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Social Media 101 for Small Businesses

By Caitlyn Freitas, Leslie Emery, and Julie McLaughlin

An online social media presence is no longer an option. It is a must—even for small businesses. It is not enough, however, to create a social media account and then leave it to languish; an active, strategic presence must be maintained in order to reap the benefits social media offers. When a small contracting company, with limited employees, wants to have a social media presence, they should spend some time considering the following and creating a plan before creating an account.

“Anyone in charge of social media needs to have appropriate training in the area, and should have a strategy for communications. Moreover, it is important that the person in charge of your social media marketing—or members of their team—have sufficient knowledge of the company‘s products, services, and their particular segment of the market. If they fail to appreciate the intricacies of the industry, they will not be able to draw in the audience you are looking for.”

—Julie McLaughlin, Senior Director of Publications at NIA

Strategy

The first part of establishing a social media strategy is deciding what your overall goal is. Companies may use social media to help define their brand, share information about new products, drive users to their websites, or to recruit new workers. Once you have established the overall goal, you can then establish benchmarks for measuring how effective your social media strategy is.

One mistake small businesses make is not having separate strategies for different platforms. If you are sharing identical content over multiple platforms, your audience—who is likely on all the same platforms—will lose interest. Instead, create different types of posts that take advantage of the characteristics of the platform you are using. While you want to create varying content, the one thing that should be consistent throughout different platforms is your branding—you want users to be able to easily identify and recognize your company. Additionally, in evaluating your social media strategy, it is important to define your audience. Write down as many relevant details about your intended audience as possible (age, location, career, interests, etc.), and use this to help guide your messaging and choose which type of social media will best reach your audience. A little research will help you determine who is on what platform and what they use it for. Determine if Pinterest and Snapchat are where your targets are and what they would be looking for while they use those sites. Not every platform is useful for every company and people may ignore work-related posts if they use that platform for recreation.

Avoiding Pitfalls

Selecting the Right Staff

Of course, the process of starting and maintaining a social media presence can present certain pitfalls that must be carefully negotiated. One of the biggest mistakes small companies can make is assigning social media to an intern or junior employee. While younger workers, such as those from the Millennial generation, are well known for their love of social media, personal use does not necessarily translate into professional social media expertise or an understanding of marketing and branding. Anyone in charge of social media needs to have appropriate training in the area, and should have a strategy for communications. Moreover, it is important that the person in charge of your social media marketing—or members of their team—have sufficient knowledge of the company‘s products, services, and their particular segment of the market. If they fail to appreciate the intricacies of the industry, they will not be able to draw in the audience you are looking for.

Timing

Once you have established a social media presence, it is important to commit to regular postings and interactions. Make sure you update your page regularly and engage with your users frequently. However, you also do not want to post excessively, which could cause users to block or unfollow you. Make sure you post at different times to see which posts times are most effective. Which platform you are posting on makes a difference—you can post more on Twitter than you can on Facebook since Twitter feeds tend to be updated more frequently than Facebook‘s newsfeed.

According to GRC Direct, a marketing and communications consulting company, the following times are ideal for social media programs:

  • Facebook: Thursday to Sunday, 1:00–4:00 p.m.
  • Twitter: Monday to Thursday, 12:00–5:00 p.m.
  • LinkedIn: Tuesday to Thursday, 5:00–6:00 p.m.
  • Pinterest: Saturday to Sunday, 8:00–11:00 p.m.

“The real key to success—and where most CEOs fail—is simple consistency. Set up a regular schedule that fits your calendar. This can be as minimal as allocating 5 minutes every Monday to chime in on breaking news, 5 minutes on Wednesday to shoot a 30-second leadership short with your phone, and 5 minutes on Friday for a company update.”

—Ryan Holmes, CEO of Hootsuite, “The Quick-Start Guide to Social Media for Time-Strapped Execs”

Tone

When you have a social media presence, it is important to be aware of the potential for negative interactions. Consumers complain about brands 879 million times a year on various social media sites. A business‘s response to a negative comment can make a huge difference—particularly for smaller businesses where the loss of customers is particularly impactful. Not responding to comments can be just as damaging as responding poorly; if a customer finds your business to be nonresponsive, they may look elsewhere. When someone is engaging with your company on social media, make sure you respond quickly and personably.

Another mistake is making your audience think you are only interested in promoting your company, but not engaging with customers. You should not view social media merely as an advertising venue, but rather, as a place to connect with your customers and give them an insight into your business. Correspondingly, make sure you are not just sharing advertising or self-promotional content—share content that is helpful, useful, or interesting to your targeted audience. However, do not take this to mean that you should not be attempting to sell or share your products at all—on the contrary, (for those who goal is to sell products or services), the underlying strategy of social media is to create positive feelings for your brand that will translate into more sales.

Streamline Your Social Media

One way to lessen the time cost of a social media strategy is to use some of the tools that can automate posting and help measure the effectiveness of your posts. One such tool is Hootsuite, a social media management system that can offer assistance with Twitter, Facebook, LinkedIn, Google+, WordPress, and other platforms. A user‘s main Hootsuite page presents a dashboard of all accounts, and allows users to schedule posts and track results.

While tools like Hootsuite and other similar services can help you save time by allowing you to share updates over multiple social media platforms simultaneously, it is important to stay on top of any scheduled posts to ensure they are still appropriate. Apple was criticized after a scheduled Facebook post about Joan Rivers purchasing the new iPhone appeared more than a week after she passed away. The post was quickly removed, but the incident served as a reminder that scheduled social media posts should always be reviewed to ensure they are still appropriate.

In some cases, the ease of posting on social media can unfortunately mean that posts do not undergo the proper review before they are sent out. US Airways learned that the hard way when they accidentally tweeted a graphic image when replying to a customer. They explained that the image had been sent to them and in trying to flag it, they accidentally pasted it into an outgoing message. Reviewing their tweet and all its content before sending it could have prevented this embarrassing error.

Bad Marketing

Another important thing to remember is ensuring that you are maintaining the appropriate tone when mentioning controversial or tragic news items. Many companies have made the mistake of trying to co-opt tragic events to promote their brand. While a message of support can be appropriate in the event of a natural disaster or other tragedy, it is important to not try to use negative events to plug your brand or products, or make light of serious matters. Fashion brand Kenneth Cole made this error in 2011 by tweeting out the following during the protests in Egypt:

tweet (2)

There was a quick and intense backlash that led to the tweet being deleted and Kenneth Cole issuing an apology.

Trolling

Another potential issue that companies might have to deal with is “trolling,” which refers to a person who may write inflammatory or inappropriate messages on social media platforms with the intention of mocking or creating negative attention for his or her target. How companies choose to deal with trolls can affect their reputation, so it must be dealt with intelligently and delicately. Trolls and a company‘s response to them can also go viral and are often featured on BuzzFeed—so be cautious with your response. First, it is important to not simply ignore a troll, particularly if they are complaining about your company or its products. If they are spreading false information, respond with the correct information. Apple had to address trolling when a news item came to light about the fact that the iPhone 6 could bend if stored in tight pants. Apple simply addressed the issue directly: bending was extremely rare and did not occur with normal use. Responding directly to the issue mitigated the negative response and lessened the negative press.

Last Words

“The most effective social CEOs offer a window into their world—their company, passions, hobbies, etc. Once you‘ve nailed down the sort of conversation you‘d like to have, you can set a tone that feels right for you. That can range from off-the-cuff and funny (@levie) to hard-nosed and data-driven (@elonmusk), but authenticity is nonnegotiable.”

—Ryan Holmes, CEO of Hootsuite, “The Quick-Start Guide to Social Media for Time-Strapped Execs”

Ultimately, the best social media strategies successfully integrate social media efforts with a company‘s existing resources, like its website. There are a few relatively simple steps that can be taken to encourage interaction between a company‘s website and its social media pages. Social media icons should be prominently displayed on a company‘s website so that visitors can easily access social media pages. Another strategy for attracting web traffic is to publish a regular blog; this can help create a voice for your company and also share valuable information. It also offers an opportunity for additional engagement; consider asking readers to follow you on Twitter or like you on Facebook. Another option is to integrate live social media feeds directly on your website so visitors can see recent
posts. Sharing buttons can also be added to blog posts or press releases so that it is simple for site visitors to share content. Your platforms can be used for recruitment as well, and potential employees might review your platforms to learn more about your company‘s culture and communication tone before contacting you about available job opportunities.

Finally, once a social media presence has been established and maintained, metrics must be created to measure its effectiveness. This depends on the overall goal of your social media engagement—whether it be attracting employees, increasing sales, or other objectives—but it should be a central part of your social media efforts. Common metrics include keeping track of mentions of your company, shares of your content, and the number of followers who have engaged with your company in some form on social media. These can give you a sense of what is and is not working and help you refine your social media efforts.

While social media might seem intimidating, it can be an effective, inexpensive tool for connecting with customers, engaging with potential employees, and driving more traffic to your website. Using the aforementioned tools and strategies can help guide businesses to create a social media strategy that will meet their goals and benefit their bottom line.

 

 

Copyright Statement

This article was published in the June 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.

