Construction photos – Tilt-Shift – #Construction #Photos

Tilt-Shift

A construction site shot from the 8th floor in Hyderabad.

A perfect opportunity to try some Tilt-Shift Photo-manip.

Reached #1 on Explore on the 12th of December 2008

Posted by WatchinDworldGoBy on 2008-12-12 18:06:51

Tagged: , Tilt-Shift , Construction , Heavy machinery , Hyderabad , Hitex City , India , Trucks , Earth Mover , Damn! I Wish I’d Taken That!!! , photo-graphy , #1 Explore , platinumphoto

For the grace of God has appeared that offers salvation to all people. It teaches us to say “No” to ungodliness and worldly passions, and to live self-controlled, upright and godly lives in this present age.

Construction Videos – BORG WARNER INGERSOLL DISC & LTV AMPHIBIOUS VEHICLES HEAVY EQUIPMENT 75th ANNIVERSARY NEWSREEL 50904 – #Construction #Videos

BORG WARNER INGERSOLL DISC & LTV AMPHIBIOUS VEHICLES HEAVY EQUIPMENT 75th ANNIVERSARY NEWSREEL 50904



Made to celebrate the 75th anniversary of Ingersoll Corporation, this newsreel shows some of the company’s products including military ones. First, the famed Ingersoll Disc used in agriculture and construction around the world is seen. At 1:22, a bulldozer is seen clearing land using the discs, and at 2:00 they are shown plowing under sugar cane stubble. At 2:40, the Lark an amphibious vehicle similar to a DUKW, is shown. Ingersoll worked for 17 years in the field of amphibious vehicles. The LTV-3 landing track vehicle amphibian is seen at 3:30, including an LVT-5 shown at 3:48, and the LVT-H6 with a howitzer. At 4:43 the Nike Hercules is seen, which Ingersoll provides boosters and nozzles for.

The Landing Vehicle Tracked (LVT) is an amphibious warfare vehicle and amphibious landing craft, introduced by the United States Navy. The United States Marine Corps, United States Army, and Canadian and British armies used several LVT models during World War II.

Originally intended solely as cargo carriers for ship to shore operations, they evolved into assault troop and fire support vehicles. The types were known as amphtrack, “Amtrak”, “amtrac”, etc. (portmanteaus of “amphibious tractor”), and “alligator” or “gator”. The contract to build the first 200 LVTs was awarded to the Food Machinery Corporation (FMC), a manufacturer of insecticide spray pumps and other farm equipment, which built some parts for the Alligators. The initial 200 LVTs were built at FMC’s Dunedin, Florida factory, where most of the improvement work had been done as well. The first production LVT rolled out of the plant in July, 1941. Later wartime LVT production was expanded by FMC and the Navy to four factories, including the initial facility in Dunedin; the new facilities were located in Lakeland, Florida, Riverside, California, and San Jose, California.

The LVT-3 was developed by the Borg Warner Corporation as their Model B in April 1943. For the first time, the crew could disembark from a ramp at the rear, thus avoiding fire from the enemy. For this, two Cadillac engines were incorporated in the design, placed in the sponsons and connected trough a hydramatic transmission to a final drive in the front of the vehicle. These were the same engines and transmission as those on the M5 Stuart. The transmission had four forward and one reverse speeds. On landing, the transmission was shifted automatically to a multiple speed land gearbox mode. At sea, it was limited to the first and second gear. The rear ramp was hydraulically operated.

The cargo bay was deep, large enough to accommodate a Jeep and an entire company, or 4 tons of cargo. The gunners had a step to operate their heavy machine-guns, located between the cargo compartment and the crew cabin. The latter was nearer to the bow than on other LVTs. The driver sat in the middle, with the co-driver on his right. They were protected by five bulletproof glass windows giving an excellent peripheral view. The track links of the Bushmaster were of a rubber bush type, while the usual ones had a dry pin type. Each track had 103 track segments per side, 12 in (30.4 cm) wide. Appliqué armor could be added, raising the weight and decreasing the cargo capacity to 1.3 tons (2900 lbs). 2962 were built between 1943 and 1945 by Ingersoll and Graham-Paige.

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This film is part of the Periscope Film LLC archive, one of the largest historic military, transportation, and aviation stock footage collections in the USA. Entirely film backed, this material is available for licensing in 24p HD, 2k and 4k. For more information visit http://www.PeriscopeFilm.com

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The Lord is with me; I will not be afraid. What can mere mortals do to me?

