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Variation in

Concrete Performance
Due to Batching
January/February 2012
Concrete
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f eat ur es
6 Variation in Concrete Performance Due to batching
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16 The New Frontier for Pervious Concrete: Wearing
Course applications
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PUBLISHED DECEMBER 2011
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January/February 2012, Vol. 11, No. 1
infocus
Concrete
cont ent s
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CONCRETE in focus

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6

JaNuaRy/FEbRuaRy 2012
P
arts I and II of the Concrete Quality
series
1,2
discussed that a good measure
and benchmark of concrete quality is
the Standard Deviation (SD) of compressive
strength test results. The primary factors that
impact the SD are variability associated with
materials, production and testing. In order
to reduce the strength standard deviation
the concrete producer needs to manage those
aspects of variability that can be controlled.
This article discusses the benefits of control-
ling accuracy of batching of concrete material
ingredients other than water. Effects of batch-
ing inaccuracies of water and ways to reduce it
have been addressed in earlier articles.
3, 4
Variation in
Concrete Performance
by Karthik Obla, Ph.D., P.E., Vice President, Technical Services
Part 8 of Concrete Quality Series
ASTM C94 Scale Accuracy and
Accuracy of Plant Batching
ASTM C94-11
5
states that scales shall be
considered accurate when at least one static
load test within each quarter of the scale
capacity can be shown to be within 0.15%
of the total capacity of the scale or 0.4% of
the net applied load, whichever is greater. Te
NRMCA Plant Certifcation Check List
6

invokes these requirements through the range
of use of scales. Te certifcation requires
companies to verify scale accuracy at least
once every six months and arrange for prompt
recalibration and correction if non-compli-
ance is indicated or if the plant is moved or
other maintenance impacts the weighing
systems. Te accuracy of volumetric measur-
ing devices in the NRMCA Check List for
water and chemical admixtures is established
by the required batching accuracy. NRMCA
certifcation requires that volumetric measur-
ing devices should be checked for accuracy at
least once every 6 months.
ASTM C94 and ACI 117-06
7
state the
tolerances for batching ingredients of con-
crete. Te batching accuracy requirements
in the NRMCA Plant Certifcation program
are as required in ASTM C94 and stated in
Table 1. For weighed ingredients, accuracy
of batching is determined by comparison
between the desired weight and the actual
scale reading; for volumetric measurement
of water and admixtures, accuracy is deter-
mined by checking the discharged quantity
relative to the target, either by weight on
a scale or by volume in an accurately cali-
brated container. Volumetric measurement
is commonly used for water and typically
used for chemical admixtures. It is realized
that on any single batch, at least one of the
ingredients may be out of tolerance, as dis-
cussed later. For the NRMCA plant certi-
fcation, inspectors are advised to review
several batch records and to determine that
the plant complies with the batching accu-
racy by reviewing the average of at least 10
batches of concrete.
Two Issues with Batching
Te above requirements are essential
frst steps for ensuring batching accuracy.
Concrete producers should continuously
review batch records to ensure that batch
weights of all the ingredients of concrete are
feature
Figure 1. Signifcant Cement Over-Batching Prior to Installation of Improved QC System
(1 plant producing 200 yd
3
/day working 5 days/month)
CONCRETE in focus

7
Concrete Performance
Due to Batching
within the ASTM C94 batching accuracy
requirements. Concrete plants may have
to be tuned, continually monitored and
adjusted when necessary. If this is not prac-
ticed two possible errors may occur:
1. Over batching materials means giving
material away and increased material cost
per cubic yard produced. Under batching
results in under yield causing customer
complaints.
2. Batch weights that are highly variable can
cause signifcant variations in yield, strength
and other performance characteristics of
concrete. It also results in poor inventory
control of ingredient materials at the plant.
Over batching
Fig. 1
8
shows the cement over-batch in
dollars from a fairly new concrete plant pro-
ducing approximately 200 yd
3
per day. It is
clear that for the frst month (June 1 to 30)
the plant was on an average over-batching
about 10 lbs/yd
3
of cement. Between June
30 and September 30 the over-batching con-
tinues upward in a series of ever shortening
steps. Tis is due to attempts to tune the plant
using the batch computer as the plant contin-
ued to become more and more mechanically
unsound. It can be easily seen at what point
the plant fails. It is also apparent that once
the plant was repaired to a proper mechani-
cal condition, that the batch computer had in
fact been tuned to an under-batch condition
in order to correct a deteriorating mechanical
condition that had been causing the plant to
over-batch. Once the plant was repaired and
the computer properly tuned, more accurate
batching was possible as refected by the
almost fat line starting about November 20.
Fig. 2
8
represents what can be achieved in
batching accuracy when attention is given to
all materials. Tis fgure represents fve plants
producing almost 3000 yd
3
per day. Note that
this fgure represents fve months of production
totaling over 300,000 yd
3
. Total material over-
batch was reduced to an average of $0.013/yd
3

for the fve-month period. Tis type of perfor-
mance requires constant monitoring and con-
stant preventive maintenance.
Another producer
9
reports similar reduc-
tions in over batches. Fig. 3 (upper plot) is
a timeline graph (over 2 years) of sample
averages of cement batch weights of 3 con-
secutive batches of concrete. Each data point
was the average of cement batch weights for
3 consecutive concrete batches for the same
mixture. At least 2 such points were collected
per day and so the whole plot consists of 663
data points. At the beginning, cement was
being over batched on average about 5 lb/yd
3

over the target weight.
Variation of Batch Weights and
Its Effects
Te second important issue with batch-
ing is the variation in batch weights. In
2006, a survey of batching accuracy was
conducted
10
while developing the NRMCA
Plant Inspectors Guide for the purpose of
evaluating how inspectors can check batch-
ing accuracy during a plant inspection. Data
was received from 31 concrete plants with
batch records from 10 consecutive batches
for each of two days. Tis produced 620
batch records. Actual batch weights were
Figure 2. Signifcant Reduction in Material Over-Batching After Installation of Improved
QC System (5 plants producing total of 300,000 yd
3
for that period)
8

JaNuaRy/FEbRuaRy 2012
compared with target weights for all the
concrete ingredients cement, fy ash, slag
cement, coarse aggregates, fne aggregates,
air entraining admixtures and 2 other chemi-
cal admixtures (if used). Out of 620 batches
565 batches were 3 cubic yards or higher;
the following analysis is restricted to those
since short loads (less than 3 cubic yards) are
more prone to batching inaccuracies. Table 2
provides the analysis of the out of tolerance
batches for just the cementitious weight. 83%
of all batches where within the C94 toler-
ance of 1%. 95% were within 2%. When
10 batch records were averaged, 98.5% of the
plants met the batching accuracy require-
ments of ASTM C94. Another aspect of this
review is that most batches were out of toler-
ance on at least one ingredient.
Cementitious Batch Weight
Variation and Its Effect on
Strength Variation
For a given concrete mixture, variations in
cementitious batch weights can be expected
to lead to strength variations. A commonly
used rule of thumb is that 1 pound of cemen-
titious material equates to a compressive
strength between 8 to 12 psi. (Tis is a sim-
plistic assumption that is valid
3
only for w/
cm around 0.50 to 0.60 or for concrete with
28-day compressive strength ranging from
4000 to 5000 psi). Tis means that a 1%
variation in cementitious batch weight will
result in a 1% compressive strength varia-
tion. If the cementitious batch weight varies
by 1% of the target value 95% of the time,
the efect is that the resulting compressive
strength variation should be within 1% of
the average strength 95% of the time. For the
purpose of this analysis it is also assumed that
the cementitious batch weight and the result-
ing compressive strength of the concrete are
normally distributed. If 95% of the time it is
within tolerance then it follows that 97.5% of
the time the cementitious batch weight is more
than the lower tolerance limit and as a result
97.5% of the time the compressive strength
of the concrete should be greater than the
strength corresponding to the cementitious
batch weight at the lower tolerance limit.
So, for the 97.5% probability, it follows
that:
X 1.96s = (1-y)*X where X is the aver-
age compressive strength; y = variation in
cementitious batch weight (0.01 for 1%;
0.02 for 2% etc.); s=standard deviation of
resulting compressive strength test results.
Simplifying, we get
s =
y
1.96
x
If X=5000 psi, s can be calculated as given
in Table 3 for the various cementitious
batch weight variations. Table 3 shows that
the resulting strength standard deviation
varies linearly with the cementitious batch
weight variation. ACI 214R-02
7
states that
for laboratory trial batches the overall
standard deviation for excellent standard
of concrete control should be below 200
psi. To attain an overall standard devia-
tion of 200 psi, assuming very good test-
ing standard deviation of 140 psi (COV of
2.8% for average 5000 psi concrete which
corresponds to Very Good testing control),
one would have to target a standard devia-
tion of less than 140 psi for material and
manufacturing and initial curing varia-
tions! Cementitious batch weight is one of
numerous variables afecting compressive
strength variability. Considering this, the
standard deviation of more than 25 psi due
to cementitious batch weight alone may
be too high. Te analysis of the NRMCA
batching survey in Table 2 shows that for
cementitious material 95% of the batches
are within 2%. If a concrete producer is
reviewing these records, a suggested target
for improvement would be to ensure that
the cementitious batch weights should be
within 1% in 95% of the batches. As a
process of continuous improvement, once
the 95% target level has been attained pro-
ducers can aim for 99%. One company
9

has reported to have attained batching ac-
curacy of 99.9999% or only 1 in a million
batching failure rate and has quantifed
signifcant material cost savings as should
be expected!
While cement is usually the primary
focus of any plant analysis, all materials
are subject to variations in batching and all
have an efect on the quality of the concrete.
Batching inaccuracy can be cumulative. A
2% reduction in cementitious batch weight
in addition to a 2% increase in aggregate
batch weights in the same batch can lead
to a 4% reduction in cementitious weight
when concrete is adjusted for yield thus
resulting in signifcant concrete perfor-
mance variation. Also, admixture dosage
Figure 3. Control Charts for the
Cement Batching Process over 2 years
at a Ready Mixed Concrete Plant
9

