GOMACO’s paving experts, including controls engineers and the GOMACO 3-D team, work together to fine-tune the Xtreme GT-3600’s rotarysensored
slew drives for extreme turning capabilities on a parking lot project in Paducah, KY (photo courtesy of GOMACO)
ACI member Joseph V. Nasvik owns
Technical Writing Services, Downers
Grove, IL. He was a concrete contractor
in the Chicago area for many years, the
Senior Editor for Concrete Construction
magazine for 12 years, and a writer for
Concrete Contractor magazine for 8 years.
Nasvik is a member of ACI Committees 124,
Concrete Aesthetics; 302, Construction of
Concrete Floors; 303, Architectural Cast-in-Place Concrete; and
C641, Decorative Concrete Finisher Certification; and Joint ACIASCC
Committee 310, Decorative Concrete.
www.concreteinternational.com | Ci | JANUARY 2020 47
identification (RFID) tags attached to forms so that scanners
could track their movement on a jobsite. RFID tags were also
placed in workers’ vests so they could be tracked (by trade) to
cost code areas. They did the same with tools. The scanners
automatically recorded the data and sent it to computers for
processing. BIM became their master organizing tool and it
helped them understand the data when it came in each day.
With so much information being generated, it became
necessary to develop software to treat the data and create
summary reports. Klorman said he used available commercial
software but also started hiring staff who could write code to
produce software in-house. Developing software has become
an ongoing effort. The company now employs at least 10
full-time people who can write code and develop software.
Each morning, the company’s project managers meet with
the previous day’s reports in hand to discuss how they can
improve performance. Klorman says that as a result they have
been able to increase their profits, learn better ways to build,
and be better organized.
Looking to the future, Klorman says they have a long list
of things they want to explore, but the current economy is so
active that his company can’t devote as much time to R&D
as he would like. That said, they are interested in the
prefabrication of materials and reinforcement, 3-D printing
metal and plastic elements for the jobsite, 3-D printing
concrete elements, developing more efficient self-climbing
forming systems, further refining their cost accounting
system, building post-tensioning hardware that will enable
tendon stressing before slabs reach typical minimum
strengths, exploring AR and MR for use on jobsites, and
exploring new ways to use 3-D laser-scanning technology.
It’s said that change is constant; your choice is either to
embrace it or fight it—but change proceeds with or without you.
Companies that believe in change and back it up with heavy
commitments to R&D become the agents of change that keep
us all moving and growing. Richman offers this advice: “If
you believe that being disruptive is only an expense, then you
shouldn’t move in that direction. Milwaukee Tool is doing this
being disruptive because we see the opportunity.”
Being innovative can be risky. New technology isn’t
successful because it’s new—it’s successful because it’s useful
and it’s adopted. Thus, there are at least three requirements for
companies that want to focus on innovation: ownership must
value innovation, the right kind of people must be hired to do
the work, and workplaces must provide a collaborative work
setting—innovation on this scale is always a group effort.
Being innovative also requires staying close to the end user.
Selected for reader interest by the editors.