Volume 2, Issue 4
Topic: Odor Control
Focus: Managing Odors at Waste Disposal Facilities;
Odor Control at a Transfer Station;
Lean Construction: Faster Delivery
ODOR CONTROL AT WASTE DISPOSAL FACILITIES
Jeff Eriks & Jesse Levin
The idea of “Not In My Back Yard” (NIMBY) is a real thing in today’s world—and getting more prevalent. Odor is one of the main issues that comes up every time a waste disposal facility is looking to build or expand. While every resident produces waste or recyclable materials daily, none of them want to live near or see the facility where it ends up. Nearby residents, whether homeowners or businesses, do not want waste facilities near their home or place of business for a lot of different reasons, but odor tends to be one of the primary ones. Odors from landfills, transfer stations, recycling facilities and other like sites have been an issue in the past as well as today. My expertise does not lie in treating landfills so we will not be discussing odor issues in relation to this type of waste disposal facility. However, it is possible to design a new or existing facility’s renovation to help owners manage waste properly and prevent odor issues or work with them to help eliminate them
Part 1: Faster Delivery
Lean construction is a combination of operational research and practical development. The design and construction industry’s’ process can be adapted in part from lean manufacturing principles and practices including:
- waste minimization,
- reducing overburden and
- unevenness in workloads.
Lean manufacturing reduces everything which does not add value, a philosophy derived mostly from the Toyota Production System (TPS) in the 1990’s.
Applying manufacturing principles to the construction industry cannot be done directly since the majority of medium to large capital improvement projects are one-off and will not be replicated thousands of times, if ever. Complicating the construction industries effort to improve efficiency is the “factory” always moves to the next parcel of land.
Cambridge Design-Build applies the research and practical philosophy of lean manufacturing through methods of management time minimization, smoothing out the delivery process and adding value to the owner from day one with cost input, schedule forecasting, Owner Furnished Items and constructability input to the design team throughout the design and construction phases
Volume 2, Issue 3
Topic: Scale Houses
Focus: Construction an Efficient Scale House;
Biography for New Senior Project
Manager and Field Manager;
CONSTRUCTING AN EFFICIENT SCALE HOUSE
A scale house can be used for various purposes from solid waste facilities to aggregate yards and mines to highway weigh check points. Each of these facilities has to be designed to meet the operator’s needs as well as budgetary constraints. They need to be functional and operationally efficient and while some are directly affixed to another facility, some are stand-alone.
Cambridge has constructed scale houses using temporary buildings fabricated off site, masonry, wood walls and trusses and various other materials.
Volume 2, Issue 2
Topic: Construction at Existing Facilities
Focus: Pitfalls of Planning Construction at Existing
Improvements at Existing Transfer Station
Biography for New VP of Construction
Press Release for new Arizona Office;
PITFALLS OF PLANNING CONSTRUCTION PROJECT AT EXISTING FACILITIES: Defining the challenges and determining the best solution to continue operations at a facility with ongoing construction.
This article appeared in the May 2017 edition of Waste Advantage Magazine
Expanding or remodeling a facility is a difficult task. Equally difficult is to determine whether to stay in operation during the construction or not. Just the thought of shutting down or impacting the operations of the current facility due to an impending construction project could cause anxiety. There are many factors that must be considered when beginning to plan a project, however, there are less issues to deal with if the facility is already shut down. If you are looking to do work to an existing facility it is important to take into consideration the impact on the workforce, current operations, the existing building structure itself, the overall cost, and duration of the construction project and the potential risks of any remodel or expansion project.
CAMBRIDGE COMPANIES OPENS NEW OFFICE IN ARIZONA: Design-Build Firm Expanding
This article was distributed to publications on June 20, 2017.
GRIFFITH, IN (June 30, 2017) – Cambridge Companies is a design-build firm headquartered in Griffith, IN. We are excited to announce our recent expansion to Arizona. This location will allow us easier access to the west coast and help to better connect with these customers. Cambridge Companies’ has extensive experience building many different types of facilities over the past 25 years. Cambridge has an office in Griffith, IN that has been open since 1988. The new office in metro Phoenix will be opening in August 2017.
Volume 2, Issue 1
Topic: Materials Recovery Facilities (MRFs)
Focus: Planning & Implementing a Facility Expansion;
New Build Case Study;
PLANNING AND IMPLEMENTING A FACILITY EXPANSION: A high-level look at a step-by-step process to improved, updated or expand existing MRF facilities
This article appeared in the March 2017 edition of Waste Advantage Magazine
Recycling is a dynamic industry with constantly changing priorities and best practices. Owners and operators of recycling facilities are faced with a landscape that requires adaptability and flexibility to ensure that their operations and services meet the needs and expectations of their clients now and into the future. In order to adapt to these changes, companies and municipalities look to make changes or upgrades to their existing recycling facilities; however, they face tough economic conditions with limited return on investment (ROI) available to them. Changes must make good financial sense in order to be approved by the ones funding them. It is imperative for all parties involved to efficiently plan these modifications and work through the process of implementing these changes as expeditiously as possible in order to help manage the costs. The added complication of reduced commodity prices requires that all changes be cost effective. There are several ways to meet this goal; planning and coordinating, by incorporating all the project team members, is critical to achieving a quality end product that fulfills the project objectives and provides sufficient ROI to be approved.
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