Average cement weight in lb/yd
3
of three
consecutive batches of concrete (upper)
and Corresponding Range in lb/yd
3

(Lower). 2 data points plotted each day of
production.
Figure 4. Statistical Process Control
Charts Average of three consecutive
batches of concrete (upper) and
Corresponding Range (Lower)
Figure 5. Control Charts for the Fine
Aggregate Batching Process over 2 years at
a Ready Mixed Concrete Plant
9
Average
fne aggregate weight in lb/yd
3
of three
consecutive batches of concrete (upper)
and Corresponding Range in lb/yd
3

(Lower). 2 data points plotted each day of
production.
CONCRETE in focus

9
variations can lead to signifcant changes in
air content and mixing water content.
How can a company improve
batching accuracy?
Once a target has been established there
are diferent ways companies can go about
to improve batching accuracy. One pro-
ducer
8
has used a real time error monitoring
system with great success. Control systems
available to the industry allow for the noti-
fcation to responsible company personnel,
in the form of an e-mail, whenever the set
batch tolerances are exceeded. Parameters
for these alerts can be set by recipient,
region, plant, material and magnitude of
the error. Tese alerts arrive in the hand
of the intended recipient (quality person-
nel) in real time so that a decision can be
made as to whether to correct the error, pre-
vent that particular batch of concrete from
being delivered to a project, divert the load
to another customer or to discard the load.
Real time reporting of batching errors is a
good way to monitor the changing mechan-
ical condition of a plant as well.
Table 1. Batching accuracy requirements per ASTM C94 and NRMCA Plant Certifcation
Summary of Requirements for Accuracy of Batching
Check List
Section
2.5.1 2.5.2 2.5.3 2.5.4
Material
Cementitious
Materials
Aggregates
Water,
Vol. or Wt.
Admixtures
Individual
Batchers
Cumulative
Batchers
Basic
Tolerance
1% of
desired
weight
2% of
desired
weight
1% of
desired
weight
1.5% of
desired value
or
3.0% of desired
value
or
Intermediate
and
cumulative
Intermediate
and
cumulative
1.0 gal
(10 lb.)
Minimum dosage
rate per 100 lb.
cement
Small
Batch
Tolerance
-0 to +4%
of desired
weight
0.3%
of scale
capacity
for loads
below 15%
of scale
capacity
0.3% of
scale capac-
ity for loads
below 30%
of scale
capacity
Whichever is
greater
Whichever is
greater
Another producer
9
has had signifcant
success in improving batching accuracy
using statistical process control charts
(Fig. 4). Te upper chart is a timeline
graph of sample averages of ingredient
batch weights of 3 consecutive batches of
concrete; 2. Te lower chart is the corre-
sponding range within the sample. In the
upper chart, the straight line labeled X
=
is
the process average. Te lines labeled UCL
and LCL are upper and lower statistical
control limits, set three standard devia-
tions above and below the process aver-
age. Te upper chart is sensitive to shifts
in process average and the bottom chart is
sensitive to process variation. Te charts
depict a process said to be in a state of sta-
tistical control - that is a process showing
random variation with no points falling
above or below the control limits. Process
variation originates from many random
common causes. When a process is oper-
ating in this manner, the probability that
all points will fall within the control lim-
its is 0.997 probability or 99.7 percent.
Points that plot outside the control limits
are said to come from special or assignable
cause variation; these causes of variation
can be easy to locate and correct. So in
this respect, the charts provide a decision-
making tool to identify when an assign-
able cause for the variation occurs that
then generates an action as to correct the
situation or not.
In the process described
9
the plant
operator was asked to plot two points each
of three consecutive batches a day from
the batch weight data being reported by
the batch control computer. A top-selling
concrete mix was picked for the evalua-
tion. Te frst two batches of the day were
not used as plant equipment had not yet
warmed up. When the data collection
was initiated quick changes were avoided.
Changes were made methodically and
involved resetting constants in the batch
computer without any hardware changes.
Fig. 3 shows control charts for the cement
batching process. Te point S on the
charts in Fig. 3 is the point where this pro-
cess was brought into statistical control
most of the time. Te points under A, B,
C and D were caused by the batch con-
trol computer changing its own constants,
reacting to assignable cause variation as
though it were a shift in the process average
Table 2. Analysis of Cement Batching from a NRMCA Batching Accuracy Survey
Tolerance Limits, % Percent within Tolerance, %
1% 83
2% 95
5% 98
10% 99
C94 cement batching tolerance is 1%
Table 3. Cementitious Content Variation and its Efect on Concrete Strength Variation
Cementitious Batch weight Variation, %
Calculated Concrete Strength Standard
Deviation, psi*
1% 26
2% 51
5% 128
10% 255
10

JaNuaRy/FEbRuaRy 2012
524153_coast.indd 1 5/12/11 8:53:49 PM
and adjusting, where no adjustment was warranted. Initially, there
were diferences as high as 40 lb/yd3 between batches that could
have led to signifcant variation in concrete performance. Similar
control charts were developed for all the ingredient materials. Fig.
5 shows the control charts for the fne natural dune sand batching
process. Changes to batching such as tolerances, jog timing, jog
duration, time in air fall, etc. were made methodically by the plant
operator. Te overall result was an 80 percent reduction in the aver-
age range. In the beginning there was diference as high as 80 lb/yd3
between batches, signifcant enough to cause quite a bit of variation
in yield, strength etc. In the lower chart the four out of control
points under the letter A are caused by one batch in the sample going
way over target batch weight just after the plant ran out of material
on the previous batch. Te out of control point under the letter B
was from a modifcation tried. Overall for all the ingredient materials
the average range was reduced by about 60%. For ingredients that
are batched at very low weights (< 100 lb/yd3) it was found harder
to achieve large reductions. By methodically following the process
and reducing the standard deviations, the producer was able to oper-
ate at a variation less than half of the C94 tolerance for cement and
aggregate batch weights thus ensuring that tolerance limits will be
exceeded less than 1 in a million batches! Te producer reports suc-
cess in implementing statistical process control in aggregate produc-
tion and paperwork as well.
Te producer states that an environment of trust that is free of fear
is essential for statistical process control to succeed. Initially, rapid
progress can be made by making simple changes and it is important
not to resort to blame someone or some group as then many of the low
hanging fruit will not be accessed. Te producer states that a plant
operator who achieved most of the improvements shown in Figs 4 and
5 has become an advocate of continuous improvement and pride in
workmanship, traits very benefcial to the company.
Another way of doing batching accuracy is by cumulative end of
day, week or month method. If at the end of some time period, the
total amount of material used in the concrete more or less equals the
amount that should have been used then all is deemed to be well.
Tis is a business side argument. Unfortunately, this inventory-
based method is not useful enough to adequately establish the true
performance of a concrete plant or to predict the performance of
individual concrete batches. Tere needs to be a quality side of the
argument too. A cumulative ending number only tells a small part
of the story, it is necessary to determine the path to that number.
Summary
Improving batching accuracy can help reduce material over-
batching and thus reduce material costs per cubic yard produced. It
can also help reduce material under-batching and thus under yield
that could result in poor customer relations. Improving batching
accuracy can help attain more consistent performance for fresh con-
crete properties that is important to the contractor and to reduce
variation of compressive strength of concrete. Te intangible ben-
efts of improving batching accuracy are also considerable. Tere
will be fewer loads batched in error, and a reduction in rejected
loads. Because of the constant tracking of material batching it is
possible to quickly detect plants that have just had a breakdown or
where one is about to occur. Tis helps reduce plant downtime and
maintenance.
Tere is a cost to improving batching accuracy. It may require
plant operator time for developing and tracking control charts or
investing in error monitoring alerts. It may increase the time for
batching materials into the ready mixed concrete truck. But the
benefts far outweigh the additional costs.
References
1. Obla, K.H., How Good is your QC Part I of Concrete Quality
Series, Concrete InFocus, May-June 2010, Vol. 9, No. 3, NRMCA,
pp. 17-18.
2. Obla, K.H., Sources of Concrete Strength Variation Part II of
Concrete Quality Series, Concrete InFocus, July-August 2010, Vol.
9, No. 4, NRMCA, pp. 21-23.
3. Obla, K.H., Variation in Concrete Strength due to Water and Air
Content Variation Part IV of Concrete Quality Series, Concrete
InFocus, January-February 2011, Vol. 10, No. 1, NRMCA, pp.
29-32.
4. Obla, K.H. and Lobo, C.L., Mixing Water Control Part V of
Concrete Quality Series, Concrete InFocus, March-April 2010, Vol.
10, No. 2, NRMCA, pp. 23-27.
5. ASTM C94-11, Standard Specifcation for Ready Mixed
Concrete, Annual Book of ASTM Standards, American Society of
Testing Materials, Volume 4.02, Concrete and Aggregates, ASTM
International, West Conshohocken, PA, 2011, www.astm.org.
6. NRMCA Quality Control Manual Section 3, Checklist for
Certifcation of Ready Mixed Concrete Production Facilities,
Eleventh Revision, May 2011, NRMCA, www.nrmca.org.
7. ACI 117-06, 214R-02, ACI Manual of Concrete Practice, American
Concrete Institute, Farmington Hills, MI, www.concrete.org.
8. Bain, D., and Obla, K.H., Concrete Quality Control Te
Untapped Proft Center, Concrete InFocus, Fall 2007, Vol. 6, No. 3,
NRMCA, pp. 63-69.
9. Crammatte, A. B., Process Control at a Hawaiian Batch Plant,
Concrete International, September 1998, Vol. 20, No. 9, pp. 41-44,
American Concrete Institute, www.concrete.org.
10. Daniel, G., Batch record data compilation and summary, submit-
ted to the RMC Research & Education Foundation, 2006.
*Te standard deviations of the compressive strengths are calcu-
lated by assuming that the cementitious batch weights are within the
noted variation 95% of the time, and the cementitious batch weights
and resulting concrete compressive strengths are normally distributed.
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12