Heavy Construction News – #reuters #News

Eight Ways to Win the Fight for Talent in Construction

Numerous studies warn about the challenges ahead in meeting the construction industry’s demand for talent, and point to key employment risks:  continued volatility of workforce needs and composition; scarcity of skilled labor, driven by demographic shifts; and the intense need for new and broader skill sets at all levels, driven by surging technology. What should the industry do to attract more talent?

1  Make talent management a strategic priority

Traditionally, workforce management in construction was equivalent to living a boom-to-bust cycle: hiring and firing followed the general trend of the economy. Winning the war for talent, however, requires a fundamentally different and longer-term approach. The first step involves strategic workforce planning, i.e. thinking strategically about the company’s future demand in terms of quantity and quality of skills, and the likely availability of those skills to systematically plan recruitment, retention and training.

One quick look at the demographics of the construction industry, and you can see how important planning is.

The industry also is undergoing a rapid digital transformation –– which requires radically different skill sets, and positions the industry in competition with tech companies such as Google or Apple for data scientists and IT experts.

For construction CEOs, people and talent management has to become a top priority, because for students and young professionals—it is already a key factor in their choice of employer.

2  Rejuvenate corporate culture

Ibrahim S. Odeh
Ibrahim S. Odeh

When Elon Musk, exasperated by the traffic in Los Angeles, tweeted his intention to develop a tunnel-boring machine and create underground roadways, many people would have dismissed it as “yet another crazy idea coming out of Silicon Valley.” 

Some construction-industry participants, though, including the German tunnel-boring specialist Herrenknecht, took it far more seriously.

By setting out a bold vision and creating a culture that is undaunted by tradition, Musk and other successful innovators manage to attract the best talent from very different fields and to defy standard industry practice. In contrast, many or most construction companies are characterized by a conservative, ‘fear of failure’ corporate culture and hampered by organizational inertia.

Culture is a talent magnet, and construction companies need to implement a corporate culture that challenges the status quo and embraces innovation wholeheartedly.

3  Invest in diversity

“Pale, male, stale” is so yesterday, as one blogger pointed out. Yet that kind of workforce persists widely in the construction industry: male employees with an engineering background still predominate, despite the demographic changes and the industry’s digital transformation.

Construction companies really need to tap into non-traditional pools – community specialists, women, and those with backgrounds in tech or IT or data science.

A recent study by The Boston Consulting Group found a clear link between workforce diversity and innovation – mixed teams with diverse industry backgrounds and career paths tend to make a particularly powerful impact.

As the construction industry continues its tech-driven transformation, it increasingly needs different and more flexible skill sets. Companies need to hire on the basis not just of existing skills but also of potential.

4 Leverage technology and innovation

Michael Buehler
Michael Buehler

By embracing innovation and new technologies, companies not only make themselves future-ready but can also meet the talent challenge.

Increased automation, off-site pre-fabrication and new collaboration tools will help to enhance productivity (and wages) as well as reduce the time spent on-site—two key wishes for most respondents in our survey.

Some innovations that are now standard in the automotive industry – exo-skeletons, human-robot collaboration, and ergonomic work processes – could benefit construction work too, making it less physically demanding and better suited to an ageing workforce.

Foster continuous learning and career development

Our survey revealed that for students and young professionals, one of the most appealing aspects of a potential job (second only to interesting job content) is learning and career development. Yet only 48% of respondents say the construction industry fulfills their expectations in that.

Continuous learning and career growth is particularly important in a radically changing industry environment that requires different skills. Construction companies should integrate it into their cultures through internal academies, partnerships with external training institutions, or both.

Create relevant incentives

No commentary on the subject of talent would be complete without some reference to the different priorities of Generations Y or Z. Today’s young talents look beyond salary packages and benefits, and emphasize flexibility, “own your time,” purpose and ethics.

Many companies in the tech sector and others have already adapted their recruitment and retention schemes to reflect those new priorities; construction companies need to up their game if they are to compete in the quest for talent.

A Millennial might well be attracted by the opportunity to help transform a millennia-old industry— but only if he or she feels that the company is genuinely embracing the change.

Redefine the public image of construction

Construction still has a “dull and dirty” image now, but companies are well positioned to create a more appealing image—one of a dynamic and purpose-driven sector.