 

NIA Sites > Insulation Outlook Magazine > Global

Possible System Failures: Intermittent (Spike) Temperatures

Understanding Your System’s Limits

The term “spike temperature” tends to be brought up in the insulation industry when users are trying to discern whether a material can be used on a system that experiences temporary spikes in operating temperature that are outside the usual operating range of either the system, the insulation material, or both—intentionally or unintentionally. When creating or repairing an insulation system, you should choose an insulation material that has a continuous operating temperature that is compatible with your system’s highest spike temperature. Choosing an insulation material that can withstand only a brief interval at the spike temperature—rather than one that can operate without issue at that temperature—is risky as your system may rise to that temperature more frequently than the material can withstand or the temperature may stay at that spike level for a longer period of time than the material is approved for. Overall, using the “spike” or “intermittent” service temperature of an insulation material as the upper service temperature may not be the best method for selecting insulation, and can lead to premature failure of the mechanical insulation system, potentially leading to negative repercussions for the system. Selecting an insulation material that has an upper continuous service temperature in accordance with any anticipated system intermittent or spike operating temperatures is the best method when considering service temperature as one insulation material selection criteria.

In order to avoid potential issues, it is advisable to choose an insulation material that has a continuous operating temperature—among other key attributes—that matches the expected insulated system operating temperatures, even if these temperatures are only experienced sporadically. Doing otherwise can lead to incorrect specification, selection, or misapplication of insulation materials for a given system and the operating parameters of that system.

Research Is Key

When insulation is incorrectly selected and installed, it opens up the mechanical system to potential damage, which can incur a significant expense. If a material has the intermittent service temperature listed on its data sheet, inspect it carefully to ascertain whether the upper or maximum service temperature limit is a continuous or an intermittent (spike) temperature. Some insulation products may indicate that they can be used at a certain upper temperature limit, but do not disclose that this use is intended only for sporadic or short intervals. Unfortunately, there is no universal standard for intermittent service temperatures, so manufacturers may represent it differently.

If a producer establishes a given temperature as an intermittent service temperature, a clear definition of the parameters for this value should be given to explain its proper use. This attribute will be specific to a given manufacturer and should not be ascribed to all products of a given material type. It is important to be aware of materials that publish the intermittent service temperature as the upper service limit, and may not divulge the information on how long the material can withstand such temperatures. In some cases, fine print may be used to qualify that the upper service temperature is an intermittent service temperature with specific limitations on how frequently or how long the material can take the excursion temperature before problems begin.

Some manufacturers have their product tested by third-party laboratories; a good way to determine if the service temperature is a continuous service temperature is to see if a standardized test method has been used to verify that limit. ASTM C411 is the primary test method used to verify the upper continuous service temperature of mechanical insulation, being intended for materials that have an upper continuous use limit of 200°F or greater.

System Spikes

The above begs the question of why or when a system would spike or operate at elevated temperatures outside the normal system temperature and possibly exceed the insulation service temperature. As an example, a process piping system that normally functions within the operating temperature range of the insulation may be periodically cleaned with higher temperature agents—delivered by a clean-in-place wash system—driving the system intermittent temperature and the insulation material’s required performance temperature appreciably above the insulation material’s published upper service temperature.

The same can happen with vessels that operate at lower temperatures and are infrequently shut down for a cleaning with hot cleaning agents. A refrigeration system, for example, can reverse itself and go to hot gas defrost, subjecting the insulation to an elevated temperature for a period of time. Hydronic solar systems may reach exceptionally hot stagnation temperatures in header piping that the designer may not plan for. Determine what these anticipated system excursions, intermittent, or spike temperatures will be and then use them to help you correctly select insulation material that can withstand and function at those temperatures. Knowingly selecting an insulation material that has an intermittent or spike temperature that is lower than or too close to the anticipated system spike temperature is risky and may lead to insulation system failure.

Unintentional system operating spikes can also occur. Systems can experience a “run-away” condition where they exceed the normal operating limits, such as a steam system in which the boiler limit controls fail. In this case, an insulation material that was properly specified based on the published service temperature and expected system operating temperature may unintentionally be subject to heat greater than the published temperature. These are unanticipated operating conditions and can be expected to cause insulation system failure if an exceptional safety margin was not designed into the insulation envelope. Some manufacturers have a safety allowance in the performance ratings of the products they produce, but do not publish this information so that the material will be used in a manner that allows it to constantly serve the end user over the system life—including operating at the upper service temperature. In the above instance, the safety margin of the material may not have been exceeded, and can be left in service, avoiding significant and unwarranted expense to replace an insulation system that can continue to provide lasting service. Each producer has their own limits for this property. In the event that an unexpected higher-than-normal-temperature operating condition has been experienced in an insulated system and there is a question surrounding serviceability of the insulation, the best route to follow to see if the insulation material is in serviceable condition or needs attention is to contact the material producer with the specifics of the unexpected operating condition and ask for an assessment.

As a best practice, you should determine the highest temperature (the spike temperature) that your system will run at (e.g., 498°F) and choose an insulation material that can operate continuously at the temperature (e.g., 500°F) so it will not break down or fail when your system reaches that temperature. If your system usually reaches a high of 300°F, but is occasionally cleaned at 500°F, then you should choose a material that can reach or exceed 500°F. Do not expect that the materials will endure the increased temperature for short intervals; they may fail and your system may need to be replaced. It is important to understand and design your insulation system to realistically meet its top operating temperatures in order to meet customer expectations, keep the system operating properly, and avoid unexpected delays, repairs, or downtime.

SIDEBAR

  • Intermittent or “Spike” Temperature for a System: A temporary rise in operating temperature that exceeds the usual operating range of the system, such as during a system cleaning
  • Upper Continuous Service Temperature for an Insulation Material: An insulation material that can be used on a system continuous at temperature range up to that temperature. Best practices are not to exceed that temperature

 

 

Copyright Statement

This article was published in the June 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.

NIA Sites > Insulation Outlook Magazine > Global

Top Tech Leaders Share Predictions for 2016 and Beyond

Construction companies large and small that are not already on the technology bandwagon need to climb aboard as 2016 brings more work, longer backlogs, and a continued shortage of skilled labor. Construction Executive assembled a panel of experts to identify technologies to keep contractors working smarter and efficiently in 2016 and beyond.

Drones

Just as drones are gaining popularity among consumers, Dan Conery, Newforma’s Vice President of business development, predicts, “Drones will be used in construction for visual inspections of dangerous or difficult places for humans to reach, such as bridge undersides and curtain walls.”

Mark Liss, President of Explorer Software, agrees: “There are many applications, including collecting aerial images, maps, 2-D and 3-D models, and other valuable data.”

Wearable Technology and Robotics

“To ensure the health and safety of workers, wearable technologies will become more popular,” notes Conery. “Wearables can relay vital signs for people on remote or dangerous jobsites, alert supervisors if a diabetic’s blood sugar drops or heart rate accelerates, and enable injured workers in remote locations to signal for help.” Conery also predicts robotics will gain a foothold. “By robotics, think 3-D printing, with people or other machines feeding the bricks and mortar while a robot erects the wall.”

Steve Cowan, President of Jonas Construction Software, thinks using behavioral technology with wearable devices that track historical activities will increase productivity. “We expect more intelligence from technology and guidance in showing how to best perform work. People will expect their activities to be tracked and leveraged to work better and smarter.”

BYOD and Mobile Apps

BYOD—or Bring Your Own Device—is the norm on most construction projects. Cowan predicts a more individualized experience with BYOD 2.0—or Be Your Own Device. “As workers individualize technology and blend personal and work lives, they will pick their own technology and expect employers to accept their individual choices and devices. He envisions “Application Personal Interface,” a system in which each employee chooses software vendors at the individual level, rather than at the corporate level. “Every employee will be more productive because they will be using software that is more individualized to how they work,” Cowan says.

That leads to the question of how multiple apps and software can work together efficiently. “The demand for mobile capabilities continues to be high and is now an expectation of software,” says Fred Ode, CEO and Chairman of Foundation Software. “The need and expectation for mobile applications to integrate with office software is increasing, and developers will be responding with more robust integration to give project managers the tools they need and office staff the data they need.”

“A recent study found that two-thirds of contractors use 3 or more software applications daily. But if data and documents are entered, stored, and edited in multiple locations, it doesn’t help efficiency and accuracy. Software that keeps project information job-centered and organized in one place is going to become increasingly important,” Ode says.

Liss sees a high demand for information to be pushed to and from the jobsite in real time. “Faster, more durable mobile devices will lead to the continued adoption of mobile apps that allow users to capture and transmit information directly from the jobsite to the back office.”

There is no doubt that mobile platforms have changed the way people work. “Construction firms will look for an enterprise mobility space with intuitive interfaces providing access to corporate data and files in real time or offline backed with full enterprise access management,” says Oliver Ritchie, Vice President of Product Strategy for CMiC Global. “Siloed content is no longer acceptable, so the broader eco-system of partners, customers, and clients will be looking for more in their enterprise resource planning (ERP) mobile solutions for 2016.”

Cathy Terwilliger, COINS’ Marketing Director, sees a need for digitalization to deliver content to users wherever and whenever they need it, along with supporting offsite manufacturing and reducing waste. “Software, applications, and processes will be designed to it into the business itself, considering the information, the device, and the user.”

Jerry McSorley, Owner of Eye Trax Inc., says the twist is that more contractors use mobile applications to monitor construction sites remotely with wireless camera and mobile app technology. “Construction management software will integrate with jobsite surveillance cameras and pictures captured by a project manager’s mobile phone to create the ultimate software application. Clients, construction managers, and jobsite superintendents will be able to view and discuss details of their projects from one common location.”

Jim Dawkins, U.S. Channel Manager for ElecosoftAsta, believes “project management tools will be adopted by more small- to medium-sized general contractors and subcontractors. As the tools become easier to learn, faster to deploy and, in some cases, less expensive, smaller contractors will realize the benefits. Smarter resource loading, such as knowing when and how many electricians are needed, will help construction managers keep projects on track.”

Consolidation and Collaboration

Brad Barth, Chief Product Officer for InEight, sees the need for continued technology vendor consolidation. “As capital projects get more complicated, demand for integrated visual platforms that span the entire project life-cycle increases. Project owners and contractors demand solutions that span across the life cycle, connect the various project stakeholders, and integrate with multiple systems.

