2007 Issue

UTAH ENGINEERS COUNCIL JOURNAL 33 Approximately 38,000 cubic yards of asphalt was cold milled and temporarily stockpiled onsite. The cold milling operation removed existing pavement to a depth of 6-inches the entire length of the asphalt runway (10,500) by a width of 195 feet. Directly following the cold milling asphalt crews began the replacement of new asphalt by placing two, 3-inch lifts. The new asphalt included import and placement of approximately 77,000 tons of asphalt. Due to the specialty asphalt mix utilized the batch plant was dedicated to this project throughout. In order to meet the aggressive schedule, the concrete and asphalt paving crews ran six days a week, while concrete grooving, paint and rubber removal crews ran day and night shifts, 24/7, to optimize efficiency. Hill AFB Security Forces expanded operations to ac- commodate over 1000 truckloads of concrete and 3200 truckloads of asphalt materials in for placement and out for waste recycling. Despite round-the-clock construction and extreme weather condi- tions, ranging from snow to triple digit temperatures, no accidents or injuries were incurred. All paving operations were conducted with continual quality con- trol, including expedited turnaround on raw materials and completed surfaces using mobile and stationary laboratories and live-time data reduction and evaluation to keep up with the daily pace of paving crews. To provide efficient, accurate, and up-to-the minute daily project progress status to multiple parties, ITSI launched a web-based project management portal, consistent with AFCEE requirements, to facilitate communication between the field, Hill AFB personnel, and AFCEE. The web portal provided 24/7 secured access to project management functions and schedules, QA/QC documentation, submittal corre- spondence for review and approval, and daily progress submittals and photographs critical for meeting the aggressive schedule and demands for live-time decisions. The first three phases of the project were completed on sched- ule. During the 2006 construction season, repairs to two additional taxiways were completed so that the overall project was completed on schedule and within the budgeted contract value. The projects success is attributed to the coordination and coopera- tion of all involved. Weekly progress meeting and briefings ensured that tasks were completed efficiently and on time. Due mostly to the efficiency of the project team involved, several changes valued at more than $1.5 million, were made with no increase in the project schedule or budget. Teaming, partnering and a solid government to industry relation- ship sharing a common goal were inevitably key elements in making this vital mission project for the Air Force a true success. SAME — continued SOCIETY FORUM