F.A.T.mag

When good concrete goes bad

Katrina — Mon, 21 Sep 2015 04:19:57 +0000

When laid properly, concrete is one of the few substances that gets stronger with time. But premature deterioration can be a costly exercise for those responsible for repairing the damage, as Tracey Porter discovers.

In the years Grant Dowling has spent assisting his clients with their refurbishment and structural strengthening requirements, he has just about seen and heard it all. But few stories make the field manager of specialty chemical supplies company Sika wince as much as the project he heard about where an ill-fated decision to deliver concrete work not up to Australian specifications resulted in the contractor responsible facing a repair bill of more than $1 million and a lawsuit costing in excess of $20 million.

And then there’s the tale of the multi-storey building having its concrete slab poured on a hot windy day where the mercury reached 35 degrees. The concrete started to cure rapidly and was not able to be finished correctly, he recalls, leading to a shut down site and a 200mm slab with shrinkage cracks up to 5mm thick.

But for those willing to listen to the experts, not all concrete pouring attempts need end so dramatically. Dowling says a lot of unsuccessful outcomes come about because of poor decision-making during the preparation work or when those charged with laying the concrete take shortcuts in order to expedite the process. Thiscan be as simple as failing to read the specifications of the product or adding too much water to the mix. Or it can be as technical as too few movement joints being installed or insufficient cover of concrete over the reinforcing steel.

Peter Johnsson, the principal engineer of multi-disciplinary engineering consultancy Hyder, says poorly laid concrete comes down to issues with formwork, low concrete cover—either by design or poor construction—or poor construction techniques. Johnsson, who also presents the Australasian Concrete Repair Association’s one-day course in concrete repair and protection, admits voids in the concrete, shrinkage cracking and rain damage can happen all too frequently, but the more serious issues relate to not achieving the design depth of cover and can land those responsible in court. “If you halve the depth of cover, you quarter the time it takes for corrosion to occur to the reinforcement. That may take five, 10 or 20 years but someone will foot the bill in the end. Getting it right early saves these problems in the future.”

When it comes to DIY concrete layers, experts agree the first step prior to preparing the work site is to consider whether using a professional tradesman is a better option. Other considerations that ought to be factored into the job include questioning whether there are enough people to complete the task and what strength concrete should be used. The next question to consider is whether the job needs to be designed by an engineer or be approved by the relevant authorities.

Dowling says it is important to factor in environmental conditions prior to laying the concrete base with issues such as too much or too little warmth as well as wind and moisture all having an impact on the end result. “Adapting to the conditions is extremely

Strength in numbers CSS, the name behind the names

Katrina — Mon, 21 Sep 2015 04:11:41 +0000

In battling the buying power of multinational corporates, CSS bands together independently owned stores across the country, writes Mitchell Oakley Smith.

One of the biggest complaints in any industry is service. Or, more specifically, a lack of it. Automated check-outs have replaced staff at supermarkets, online shopping has left major department stores short of traffic and subsequently thinner rosters, and in multinational and corporate chains, there’s a lack of personalised attention and knowledge about the products they’re selling. “It’s something that we hear from customers dealing with bulk suppliers —there’s no service at all, they’re just a number,” says Gary Beeston of Brisbane Fasteners and Engineering Supplies, located to the north of the city. “They might sometimes have a good price, but that’s not everything that you go to a store for. We offer advice, see our clients weekly, know them by name.”

Supplying a complete range of products and services to industries as broad as steel fabrication and roofing contractors, to manufacturing and automotive industries, Beeston’s business prides itself on old-fashioned service with a clear customer focus. And though the store’s staff boasts industry experience in excess of 100 years, there are inherent challenges in running an independent business.

Having come from a corporate background as the state manager for a larger fastening company, Beeston knew the value in being connected to a large network, and as such, joined CSS more than 10 years ago. “I knew a lot of the members and for us, knowing what’s happening in other states and other stores is invaluable,” he says. “We’re strictly a fastening company but [being with CSS] has been good on the showroom side of things, the retail part, with having access to leading brands at the right price, which makes us competitive. So, we’re independent but because we work together [with the network], we can bulk buy at the same price as the big boys.”

Sally Turnbull of Banks Bolts & Fasteners agrees, adding that as an independent operator, there is sometimes the impression that “because you’re smaller, customers think you can’t get the right price or that you won’t have the right things, but as a buying group, CSS gives you a much more professional edge”. Through the organisation’s extensive marketing and competitive pricing, along with access to thousands of products, Turnbull has been able to sway the opinion of many customers. “Sometimes the biggest issue is getting them in the door, but once they see what we do and what we offer, all of the worry about an independent’s service capabilities goes out the window.”