“Bassem Hamdy, Procore’s Executive Vice President of Marketing and Enterprise Strategy, wants walls between internal and external stakeholders to not just be broken down, but to disappear. “Processes, data, communication, and collaboration will flow across teams to ensure a 360-degree view of projects versus a myopic understanding of departmental objectives. This will help streamline company processes, enabling companies to build better and faster.”

At the same time, owners will demand more transparency from contractors to stem the tide of project overruns. According to Barth, “Owners will accelerate the movement toward shared risk scenarios with full visibility into estimating assumptions and jobsite activity at a much more detailed level, driving the need for systems that can facilitate cross-stakeholder collaboration.”

Ryan Driscoll, marketing director for GPS Insight, thinks construction businesses will realize the value in having different applications talk to each other “through APIs, map overlays, data connections, or data dumps to customize the way businesses digest their data. Here are efficiencies to sharing data with third-party partners, such as aggregate haulers or equipment rental companies sharing location data with construction customers for precise delivery schedules.”

Angelo Castelli, COO of On Center Software, foresees “full adoption of technology into the life cycle of construction companies. Construction jobsites seem poised and ready to adopt more collaborative workflows for the field’s everyday needs by utilizing software designed for takeoff, estimating, timecards, advanced simulations and field reports.”

Conery wants to see visual planning software on every jobsite in 2016 “because those technologies support the democratization of decision-making and unlock the potential of people by fostering collaboration. Democratization is not just the skills workers bring, but also the way they solve problems derived from life experiences. It’ll unlock solutions that a person or small group cannot. But such technologies only work on top of a culture of collaboration and democratic decision-making. Without that culture, the technologies are just bricks.”

Cloud Systems and Security

None of this is possible without the cloud. “Contractors are enjoying the benefits of working on the cloud, but so far are less likely to take their estimating and accounting there,” Ode says. “As cloud security advances, and contractors learn more about cloud solutions and security that keeps their data safe, there will be more conversation about best practices and protocols and better encryption technology.”

Ritchie concurs: “It’s evident that cloud deployment strategies are abundant, but users will realize that not all cloud solutions are equal. Choosing an enterprise resource planning (ERP) software provider means looking at a whole spectrum and whether the software has the capability to follow growth.”

Terwilliger also envisions increased cloud adoption. “With increasing amounts of data and access devices, companies will continue to look for ways to reduce onsite IT overhead. The cloud allows flexibility to adapt to changing business needs.”

Internet of Things

John Chaney, CEO of Dexter + Chaney, sees the Internet of Things (IoT) as a new source of construction data. “Until now, the Internet was a way to connect people to each other and to plans and documents. The emergence of IoT will help connect people directly to their actual work—to built-in-place structures and equipment and ultimately to the materials used. Benefits from better inventory control to more accurate percent complete reports will be realized through IoT.”

BIM

Barth foresees an accelerated worldwide adoption of building information modeling (BIM). “As technology vendors leverage BIM data throughout the project life cycle for things like visual estimating, more project owners will require BIM in the United States,” he says. “BIM will cross the threshold from a minority of projects to the majority of projects within the next 3 to 5 years.”

Dawkins adds, “Unlike the mandate-driven adoption in countries such as the United Kingdom, the focus is on project value in the United States. Owners see the value in paying for virtual design as contractors increasingly differentiate themselves with these offerings.”

Terwilliger predicts a convergence of BIM and ERP. “As information in modeling grows, the overlap of digital information stored in the ERP and the model is increasing. To maintain efficiency and reduce duplication, companies need to rethink process and how to manage the information, looking for systems that integrate the shared data.”

“Augmented reality (AR) technologies will become popular,” adds Liss, “as they can make BIM modeling more accessible to all users and help drive adoption of BIM. AR can show stakeholders a 3-D BIM model of a design in front of the actual site or on a 2-D set of plans.”

Business Intelligence/Big Data

Ritchie expects Business Intelligence (BI) to take center stage this year. “Business users see current BI methods as slow and inefficient, with the greatest challenges coming from integrating data across various data sources within the enterprise. In 2015, clients realized that finding, integrating, and preparing data must occur before any actual BI content can be realized. In 2016, they will look for an integrated self-service solution that provides capability for business users to increase their BI agility and produce more relevant and actionable business insights.”

The explosion in the sources of field data—from drones to mobile apps to augmented reality feedback—will have repercussions on the software platforms being developed and deployed for project and business management,” Chaney says. “Platforms that better enable integration of data from multiple sources and multiple remote locations will serve up more relevant, timely intelligence to managers, enabling faster, better decision-making.”

He continues, “Big Data has a role to play in the industry for high-volume, highly complex projects. However, look for improvement in the utility of BI across the spectrum of company and project sizes. The traditional static reporting of software systems will be replaced by flexible, user-definable reports that can be used to start a flow of work in an organization. All data, from small to big, will become more valuable.”

Ode feels that the only impractical construction technologies hitting the mainstream today are the ones a company is not prepared to implement. “Mobile, cloud, BIM, and drones are each right for the right contractors that have the systems, processes, and people in place to get the most out of what they offer. Whether technology is augmented reality, a backhoe or a hammer, it is ultimately just an extension. Someone with no aim probably shouldn’t own a hammer. But a contractor that has a healthy business and the right tools stands to benefit a lot from what’s being made available today.”

Welcome to the Jobsite in 2030

Fast forward 14 years: The global population is 8.5 billion, an increase of 1.15 billion since 2015, according to the Population Institute. The U.S. Census Bureau reports the U.S. population, at 359 million, has increased 11% since 2015. To accommodate the demand for construction on Earth and in space, drones, robots, and 3-D printers are more common than hammers. Design, engineering, and construction, along with building life cycles, are totally integrated and seamless thanks to visual collaboration
software.

The construction workforce is predominately skilled IT workers who work with cloud-based collaboration software to monitor projects instantly, to operate all construction equipment remotely and to program 3-D printers. The few laborers on the job use exoskeletons that enable them to perform difficult tasks easily and safely. Thoth Technologies, BlueOrigin and SpaceX have made space tourism a reality, and contractors are bidding to construct space “hotels.”

Castelli foresees an increase in 3-D printing technology, an uptick in the use of robotics onsite, and use of drones to deliver and transport materials around the site, making a huge difference in how quickly buildings are constructed and how worker safety is improved.

Conery predicts buildings will be self-assembled or printed. “Construction will be marked by high automation and repeatable high quality. As a result, the demand for unskilled labor will decline and the demand for skilled labor will rise. Workers need to know how to run the machines.”

“There will be fewer people on the physical jobsite,” Liss says, “with the bonus of a reduction of workplace accidents and safety issues onsite. Drone technology will capture aerial images and provide daily reports on project status. Augmented reality will allow for better collaboration and communication among stakeholders. A project manager will view an overlay of a BIM model on top of as-built construction, recording the AR walkthrough and requesting clarification as issues arise.”

Cowan envisions that workers will supervise projects from a distance while robots perform the work. “The construction site, and even technician vehicles, will all have 3-D printers. As every activity and action is tracked, contractors will leverage big data to completely enhance productivity, efficiency, and collaboration.”

Barth says technologies such as drones, laser scanning, and augmented reality will become the norm. “More automation will be possible as a result of fully realized models of not only the building or the bridge, but the jobsite itself. The context provided by these models, combined with readily available GPS data, will enable the construction process to be performed at least semi-autonomously, resulting in projects being completed faster and safer than ever.

“The demand from owners to utilize these technologies, and the large investments required to embrace them, will accelerate the pace of contractor consolidation with an eye toward global expansion,” Barth says.

Hamdy foresees a more efficient jobsite with data, materials, and labor delivered just in time. “Wearables and mobile technology will drive these improvements. Offsite development will result in faster building times, enabling entire parts of the project to show up when needed. Ultimately, construction companies will have complete interoperability, regardless of the systems people are using,” he says.

Ode sees complete integration between field and office, thanks to robust mobile technology and geotagging through devices such as laptops and wearables that send and receive jobsite data faster than it takes to find a number in a contact list. “With built-in approval and collaboration features, and broad integration across different developers, the only thing paper will be used for on the jobsite will be wrapping sandwiches for lunch.”

Chaney puts it all in perspective: “Six years ago, the iPad wasn’t on the market. Now, construction project managers carry all their plans, specs and software tools on their sixth-generation tablets. Going on record about what to expect in 14 years is a shot in the dark, but the trajectory seems to be defined by intelligence, accessibility and standardization. Artificial intelligence will seem hardly artificial as every project incorporates deep-learning machines at all stages, from design to facility management. Data from virtually any source will be available from virtually any location, and nearly everything will be a source of data. Behind the scenes, construction processes will be dramatically optimized through a more universal standardization of everything from data structures to modular sub-structures.”

 

Reprinted from Construction Executive, January/February 2016, a publication of Associated Builders and Contractors. Copyright 2016.

 

Copyright Statement

This article was published in the April/May 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.

NIA Sites > Insulation Outlook Magazine > Global

The Role of Roles: Generational Training

Picture this: It is your first day at a new job. Your anticipation mixes with apprehension and anxiety. All sorts of questions fly through your mind: “Is this where I’m supposed to be?” “Will people like me?” “Can I really make a career out of this?” Now flash forward 25 years. You have spent the last 2 and a half decades working for that organization, building a legacy that will live on even after your departure. You have helped your company build its brand and increase revenue; you have empowered those around you through meaningful relationships; you have been successful by all definitions of the word.

