous metal, wood, plastic, Styrofoam, roof ballast and concrete being the main materials of focus. Efficient recycling was especially important during this project, according to Copeland, since area recycling facilities were at capacity dealing with debris from the recent devastation caused by Hurricane Maria several months earlier. According to Copeland: Prior to the main demolition work, 200 tons of roofing ballast was removed by hand to prevent comingling with roof insulation. This material was stockpiled and reused in construction applications. Stripped insulation from over 100 truckloads of concrete floor slab was a major point of emphasis in Hayden’s recycling efforts. Hayden also developed a methodology to recover 19,000 cubic feet of high-density foam insulation from the facility, diverting around 50 truckloads of material from landfill and saving the customer substantial cost in the process. Hayden crushed more than 1,200 tons of concrete on site. On-site crushing allowed diversion of heavy trucking from off-site public recycling facilities which were taxed from the hurricane clean-up efforts. Once this concrete was crushed, it was stockpiled and used locally for road and ditch stabilization. Ferrous scrap able to be recycled consisted of 800 tons of mixed painted clips, 200 tons of No. 2 heavy shreddable, and 200 tons of mixed unprepared No. 2. Nonferrous metal recovery included 20,000 lbs of electric motors, 35,000 lbs of aluminum radiators, and 40,000 lbs of copper-bearing material. Roughly 10,000 4’x5’ sheets of 1.25” marine plywood was recovered from the shelving system and donated to the community for recovery efforts. Hayden Wrecking worked with  Goldsboro Iron and Metal , Goldsboro, North Carolina, and Geomet Corp. to develop a strategy to recycle low-recovery insulated metal panels typically relegated to the landfill. This required close coordination between on-site Hayden staff, trucking dispatch and shredder operators. The recycling of these panels presented challenges due to low load density, transient dust and debris, and operational capacity considerations with shredding facilities being faced with hurricane clean-up materials. This successful coordination led to the diversion of over 100 loads of material from the local landfill, which was operating at capacity. A plan perfected Hayden credits Butterball and ARCO’s willingness to trust his team and listen to their input as a major factor in helping facilitate a successful project. “This wasn’t a project where the general contractor and the owner had a plan in place of what they wanted done and how they wanted it completed,” Hayden says. “They came to us without a plan. They said, ‘Hey, we want this building down and out of here with minimal impact. How do we do this?’ So we went into this thing with a great comfort level with the customers where we felt it was a very collaborative process. To me, it set the stage for the rest of the project.” Hayden says that being able to complete the job on time while still achieving key recycling benchmarks can be attributed to his team’s ability to craft an efficient strategy in the face of complicated conditions. “This project was a tremendous success with zero injuries or incidents,” Hayden says. “Our biggest takeaways were the planning and the cooperation we had with the entire project team, including Butterball and ARCO, led to a smooth project. They valued planning, communication and cooperation over the bottom dollar and allowed us to be part of the process as early as possible to establish a quality strategy for all involved. This led to a very safe and efficient job when all was said and done.” The author is the editor for Construction & Demolition Recycling magazine and can be contacted at  aredling@gie.net . Hino Trucks , Novi, Michigan, has announced Shigehiro Matsuoka was appointed president and chief executive officer of Hino North America, effective Feb. 1. Matsuoka succeeds Yoshinori Noguchi, who will step down after a record-breaking tenure as president and CEO, Hino says in a press release. Noguchi will remain fully engaged as an executive adviser through March to ensure a smooth transition. Under Noguchi’s leadership for the past six years, Hino says it has had six consecutive record years of truck and parts sales, grown its dealer base by nearly 20 percent, launched its Connected Vehicle Strategy and Certified Ultimate dealer program, built a state of the art corporate office in Novi, and purchased a new manufacturing facility in Mineral Wells, West Virginia. “On behalf of the entire dealer network, we would like to thank Mr. Noguchi for his leadership and action over the past six years,” says Tim Matheny, the president of Matheny Motors , Parkersburg, West Virginia, and Chairman of Hino Trucks’ National Dealer Advisory Council. “Through his efforts, Hino has grown to become the most valued franchise in the industry and is now poised for even greater growth with its expanded product offering and dealer base,” adds Matheny. Matsuoka joined Hino in 1981 and has held various overseas assignments in his 38 years. Most recently, he was responsible for total support strategy and technical solutions, after-sales service, parts operations, and global production and parts logistics divisions for Hino Motors Limited. “This is an important time of transformation for Hino as we expand into the Class 8 market, advance our connected vehicle strategy, elevate customer ownership experience and build on Hino’s presence in the U.S. market,” Matsuoka says. “I am honored to have this opportunity to lead the Hino Trucks team and further strengthen our commitment to continuous improvement and widen our range of product offerings.” An initial focus for Matsuoka is the launch execution of the new Class 7 and 8 A09 powered Hino XL7 and XL8 series trucks – first introduced in Spring 2018 – nearly ready to enter mass production at Hino Trucks’ newly acquired 1 million-square-foot facility in Mineral Wells. “We are looking forward to Mr. Matsuoka’s strong leadership in continuing the growth of Hino Trucks, which has been predicated on world-class customer experience,” Matheny says. Hino Trucks, a Toyota Group Company, manufactures, sells, and services a lineup of Class 4-8 commercial trucks in the U.S. and has a network of over 240 dealers nationwide. From October to December 2018, Sauer Construction and Project Development GmbH, based in Starnberg, Germany, demolished a 16,000-square-meter (172,223-square-foot) steel construction hall in Nuremberg, Germany. Sennebogen , based in Straubing, Germany, says Sauer used the Sennebogen Longfront Demolition Material Handler 870 E to take down the near-100-year-old building in a controlled manner. The new demolition version of the Sennebogen 870 E reaches a height of 33 meters and a load capacity of 4 tons. The demolition handler had to grasp individual facade elements and entire building structures accurately and precisely with the demolition shears, or grab and bring the components safely to the ground. At the same time, the material handler was able to shred and load the material on site with flexible change options between sorting grabs, concrete or scrap shears. "Thanks to the cab's tilt and elevation, I have a good overview of my working area even when we have to operate on very high buildings, and at the same time I am protected from falling objects by safety grids on the roof and windshield," says Martin Sturm, who drove the handler during the project, in a press release. According to Sturm, a further advantage for the machine on the construction site was the simple commissioning of the demolition handler. Since the machine can be set up and dismantled by itself without external assistance, no additional auxiliary crane is required. "The demolition in Nuremberg was now the fifth construction site that we have successfully completed since we purchased our 870. We are particularly pleased to always have a reliable service and contact partner at our side in IBS GmbH," says Florian Trinkl, the managing director of Sauer. Terramac , a leading manufacturer of rubber track crawler carriers based in Elburn, Illinois, has announced a new product in its line designed to tackle the many challenges of landfill management. Terramac says its newest model, the RT14R, offers more versatility than previous models with its 360-degree rotating upper frame that allows the unit to dump 28,000-pound loads with a simple straight-in, rotate, dump and straight-out approach. At 320 horsepower, the machine is designed to eliminate any added stress on the underlying layers. Landfill challenges Containing trash and minimizing environmental impact is a landfill’s primary purpose and one of its biggest challenges. The complex design of a landfill makes certain layers more susceptible to damage from heavy equipment. The consistent application of materials combined with environmental factors, such as moisture and temperature fluctuation, also contribute to poor ground conditions which can limit equipment options. Terramac says its rubber-tracked carriers combat these challenges using their innate ability to protect the integrity of the landfill infrastructure while efficiently tackling a multitude of tasks during each landfill phase, from running up a steep landfill slope to addressing a backfill situation in a muddy part of the site. When it’s time to close a cell, the industrial/cover applicator can be ready to cover a lot of ground efficiently. Emphasizing versatility Terramac says many operations have added crawler carriers