Since its inception in 2002, CSS, today run by one of its founding directors, Jeff Wellard, has evolved to become one of the country’s leading buying, marketing and promotion groups in the construction, mining and industrial market segments. Working closely with more than 70 independent industrial supply businesses around Australia and over 100 leading brand suppliers, CSS commands good prices in an industry increasingly controlled by corporate companies. Not only does CSS help provide administration support for its member stores, it also imports a range of products under its own brand, Impact-A. Some of these lines you’ll see advertised in this publication from time to time, and all of which are sold exclusively to CSS Member stores.

Together, independent members of CSS are able to remain competitive in the marketplace, taking advantage of some of its marketing tools, including this magazine.

“It definitely adds more weight when you’re talking to suppliers when you’re part of the CSS group,” says David Clarkson of Ag & Trade, a successful agricultural merchandise store established 10 years ago in Esperance, Western Australia.

“They’re going to want to look after us because there’s a lot more riding on it than just one store,” he says. “And then there’s the range of product programs, all of which helps.”

But for Sally Turnbull, it’s not just the competitive pricing that comes through bulk buying or the influence of CSS’s marketing that is a drawcard of being a member, but also the sense of community and support. “Putting 60 people in a room surprisingly works,” she says. “Other business owners can sometimes be secretive, but with CSS [Members], we’re all very open. We all work together. If I need something, I can ring someone in the next town, which is very helpful.”

Clarkson agrees: “Dissemination of information between members is really useful. If you’ve ever got a problem you can send out an email and there are all these people to give you help.” That sense of help, in essence, is what differentitates the CSS approach.

CSS is the name behind the name of some great independent trade outlets. The CSS Member store listed on the front of this magazine represents only one of 70 member stores nationally that you may have seen with the big red CSS logo on the building. All these stores are family-owned and -operated and not a large multinational organisation. They may be small in size but rest assured, they are big enough to meet all your requirements. So, keep supporting them and if you haven’t had the pleasure of dealing with them, drop into one today. Visit constructionsupply.com.au to find your nearest store.

To the finish line – The building of a race care: Part Four

Katrina — Mon, 21 Sep 2015 04:06:20 +0000

Building a car is one thing, but keeping it moving requires great skill, writes Sue Nelson.

It has been a busy time of year for the team at Garry Rogers Motorsport, who have watched their Volvo S60 race car—built by the small team of 40 staff—crisscross its way around the country from its debut in Perth, to Winton, Victoria, up to Darwin and across again to Townsville, Queensland. “And it’s currently on a truck on its way to Ipswich,” says director Barry Rogers, the son of the team’s namesake.

Like most vehicles built for battle, the car has seen some exciting times in its short life. Following a race in Ipswich, it will go on to the endurance round —Sandown 500 and then the Bathurst 1000—the races that really test the cars, the drivers and the team alike. “By the time you get to Bathurst, you know the strengths and weaknesses of the cars and you know where you can attack other competitors and where you have to follow them,” says team manager Dean ‘Cowboy’ Cowling.

Cowling’s role is to get the cars ready before and after events and, on race day, to make sure that everything is smoothly coordinated and everyone’s got the tools to do the job. “There’s a lot of hype surrounding Bathurst and it’s a bigger event to prepare for, but I try to keep the boys level-headed and just get them to do what they’ve been doing for a bit longer. You don’t want to put too much emphasis on it. It is a big race but you try to keep it as low-key as possible.”

The test for the team and the car at Bathurst is the sheer distance. The car has to go into the weekend in top shape—as do the people who make it go. It gets stripped back and

each component goes off to be tested and serviced, right down to the last bolt. After the race, because of the distances it will have seen, the car will be overhauled again. The turnaround time between races can be as little

as two weeks, and in that time, the team has to make sure that the car is faultless and purring again.

“The team—and of course, the driver—relies on everyone else doing their job properly,” says Rogers. “It really only takes one person not to do something exactly as it should be done, one little nut left loose, and the whole thing comes apart,” he adds.

“There’s check after check, but preparation is vital. If you’ve done the right preparation, the rest is easy. The results should take care of themselves, though a lot can happen within a race.”