JaNuaRy/FEbRuaRy 2012
feature
by Doug ONeill, Senior National Resource Director, NRMCa
H
ave you heard the term Elevator
Speech before? Its when youre on
an elevator with someone, the doors
close and instead of the awkward silence, you
strike up a conversation. If it comes to the
question, What do you do? or Who do
you represent?, then youve only got a few
seconds to share with that person something
valuable about yourself that might make an
impression. Thats the elevator speech.
As representatives of the concrete indus-
try, we get the opportunity to give eleva-
tor speeches in many diferent situations.
For instance, on jobsites with contractors or
engineers, at construction industry confer-
ences, at USGBC local chapter meetings, in
our local communities, even with our neigh-
bors. For many of us, our concrete industry
hats are worn ALL the time. So, whats your
elevator speech sound like? Dont be ashamed
yet, youre not alone. (And I write yet only
because after you read this article, if youre not
inspired to sit down and practice your take on
what you do and who you represent, then at
that point you can feel free to be ashamed.)
Most of us in this industry havent put in the
time it takes to hone our concrete industry
elevator speech, or lets start calling it our
concrete industry Intro speech. Lets face it,
sometimes we may only get a few seconds to
plant that seed of interest or negate that mis-
perception about what we do or the product
we represent. Tis article is an attempt at
bringing home the point that individually
and as companies we could do better at com-
municating our passion for the worlds most
versatile, environmentally friendly building
material. We are missing golden opportuni-
ties to spread the word simply because we are
not prepared to efectively communicate it.
Lets look at the MIT Concrete
Sustainability Hub as an example. Te indus-
try, both cement and concrete, have invested
millions of dollars in the MIT CSH in order
to not only better understand the sustainable
aspects of concrete and cement, but also to
validate much of what we already know about
concretes vast contribution to sustainable
Te Sustainable Aspects
of Concrete Practicing
How We Say It
Effective Communication
CONCRETE in focus

13
construction. In August, MIT issued its sec-
ond year report on whats been happening at
the CSH; in fact many reading this article
may have attended the August Industry Day at
MIT to get a frsthand account of the results.
So now the question is, how many of us who
attended that Industry Day or who took the
time to review the reports (lots of pages writ-
ten by MIT brains) can efectively communi-
cate to someone inside or outside our industry
on what the results were? Dont be ashamed
yet, youre not alone. Both PCA and NRMCA
have been hard at work developing fact sheets
and talking points along with PowerPoint
presentations aimed at helping our industry
better understand whats going on at MIT.
Tese are valuable resources we should all take
advantage of. Te problem is, what good are
all these fact sheets and talking points unless
we actually learn whats in them and then take
that knowledge and efectively communicate
it.Tats where we fall short. For most of
us, the thought of learning and regurgitating
detailed MIT research reports is on par with
scheduling a visit to a proctologist. Avoid and
ignore!! So we go about our daily business and
hope someone else will do it.
Given these facts of human nature and the
cries from many to dumb down the MIT
research reports so they can be better under-
stood and communicated, how about we take
a diferent approach? Why dont we focus
on what we do know and become experts in
communicating that information?
Concrete is one of the most sustainable
products on the planet. It has many difer-
ent environmental benefts that most in our
industry know, yet may fnd it hard to com-
municate at a moments notice. Simply take
the test, right now, out loud, pretend youve
got a camera on you and you were just asked
to tell a reporter what the environmental ben-
efts of concrete are.If you really did try
this exercise, then you know how dif cult
it is to come up with an of the cuf state-
ment that is both coherent and efective about
something that you thought you knew. If you
didnt try, stop reading now because you
may be a lost cause. Practice makes perfect.
Efective communication is about practicing
your message and delivering it successfully.
So what are some of the major points
wed want to make regarding the sustain-
ability of concrete? Well, we know concrete
is perishable, so it has to be produced fresh
each day which means it also has to be pro-
duced locally. Local production means less
transportation costs both environmentally
and monetarily. Local production also means
local jobs, boosting the local economy.
Concrete is light in color which lowers
illumination costs for buildings and pave-
ments. Light refectance helps reduce the
Heat Island Efect which in turn means
lower cooling costs for a given facility in
the summer. A reduction in the Heat Island
Efect also helps reduce smog which can
contribute to health related problems among
both the very young and the very old. LEED
recognizes concretes contribution to lower-
ing the Heat Island Efect in parking lots.
Concrete is Durable. It stands the test of
time and Mother Nature. It doesnt rust, rot
or burn. When you consider the energy and
materials wasted by rebuilding homes devas-
tated by natural disasters and repaving our
roads regularly due to failing asphalt, if they
had been built with concrete in the frst place,
their durability in most cases could have pre-
vented this waste of valuable resources. MIT is
validating these facts with its life cycle assess-
ment of concrete structures and pavements.
Tats certainly not all the sustainable
aspects of concrete, but its a great start. With
a little dedication and practice, we all could
efectively communicate these sustainable
attributes of concrete. Unfortunately, many of
us think we can, assume we can, but havent
put in the time to make sure we can. Being a
professional, whether its pro football or sales
and marketing, takes practice. Football teams
practice their plays over and over until they
become second nature. If we are out there
communicating to the construction industry
about our exciting product, doesnt it make
sense to have practiced our verbal delivery?
How many of us have given presentations
about concrete to a group and the night
before are putting together our slides, some
of which were borrowed from a colleague?
Believe me, it shows! Our industry misses a
lot of opportunities to get across our message
efectively simply because were not prepared.
So how does one become an expert
communicator? Commitment, a belief in
your product and Practice Practice.
Practice Hopefully, we all see ourselves as
professionals and should be able to commu-
nicate the basic aspects of what we do and
what we produce. Anything less is simply
not acceptable. Lets embrace change and
get our industry moving again.
Understanding the message
Perfecting our industry Intro speech,
whether its a general approach to serving
the concrete industry or focusing on the sus-
tainable aspects of concrete, it all starts with
understanding what message you want to
deliver. If Im attending a USGBC local chap-
ter meeting and get the opportunity to stand
next to someone at the lunch bufet line, Id
be best served by having a short explanation
of why Im there and what I do. Examples:
With no preparation:
USGBC Attendee: So what do you do?
Concrete Industry Representative: I work
for XYZ Materials, we sell concrete.
USGBC Attendee: Oh, could you excuse
me, youre uninteresting and Im pretty sure
your product pollutes the environment.
With a little imagination and preparation:
USGBC Attendee: So what do you do?
Concrete Industry Representative:
Tanks for asking. I represent one of the old-
est, most versatile and sustainable building
materials on the planet. You could say that its
not only the foundation of our modern day
lives, but our countrys infrastructure relies
on our product. Care to guess?
Understand that youll have to come up
with what works for you, but in this example,
Effective Communication
14