Santiago Castagnino
Santiago Castagnino

In our survey, industry professionals proudly cited their beneficial impact on society (“we build things”), their contribution to national development, and their engagement with some of the world’s most serious modern challenges, such as urbanization and climate change.

And it’s true, construction accounts for 6% of global GDP, creates the physical milieu for all other industries to flourish, and directly affects everybody’s quality of life through social infrastructure such as housing, hospitals, transport systems and schools.

What’s more, built structures and engineering achievements – whether the Egyptian pyramids, the Roman Colosseum, the Panama Canal, or skyscrapers like the Burj Khalifa – have always fascinated people, and continue to do so.

Construction stakeholders should collaborate more in communicating this impact, and should relay their fascinating stories more broadly by means of social media. Companies should start early, and go out to schools and universities to actively shape the image of the industry.

Collaborate systematically

The seven actions listed so far may take some time to implement, and will certainly take some time to succeed. They require a shift in paradigm, spanning the entire construction ecosystem.

One crucial facilitator will be collaboration between companies – to leverage synergies and coordinate campaigns.

Collaboration with external organizations is likewise crucial to provide continuous learning and career development for  construction professionals and tailor curricula to industry’s future needs.

One example, which leverages the new format of Massive Open Online Courses (MOOCs), is Columbia University’s Construction Project Management and Planning Specialization program that brings together 20 industry leaders from academia and companies.

It is the first on line educational platform, offered through coursera.org, to focus on courses in civil engineering and construction, with more than 21,000 students of all ages and from around the world completing it since its debut last October. The four-course program can be accessed for free, or can be taken, with completed assignments, to gain a certificate for a nominal fee.

These efforts will require a firm commitment from industry stakeholders, and often a considerable financial investment.

As always, any investment should be based on a clear and carefully prepared strategy that will pay off in the future.

In the words of Peter Drucker: “Developing talent is business’s most important task – the sine qua non of competition in a knowledge economy.”

This text was adapted from an article prepared for the World Economic Forum.

Ibrahim S. Odeh is Founding Director of the Global Leaders in Construction Management – Research Initiative at Columbia University.  Michael Buehler is Head of Infrastructure and Urban Development at the World Economic Forum; and Santiago Castagnino is a Partner & Managing Director at The Boston Consulting Group; 

Odeh can be reached at odeh@columbia.edu; Buehler at michael.buehler@wef.org; and Castagnino at castagnino.santiago@bcg.com;

 


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Do not be anxious about anything, but in every situation, by prayer and petition, with thanksgiving, present your requests to God. And the peace of God, which transcends all understanding, will guard your hearts and your minds in Christ Jesus.

Construction News – #Construction #News & #videos

Heavy Construction Photos

A research group from the Institute of Process Engineering (IPE), Chinese Academy of Sciences recently reported the development of a new technology to boost performance of direct methanol fuel cells (DMFCs) using high-concentration methanol as fuel, shedding some light on the design of clean and affordable alternative energy sources for portable electric devices.

When methanol, the fuel of DMFCs, crosses over from the anode to the cathode through the proton exchange membrane (PEM), fuel cell performance is significantly degraded, creating a major problem for the commercialization of DMFCs. Commonly, scientists use various strategies to improve DMFC performance at high concentrations of methanol. These include improving the fuel-feed system, membrane development, modification of electrodes, and water management.

“These conventional strategies do not fundamentally overcome the key obstacle, but inevitably complicate the design of DMFCs and hence increase their cost,” said YANG Jun, an IPE professor. Working with FENG Yan, a doctoral student, and LIU Hui, an assistant professor, YANG used selective electrocatalysts to run a DMFC at methanol concentrations up to 15 M, an alternative method for solving the methanol crossover in DMFCs.

The anode and cathode catalysts of DMFCs are commonly based on platinum (Pt). These catalysts are not selective for the methanol oxidation reaction (MOR) at the anode or the oxygen reduction reaction (ORR) at the cathode. With a deep understanding of the mechanisms of electrode reactions in DMFCs, the researchers designed and produced noble metal-based heterogeneous electrocatalysts with enhanced catalytic activity and high selectivity for MOR and ORR.

Encouragingly, the DMFCs operated extremely well with high-concentration methanol as fuel by sufficiently making use of the structural uniqueness and electronic coupling effects among the different domains of the noble metal-based heterogeneous electrocatalysts.