Bouncing back is an important part of the game. “When something happens, you’ve got to go back and work out why it happened—a faulty part, poor design, human error. Go back and find out the answers—sometimes this is difficult, sometimes it’s obvious. But if you’re not sure why it happened and you put it back together hoping it’s a one-off, then you never really go in with any confidence. You can never really be sure.”

On the day, everything needs to be perfectly coordinated by Cowling. There are co-drivers involved for the endurance rounds, which can add
a bit of complexity as the co-drivers need to be comfortable in the car and they need to be briefed on their changeover times. There are three driver changes at Bathurst.

The pit-stop team needs to be well- drilled and ready to do whatever needs to be done to the car in the minimum possible timeframe. “On the race day,
I coordinate the pit-stop guys, making sure they’re all ready to go. They know exactly what’s being done to the car at that particular stop because it can vary. You might be putting in 10 seconds of juice, you might be doing a driver change for 15 seconds, might be leaving him in, there might be various other service work that needs to be done to the car,” he says.

“We all communicate by radio so I’ll be listening in to what race engineers are saying about cars and how they’re tracking and then relaying the information to the pit-stop crew. A strategy in the longer races and getting the right call at the right time can win or lose the race. Planning that next pit stop is pretty important. We have the data, engineers plan out that strategy as the race unfolds and it can change in an instant. So you’ve got to be ready and on your toes and keeping the boys ready and on their toes, too.”

As for the drivers, Rogers reckons it takes a special kind of nerve to do what they do. “It’s a mental challenge. You do lap after lap after lap—you can’t lose focus, you’re constantly looking for any little spots of oil, constantly looking out for other cars and dust on the track,” he says. “It’s like facing up a cricket ball; every ball that comes at you, you have to concentrate on, and one little lapse can end in tears.”

But even with the toughest team around, things can go wrong. “We’ve had a bit of an up and down year,” says Rogers. “[New Zealand racing driver] Scott [McLaughlin] got the car into pole position in the last leg up at the Townsville 400 following the time trials, but we ran into problems. Unfortunately, during the race, while he was leading, he lost the power steering and couldn’t finish.”

During the previous race in Townsville, McLaughlin had qualified fourth and finished fourth on the back of a couple of top-10 finishes in Darwin. “We definitely would have been at the pointy end there somewhere if the power steering hadn’t gone,” says Rogers. “It’s disappointing but as a team, you do the best you can do.”

He adds that the team’s ability to get back on their feet quickly is down to the way they work. “We’re a pretty small, close-knit team and we’re all long- timers. There’s a very slow turnover in staff and a good positive feeling around the place. There’s consistency. Success is all about your people; there’s no doubt about that. If you’ve got long-term experience with these cars, you’re ahead of the field.”

A family affair

Katrina — Mon, 21 Sep 2015 03:55:13 +0000

Three generations of the Winslow family have built Richmond Wheel & Castor Co from a one-man operation into a major Australian manufacturer, writes Shane Conroy.

Richmond Wheel & Castor Co is a genuine Australian success story. Since its humble beginnings as a one-man steel trading operation in the 1950s, three generations of the Winslow family have steered the business through recessions, downturns and the global financial crisis to its commanding current- day position as one of the longest standing—and most successful—materials manufacturers in Australia.

The company supplies a wide range of wheel and castor products for industrial applications, and operates stores in Melbourne, Sydney, Brisbane, Adelaide, Perth and Auckland. Its success is built on strong family values and an uncompromising work ethic, but its Richmond’s enduring belief in the quality of the Australian- made product that has proved to be most valuable of all.

Retaining its in-house manufacturing capability throughout the decades has been vital to the company’s success, explains general manager, Geoff
Davis, and gives the company an innovative edge in today’s demanding market. “While other companies followed the trend to outsourcing their manufacturing, retaining control of our in-house manufacturing allows us to design custom products and solutions, rather than selling standard products out of a catalogue,” he says. That ability to innovate has led to a long list of lucrative contracts for the company, including the Gorgon gas project on Barrow Island, Western Australia.

In the beginning
Like any great success story, Richmond’s origins are humble. Frank Winslow began the company as a steel trading operation in post-war Victoria during the 1950s. He would purchase decommissioned structures, dissemble them, and sell the steel. “In those days, unless you had a contract with BHP, steel was difficult to come by,” Davis explains. “Frank saw an opportunity there, and the company was born.” Frank used his steel money to move into manufacturing hydraulic materials handling equipment like pallet trucks and stackers—operating as Lift’n’Move—and put his shrewd eye for a bargain to work. “In his later years, Frank had a reputation for turning off lights to save costs,” remembers Breon Winslow-Moore, Frank’s grandson and the third generation of the Winslow family to work in the business. “The problem was that people would often still be inside working.”