Every employer dreams of having an entire organization of this type of person. Managers often ask themselves, “What made (or makes) them stay for the long term?” Employee retention is one of the leading concerns of most organizations, yet we think they are asking the wrong question. Instead of asking “what” makes people stay, perhaps the question should be “who.” Over 70% of people leave their jobs because of the way they are led, not how much they are paid. It stands to reason that if we want employees to stay, we have to become better leaders. But how? The trick lies in recognizing a few essential leadership roles.

The Employee Cycle

Like your washing machine, dryer, and life, employment comes in cycles. Your employees navigate key phases, performance milestones and challenges as they move from recruitment to departure. To be an effective leader, you must recognize what stage each
of your employees is in and respond accordingly.

In each stage of the Employee Cycle, the individual has different needs that must be met and questions they ponder:

1. Prospect

Is this where I want to work? Am I a fit?

2. New Hire

Where do I fit?
Am I welcome here?

3. Learner

Am I learning what I need to know?
Do I have the tools and information I need to do my job?

4. Performer

Is my contribution acknowledged?
Am I motivated to accomplish my goals?

5. Legacy Leaver

Am I sharing my knowledge? Do you know what I know?

Once you accurately assess which phase each person is in within their cycle, you can step up and engage them with the tips I have outlined here. Be prepared—what follows is packed with a lot of powerful information that will challenge you to grow as a leader and will equip you to engage employees of the multigenerational workforce. But it is only as effective as your commitment to taking action on what you read.

THE TALENT SCOUT

Employee: Prospect
Manager: Talent Scout, Recruit & Hire

This is arguably the most important role a manager plays. As the Talent Scout, it is your responsibility to recruit and hire the most talented individuals who are committed to the vision of your organization. This means that it is not only up to you to accurately assess the skills of the prospect, but to clearly communicate the value of your organization to the person. If they are going to commit to the company for the duration of their career, they have to buy into the vision, mission, values, direction, etc. of your company. It is up to you to help the best candidates fall in love with your company even before they first punch in.

To Each His Own

Engaging the generations in each stage may be difficult, but here a few ideas to help you out. Understand what attracts each generation to an employer, and then customize your communication to attract them. For instance, try these promises:

  • Millenials—“There’s a lot of challenge and a lot of structure here; you won’t be bored!”
  • Generation X—“You can be entrepreneurial and highly skilled here.”
  • Baby Boomers—“We need your unique contribution; you are part of something bigger here.”
  • The Silents—“Your experience is welcome; teach us what you know.”

THE ORIENTEER

Employee: New Hire
Manager: Orienteer, Onboard

Once your prospect joins your team as a new hire, your role shifts from one of recon to one of integration. It is up to you to help your new hire acclimate to the culture, embrace the position, and connect to the social network. The best managers recognize the importance of monitoring and guiding the interconnections within the group, the socio-organizational norms that create (or diminish) the collaboration and cooperation critical to delivering a stellar product or outstanding service. Truthfully, the first 30 days determine the next 10 years for new hires.

To Each His Own

Try these generation-specific actions to ensure that new hires of each generation remain committed:

  • Millenials—Provide a buddy and a social network. Fill them in on the “unwritten rules.”
  • Generation X—Describe the performance expectations and measures. Answer the questions “Where do I fit?” “What will this job do for my skills portfolio?”
  • Baby Boomers—Describe where their experience fits. Provide introductions to senior leaders; build the new Boomer’s visibility.
  • The Silents—Share the organization’s history and mission. Let them know why people are proud to work here.

THE PERFORMANCE COACH

Employee: Learner
Manager: Performance Coach, Grow & Develop

This critical role empowers employees in the Learner stage and guides them to the Performer stage. The Performance Coach is responsible for reinforcing positive behaviors and correcting negative ones. As the Performance Coach, you provide career insight
and on-the-job feedback to assist in development; you prepare your team members for future positions and are not afraid to have realistic career conversations; you are their advocate, cheerleader, and the voice of reason on a daily basis. Development is
everywhere—you just have to commit to helping your team members grow!

To Each His Own

Manage members of different generations in ways that are meaningful to them:

  • Millenials—Explain the importance of seemingly routine tasks. Expect a lot, give a lot of feedback.
  • Generation X—Build their skills portfolio (change it up, job rotations, job swaps, management training). Candidly discuss reputation.
  • Baby Boomers—Freshen up jobs with lateral moves. Keep their skills up-to-date; fight skill obsolescence.
  • The Silents—Discuss retirement/transitions. Have them mentor others.

THE ENGAGEMENT EXPERT

Employee: Performer
Manager: Engagement Expert, Engage & Retain

The Engagement Expert is tasked with fostering one-on-one connections to keep the talent you fought hard to get and grow. Performers who are inspired, motivated, and challenged will continue to contribute at high levels. While the other managerial roles listed here focus on the success of the group, the Engagement Expert needs to hone in on individual needs and be very deliberate about creating a strong, trusting relationship with each person. You must let each person know he or she is valued and successfully motivate each to achieve organizational objectives.

To Each His Own

Try these techniques to engage members of each generation:

  • Millenials—Personalize their work. Create a collegial work climate.
  • Generation X—Resist micromanaging. Offer flexible work hours, flexible work.
  • Baby Boomers—Offer work-life balance (take all that vacation!) and new challenges that match their skills.
  • The Silents—Create significant mentoring roles. Appreciate and acknowledge.

THE LEGACY CREATOR

Employee: Legacy Leaver
Manager: Legacy Creator, Share Knowledge

Last but not least, the leader as Legacy Creator ensures that the know-how of employees does not get lost in transition. This managerial role assists Legacy Leavers in sharing their knowledge with others in the organization. As the Legacy Creator, you are responsible for creating a talent foundation that is necessary for your organization to be successful in the future. You foster resilience, continuity, knowledge sharing, and teachability, and equip your team for whatever may lie ahead.

To Each His Own

Need ideas on how to effectively capture the knowledge of Legacy Leavers from each generation? Try these:

  • Millenials—Reverse mentoring/adopt-a-Boomer. Ask them to document critical knowledge of highly skilled employees and use creativity (documentary film, YouTube clip, story, desk guide, etc.).
  • Generation X—Ask them to be a subject matter expert on a specific topic/be a resource.
  • Baby Boomers—Use their experience to lead critical initiatives, implement change.
  • The Silents—Redesign their jobs so they have the time to teach.

The Ball Is in Your Court

Just as the wheels on the bus go round and round, so does the cycle for employees and managers alike. The challenge is for you to recognize what role best suits each of your employees, and engage the multigenerational workforce accordingly. You never know—you might just be investing in the success of the next Steve Jobs.

 

 

Copyright Statement

This article was published in the April/May 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.

NIA Sites > Insulation Outlook Magazine > Global

State of the Industry Q&A

We recently interviewed a number of prominent leaders from NIA member companies to get their perspectives on the insulation industry. The respondents represent all facets of our membership (excluding manufacturers), and bring a collection of unique perspectives to this year’s State of the Industry article. During NIA’s Annual Convention, which is being held in April, we will be holding VIP manufacturers panels to get the perspectives of top manufacturers from around the globe. While we hope you will attend the Convention to see this impressive panel firsthand, we are planning to feature the content discussed during this panel in our June 2016 issue.

Different questions were grouped together with different interviewees to give the most diverse and relevant perspectives. Their answers will help you prepare for the year ahead.

1. In retrospect, how would you describe the state of the insulation industry in 2015?
What do you see as the outlook for 2016?

Kenny Freeman, Merit Contractor

With regard to the industrial market, it is steady, but not booming as expected. However, that may be considered a good thing in light of manpower resource issues. Some of the major expansions along the Gulf Coast have either been cancelled or delayed, which has
hampered anticipated growth. Again, that is not necessarily a bad thing because I am not sure we would have had enough insulators required to do all of the insulation work that may have taken place—workforce shortages continue to be a significant issue.

If the price of oil stays low, I see 2016 being similar to 2015. Although refineries might not be executing much work, chemical plants are expanding due to the low price of natural gas. Overall, I would rate 2015 as a good year for the industrial market, and I expect 2016 to follow roughly the same pattern.

Steve Luse, Union Contractor

It was a very solid year in our industry. Both the industrial and commercial sectors seemed to be very busy and held their own. The downturn in the oil and gas industry has hurt the industrial markets quite a bit. Many projects have been put on hold for later in 2016 or beyond.

Mike McLain, Metal Building Laminator

The state of the industry in 2015 reflected the opportunities and challenges associated with the building construction industry. I believe we all thought there would be continued expansion in most sectors and were somewhat surprised and disappointed when the modest expansion that had occurred during the past few years began to run out of steam late in the third quarter. Last year’s growth, although positive, reflects business and economic conditions that still demonstrate we have yet to realize a full recovery from the “Great Recession,” both domestic and globally. That being said, 2015 was a good year with plenty of opportunities, sustenance, and growth. The continued migration towards adoption of more stringent standards and building code requirements place higher demands on thermal performance for both mechanical and building envelope insulation. This in itself presents growth opportunities as significantly more insulation is required per building unit than in the past. 2016 should present more of the same with larger volumes of insulation per building and modest growth in new construction.

The top opportunities for 2016 would include establishing a strong presence within the specification community in order to ensure proper alignment between the vigorous shift in code requirements with the various thermal insulation solutions that are relatively new and currently available. We should be working very closely with code officials on both a local and national level to ensure timely acquisition and exchange of information regarding the adoption of new compliance requirements. We should also continue the effort to educate and instill confidence in the contractors who are being confronted with new rules and regulations in order to help them to learn and apply the highest value solutions that match the requirements for the particular project in hand.