JaNuaRy/FEbRuaRy 2012
with a little preparation, youve opened up
the conversation with a bold statement that
might lead to a legitimate dialog with this
person that could open up an opportunity
you didnt even know existed just a few short
moments ago.
In another example, we could go back
to our discussion on the MIT CSH. How
would you craft a statement that best
explains whats going on there?
With no preparation:
Yeah, MIT is studying concrete and how
its a sustainable product, um, weve sunk mil-
lions of dollars into the research.
With a little imagination and preparation:
Weve known for years that concrete is
the most sustainable building material avail-
able today. Its durable, ofers energy efciency,
is locally produced and is recyclable. MIT
researchers have now developed a cutting edge
Life Cycle Assessment model that can quan-
tify the cradle-to-grave environmental costs of
paving and building materials far more accu-
rately than ever before. Tey are validating
with scientifc research that concrete buildings
and pavements ofer real reductions in global
warming potential emissions.
Remember that unless you are making a
formal presentation, your comments need to
be short, concise and to the point. Most of us
cant do this of the cuf. Most of us need
to prepare, which means being committed to
spend the time to do the preparations. Have
you ever written down talking points about
a particular issue? Have you ever rehearsed
verbalizing those talking points? Have you
ever videoed yourself giving a presentation
or simply speaking to someone? I realize it
sounds odd, but its the best way for you to
see yourself and how you come across. Being
an arm failer and using ah and um were
two traits that I would never have associated
with my presentations, UNTIL I saw myself
on video failing away between ums and
ahs. Te reality is there are few individu-
als in the concrete and cement industry that
are polished, extraordinarily gifted commu-
nicators. We could all improve, and thats
the point. Taking the time to prepare our
Elevator speeches and working to elimi-
nate our negative communication habits is
a valuable way for our industry to help our-
selves move forward. We represent an amaz-
ing product, concrete, with so many valuable
attributes. How is it that most people dont
know the diference between cement and
concrete? Because we havent been efective
in telling them!
Tere is hope! Toastmasters is a national
organization with chapters in every city in
the country. Its goal is to improve presen-
tation skills with real world experience and
friendly, helpful evaluations of your cur-
rent level of communication efectiveness.
NRMCA is also ofering a new Webinar
that goes into detail about how to improve
our communication skills, with a focus on
sustainability. More information can be
found at www.nrmca.org/webinars or con-
tact doneill@nrmca.org. Honing our skills
as communicators is just another way our
industry can better compete in the very dif-
cult business environment we fnd ourselves.
As our industry becomes more efective at
translating the considerable advantages of
concrete to the marketplace, that higher
level of professionalism will only push us
further ahead and uncover the best and the
brightest that will be able to take the lead in
advancing the new technologies and innova-
tions this industry continues to develop.
HOWTO
combat
reducethe
global warming,
production of
greenhouse gases,
builda
stronger infrastructure.
and
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CONCRETE in focus

15
T
his is the third article in a series
intended to aid in the initial train-
ing or upgrading of your sales force.
Selling is a complicated process. By elimi-
nating these common mistakes salespeople
can become both more effective and more
efficient, the two levers used to maximize
your sales teams efforts. The common mis-
takes we will focus on are:
Talkinginsteadoflistening
Nothavingaprocess
Notunderstandingthedecisionmaking
process
Allocatingtimeimproperly
Selling what you want to sell, not what
they want to buy
Believingeverythingyouhear
Gettingemotionallyattachedtothedeal
Our last article looked at the selling pro-
cess. Tis edition we are going to look at the
decision making process. Understanding the
players, their roles, relationships and money
fows always increases the odds of winning a
deal. First lets lake a look at buyers roles. In
each deal, a buyer has a role to play. It may
be the same on all deals; it may vary based
on the size or complexity of the deal. Bottom
line, you need to identify all the players and
understand their roles. Typical roles I like to
use are:
Decision Maker: Someone who individ-
ually or in a group will make a decision. He
or she gets a vote.
Internal Advocate or Champion: A per-
son who carries your message for you when
you are not there. He or she is a vocal advo-
cate for your deal. Having a champion sig-
nifcantly increases your odds of success.
Infuencer: A person whose opinion may
impact one or more decision makers.
feature
The Seven Common Mistakes
Salespeople
Part 3 - Not understanding the decision making process
by Vance Pool, Senior National Resource Director, NRMCa
Vetoer: A person who can Veto your
deal. Vetoers are usually decision makers,
but not always.
Gatekeeper: A person who stands
between you and a decision maker who you
must get by to gain access.
So now that we have identifed what role
the various people have in the decision process,
the next piece of the puzzle is how are they going
to make the decision. Is the decision a commit-
tee? Who votes? Is it a single decision maker?
If so, which infuencers matter most? Is there
politics involved? I think you see where I am
going. Understanding the landscape around
the decision makers and key infuencers can
provide critical information to formulate the
best tactics to win the deal.
Once we understand who is involved and
how he or she will make a decision, under-
standing buying motives will increase our
odds. Dealing in the construction indus-
try, even before this recession, many pur-
chase only on frst cost. Unfortunately, we
are sometimes lulled into thinking it is the
prime buying motive all the time. Te only
way to know for sure is to be in the trenches,
asking the questions, confrming important
information from multiple sources. Lets
not assume it is the prime buying motive.
Sometimes, speed of construction and other
needs will trump frst cost. Life cycle cost is
replacing frst cost in more and more places.
Once you know what the decision mak-
ers needs are, you can meet them. If you
dont know their needs your tactics could be
fawed and your odds of success go down.
As with any sales interaction, spend more
time listening and less time talking. Use open
and closed probes to uncover needs and pres-
ent the solution to their needs. Te more deci-
sion makers, the more needs and the more
complex the likely process. Understanding
the roles and process increases close rates sig-
nifcantly. Selling is like playing the piano.
You have to practice to get better.
Te better you understand the buyers roles
and the decision making process the greater
your chances of success. It allows you to meet
the needs of the customer, apply leverage where
it can help win the deal and increase closing
rates. Te kind of skills that can help you get
parking lots and streets and local roads!
Made By
16

JaNuaRy/FEbRuaRy 2012
P
ervious concrete is becoming a sta-
ple for sidewalks and parking lots
nationwide and its many attributes
are helping to convince designers and build-
ers to utilize it more often than ever before.
Proponents of pervious concrete have long
been itching to bring these positive attri-
butes to streets and local roads and even to
highway applications. But although pervi-
ous concrete has been around for quite some
time, it has yet to gain popularity in applica-
tions beyond sidewalks and parking lots. The
potential for noise reduction and the enhance-
ment of skid resistance and reduced road spray
would make the use of pervious concrete a
winner in this application, given the strong
safety and positive environmental elements it
would bring. Design challenges for using it in
wearing course applications, however, in the
United States, Canada, and in Europe, caused
many to dismiss the notion that pervious
concrete could ever be widely used for streets,
local roads and highway applications. Studies
conducted in Europe and Canada were
unable to overcome some of these challenges.
However, the leadership of the RMC Research
& Education Foundation felt those research-
ers gave up too soon and therefore voted to
co-fund a comprehensive study to examine
those areas that were of particular concern.
The Foundation worked in partnership with
the Federal Highway Administration, the
U.S. Department of Transportations Pooled
Resource Fund, the American Concrete
Pavement Association, and the National
Concrete Pavement Technology Center (CP
Tech Center) at Iowa State University where
the study was conducted resulting in a com-
prehensive evaluation of some of these chal-
lenges and how to overcome them.
feature
The New Frontier
by Jennifer LeFevre, RMC Research & Education Foundation Senior
Director, Communications & Programs
Te fnal report released last fall, An
Integrated Study of Pervious Concrete
Mixture Design for Wearing Course
Applications, identifed and studied several
areas where the use of pervious concrete
might be more challenging when compared
to using traditional concrete. Studied areas
include pervious concrete air entrainment
and its impact on durability, pervious con-
crete workability and placement issues, per-
vious concrete overlay mixture development,
curing and surface durability, durability to
deicers and design considerations to reduce
potential clogging. Te research also took
into consideration freeze-thaw issues.
Te researchers prepared the chapters as
stand-alone documents so that readers may
review only those areas in which they are most
interested without losing important informa-
tion or context. Te project plan called for a
combination of review of previous work such
as the evaluation of in-place pervious concrete
sections and review of mixture design elements
followed by actual construction and long-term
testing and feld reporting. With respect to
the mixture development task, the researchers
evaluated a large number of mix designs incor-
porating a wide variety of aggregate types and
sizes, cements and admixtures. Much of the
feld placement and testing took place at Iowa
State and at the Minnesota Road Research
Project (MnROAD). Ultimately, the research
team designed and constructed a wet-on-dry
pervious concrete overlay at the MnROAD
facility which has been subjected to harsh
Minnesota winters that has been performing
well with respect to surface durability, hydrau-
lic performance and low noise, for over three
years. Te study also led the researchers to
make additional recommendations for future
research to help advance the use of pervious
concrete as a wearing course application.
In addition to the new CP Tech Center
study, the Foundation also recently released
the revised edition of its popular Pervious
Concrete Research Compilation, including
new and updated links to many pervious
concrete research reports, studies and articles.
Te electronic version of the document allows
internet-connected readers to simply click
and access most of the references included.
Originally released in 2006, the document
Pervious Concrete
Resources from the RMC
Research & Education
Foundation
An Integrated Study of Pervious
Concrete Mixture Design for
Wearing Course Applications
Construction & Maintenance
Assessment of Pervious Concrete
Pavements
Hydraulic Performance Assessment
of Pervious Concrete Pavements for
Stormwater Management Credit
Performance Evaluation of
In-Service Pervious Concrete
Pavements in Cold Weather
Side-by-Side Comparison of
Pervious Concrete and Porous
Asphalt
Long-Term Field Performance of
Pervious Concrete Pavements
Pervious Concrete Research
Compilation
All the above resources are available
at www.rmc-foundation.org.
for Pervious Concrete:
Wearing Course Applications
CONCRETE in focus