Eccentricities aside, the uncompromising work ethic Frank developed as a steel trader remains part of the company’s DNA to this day. When Ray Winslow, Frank’s son and current company chair, came to work for the business in the 1960s, he got a first-hand taste of the famous family work ethic when he has assigned his first task: to dismantle the superstructure supporting a furnace chimney at the company’s Clayton headquarters. Ray took to the task with an oxy torch, sledgehammer, axe, and a good supply of elbow grease.

Building the future
It’s that kind of hard yakka and willingness to take on challenges that has defined the company’s success ever since. By the 1980s, Richmond had begun manufacturing the wheels, castors and rollers for the hydraulic equipment it was distributing, and Ray identified an opportunity to shift the company’s primary focus onto its manufacturing arm, where it remains to this day. “Ray really drove the growth of the company from a small Victorian engineering company into a major manufacturer with a global supply chain,” says Davis, who has been with the company for more than 25 years.

As other companies followed the trend to outsourcing their manufacturing during the proceeding decades, Richmond took the path less travelled and built its reputation as a quality Australian manufacturer. Today, it is among the last-standing Australian manufacturers. Davis argues it is this commitment to in-house manufacturing that has seen Richmond through the tough times, and presents the company with a bright future.

“If you don’t manufacturer your own products, it’s difficult to innovate. You’re really just selling from a catalogue,” he says. “We can custom design our products, which mean we can respond to market demands quickly and develop products to suit the specific needs of our clients.”

The proof is in the pudding. In 2008, when most companies were reeling from the effects of the global financial crisis, Richmond was manufacturing its largest polyurethane rollers to date. Then, in 2009, the company installed a new polyurethane processing machine, capable of dispensing up to 15kg per minute. Then a new twin pallet machining centre arrived for mould making.

The next generation
Richmond’s commitment to in-house manufacturing also captured the attention of a young Breon Winslow- Moore, Frank’s grandson, Ray’s son, and the third generation of the Winslow family to join the business. “I remember playing with ball bearings on the factory floor as a kid. I used them in my slingshot,” he says, laughing. “There seemed to be so much going on. It was always exciting.”

Still, Breon hadn’t always planned on joining the family business, and probably wouldn’t have if not for the opportunities the company’s manufacturing plant offered. “There was a moment—during my university years—that I realised the potential of manufacturing was pretty much unlimited,” he says. “Anything I could design, we could build. That captured my imagination. I was hooked.”

Today, Breon manages the special projects division and works on many of the company’s largest custom projects. But, like everyone else at the company, he started his career on the factory floor. “I started on the machines pressing ball bearings,” he says. “Then I moved up to drafting, engineering and production management. The company is built on manufacturing so it’s important everyone here understands and respects the process. Even our salespeople spend two weeks on the machines when they join the company.”

Glen, Breon’s twin brother, has recently rejoined the business this year and is working on building a business plan to establish a service division of the business. He also started putting together ball bearings as a youngster, but over the years has built up lots of experience in sales and the stores.

A family affair
The policy of every staff member earning their stripes on the factory floor is one Frank Winslow would appreciate. Although the company has developed into something much larger than the steel trading operation he started 57 years ago, his fingerprints remain on the business today.

“Despite our growth, the company is still based on the same family values that Frank started it with,” says Davis. “He was a no-nonsense guy, but once you proved that you knew what you’re doing, he was very loyal to you. It’s the same today. Most of our employees have been here for many years. If you work hard and know what you’re doing, you’re treated well and become family.”

Frank’s uncompromising entrepreneurial spirit also lives on in the company’s can-do attitude and ongoing commitment to innovation. “We’re constantly confronted with massive engineering challenges in our custom projects and are always finding new ways to solve problems for our clients,” says Winslow-Moore.

One example is Richmond’s role in Chevron’s aforementioned Gorgon gas project, which called for the development a stackable rollers system and unprecedented 1066.8mm rollers to accommodate concrete pipe. It was a major challenge and vital to the overall success of the project. “It’s really all about problem solving. That’s what I love about the manufacturing industry,” says Winslow-Moore.

“We constantly have to find new ways to think about problems and engineer solutions to them that may be new territory for everyone involved. It’s exciting. And we’re always up for the challenge.”

Fat Chance winners!