Ternary Au-Ag2S-Pt nanocomposites with core-shell-shell structures display superior anode selectivity due to the electronic coupling among their different domains, while core-shell Au-Pd nanoparticles with thin Pd shells exhibit excellent cathode selectivity because of the synergistic effects between their Au core and thin Pd shell.

The as-fabricated DMFC with selective catalysts produces a maximum power density of 89.7 mW cm-2 at a methanol-feed concentration of 10 M, and maintains good performance at methanol concentrations up to 15 M.

“Next, we are going to optimize the overall size of the catalysts, e.g., using Au nanoclusters with fine diameters as starting materials to further enhance the activity/selectivity for DMFC reactions,” said YANG. In this way, new technologies will be created to help improve the design of more cost-effective and efficient DMFC systems.

Story Source:

Materials provided by Chinese Academy of Sciences Headquarters. Note: Content may be edited for style and length.


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#ConstructionNews – #Construction #News & #videos
#Godbless

What shall we say, then? Is the law sinful? Certainly not! Nevertheless, I would not have known what sin was had it not been for the law. For I would not have known what coveting really was if the law had not said, “You shall not covet.”

Construction Videos – Plague Inc. Custom Scenarios – Blue Goo – #Construction #Videos

Plague Inc. Custom Scenarios - Blue Goo



Maybe I should have lowered my prices…?

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And because the midwives feared God, he gave them families of their own.

The Unfulfulled Expectations of Prefabrication | 2017-05-03

The Unfulfulled Expectations of Prefabrication

Many of us have experienced that proverbial “lightbulb moment,” a flash of insight when the complexities of a new or challenging concept finally make sense. But when it comes to the nuances of prefabrication, a recent industry survey says many contractors are still in the dark.

For contractors that are applying prefab, that blindness can be particularly frustrating, given that the strategy of integrating pre-made components into the building process continues to make inroads in construction. Proponents say it improves efficiency, optimizes labor resources and lowers costs.

Clearly, prefabrication is on the rise. The average use of prefabricated assemblies in projects reached 35% in 2016, a threefold increase over the past six years, according to a new survey by Raleigh, N.C.-based management consultant FMI. Specialty contractors are leading the way, performing almost double the amount of prefab project work compared with GCs and GMs (44% vs. 23%).

Despite the growing use of prefabrication, however, FMI says only a handful (14%) of survey respondents believe their processes are living up to expectations. The rest consider them to be ineffective or in need of improvement.

FMI offers one explanation for these shortcomings, citing an individual firm’s level of understanding regarding what is essentially a manufacturing approach to construction, elements of which often vary from one project to the next. It amounts to an ongoing cycle of implementation, evaluation and refinement that in­fluences every aspect of the process, from estimating and bidding to field operations.

In other words, prefabrication also requires a change in a contractor’s culture and operational philosophy, says Sabine Hoover, FMI content director and study co-author. As such, it demands a strategic approach that not all firms are willing to make. “Just dabbling in prefabrication is not the way,” Hoover says.

Firms that resist making a full commitment to prefabrication contribute to the disappointing results. Nearly 80% of FMI’s survey participants use prefabrication on less than 50% of their projects and are considerably less effective in its use compared with those that apply prefab processes on more than 50% of their projects.

What’s more, the manufacturing-based mind-set that is crucial to making prefabrication successful also requires time, patience and a willingness to accept that process refinements may sometimes result in failures and setbacks, a departure from construction’s traditional business strategy.

“Prefabrication is counter to every GC’s business model,” observes Geoff Golden, CEO of Golden Construction LLC, Birmingham, Ala. “If you’re not willing to try a new methodology and experiment with it, it won’t come to you.”

Constant curiosity is another key ingredient, says Steve Foote, vice president and operations manager for Greiner Electric, Denver. “The method you use may be cost-neutral, but there may well be a way that it could be better,” he says. “It’s staggering to think how long it takes to get good at it.”

All-in Adoption

Resistance to new ways of thinking is not limited to the construction industry, of course. But if a contractor’s leadership is unwilling to embrace prefab fully, it’s unlikely that field employees will. That lack of commitment can quickly undermine the cultural shift and the feedback loops that are key to making any new process work.

“If something doesn’t work, field employees need to feel safe about saying so,” Hoover says. “That’s different from the traditional work environment.”