Pete Gauchel, Merit Contractor

I think the insulation industry is at a high point. There seems to be an abundance of work for everyone around the country. Nearly all contracting companies, whether they are merit shop or union, are looking for additional workers to help with the work load,
which is a good problem for the industry. The high demand combined with the improved safety programs and improved and new materials make it an exciting time to be in this great industry.

John Lamberton, Union Contractor

The outlook for 2016 is mixed as well. Oil will remain a big factor in some areas of the country for 2016. On the downstream side, however, end users are planning massive investments in gas-fed power plants, particularly gas originating from the Marcellus Shale fields in West Virginia, Pennsylvania, and Ohio. I think other opportunities will also arise from manufacturing taking advantage of cheap natural gas. Should this take off as expected, I would expect tight supplies of mineral wool again in 2016. I do have some concern that energy savings initiatives might slow a bit as energy prices go down and paybacks increase. Cheap oil and gas has resulted in cheaper electricity and overall utility bills for large end users.

Ron King, NIA Past President

While there were some geographical and market segment variances, overall the mechanical insulation industry has continued to grow—or recover, as some would say—from the most recent recession.

The industry is changing at a pace that has not been experienced in decades, with increased segment consolidation, expansion of the multitasking contractor function, the loss of experienced and knowledgeable personnel, and the growing reliance on technology at all levels. These factors, coupled with the continued mixed signals from the economy, make a unique environment for industry participants.

The industry has a history of responding well to change, but the speed and number of these changes makes 2015 somewhat unique; only time will determine the ultimate impact of these changes.

Given all that has happened in 2015, I would say the state of the industry is strong and its members are committed to address the opportunities and challenges that will occur over the next few years.

For 2016, I believe the industry will continue to change and evolve. All the factors affecting the industry make having a clear view of 2016 or 2017 difficult, but I feel the overall industry will experience modest unit and dollar growth in 2016.

With oil prices being down, the petroleum industry has and will continue to be negatively impacted. As long as consumer spending stays up, the chemical industry and many manufacturing segments should remain strong. Given low natural gas prices and an abundance of supply, coupled with the success of alternative energy sources, the power industry expansion could slow. Many areas may have possibly overbuilt or committed to commercial and multihousing development, so mixed signals in that arena will more than likely continue. The strong U.S. dollar may help with export opportunities. There is a certain degree of uncertainty regarding many global events that could impact the economy and, of course, the U.S. political environment during an election year.

For the next couple of years I expect new construction may vary from steady to down, and maintenance will be varied and unpredictable—though this could change rapidly depending upon the economy and global events.

The changes within the industry may also modify traditional supply-service channels, making future forecasting harder or easier depending on your market position and point of view.

2. What do you see as the top 3 challenges for 2016?

Kenny Freeman, Merit Contractor

A big challenge will be managing the changing demographics of our workforce. Like many other businesses, my company had several individuals that had been in the business for more than 30 years retire in 2015 or earlier this year, and trying to fill their shoes will be difficult. The knowledge these individuals had will be hard to replace as they were some of the best insulators we have ever had. I only hope they passed some of their knowledge on to the younger generation.

A related issue is the challenge of getting the younger generations interested in our craft and our industry. One of my goals as President of NIA was to encourage the development of leaders among the younger generations. Whether these younger leaders are in management, in line to be management, or even fulfilling other leadership roles in the field, it is important to help get them excited about insulation. It is a great industry, but I feel as though we may not currently be doing enough to engage the next generation
of workers.

Consolidation will clearly be a challenge for years to come. There must be a level of competition in our industry to keep it alive. Owners want to know that they have more than 1 source to go to for resources, be they labor or materials.

Darrel Bailey, Union Contractor

First, the low price of oil is resulting in large cuts in new project starts and maintenance budgets in the refinery industry, which results in less work for our member companies. Second, the new environmental regulations that are being imposed on the coal-fired power plant industry are resulting in utilities closing plants at an alarming rate, which in turn eliminates insulation maintenance work for our members. The third challenge I see is the shortages of experienced labor in some markets, which is becoming a real issue.

3. What do you see as the top 3 opportunities for 2016?

Kenny Freeman, Merit Contractor

To create the passion again for our industry—and I believe many out there have it. As I already stated, we have such a great industry and story to tell. The insulation industry can make a huge difference in this country, be it either the industrial or commercial sector, but we have to keep getting the message out every day; being passionate about the industry keeps that desire in the forefront.

I would like to get legislation passed that pertains to energy tax credits, which I believe would lead to more jobs in our industry. Every time I have the opportunity to make a presentation to a client, a potential client, or even a civic group, I talk about energy audits and what the potential might be to save money, reduce carbon emissions, etc. While they love to hear about the potential savings, most are not interested in moving forward right now given the low price of natural gas. If we had legislation that stimulated credits, we would see progress.

It is also important to increase the membership of our association, which leads to a stronger voice for the industry. There are many companies within our industry that are not actively participating in growing the industry by becoming members of NIA. It is important to identify potential participants and then encourage them to join and become more involved. We must also determine what factors may attract companies to join the association, as they may not all get involved for the same reasons.

4. What most excites you in the coming year?

Steve Luse, Union Contractor

Personally, I am most excited about being the President of NIA next year. I am really looking forward to visiting the various regions and Canada to gain different perspectives and interact with the diverse members of our industry. One of my ongoing interests is discovering the best practices in the industry, and I am excited to be able to visit with different members of the industry and see these practices firsthand.

Dan Bofinger, Distributor

The construction activity is excellent; we should have a positive trend for the next couple of years.

5. The industry may lose as much as 20% of its workforce over the next 10 years. What steps is your business taking to deal with the loss of experienced workers? How are you training new workers to avoid a knowledge gap?

Darrel Bailey, Union Contractor

We have a Strategic Development Group that is tasked with the training and development of our salaried and hourly employees. We have invested heavily in the development of online e-learning courses; Foreman and Superintendent training; Estimator, Professional Engineer, and Project Manager training courses; as well as outsourced Leadership Development Programs. If you are not training now to preserve the knowledge base of your experienced personnel and passing it on to the next generation, your company will struggle in
the future to find the experience you will need to run your company.

6. Millennials are the fastest growing segment of the workplace. Is your business changing due to the influence of these younger workers? Is your company changing its culture or recruitment methods to accommodate the preferences of this
new generation of workers?

Kenny Freeman, Merit Contractor

Because Millennials have a different view of the workplace, we must learn to adapt somewhat to their needs and their work style. While work in the field will not change that much—you still need to show up when the customer expects—office culture represents a different challenge. While personal interaction is still important and should continue, it may not hurt to be accommodating to those who want to work different schedules, as long as the work is being done. While a blanket change for the entire office
may not be effective, it is important to take each generation’s idiosyncrasies into account.

Pete Gauchel, Merit Contractor

With Millennials entering the industry, there are some changes occurring in workplace interactions. Some of these changes are positive, while others may present some issues that need to be addressed and dealt with. One positive change is that communication methods are improving rapidly. We are now using phones and tablets to communicate between the field and the office. This has been an amazing change and I am excited to see how this will keep changing in the future.

On the negative side, there can be some issues with communication between the different generations. Millennials tend to have a preference for electronic communication, whereas some older workers prefer to rely heavily on oral communication. There are sometimes limits to communicating through texting, which can be abrupt and incomplete, and this may contribute to misunderstandings or inaccurate information sharing.

In terms of recruitment, we have completely changed our methods of reaching out to new candidates. Recruitment used to focus on newspapers and classified ads, but that tends to appeal only to older generations and not reach younger generations. We now use Facebook, Craigslist, and other forms of social media to reach out to the next generation to inform them of job opportunities.

John Lamberton, Union Contractor

We have spent a significant amount of time training our Human Resources and management team on the differences between the generations. We are changing our culture and recruitment methods to accommodate the new generation, but it is a work in progress. There are definite differences in the way Millennials are motivated and what they are looking for in a career or company. In order to attract and retain this group, we need to understand what it is they are looking for. Things like work-life balance, frequent feedback, and a
clear path to advancement are just a few of the things we have worked on.

7. What are the top 3 design issues caused by engineers or specifiers that you would like to see solved in the coming years?

Jeff DeGraaf, Merit Contractor

One large problem we have right now is the lack of completed drawings and specs. Many owners, once they decide to build, try to rush the project to completion and send out drawings and specs that are not complete. When the project is being done, many issues arise, such as forgotten equipment, not having a clear understanding of the systems they may need, or not having proper spacing in the pipe racks to fit insulation.

Another problem that comes up is the choice to use materials that may seem like they will reduce costs, but actually are not right for the application.

One example is a piping product called Aquatherm. They make their pipe from a product called polypropylene that has a better insulation value than steel. Some engineers will specify this product to avoid insulating the pipe, but if the system runs hot or cold, the pipe still needs to be insulated.

Another example would be choosing the right insulation for each system. For example, with chilled water pipes, it is important to select the correct materials, get a tight vapor seal, and avoid the insulation getting saturated with water in humid environments.

Kenny Freeman, Merit Contractor

My hope is that we get to a point where engineers are thinking of insulation during the engineering process. Many times, the focus may just be on trying to fit a certain number of pipes in a rack without considering insulation or the thickness of insulation—creating a challenge for the insulator once the project has been engineered.

It would be great for the engineering firms to have insulation companies involved during the engineering and construction phases of a project. We could also assist with estimating the cost of insulation for the project. Too frequently, after the project has been bid, the facility manager will decide they do not have enough money for insulation or that the insulation’s price is too high—perhaps if insulators were involved during the estimate process, they could give a more accurate idea of how much money should be allotted for insulation. There are instances where I wonder if perhaps the initial estimate was too low because they just take a percentage of the mechanical estimate for the insulation budget, which would not be related to actual expenses.