17
was again updated by Dr. Heather Brown,
program director for the Concrete Industry
Management (CIM) program at Middle
Tennessee State University. Both the new
wearing course application study and the
revised compilation are welcome additions
to the Foundations already strong library
of pervious concrete resources (see box) and
Pervious Concrete Street Project Spotlight:
Shoreview, MN, has an excellent example of a 79,000SF (3/4 mile) pervious concrete road project paved in 2009 in the Woodbridge neigh-
borhood. Check out the YouTube video at http://www.youtube.com/watch?v=j_z0xRPbExY to view a demonstration. An excellent summary
of the project may also be found at http://www.terraroadalliance.org/publications/enews/documents/ShoreviewPerviousWebinar.pdf.
Please note: This column should not be construed as giving advice or making a recommendation or be relied upon by anyone as the
sole basis for any decision or action. It is not intended to replace the advice of your human resources or employment law professional.
Our workers compensation insurance carrier keeps trying to convince us to adopt a
Light-duty Return-to-work Program (RTW).
Why would we want to bring a worker back who is not capable of doing his regular job?
Modified/Light-duty Return-to-work Programs are a key component in successful case
management of on-the-job injuries. The Bureau of Labor Statistics reports that the longer
an injured worker is out, the greater the chance hell never return to work. Thats BAD
news for both the company and the injured worker. THE BEST WAY TO CONTROL WORK
COMP COSTS IS TO AVOID INJURIES. THE SECOND BEST WAY IS TO GET INJURED WORKERS
BACK TO WORK AS SOON AS POSSIBLE!
Employees injured on the job often have temporary physical restrictions that prevent them from
performing all their regular job duties. A typical response is to keep the employee out of work until
he or she is able to return and perform all regular or essential job duties. A formal and carefully
managed modified/light duty return to work program will allow an employee who has some tempo-
rary physical restrictions to return to work to and perform duties that meet the temporary physical
restrictions until he or she is able to return to the regular job duties or it is determined that he or she has more permanent physical limitations.
This is a pro-active approach to rehabilitating injured workers. Its a program you can feel good about and can implement without discrimination.
You can consult with your workers compensation carrier to help you find a RTW program that will fit your company needs. It should be one that
both the company and the employees view as a BENEFIT. Take time to educate your managers on the benefits and why its important to keep
their team positive about the returning injured team member. In addition to statistics that show a faster recovery period, the returning worker is
also able to earn an income while providing value added work.
Its important to communicate with local managed care facilities and local doctors to let them know your philosophy on return-to work and that
your company will provide light-duty work. Its important to provide the doctor with a clear job description so that s/he knows the essential job
duties and physical requirements. Always remember that the injured employees doctor will document any physical restrictions. Be sure to follow
the restrictions to avoid potential liability and further injury to your worker. If done properly, this is a win/win and could be regarded as the best
benefit you have!
When asked about their employers commitment to returning injured workers to active duty as soon as possible, one companys employees said
that they felt that their employer, Really cares about us and our health. Theyll even give us a ride to work if our injury keeps us from driving.
The same company points out that this pro-active approach, coupled with a commitment to safety, has helped bring their workers compensation
modification rate down from 1.39 to .78! It worked for them; it could work for you too!
A
Q
are available from the Foundations Web site
at www.rmc-foundation.org, as hardcopies,
and on the Foundations popular Research
Supporting Sustainable Development deliv-
erables CD.
Additional information about the RMC
Research & Education Foundations work,
including the exciting research taking place
at the Concrete Sustainability Hub at the
Massachusetts Institute of Technology,
may also be accessed from the Web site
at www.rmc-foundation.org where many
other Foundation-funded resources are also
available for download. Another excellent
resource for pervious concrete information
is www.perviouspavement.org.
18

JaNuaRy/FEbRuaRy 2012
Technical Related Publications
1
PCIP100 Concrete In Practice
Package - Concrete in Practice Sheets
are short 1-page discussions on various con-
crete topics and are written in a What?
Why? And How scheme and are intended
to provide information on a non-technical
format. Te CIP topics are researched and
written by members of NRMCAs Research
Engineering and Standards Committee.
Tese are a great resource to give to your con-
tractors and customers. English CIP Full Set
2PCIP100 - contains 20 sets of each CIP topics
1-42. Spanish CIP Full Set 2PCIP100es -
contains 20 sets of each CIP topics 1-42. ($220
members, $320 non-members); English Single
Set 2PCIPS & Spanish Single Set 2PCIPSes
($27 members, $110 non-members)
2
2P170 ASTM Standards for Concrete
Technician Certification Updated
in April 2010, this publication includes 12
ASTM practices and test methods related to
testing fresh and hardened concrete, including
those required for ACI grade 1 feld-testing
and strength testing technician certifcation.
($42 members, $190 non-members)
3
2P133 In-Place Concrete Strength
Evaluation: A Recommended Practice
Revised in July 2011, this Practice contains
guidelines for use when strength tests fail to
meet specifications. It is based on research
by the Association and others and on past
experience with strength controversies. Te
guidelines include investigation procedures,
testing methods and precautions, and assign-
ment of responsibility. It addresses the degree
of strength defciency that warrants further
evaluation; a sequence of steps to follow in the
investigation; and actions that should result
from the investigation along with suggestion
Best Sellers from the NRMCA Bookstore
of allocation of costs. Te revisions address
current requirements in industry codes and
standards. ($12 members, $48 non-members)
Environmental Related Publications
4
2PEMRM - Environmental Manage-
ment for the RMC Industry - With
more than 250 pages, more than 125 full color
images and input from nearly all the major
ready mixed concrete companies in the U.S.
this document presents the environmental
issues that surround the manufacture of ready
mixed concrete. Te document describes best
industry practices for water management, air
quality management, admixture, chemical
and fuel storage issues, noise management,
hazardous waste management, best manage-
ment practice for fleet maintenance shops,
plant aesthetics, plant closures, environmental
security and sustainability issues. Te publica-
tion also describes the organizational makeup
of regulatory bodies (Environmental Protec-
tion Agency and state and local environmental
departments) that govern the ready mixed con-
crete industry and describes agency inspection
and tips for preparation of EPA audits. ($75.00
members, $350.00 non-members)
5
2PLC1 - LEED Calculator the Con-
crete Industry - The Recycled Con-
tent and Regional Material Calculator for
the Concrete Industry (LEED calculator)
is an Excel-based program which calculates
the concretes contribution to the LEED 2.2
Recycled Content and Regional Material
credits. Te calculator allows input on project
information, concrete producer and other
applicable information. Te program provides
the results in a single page letter which can
be provided to the LEED Accredited Profes-
sional, project manager or building owner.
($30.00 members, $120.00 non-members)
Safety & Operations
Related Publications
6
2P188 Truck Mixer Drivers Manu-
al Tis manual educates truck mixer
drivers about concrete and customer relations.
This booklet also highlights driver duties,
safety precautions, equipment inspection and
maintenance procedures, and what the driver
should do in case of an accident. Also avail-
able in Spanish 2P188S; ($14 members,
$54 non-members); (20 or more copies $12
ea. members, $54 ea. non-members.)
7
2P159 - Concrete Plant Operators
Manual - Tis manual is a compre-
hensive guide for the batch plant operator.
It includes valuable information on materi-
als, batch tolerance and aggregate moisture,
calculations, plant maintenance, safety and
more. ($25 members, $100 non-members)
Promotion Related Publications
8
2PPSLRFB Streets and Local
Roads Flip Book The Concrete
Streets fip book is designed to introduce
the benefits of concrete street paving to
decision makers in public works, city engi-
neers, city management and their consul-
tants. It comes complete in a ready to use
easel fip book, and includes a PowerPoint
version on CD-Rom for local customizing
or to use in a lunch and learn presentation.
($29.00 members, $29.00 non-members)
9
2PPSLR - Street & Local Road Pro-
motion Handouts - Tese three attrac-
tive fyers are designed to provide support to
members and partner associations that are
interested in advancing local concrete pro-
motion for streets and local roads. Tis pack-
age set includes Cost and Performance of
Streets and Roads and Sustainability Con-
siderations for Streets and Roads - which are
executive overviews, and Life-Cycle Costs
of Streets and Roads, a technical fact sheet.
Each package contains 25 copies of each of
these one-page (two-sided) colored f lyers.
($17 members, $20 non-members)
10
2PPB50 Pervious Concrete:
When it Rains, It Drains Promo-
tion Brochure (Pkg. of 50) As customers
and infuencers in every part of the coun-
try are under increasing pressure to move
toward increased sustainability, the many
green and economic advantages of pervious
concrete are attracting more and more atten-
tion. Tis promotional brochure, developed
through the NRMCA-sponsored Concrete
Collateral Working Group, and targeted
to owners and architects, clearly makes the
case for pervious. As interest in pervious
continued on page 22
CONCRETE in focus

19
Class Z.
100 World Dr. Suite 218, Peachtree City, GA 30269
Tel: 678-251-2869 Fax: 770-631-7731
Email: sales@sanyamerica.com
www.sanyamerica.com
The Shapes of Things to Come. SANY...Investing in America.