to their fleet to overcome tasks that are difficult to complete with heavy-wheeled equipment. Rubber tracked units exert low ground pressure (typically less than 5.0-psi unloaded), which is far less than equipment commonly found on landfills. This low ground pressure allows carriers to maneuver across rough, wet and uneven ground conditions to accomplish tasks such as hauling garbage, performing cell maintenance and other restoration projects surrounding the landfill itself. When paired with a slurry applicator, the traction of Terramac units also allows an alternative daily cover to be applied to all parts of the cell, regardless of ground conditions. “Terramac rubber tracked carriers are the Swiss Army Knife for landfill operators,” says Chris Wilkes, the vice president of Linder Industrial Machinery , Plant City, Florida. “They simply perform many tasks that the heavy, rubber-tired vehicles and larger steel-tracked heavy equipment just can’t do.” Terramac’s rubber track technology is also useful during two crucial stages of the landfill process – initial liner installation and cell closure once a section has reached capacity. Using a Terramac carrier during initial cell construction is designed to reduce the potential for liner damage and subsequently helps prevents leachates and contaminants from entering the ground, Terramac says. Outfitting a Terramac with a hydroseeding unit to spray grass seed for reclamation can help minimize damage to the cover during a landfill’s final stages. It also enables the landfill to achieve quality seeding, fertilizing and mulching in one simple process for efficiency. Additional post-closure tasks such as inspecting the cap, repairing erosion, filling low areas due to settlement and maintaining vegetation can also be accomplished without disrupting the layered infrastructure. “The stability and traction of Terramac’s rubber tracked carriers are ideal for every landfill phase despite changing ground conditions,” says David Soliday, the Terramac Southeast regional sales manager. “Terramac’s rubber tracked technology helps landfill operators improve the efficiency of the landfill process while reducing any potential adverse impact on the environment.” Construction industry leaders remained predominantly confident about the nonresidential construction sector’s prospects during the final quarter of 2018, according to the latest Construction Confidence Index (CCI) recently released by Associated Builders and Contractors (ABC). Sales expectations remained especially upbeat during the fourth quarter, ABC says in a press release, though the proportion of contractors anticipating significant sales increases in the following two quarters dipped by five percentage points. Despite that, more than 67 percent of contractors projected rising sales, while slightly less than 12 percent expected sales to decline. Just over 50 percent of contractors anticipate their profit margins to grow in the first half of 2019, ABC says, yet only one in 10 contractors expects their profit margins to decline, even with rising labor costs. In addition, more than six in 10 contractors expect to increase staffing levels in upcoming quarters. Despite significant turmoil in the financial markets during last year’s final quarter, all three key components measured by the survey—sales, profit margins and staffing levels—remain well above the diffusion index threshold of 50, signaling ongoing expansion in construction activity. The CCI for sales expectations declined from 68.6 to 67.2 during the fourth quarter of 2018. The CCI for profit margin expectations fell from 63.6 to 60.6. The CCI for staffing levels decreased from 68.6 to 66.2. “Despite rising materials costs, an ongoing skills shortage and higher borrowing costs, CCI continues to indicate optimism in America’s construction sector,” says ABC Chief Economist Anirban Basu. “Construction industry leaders expect profit margins will hold up well during the first half of 2019 despite these rising costs, which speaks to the ongoing strong demand for construction services. “This is especially important as a number of other indicators have reported waning confidence, such as the University of Michigan’s Consumer Sentiment Survey and NFIB’s Small Business Optimism Index. While risks remain, this suggests the nation’s nonresidential construction segment remains more stable than others,” Basu continues. “However, there are many unknown factors, including trade negotiations, rising interest rates and the potential for comprehensive infrastructure spending, which can have a significant impact on contractor confidence this year.” CCI is a diffusion index. Readings above 50 indicate growth, while readings below 50 are unfavorable.

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