Lastly, I would like to see more specifiers and engineers participate in NIA functions like we saw during the Fall Summit and the Insulation Expo (IEX) USA trade show. They need to hear from us and understand our concerns from the engineering and specification perspective, and we would benefit from hearing their perspectives as well.

8. Since there is no training on mechanical insulation in engineering schools, what expertise would you like to share with engineers?

Mike McLain, Metal Building Laminator

With respect to training mechanical engineers, contractors, and installers, it is critical that they understand the need for linkage between recommended/required theoretical performance requirements and the conditions on site so that more emphasis is directed towards the proper selection and installation of the specific solution. This is particularly significant when constructing building envelopes and ensuring through inspection that the “as built” assembly yields the expected results. U-Factors, which
measure the thermal performance of an entire assembly, must be verified in the field upon completion of the construction. Lastly, new methods of testing must be developed and adopted to confirm and prove that buildings are compliant.

9. What design issues may occur in the installation stage of a project that engineers or specifiers may not be aware of?

Pete Gauchel, Merit Contractor

There are a couple of items that always tend to come up in the design phase that engineers may struggle with. First, and most important, is the space they allow for insulation thickness. It is incredibly common to fail to leave the correct amount of space needed for the proper insulation. The second item is using the proper insulation materials and vapor retarders for cold systems. There does not seem to be enough knowledge about the necessity of using proper vapor retarders on cold piping and ductwork systems. Oftentimes it is given more attention in the southern parts of the country, but is neglected in the north.

John Lamberton, Union Contractor

We often have issues with clearance and the specified insulation thickness not fitting the site conditions. This can result in decreased insulation thickness and poor performance. Another significant issue that has occurred in the past few years is extended lead times; product selection and lead times must be considered when specifying materials.

10. What is your advice to maintenance engineers to keep insulation performing at an optimal level? Is there anything you would like to make engineers aware of?

Jeff DeGraaf, Merit Contractor

Insulation is a vital part of the building or plants system. It helps in condensation control, heat conservation, and system efficiency. Mechanical insulation is one of the only items that pays for itself by providing energy efficiency. Proper thickness and materials should not be reduced for value engineering, as it will cost a lot of money over the life of the system. Engineers should consider mechanical insulation from the very beginning of the project and allow proper spacing for the materials to fit.

Pete Gauchel, Merit Contractor

Pay attention to the condition of your insulation system. When you see damage or wet areas, take care of them immediately. Taking care of a small problem will generally be inexpensive, but if the problem is ignored and allowed to cause further damage, it can
become quite expensive.

John Lamberton, Union Contractor

Get a mechanical insulation energy assessment! Additionally, replace insulation after repairs are made to piping and equipment. All too often, we see insulation removed and never reinstalled. This adds up over time and becomes a huge loss of BTUs. Remember, estimates are free! Most contractors are more than happy to come in and give an estimate of how much it would be to increase insulation efficiency—we can calculate heat loss and savings as well.

It would be great if contractors communicated more. We have the most experience working with insulation and engineers should take advantage of the huge amount of knowledge that is out there. All the insulation contractors I know would be more than happy to share that expertise when it comes to material choice or the pluses and minuses of a particular product for a particular installation.

Ron King, NIA Past President

From my perspective that is easy: implement a meaningful, timely, and consistent insulation maintenance program.

However, a maintenance engineer may not see this as being that simple. Even though a majority of those responsible for insulation maintenance would like to implement a maintenance program, facility management must approve the funds to make that happen, and therein lays the crux of the issue.

Maintenance is generally considered an annual expense, and the impact of maintaining an insulation system is not normally considered. The industry needs to help educate management and the budget decision makers on the long-term impact of failing to maintain insulation systems as well as the resulting attractive return on investment that comes with a proper maintenance program.

11. What insulation project would you recommend to facility owners and managers that offers a quick ROI?

Steve Luse, Union Contractor

Any insulation project (hot or cold) offers a payback that well overshadows the investment.

Darrel Bailey, Union Contractor

The most valuable thing they can do is have an insulation energy appraisal assessment. Then it is only a matter of implementing the appraiser’s recommendations to see the savings.

12. Do you think technology is changing the way business is done? If so, can you give examples of how?

David Dzina, Metal Building Laminator

A lot of people look at insulation as a cost and fail to consider the savings it offers. We can show, through models and calculators, the return on their investment and then show the story of how an investment on the front end can lead to a lot of rewards on the back end. Insulation will lead to energy conservation and energy and dollar savings.

Insulation is an asset for end users’ businesses and not merely a cost to building—we can use technology to increase their understanding of this.

Dan Bofinger, Distributor

It appears that the entire construction process is getting faster and shorter. The gap between bidding the project, awarding the project, and construction, is tightening. I have to believe that technology is playing a role in this trend, and I expect it will
continue.

13. What are a few of the strategic initiatives that mechanical insulation industry participants should be focused on to grow and improve their business as industry evolves?

Dan Bofinger, Distributor

There are many great products to consider and we should strive to provide the best solution, not the cheapest alternative available. Mechanical insulation industry participants should focus on and communicate the positive benefits that a properly installed mechanical insulation system offers.

Mike McLain, Metal Building Laminator

One strategic initiative is to promote the life-cycle value associated with effectively insulating mechanical and building envelope assemblies so that they are reflected in the new standards and code requirements. The traditional financial savings should also be
paired with the significant reduction in energy consumption. Anything we can do to reduce energy consumption is not only good for our industry, but good for the planet. We need to introduce a new metric that captures and presents the resultant energy savings in a
manner that recognizes this shift in perspective.

David Dzina, Metal Building Laminator

Companies should invest in their futures and training to get younger people involved in the industry and the business. It is important for them to understand not only the specific business that they are in, but the overall industry and how their piece affects that.

Conclusion

While not without its challenges, most of our respondents expect continued growth and expanded opportunity in the coming year. While low oil prices and worker shortages may present hurdles, there is demand for new construction that indicates the potential for positive growth. The recommendations and advice from these experienced members of the insulation industry can help you adjust to the changing conditions of the construction industry and position your business to grow over the next year.

 

 

Copyright Statement

This article was published in the April/May 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.

NIA Sites > Insulation Outlook Magazine > Global

Insulation Passes the Test at Temple University

This university is investing in insulation to make a greener future for students.

Energy efficiency and sustainability are important ideals for the leadership and student body at Temple University (Temple). Last year, Temple made the decision to make its campus more energy efficient and sent out request for proposals (RFPs) to 5 different energy service companies (ESCO), which are companies that focus on making changes that will enhance efficiency and save energy. After reviewing the proposals, Temple chose The Efficiency Network (TEN) to manage its energy-efficiency upgrade project, with a 3-year contract to manage ongoing improvements. TEN, as an ESCO, specializes in commercial buildings with a focus on higher education, and partners with clients to help bring greater energy efficiency to their facilities. In this project, Temple tasked TEN with finding projects that had a payback period under 5 years. Based on these parameters, TEN came back to Temple with a plan outlining measures to save energy, including insulation, lighting, HVAC equipment, and HVAC controls upgrades.

Temple’s Energy Manager, Andrew Holden, who says that insulation has always been an issue of focus throughout his career, worked with an engineer to create a plan for insulating piping on steam and chilled-water systems, as he knows these systems to have a significant impact and a particularly fast return on investment (ROI). Speaking about the importance of insulating hot and cold systems, Holden said, “You only have to go into a steam room that isn’t insulated to know how important insulation really is.” Though mechanical insulation and its benefits are often overlooked, Holden affirms that it is “on everybody’s radar at this point.” Properly insulating these systems played an important role in reducing greenhouse gas (GHG) emissions, which is one of Temple’s established goals.

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Robert Tobin, the Senior Project Manager for TEN, oversaw and continues to manage this project for Temple. When asked what tend to be areas of focus for higher education, he said, “Insulation is one of the top picks for educational buildings” due to its quick payback period and relative ease of installation, and also for the significant energy savings it provides. To outline the savings possible through insulation upgrades, TEN partnered with I-Star Energy Solutions (I-Star) to conduct a mechanical insulation assessment, which included buildings at the main campus and the health-science campus. Different types of buildings were evaluated in this assessment, including classrooms, research buildings, and a recreation center.

The mechanical insulation assessment involves a full site walk where I-Star personnel perform a close evaluation of the current piping and equipment that could be insulated. The thermal performance of any uninsulated or under-insulated piping and equipment is then compared to that of a properly insulated system. The information from the site walk was then used by I-Star personnel to calculate energy savings based on the system operating parameters provided by the site engineers. I-Star also made use of infrared cameras to demonstrate where heat was currently being lost in the system. All the data was compiled into a report so that Temple could make an educated decision on the best way to conserve energy and save dollars.

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The Appraisal Process

Step 1: I-Star met with TEN engineers at Temple to receive a list of buildings to be assessed and to learn of any areas of concern or current trouble spots. Their appraisers also reviewed the facility layouts and drawings to better determine the major sources of energy serving the buildings.

Step 2: Physical walk-throughs of the buildings were completed to assess the high, medium, and low-pressure steam, steam condensate, heating hot water, chilled water, and domestic hot-water piping systems. A detailed take-off was created of any missing insulation on piping, valves, fittings, pumps, condensate receivers, air separators, chemical feeders, heat exchangers, and other equipment, which was then broken down by building area. During the assessment, state-of-the-art infrared/digital photography was used to illustrate the energy loss throughout the mechanical systems.