525950_Sany.indd 1 4/7/11 9:54:57 AM


20

JaNuaRy/FEbRuaRy 2012
Who to Call at NRMCA
LOCAL: (301) - 587-1400
TOLL-FREE: 1 (888) 846-7622
WEBSITE: www.nrmca.org
CODES AND SUSTAINABILITY
Colin Lobo Ph.D., P.E. (240) 485-1160
clobo@nrmca.org
Lionel Lemay, P.E., S.E., LEED AP (847)
918-7101
llemay@nrmca.org
COMMUNICATIONS
Frank Cavaliere (240) 485-1141
fcavaliere@nrmca.org
CONCRETE PROMOTION
Glenn Ochsenreiter (240) 485-1140
gochsenreiter@nrmca.org
Jon Hansen (515) 266-1058
jhansen@nrmca.org
Phil Kresge (610) 966-7220
pkresge@nrmca.org
Doug ONeill, LEED AP (585) 436-8310
doneill@nrmca.org
Vance Pool (281) 557-8415
vpool@nrmca.org
Amy Miller, P.E. (904) 264-8850
amiller@nrmca.org
ENGINEERING
Colin Lobo Ph.D., P.E. (240) 485-1160
clobo@nrmca.org
Lionel Lemay, P.E., S.E., LEED AP (847)
918-7101
llemay@nrmca.org
Karthik Obla, Ph.D., P.E. (240) 485-
1163
kobla@nrmca.org
REGULATORY AFFAIRS
Gary Mullings (240) 485-1161
gmullings@nrmca.org
FINANCIAL ACTIVITIES
Michael Olivarri, CPA (240) 485-1130
molivarri@nrmca.org
Nick Muzzatti (240) 485-1131
nmuzzatti@nrmca.org
Tamara Waugh (240) 485-1132
twaugh@nrmca.org
GOVERNMENT AFFAIRS
Kerri Leininger (240) 485-1159
kleininger@nrmca.org
Kevin Walgenbach (240) 485-1157
kwalgenbach@nrmca.org
INDUSTRY RELATIONS
Nicole Maher (240) 485-1158
nmaher@nrmca.org
INFORMATION TECHNOLOGY
Lawrence Afable (240) 485-1167
lafable@nrmca.org
Aaron Laporte (240) 485-1104
alaporte@nrmca.org
MARKETING
Glenn Ochsenreiter (240) 485-1140
gochsenreiter@nrmca.org
MEETINGS
Nicole Maher (240) 485-1158
nmaher@nrmca.org
Jessica Walgenbach (240) 485-1152
jwalgenbach@nrmca.org
MEMBERSHIP
Kathleen Carr-Smith (240) 485-1145
kcarrsmith@nrmca.org
Kimberly Pittmon (240) 485-1146
kpittmon@nrmca.org
OFFICE OF THE PRESIDENT
Robert Garbini, P.E., President (240)
485-1139
rgarbini@nrmca.org
Deana Angelastro (240) 485-1138
dangela@nrmca.org
OPERATIONS/EQUIPMENT
MAINTENANCE
Gary Mullings (240) 485-1161
gmullings@nrmca.org
PUBLICATIONS
Jacques Jenkins (240) 485-1165
jjenkins@nrmca.org
RMC RESEARCH & EDUCATION
FOUNDATION
Julia Garbini (240) 485-1150
jgarbini@rmc-foundation.org
Jennifer LeFevre (240) 485-1151
jlefevre@rmc-foundation.org
SAFETY
Gary Mullings (240) 485-1161
gmullings@nrmca.org
TRAINING/EDUCATION/
CERTIFICATION
Eileen Dickson (240) 485-1164
edickson@nrmca.org
Brian Killingsworth, P.E. (830) 438-2690
bkillingsworth@nrmca.org
Tien Peng, LEED AP, CGP, PMP (206)-
913-8535
tpeng@nrmca.org
Amanda Hult (720) 648-0323
ahult@nrmca.org
Shawnita Dickens (240) 485-1154
sdickens@nrmca.org
Beverage Cart Sponsors
Irving Materials Inc.
Stephens Mfg.
Platinum Sponsors
BASF Admixtures North America
Grace Construction Products
Gold Sponsors
Argos USA
Boston Sand & Gravel
CalPortland Co.
Capital Concrete Co.
Cemex
Command Alkon
Concrete Supply Co.
Erie Strayer Company
Ernst Enterprises, Inc.
Euclid Chemical Company
Fifth Tird Equipment Finance Co.
Giant Cement
Holcim (US) Inc.
Lafarge North America
Lehigh Hanson
Mack Trucks, Inc.
Martin Marietta Materials
McNeilus Companies
Metro Ready Mix Concrete
The RMC Research & Education
Foundation wishes to thank those
sponsors of its Golf Tournament
in September. The Tournament
rose over $22,000 in support of
the Foundations Work.
continued on page 22
PRODUCT AND SERVICES Marketplace
558135_Solomon.indd 1 10/22/11 2:45:42 PM
Reason #42 - Increase Productivity
Reason #18 - Improve Concrete Properties
Reason #1 - Reinforce Your Bottom Line
The Euclid Chemical Company has been providing field-proven concrete
admixtures for over 100 years. Our century-old dedication to continued research
and development of cutting edge admixture products
puts us on the forefront of concrete technology.
It comes down to one thing, you need a company
that has been there, and will continue to be there.
1-800-321-7628
www.euclidchemical.com
Admixtures
ONE SOURCE. Hundreds of Reasons.
y
re products
ology.
mpany
e there.
100 YEARS
of
EXPERI ENCE
491241_TheEuclid.indd 1 8/18/10 11:47:03 PM
CONCRETE in focus

21
22

JaNuaRy/FEbRuaRy 2012
Best Sellers from the NRMCA Bookstore
continued from page
continues to grow, these brochures should
be left behind on every promotion and sales
call. ($52.50 members, $52.50 non-members)
Also sold in packages of 100, 250, 500 and
1000.
FEATURED PRODUCT
NRMCA Introduces 2 New Driver
Training Videos
NRMCAs comprehensive library of train-
ing DVDs, including topics from the indus-
try-famous Mentor-Driver Program, support
drivers with essential vehicle, product, and
professional development information in
short, knowledge-packed DVDs that are eas-
ily shown in scheduled or informal sessions.
2PRP001DVD - Quality Concrete,
Te Basics
Because concrete is one of the most durable
building materials of all time and because con-
crete is the most widely used building material
in the world, many assume concrete is a simple
product. In actuality, it is very complex. Tis
driver training DVD discusses the signifcant
role a mixer driver plays in the outcome of this
technical building product. Specifcally, it cov-
ers the fve basic ingredients in concrete, the
four types of cement in concrete, and includes
an introduction to the seven diferent cat-
egories of admixtures. Quality Concrete, Te
Basics is also suitable for non-technical staf
who should have a basic understanding of the
components of concrete. Run time - 8 min.
2011 ($70 members, $90 non-members)
2PRP009DVD - Slump & Deliver DVD
Slump and Deliver teaches mixer driv-
ers how to check the slump of concrete
before leaving the plant as well as their
role on the job site with the customer and
a third party technician.
Four key objectives are covered:
1. Defning slump and over design
2. Te efect of adding water to concrete
beyond design specifcation
3. Te correct procedure to measure the
slump of fresh concrete
4. How to estimate within the slump
of concrete just prior to testing by a
qualifed, certifed technician.
Reduce your companys chance of a
rejected load by training every mixer driver
about one of the industrys most important
technical topics. Slump and Deliver is an
essential addition to every concrete plants
training library. Run time - 10:15 min. 2011
($70 members, $90 non-members)
You can also choose over 80 driver train-
ing topics from our extensive library at
http://www.nrmca.org/Education/Driver_
Education.htm.
Tese products can be obtained from the
NRMCA Bookstore by contacting Jacques
Jenkins at jjenkins@nrmca.org, or by calling
888-846-7622 x1165.
MMC Materials
Ozinga Bros., Inc.
Prairie Material
Ready Mix USA
Titan America
Trimble - Construction Supply
Vulcan Materials Co.
Silver Sponsors
Ash Grove Cement
Beck Industrial
Delta Industries
Michelin North America
Te Cypress Group
Bronze Sponsors
Arrow Concrete Co.
iCRETE
continued from page 2
Dont let hot water shortages slow you down,
ensure your hot water supply keeps up with
YOUR demand.
To schedule an on-site plant analysis or
for information contact Kemco Systems
800.633.7055
KEMCO SYSTEMS
RM99
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Kemco Systems is a proud member
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STOP
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sales@kemcosystems.com
254429_Kemco.indd 1 1/6/11 11:42:08 AM
ADMIXTURES
BASF Construction
Chemicals ............................... Inside Front Cover
www.basf-admixtures.com
Solomon Colors ....................................................21
www.solomoncolors.com
The Euclid Chemical Company .............................21
www.euclidchemical.com
BATCH PLANTS
Stephens Manufacturing Co., Inc. ........................ 11
www.stephensmfg.com
CEMENT
Holcim ....................................................................3
www.holcim.us
CONCRETE CHIPPNG
Coast 2 Coast ....................................................... 10
www.c2c-chipping.com
CONCRETE CURING EQUIPMENT
Kemco Systems, Inc. ............................................22
www.kemcosystems.com
CONCRETE PUMPS & PLACING BOOMS
Sany America ....................................................... 19
www.sanyamerica.com
FLY ASH
Headwaters Resources ........................................ 14
www.yash.com
MERGERS & ACQUISITIONS/INVESTMENT
BANKING
FMI Corporation ...........................Inside Back Cover
www.fminet.com
TRANSMISSIONS (TRUCK/AUTOMATIC)
Allison Transmission ................. Outside Back Cover
www.allisontransmission.com
WATER HEATING EQUIPMENT
Heatec, Inc. ............................................................4
www.heatec.com
Kemco Systems, Inc. ............................................22
www.kemcosystems.com
Steam Engineering ............................................... 14
www.steamengineering.ca
advertisers index/advertiser.com
Will Hill | 303.398.7237 | whill@fminet.com George Reddin | 919.785.9286 | greddin@fminet.com
www.fminet.com/ca
Mergers and Acquisitions Buy-side Representations Corporate Divestitures Sell-side Representations
FMIs deep industry knowledge combined with
our extensive relationships leads to results. FMI
announces the following transactions:
FMI. WE HAVE THE INDUSTRY
KNOWLEDGE AND EXPERTISE
TO DRIVE SUCCESS.
Specialized Expertise Industry Relationships Solutions
*Represented By FMI
has acquired has been acquired by has been acquired by
Everett Quarries
has been acquired by
WWC, Inc.
has purchased
selected assests from
has been acquired by
Midwest
Concrete Materials
Te assets of
has been acquired by were acquired by
548645_fmi.indd 1 10/31/11 10:09:39 PM
allisontransmission.com
No other automatic transmissions have put in the
miles and years in the construction business to even
come close to the proven productivity and reliability
of Allison Automatics.
On the jobsite, Allison Automatics deliver the controlled
power and traction to keep your trucks rolling through
challenging ground conditions.
On the highway, Allison Automatics provide superior
acceleration to speed up your duty cycles. The more work
your trucks accomplish, the more you deliver to your bottom line.
And when it comes to low maintenance and high uptime,
nothing beats an Allison Automatic.
If you want your trucks to do more work and have the rugged
endurance to do it, specify Allison Automatics.