Forcing prefabrication on field staff “will be a big mess,” agrees Foote. “They’ll hate it. But if they know they can really communicate with you, then they’ll help make the process work. It has to be implemented as a team.”

Aaron Thompson, vice president of design and fabrication for Corbins Electric, Phoenix, tackled this mind-set challenge by stressing to field staff that prefabrication is designed to eliminate work they didn’t want to do, not to eliminate their jobs. “It’s also important to get field-respected people in supervisory positions,” Thompson says. “That was a big step in gaining field buy-in.”

And like every other business practice, prefab processes demand constant, effective monitoring to gauge effectiveness, address deficiencies or problems and identify areas for improvement.

But as the FMI survey notes, many contractors don’t fully understand how to measure and track prefab efforts.

“It was hard to do in the early days,” admits Foote, adding that Greiner Electric now uses a proprietary system that determines the unit and time cost of every element in its prefab process. “That allows us to continually evaluate and improve,” he says.

“There’s a flow to manufacturing that you can see,” adds Golden. Training employees to observe the process and empowering them to interrupt things should quality issues arise can go a long way toward a goal that Golden characterizes as “smoothing the chaos of construction.”

But as Thompson has found, many GCs prefer the “chaos,” or at least the flexibility it affords to move trade workers to where they’re most needed on a jobsite as a project progresses. And that insistence on flexiblity can present another obstacle to the effectiveness of prefabrication, he says.

“Obviously, the more information we have about a project’s details and schedule, the better we can plan kit preparation,” he says. “GCs get nervous when they don’t see material sitting at the site, even if they won’t need it for a while. That’s changing as more GCs understand prefabrication.”

Initiating the Improvement Cycle

Right now, it is hardly surprising that contractors’ opinions and results are mixed, Hoover says. “We’re in a messy transition of baby boomers who want to hold on to old ways and new people coming in,” she says. “The better companies are luring younger workers who can deal with technology and understand change, and they’re the ones who will make prefabrication happen.”

Indeed, Hoover says prefabrication’s growth in construction may well be inevitable as its advantages continue to overshadow current work practices. “If you’re not willing to do things that will reduce schedule by 50%, reduce risk and improve safety, you’ll be out of it,” she adds.

Ultimately, what may attract more GCs and specialty contractors to understanding, adopting and improving their prefab mind-set is the same trend that affects other aspects of the industry—labor.

“There’s already a shortage of field guys now, and it’s only going to increase,” Foote says. “If you think there will be enough people to do work five years from now, you’re wrong. How will you be competitive if experience is at a premium and you have to pay higher rates?”

Fundamentally, adopting prefabrication comes down to attitude—that is, an open-minded, patient culture that is willing to learn and capitalize on what works and what doesn’t, Thompson observes.

“You have to be ready to take a punch in the face,” he says. “Just when you think you’re an expert, something happens.”

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But Scripture has locked up everything under the control of sin, so that what was promised, being given through faith in Jesus Christ, might be given to those who believe.

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Construction Videos – Titan by Mack™: Extreme Truck for an Extreme Job – #Construction #Videos

Titan by Mack™: Extreme Truck for an Extreme Job



Perkins Specialized Transportation of Northfield, Minn., called on the heavy-haul Titan by Mack™ to transport 800,000 lb. decommissioned generator vessels from San Onofre, Calif., to Clive, Utah. The job was so massive that it required three Titans in total — one in front of the nearly 300-foot long custom trailer and a pair of Titans behind the trailer.

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Please watch: “Building America – TransPremier LLC expands I-4 Highway”

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So I say, walk by the Spirit, and you will not gratify the desires of the flesh.

Construction Videos – modern marvels construction machines, mini construction equipment, heavy duty tow trucks i – #Construction #Videos

modern marvels construction machines, mini construction equipment, heavy duty tow trucks i



The best videos modern marvels construction machines, amazing construction machinery, heavy duty tow trucks in action, mini construction equipment, mini .

The best videos amazing construction machinery, heavy duty tow trucks in action, brush cutter machine, john deere tractors working on the farm .. The best .

Cabin Fever – Mini Construction Equipment in the Dirt Pit videos moving small amounts of dirt very slowly! A shovel would be faster. but nowhere near as fun!

collection videos compilation of modern marvels machines, awesome tractor videos, amazing tractor videos, tractor working in mud, tractor working in field, mini .

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Dishonest money dwindles away, but whoever gathers money little by little makes it grow.