Step 3: With the use of 3E® Plus, a program developed by the North American Insulation Manufacturers Association (NAIMA) and endorsed by the Department of Energy, I-Star produced customized calculations on heat loss/gain and reductions in GHG emissions. Calculations were based on site conditions such as process temperatures, the hours of the mechanical systems, ambient air temperature around the uninsulated piping, fuel type/cost, and efficiency of the systems. All this criteria is entered into the 3E Plus program, which then indicates the heat loss/gain in MMBtus/dollars per one foot of uninsulated pipe. This data was then imported into I-Star’s proprietary software that joins the detailed field take-offs and the detailed 3E Plus calculations into one place.

Step 4: The final report presented to TEN and Temple University showed energy savings, fuel cost savings, and environmental impact. The report was provided in 2 ways: first by building, and then by system. The high-/medium-pressure steam, steam condensate, and chilled-water systems were selected for insulation upgrades based upon payback criteria.

Step 5: I-Star mobilized on site in July 2015 and began to insulate the mechanical systems based on the detailed scope created during the assessment phase. Fiber glass insulation with all-service jacketing (ASJ) was installed on piping, and PVC fitting covers and Insulation inserts were installed on elbows and other fittings. For ease of access for any maintenance issues, all flanged pairs, flanged valves, bonnets, and steam traps were fitted with removable/reusable insulation. The installation was completed in September 2015.

Immediately after the insulation was installed, personnel noticed the ambient air temperature within the mechanical spaces dropped. TEN will be providing data that will measure the ongoing savings as well as the reductions in energy usage and GHG missions. The reduction in energy consumption has a direct impact on the budget; as a result of the installed insulation, the annual energy cost savings for Temple University was projected to be $40,000.

The chart below displays the projected savings in MMBtu/dollars, per system in the scope of work.

 

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This project demonstrates how a properly selected, installed, and maintained mechanical insulation system will contribute to a cleaner environment with the reduction of GHG emissions and will provide an excellent ROI. Speaking on the benefits of the project, Holden affirmed, “The results have been really good; there’s a noticeable difference in temperature in the mechanical rooms—and we have mitigated the safety issues that come with having bare pipe.”

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Thus far, Holden said, work has been completed in 18 or 20 buildings, and there are at least 40 buildings to look at to see if similar upgrades can be made; Temple’s plan is to continue forward on this path. The excellent results yielded by the first mechanical insulation upgrades have been recognized as impactful—another benefit is that since mechanical rooms are “behind the scenes,” upgrades can be done without disturbing students and teachers. Tobin also added that the insulation work accomplished by I-Star was “top notch,” and that TEN hopes to continue to show similar energy savings with future improvements.

 

Copyright

This article was published in the April/May 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized  duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.

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Gazing into the Crystal Ball 2016-17

Construction Spending Projected for Moderate Growth

First look at 2017 suggests continued balanced growth as nonresidential building activity moves into latter stages of the current construction cycle.

By Kermit Baker

For the first year in recent memory, in 2015 the nonresidential construction sector actually exceeded expectations. After an unusually severe winter in many parts of the country delayed many projects at the start of the year, other obstacles appeared as the year progressed, including a cutback in energy-related capital spending as energy prices fell, a financial sector that remained reluctant to lend into the real estate market, the looming specter of higher interest rates domestically, and a slowdown in the Chinese economy
that threatened international economic growth. As recently as last June, the American Institute of Architects (AIA) Consensus Construction Forecast Panel was projecting growth in building spending of just under 9% for the year, paced by 12% growth in commercial and industrial facilities, and a meager 3% increase in institutional construction activity.

The industry easily blew by those targets, effectively doubling the pace of growth expected by the experts. Through November 2015, building construction spending was up over 16% compared to the first 11 months of 2014, with commercial/industrial spending up 26%, and institutional activity up 8%. And even with this unexpected acceleration, 2016 is projected to produce healthy growth levels: over 8% overall with 10% growth on the commercial/industrial side and 7% for institutional facilities. With this panel’s first look at 2017, another year of healthy but more modest growth is expected: just under 7% across the building sector, with 7.5% for commercial, 5.3% for industrial, and 6.7% for institutional. With 4 years of nominal gains in nonresidential building activity in hand and 2 more years of healthy growth expected, the prospects of the beginning of a modest down cycle beginning in 2018 or 2019 are increasing.

Kermit Baker, Hon. AIA, is the AIA’s Chief Economist and part of the AIA Economics and Market Research Group, which provides AIA members with insights and analysis of the economic factors that shape the business of architecture. Article excerpt reprinted with permission from AIA’s magazine, AIArchitect, January 29, 2016 issue.

Looking Up

By Katie Kuehner-Hebert

So says the results of a survey of more than 1,500 construction firms by the Associated General Contractors (AGC) of America and Sage Construction and Real Estate, published in the January report, “The Challenges Facing a Growing Industry: The 2015 Construction Industry Hiring and Business Outlook.”

Construction firms continue to cope with shortages of available workers. Seventy percent of firms note they are having a hard time finding either salaried or craft professionals. And 69% of respondents predict labor conditions will remain tight, or get worse, during the next 12 months.

Firms are responding to worker shortages by increasing pay and/or benefits. Forty-nine percent of survey participants report they have increased base pay rates, 30% note they are providing incentives and/or bonuses, and 23% say they have increased their contributions to employee benefits to retain or recruit workers. And nearly half of firms report they plan to increase their investments in training and development compared to 2015.

“What is particularly striking about the findings on worker shortages is that they are consistent with the responses from last year’s Outlook,” says Ken Simonson, AGC’s Chief Economist. “In other words, after a year of raising pay and increasing benefits, contractors remain as worried about the lack of qualified workers as they were at the beginning of 2015.”

In addition to coping with worker shortages, contractors are worried about the continued increase in health-care costs. Seventy-nine percent of firms acknowledged the cost of providing health care for their employees increased in 2015, while another 81% expect their health-care costs will increase in 2016.

Reprinted with permission from Constructor, March/April 2016, a publication of the Associated General Contractors of America.

What Engineering Firms Can Expect in 2016

Looking back at 2015 offers many opportunities for engineering firms in 2016. Here are 8 trends we think you should be keeping an eye on and the messages to take away for your business.

By Mick Morrissey

If you’re like most mechanical, electrical, plumbing (MEP), and fire protection engineering firm leaders or managers in the United States, this was a great year for your firm. What’s 2016 going to look like?

Here are eight trends we think you should be keeping an eye on and the messages to take away for your business.

  1. 2015 was a record year for many MEP and architecture/engineering (AE) firms; 2016 will be even better. The public sector is spending again, the private sector is hopping like it’s 2007, and health care and educational institutions are seeing their endowments at record levels.
    Message: Demand for your services will be off the charts—plan accordingly and choose your opportunities wisely.
  2. It looks like the most recent federal budget will extend the tax credits for wind and solar energy projects and development. Both can be very attractive markets for MEP firms to diversify beyond the traditional vertical or buildings markets. As an added bonus these markets often pay faster than traditional MEP firm clients.
    Message: Fortune favors the brave—this is your year to diversify.
  3. The one big down market will continue to be upstream oil and gas. This is going to come back a lot slower than was anticipated last year.
    Message: Don’t make an unhedged bet on the energy market. You always need to be in a sector that moves counter-cycle to the price of a barrel of oil.
  4. The war for talent is back to pre-recession levels—and talent is winning! The labor market is as tight as it has ever been. The biggest challenge for your firm this year will be finding the right talent to allow you to take advantage of the market demands.
    Message No. 1: You will be tempted to hire quickly—don’t. Remember: hire slowly, fire quickly.
    Message No. 2: You’re going to have to pay a lot more for talent than you did last year.
  5. The 2015 merger of KJWW Engineering Consultants (Rock Island, Ill., 2015 MEP Giants No. 24) and TTG Engineers (Pasadena, Calif., 2015 MEP Giants No. 31) sent shock waves through the MEP sector, creating a huge unified MEP capability from the West Coast through the Midwest. Expect to see at least one more mega-merger this year as the sector continues to shake out.
    Message: Your competitive environment can and will change overnight. Scan your environment. Match it up with your strengths and weaknesses. Then figure out if you would be better off buying, selling, merging, or staying the course in 2016.
  6. The MEP sector will consolidate at record pace next year as more firms decide to sell because they will be unable to engage millennials in their ownership transition programs. 2015 saw a record number of AE deals and we expect 2016 to see an increase of about 10%.
    Message: The merger or sale of a competitor could provide an excellent opportunity for you to recruit key talent that is disaffected with the deal.
  7. The rise in mergers and acquisitions (M&A) in this sector will result in more and more talent spinning off from the merged entities to start their own firms—either because they are forced out or because they see this as their once-in-a-lifetime opportunity to start their own firm. The problem? These smaller start-ups typically have low overhead and win work by charging lower fees, putting downward pressure on multipliers for the rest of the market.
    Message: Build your competitive advantage around tough-to-replicate competencies, a powerful brand for expertise, and flawless execution. This will make you “sticky” with your clients. They will be reluctant to drop you for a low-cost, risky provider.
  8. Speaking of flawless execution, this is the year that you will embrace lean design processes. Why? Because there will be so much work to do and you will have so many production constraints, that you will be forced to think outside the box on how to get the work
    done. And when you look at the most successful MEP Giants, they either are all using lean or are about to.
    Message: Don’t wait for another job to blow up in your face due to 1950s project management philosophies. Figure out how to get lean.

Mick Morrissey is managing principal at Morrissey Goodale. Copyrighted 2016.CFE Media LLC. 122622:0316PF

Positive Outlook Continues for Engineering Careers

Engineering continues to be a promising career to choose, according to Aerotek, a leading provider of engineering staffing and recruiting services. Aerotek reports that today’s engineers enjoy the benefit of higher pay and low unemployment rates as well as the opportunity to drive innovation in an evolving world.