ALLISON AUTOMATICS.
PROVEN RELIABLE
ON-ROAD, OFF-ROAD
AND ON PAPER.
524830_Allison.indd 1 4/30/11 6:08:40 PM
CONCRETE in focus

25
feature
Ready Mixed
Concrete Industry
Data Report
A benchmarking tool for planning, evaluating and directing the
fnancial activities of your organization
2011 Edition
(2010 data)
Executive Summary
Prepared by
Lydon Fetterolf Corydon, P.A.
Certified Public Accountants
Management Consultants
EXECUTIVE SUMMARY OF RESULTS
Tis Executive Summary was prepared in consultation with
Lydon, Fetterolf, Corydon, P.A. No individual company data was
seen by anyone other than employees of Lydon Fetterolf Corydon,
P.A. Special thanks to the entire Industry Data Survey Task Group
for its work in assisting with the preparation and review of this mate-
rial. Tis summary is intended to be a valuable part of the informa-
tion you receive for your participation in the survey.
Te 2011 NRMCA Ready Mixed Concrete Industry Data Report
is organized as a set of easily referenced industry performance tables.
Most important, these tables help identify trends in overall perfor-
mance throughout the industry. Te tables include the following data
aggregations:
All Reporting Firms (188 Participants in 2011 Survey)
Upper Quartile (Industry Leaders) Defned as the 75th per-
centile and above for companies with the highest proft before
taxes per cubic yard (with the 100th percentile being the most
proftable).
Lowest Quartile Defned as the 25th percentile and above for
companies with the highest proft before taxes per cubic yard
(with the 100th percentile being the most proftable).
Typical NRMCA Member Defned as the mean (average) of all
ready mixed concrete companies participating in the survey.
Respondents by Sales Volume Size:
Under 100 Tousand Yards
100 299 Tousand Yards
300 500 Tousand Yards
Over 500 Tousand Yards
Respondents by Geographic Region (Canadian data converted
to $ U.S.)
Northeastern/Mid-Atlantic: CT, DE, ME, MD, MA, NH,
NJ, NY, PA, RI, VT, VA, WV,
Eastern Canada
Sout he a s t e r n: AL , FL , GA, KY, MS, NC,
SC, TN
North Central: IA, MN, NE, ND, SD
South Central: AR, KS, LA, MO, OK, TX
Great Lakes/Midwest: IL, IN, MI, OH, WI
Rocky Mountain: CO, NM, UT, WY
Pacifc Northwest: AK, ID, MT, OR, WA, Western Canada
Pacifc Southwest: AZ, CA, HI, NV
In using this report to evaluate your own business performance,
you should refer to the set of data comparatives that most closely cor-
respond to your own operation. Tis detailed information should be
kept handy and referenced on occasion as a tool for better planning
and management control in operating your business.
Te charts and tables in this Executive Summary were abstracted
from the comprehensive set of statistics. Tis data represents good
overall gauges of industry performance in proftability, expense man-
agement, inventory management and other key areas; and while statis-
tically valid based upon random survey methodologies, the numbers
are not intended to convey absolutes for industry performance.
26

JANuARy/FEbRuARy 2012
OVERALL PROFITABILITY
Te ratio net proft before taxes as a percent of sales is a
good overall measure of company proftability. Essentially, this
is return on sales, or an indication of what bottom line proft
(return) is being earned on net revenue before taxes. For the typi-
calsurveyparticipant,thiswas-8.1%in2010vs.-3.1%in2009,
while industry leaders reported a 4% return in 2010.
Note: Due to automated rounding, some percentages
shown in the charts and graphs in this publication difer
slightly as compared to those presented in the base report.
PROFIT MODEL
In addition to return on sales, an important component of each
NRMCA Ready Mixed Concrete Industry Data Report is a spe-
cial analysis showing industry proftability based on return on net
worth (before tax). Tis single measure essentially summarizes
all the key components of proftability: proft management, asset
management and fnancial policy (debt) management.
Tese charts cover all NRMCA survey participants in the various
sales volume and regional categories. Tese charts are an extremely use-
ful framework in which a company can quickly and easily see which
areas of the business need improving. For those companies who partici-
pated in the NRMCA Ready Mixed Concrete Industry Data Report,
your companys fgures have been calculated and displayed alongside
the industry comparatives. Te usefulness of these charts is for an indi-
vidual company wishing to compare its operations with a benchmark
or guideline in order to identify possible areas that need improvement.
Te easiest way to understand this data is by starting in the middle
and working backward. Return on assets is the product of proft and
asset turnover. Proft (expressed as a percent of sales) refers to net
proftbeforetaxdividedbynetsales.Whenassetturnover(netsales
divided by total assets) is multiplied by proft, the result is return on
assets. Any improvement in your proft or asset turnover will improve
the return on assets. Return on net worth is the product of the return
on assets and leverage. Leverage is simply an indicator of the degree
to which debt is used for fnancing in the business.
Chart 1
Components of A Cubic Yard of Concrete Typical Company vs. Upper & Lower Quartiles
Lower Quartile
Avg Selling Price
$85.05 cyd
Upper Quartile
Avg Selling Price
$98.96 cyd
Typical Member
Avg Selling Price
$90.42 cyd
$49.73
58.47%
$51.72
52.26%
$50.85
56.24%
$17.84
20.98%
$17.40
17.58%
$17.76
19.64%
$7.02
8.25%
$5.71
5.77%
$6.28
6.95%
$23.71
27.9%
$20.75
20.97
$22.98
25.41%
$-13.01
-15.3%
$4.04
4.08%
$-7.27
-8.04%
Material Costs Delivery Costs Plant Costs Fixed Costs Pre-Tax Profit
$0.00 $10.00 $20.00 $30.00 $40.00 $50.00 $60.00 $70.00 $80.00 $90.00 $100.00
CHART 1
COMPONENTS OF A CUBIC YARD OF CONCRETE - TYPICAL COMPANY VS. UPPER & LOWER QUARTILES
CONCRETE in focus