Katrina — Mon, 21 Sep 2015 03:31:29 +0000

Congratulations to the winners of the last edition’s competition, who won their “Ultimate Break for Freedom” and can enjoy spending their $3500 travel voucher. A big thanks to our sponsors: Kincrome, HB Fuller, Beaver Brands and Impact-A.

The winners are:
QLD: Simon McDonald WA: Gary Walker NSW: Paul Fleming NT: Bruce Shillington VIC: Joseph Vrapjenak

If you want your Fat Chance of winning this edition’s prize, consisting of five $3500 Flight Centre Travel vouchers, turn to page 32–33 to find out more, and start packing your bags!

Research forum on coal seam gas draws keen crowd

Katrina — Mon, 21 Sep 2015 03:29:30 +0000

A joint research forum
on agriculture and coal seam gas was held in Roma, Queensland, in late August, with more than

80 industry professionals in attendance. Held in partnership between the University of Queensland [UQ], the Gas Industry Social & Environmental Research Alliance [GISERA], Department of Agriculture and Fisheries and AgForce Projects, the forum allowed for the presentation and communication of findings and to get landholder feedback. As a result of the research presented by UQ, a range of measures of the impacts of CSG on farm production and profitability and strategies to manage these impacts will soon be available.

“Finally, results are emerging from these research projects and we no longer need to fall back on anecdotal evidence to inform us on the industry,” explains professor Andrew Garnett, director of the UQ Centre for CSG. “It’s the right time to roll this scientific conversation into the community and get feedback from the landholders that are dealing with resource companies.”

Richard Golden, a producer from Yuleba, added that events such as the forum are crucial for landholders dealing with coal seam gas. “The legislation allows landholders to get reimbursed for reasonable, associated professional costs,” he said. “Landholders need useful information to guide the estimation of those costs and that useful information comes from these types of events and research projects.”

For more information on AgForce Projects, visit agforceprojects.org.au

Residential building work on the rise

Katrina — Mon, 21 Sep 2015 03:23:52 +0000

Master Builders Australia has recorded an increase in approvals for the building of new homes of 4.2 per cent, seasonally adjusted in July 2015. “The rise in dwelling units approved will add further strength to the pipeline of work yet to be done by residential builders with 223,000 dwellings approved in the 12 months to July,” said Peter Jones, the organisation’s chief economist.

“The volatile high-rise apartment sector bounced back by 6.1 per cent, offsetting a fall of three per cent in detached housing approvals as the mature stage of the cycle unfolds,” he said. “Meanwhile, the value of alterations and additions work continues to accelerate, foreshadowing that it will take over as the driver of overall growth in the residential building sector. Although in seasonally adjusted terms approvals fell in July, comparing the three months to July to same period last year, the value of approvals is up 14.3 per cent.”

Call for more apprentices and 457-visa workers

Katrina — Mon, 21 Sep 2015 03:21:25 +0000

With construction and renovation work at a record high on the far south coast of New South Wales, a labour shortage may be looming in the region, reports The Sydney Morning Herald. The result of a high number of new home approvals, government infrastructure projects and a rise in renovations, builders say more apprentices are needed to cover the shortfall.

The call comes as the Bega Valley Shire had to directly approach construction companies after not receiving any applications for the fit-out of its new council headquarters, indicating the amount of work with which local builders are contending.

In response, the Housing Industry Association has suggested more 457- visa workers need to be employed, which would allow skilled overseas workers to work temporarily in Australia. However, the NSW Minister for Skills, John Barilaro, told the newspaper that this isn’t a long-term solution and more focus should be placed on the creation of apprenticeships for young people.

Construction industry paperwork app set to expand

Katrina — Mon, 21 Sep 2015 03:18:43 +0000

Australian technology company APE Mobile has raised its intended $2 million to help support its international expansion. Its unique mobile app, targeted largely at the mining and engineering industries, allows site managers and builders to manage paperwork electronically.

Founded by Matt Edwards and David Hayward, and supported in this first round of capital by Jolimont Global and Viburnum Global, APE Mobile has grown steadily since its inception in 2014, with strong uptake by clients including Tasman Civil, Iluka Resources and Civil Assist Australia.

The app first came to attention at Perth start-up app competition OzAPP Awards, and comprises newly developed software that allows users to upload and manage various forms of paperwork, which draws on the co-founders’ personal backgrounds in construction management. With the capital, APE Mobile plans to hire more staff to further its product development and distribution, which to date already includes clients in the United Kingdom and United States.