27 CONCRETE in focus

27
1.3%
-4.7% -4.8%
0.5%
-0.9% -1.5%
4.6%
-Z.5%
-10.5%
-0.4%
-3.7%
-9.3%
0.Z%
-3.1%
-8.1%
-4.6%
-11.0%
-15.4%
5.9%
4.3%
4.0%
-Z0.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
Under 100,000
cyd
100,000 -
Z99,999 cyd
300,000 -
500,000 cyd
Over 500,000
cyd
Typical NRMCA
Menber
Lowest Quartile Upper Quartile
Z008 Z009 Z010
Chart 2: PreTax
Proft as a % of Sales by Company Size 2008 through 2010
Z.8%
-0.6%
-0.8%
-4.8%
-1Z.1%
-17.8%
-1.9%
1.8% 1.6%
Z.1% Z.3%
-4.Z%
-Z.5%
-4.7% -4.6%
3.7%
0.6%
-1.3%
5.Z%
5.7%
0.8%
Z.5%
-11.8%
-Z1.8%
0.Z%
-3.1%
-8.1%
-4.6%
-11.0%
-15.4%
5.9%
4.3%
4.0%
-Z5.0%
-Z0.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
N(0$ 6( 1WK&WUO 6WK&WUO *UW/DNHV 5RFN\Mtn Pac. Nthwst Pac. 5thwst Typical
Menber
Lowest
Quartile
Upper Quartile
Z008 Z009 Z010
Chart 3: PreTax
Proft as a % of Sales by Region 2008 through 2010
1.3%
-4.0%
-4.7%
0.8%
-1.3%
-1.6%
7.9%
-Z.7%
-11.1%
-0.3%
-3.Z%
-7.5%
0.Z%
-3.0%
-7.0% -7.1%
-1Z.3%
-16.Z%
8.5%
6.4%
5.0%
-Z0.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
Under 100,000
cyd
100,000 -
Z99,999 cyd
300,000 -
500,000 cyd
Over 500,000
cyd
Typical NRMCA
Menber
Lowest Quartile Upper Quartile
Z008 Z009 Z010
Chart 4: Return on Assets (ROA) by Company Size 2008 through 2010
28

JANuARy/FEbRuARy 2012
5.0%
-0.3%
-1.3%
-4.0%
-6.8%
-9.8%
-3.Z%
1.7%
1.8%
Z.3%Z.3%
3.7%
-1.5%
-3.1%-3.Z%
4.9%
0.4%
-1.1%
6.9%
8.5%
0.9%
4.4%
-Z0.Z%
0.Z%
-3.0%
-7.0% -7.1%
-1Z.3%
-16.Z%
8.5%
6.4%
5.0%
-Z5.0%
-Z0.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
NRUWKHDVWHUQ 6RXWKHDVWHUQ 1RUWK&HQWUDO 6RXWK&HQWUDO *UHDW/DNHV 5RFN\ 3DFLF 3DFLc Typical NRMCA Lowest Upper Quartile
-Z4.4%
-Z5.0%
NRUWKHDVWHUQ
0LG$WODQWLF
6RXWKHDVWHUQ 1RUWK&HQWUDO 6RXWK&HQWUDO *UHDW/DNHV 5RFN\
0RXQWDLQ
3DFLF
1RUWKZHVW
3DFLF
6RXWKZHst
Typical NRMCA
Menber
Lowest
Quartile
Upper Quartile
Z008 Z009 Z010
Chart 5: Return on Assets (ROA) by Region 2008 through 2010
1.8%
-5.8%
-6.5%
1.Z%
-Z.0%
-Z.4%
11.Z%
-4.8%
-16.4%
-0.5%
-4.7%
-10.Z%
0.3%
-4.5%
-9.7%
-1Z.6%
-18.6%
-Z1.Z%
10.4%
8.0%
6.8%
-Z5.0%
-Z0.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
Under 100,000
cyd
100,000 -
Z99,999 cyd
300,000 -
500,000 cyd
Over 500,000 cyd Typical NRMCA
Menber
Lowest Quartile Upper Quartile
Z008 Z009 Z010
Chart 6: Return on Equity (ROE) by Company Size 2008 through 2010
1Z.1%
7.4%
-1.8%
1Z.8%
-5.3%
-11.5%
13.5%
-6.Z%
4.1%
14.5%
4.1%
-5.0%
4.7%
-4.6%
-8.4%
10.0%
7.3%
-1.5%
18.5%
7.9%
1.1%
Z1.0%
5.3%
-41.4%
13.7%
0.3%
-9.7%
3.0%
-1Z.6%
-Z1.Z%
Z4.Z%
10.4%
6.8%
-50.0%
-40.0%
-30.0%
-Z0.0%
-10.0%
0.0%
10.0%
Z0.0%
30.0%
1RUWKHDVWHUQ
0LG$WODQWLF
6RXWKHDVWHUQ 1RUWK&HQWUDO 6RXWK&HQWUDO *UHDW/DNHV 5RFN\
0RXQWDLQ
3DFLF
1RUWKZHVW
3DFLF
6RXWKZest
Typical NRMCA
Menber
Lowest
Quartile
Upper Quartile
Z007 Z008 Z009
Chart 7: Return on Equity (ROE) by Region 2008 through 2010
CONCRETE in focus

29
5.01%
10.71%
1.Z7%
-19.17%
Z.67%
-Z4.18%
-3.93%
-51.08%
3.60%
45.00%
6.5Z%
Z9.57%
6.37%
106.04%
-0.41%
Z4.Z7%
-9.15%
-Z0.58%
-Z6.41%
-96.70%
-15.Z7%
-1635.00%
-0.3Z%
-136.81%
-1800.00%
-1600.00%
-1400.00%
-1Z00.00%
-1000.00%
-800.00%
-600.00%
-400.00%
-Z00.00%
0.00%
Z00.00%
P
L
R
C
L
N
T
A
G
L

A
N
N
U
A
L

G
R
O
W
T
H
1999 Z000 Z001 Z00Z Z003 Z004 Z005 Z006 Z007 Z008 Z009 Z010
YLAR
Chart 8: Growth Conparison
Production Growth ProIit Growth
Chart 8: Growth Comparison
37Z
391
396
406
390
404.48
430.87
458.Z9 456.41
414.64
351.33
Z58.55 Z57.7Z
4.76
5.Z7
4.Z6
3.Z3
1.58
Z.30
Z.98
6.14
7.63 6.06
(3.07)
.Z0
(7.Z7)
50
150
Z00
Z50
300
350
400
450
500
C
u
b
i
c

Y
a
r
d
s

P
r
o
d
u
c
e
d

(
i
n

n
i
l
l
i
o
n
s
)
(8 00)
(4.00)
(Z.00)
-
Z.00
4.00
6.00
8.00
10.00
A
v
e
r
a
g
e

P
r
e
-
T
a
x

P
r
o

t
0
50
1998 1999 Z000 Z001 Z00Z Z003 Z004 Z005 Z006 Z007 Z008 Z009 Z010
C
u
b
i
(10.00)
(8.00)
.
U5 Production Avg. Pretax ProIit (S)
100 (6.00)
Chart 9: U.5. Concrete Production vs. Average Pre-Tax ProIit
Chart 9: U.S. Concrete Production vs. Average Pretax Proft
SZ.89
S3.51
S4.76
S5.Z7
S4.Z6
S3.Z3
S1.58
SZ.30
SZ.98
S6.14
S7.63
S(3.07)
S(7.Z7)
S6.06
S0.Z0
S69.44
S80.98
S96.05
S90.4Z
S59.88 S60.80
S63.63
S65.Z6 S66.48 S66.Z4
S67.Z1
S68.04
S90.31
S91.88
S94.15
S(9.00)
S(8.00)
S(7.00)
S(6.00)
S(5.00)
S(4.00)
S(3.00)
S(Z.00)
S(1.00)
S-
S1.00
SZ.00
S3.00
S4.00
S5.00
S6.00
S7.00
S8.00
S9.00
1996 1997 1998 1999 Z000 Z001 Z00Z Z003 Z004 Z005 Z006 Z007 Z008 Z009 Z010
Year
A
v
e
r
a
g
e

P
r
e
-
T
a
x

P
r
o

t
S-
SZ0.00
S40.00
S60.00
S80.00
S100.00
S1Z0.00
A
v
e
r
a
g
e

P
r
i
c
e

P
e
r

C
u
b
i
c

Y
a
r
d
Avg. Pretax ProIit Avg. Price per Cubic Yard
Chart 10: Average Pre-Tax ProIit vs. Average 5elling Price
Chart 10: Average Pretax Proft vs. Average Selling Price
30

JANuARy/FEbRuARy 2012
OTHER IMPORTANT
MEASURES
Also included in this report are
important employee productivity and
efciency management ratios. Te
tables below highlight some of these
indicators by industry sales volume
groups and by regions.
S69.44
S80.98
S96.05
S90.4Z
S56.99 S57.Z9
S58.87
S59.99
S63.01
S74.84
S8Z.68
S99.07
S97.69
S59.88
S60.80
S63.63
S65.Z6 S66.48
S66.Z4
S67.Z1
S68.04
S90.31 S91.88
S94.15
S6Z.ZZ
S65.63 S65.74
S66.46
S85.8Z
S93.95
S55.00
S60.00
S65.00
S70.00
S75.00
S80.00
S85.00
S90.00
S95.00
S100.00
1996 1997 1998 1999 Z000 Z001 Z00Z Z003 Z004 Z005 Z006 Z007 Z008 Z009 Z010
Year
A
v
e
r
a
g
e

P
r
i
c
e

P
e
r

C
u
b
i
c

Y
a
r
d
Avg. Price per Cubic Yard Avg. Total Cost per Cubic Yard
Chart 11: Average 5elling Price vs. Average Total Cost
Chart 11: Average Selling Price vs. Average Total Cost
TABLE 1: Efciency Ratios by Company Size 2008 through 2010
TABLE 2: Efciency Ratios by Region 2008 through 2010

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