Engineers are projected to command the highest starting salary of $64,891 among 2016 graduates, according to the National Association of Colleges and Employers. This is up 3% compared to 2015 and significantly higher than graduates in other disciplines, who have an average projected starting salary of $48,963.

A low unemployment rate of 3.6% among engineers is helping to drive the demand, as employers face a relative shortage of talent needed to fill new positions as well as positions vacated by retiring workers. From January 2014 to December 2015, there were 2.5 million engineering jobs posted, but only 567,000 active job candidates, according to CareerBuilder.

Also fueling high demand for engineers is their essential role in many of the country’s most vital priorities and advances, such as constructing and repairing large infrastructure projects like roads and bridges; designing and building tools, engines, and machines; developing systems and tech advances in medical equipment; analyzing the environmental impact of construction projects; and developing sophisticated consumer electronics. These and many other needs are why, according to the Bureau of Labor Statistics, the following occupations are experiencing the fastest growth:

  • Civil Engineers;
  • Mechanical Engineers;
  • Biomedical Engineers;
  • Environmental Engineers; and
  • Electrical Engineers.

Aerotek, headquartered in Hanover, Maryland, is a leading provider of technical, professional, and industrial staffing services. For more information, visit Aerotek.com.

Manpower Solutions

By Kermit Baker

The strong pace of growth in construction activity has put pressure on its labor force, as the availability of construction labor is now one of the serious issues facing the industry. According to information from the U.S. Census Bureau’s American Community Survey, the construction workforce nationally declined almost 20% between 2007 to 2013, from over 12 million workers to under 10 million. However, since the unemployment rate in the construction industry is close to the overall unemployment rate, it is unlikely that many more construction workers from the boom years will be returning to the industry. In fact, a recent research study by the U.S. Census Bureau tracked the movement of unemployed construction workers during the last downturn. Of construction workers who were unemployed 3 months or more between 2006 and 2009, 40% had returned to the construction industry by the end of 2013 (either recalled by their previous employer or in another construction job), about one-third moved to another industry, and about one-quarter were not employed as of that date. Presumably most of this last category has left the labor market.

In addition to increasing compensation for construction workers—and there is evidence that wages are beginning to climb for most of the skilled trades—4 other longer-term strategies could help increase the availability of construction workers:

Attract additional younger workers. The industry has always relied on young graduates (mostly men) right out of high school or vocational training programs to provide the next generation of construction workers. Over much of the last decade, there have not been many opportunities in this industry, so these job-seekers pursued other career paths. Now the challenge is to revive interest in this field by better explaining the compensation potential, career growth opportunities, and ability to become a business owner in an area that has traditionally had the most business start-ups of any industry in our economy.

Rebuild training and apprenticeship programs. There are many fewer opportunities to pursue training programs in the construction trades than there were in the past. According to the U.S. Department of Labor, there were fewer than 20,000 nationally registered active apprenticeship programs in construction in 2014, only about half of the number there were 15 years ago. As recently as 5 years ago, in the middle of a severe construction recession, there were one-third more of these apprenticeship programs—so as the industry has been growing, training programs have been shrinking.

Restart immigration flows. Construction is an industry that has traditionally relied very heavily on an immigrant workforce. Given the weakness in our economy during the recession, fewer immigrants were looking to come to the United States to pursue economic opportunities. Our economy has now recovered, but pre-recession immigration levels have not. And the political discourse on immigration is certainly not conducive to encouraging more of these potential construction workers to want to do so.

Make the industry more attractive to women. Younger women are pursuing a much broader set of career options than their predecessors of a generation or 2 ago; unfortunately, construction is not one of them. In 2007, at the peak of the construction boom, only 2.6% of the construction trades labor force were women, according to the U.S. Census Bureau. By 2013, even with a much smaller labor force and fewer employment options, that share fell to 2.5%. Quite obviously, many feel that construction is an industry
that is inhospitable to women.

The construction labor shortage is already causing problems for the industry. A survey conducted last summer by the Associated General Contractors of America found that two-thirds of construction firms report having experienced labor shortages during the past year. Those shortages are having an impact on construction activity, with 25% of firms reporting that they turned down work during the past year because of a lack of labor.

Kermit Baker, Hon. AIA, is the AIA’s Chief Economist and part of the AIA Economics and Market Research Group, which provides AIA members with insights and analysis of the economic factors that shape the business of architecture. Article excerpt reprinted with permission from AIA’s magazine, AIArchitect, January 29, 2016 issue.

 

 

Copyright Statement

This article was published in the April/May 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.

 

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15 Ways to Insulate Your Bottom Line

Every business owner, regardless of what industry he or she is in, is always looking for ways to improve. Following are some tips to consider when you are evaluating your business processes and looking at ways to protect your bottom line.

  1. Conserve energy, money, and time. Consult with the experts that will analyze your systems and make them more efficient, whether it is an insulation energy audit or Human Resources professional.
  2. Invest in yourself. Keep your equipment in top shape—it reflects on your company and business image as well as your efficiency.
  3. Fire quickly, hire slowly. Bad employees can be toxic to your environment and bad managers are the top reason employees leave.
  4. Create an environment in which you retain your best employees by recognizing individuals and accomplishments and prioritizing work-life balance. Verbal recognition is free and one of the most effective ways for an employee to feel valued. Being flexible on attire, work locations or work hours, and allowing shorter days for holidays or children’s birthdays are also low-cost retention methods. Retaining a good employee is far less expense than finding and training a new one.
  5. Have both a long-range business plan and succession plan in place and monitor them regularly.
  6. Establish a marketing plan with benchmarks to gauge effectiveness.
  7. Have an active social media presence and strategy. Determine what you are trying to accomplish and who on your team understands your mission well enough to accomplish it.
  8. It is more than just tweets. Understand that social media is now used for marketing, sales, customer relations, and employee recruitment. Technology is easy to teach, but messaging takes training.
  9. Set a budget and work with a professional accountant to ensure you are meeting all budgeting goals.
  10. Keep learning—stay up-to-date on any news or developments in your industry to maintain a competitive edge. Consider making use of relevant training opportunities.
  11. Identify parts of your business or individuals products or areas that are not profitable, and consider revamping or eliminating them.
  12. Identify key partners in the industry.
  13. Network with members of a national trade association—peer-to-peer learning with companies that are not your competitors can help you solve your current problems and save you time and money.
  14. Prioritize customer interactions—ensure all employees are ambassadors and know offerings and how to engage with potential customers.
  15. Consider new technologies—technology changes so often that you should evaluate what can be more efficient and save you money each year. Various large scale software options are available to streamline parts of your business, but small things like Bootcamp, Doodle, and Dropbox can help solve problems too.

 

 

Copyright Statement

This article was published in the April/May 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.

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Right Side Up is Upside Down: Reverse Mentoring From a Millennial’s Point of View

If Only…

A subtle hint of “if only” lurks just beneath the surface for those who desire to see all generations empowered beyond the stereotypes. If only technology was not a burden for older generations but a vital resource. If only young people learned to master the social business savvy of older generations. If only it were possible to empower both the young and the old at the same time to become more productive, engaged, and innovative in the workplace. . . you can probably guess where I am going next. . . this is possible! And not in 20 years from now after painstakingly laying groundwork for organizational reform—but now. In simple, mutually beneficial “reverse mentoring” relationships.

A Simple Solution

Reverse mentoring is exactly what it sounds like. Traditional mentoring turned on its head. It is a form of employee development in which a more experienced employee actively seeks the counsel of an employee with less overall experience but fresh perspectives and skill sets. As a Millennial leader, this concept of reverse mentoring is exciting! Getting the opportunity to meet with senior leaders in my organization who are not only interested in what I have to say but are invested in implementing the information I share is a powerful tool for building loyalty and inspiring me to stay where I am valued. Not to mention teaching the execs a thing or 2.

Reverse mentoring also:

  • Generates trust.
  • Empowers emerging and established leaders.
  • “Shrinks” big organizations—it crosses boundaries that employees would not normally cross.
  • Helps to engage, retain, and promote younger talent. It creates a 2-way conversation allowing supervisors to learn what workplace conditions younger employees seek in order to advance themselves along with the interests of the company.
  • Begins to close the knowledge gap.

While the idea is that managers can learn about life outside the corner office, another outcome is reduced turnover among younger employees, who not only gain a sense of purpose but also a rare glimpse into the world of management and top level leaders.

A Few How-Tos

Now that you know the value of reverse mentoring, there is nothing to stop you from implementing a successful DIY (Do It Yourself) reverse mentoring program. Here is a basic action plan to get you started:
1. Define the goal(s): Ensure you know what you want to get out of the relationships before you begin so that success is evident. Also identify the key stakeholders and describe what their involvement will look like.
2. Pair up mentors and partners: Do not be afraid of diversity. Often the best matches are mismatches.
3. Plan the launch: Host an orientation session with all members, set the ground rules, share the goals/objectives, equip each person to teach and be taught, and cover logistical details.
4. Prioritize and persist: Follow-up and tracking are crucial to ensure the program is effective, so be diligent in checking on progress. Some success indicators include:

  • Are people taking the time to meet and work together?
  • Are the partners satisfied with the progress?
  • Are they benefiting from and enjoying the partnership?
  • What ideas do they have to improve the program?

5. Measure progress: Include a means of evaluating the program’s success. This could include questionnaires, surveys, interviews, and/or observations of the meetings. Do not be afraid to make changes if challenges are identified.

So if you are looking for innovative solutions to address the generation (and technology) gaps in your organization, just remember: when fresh, unbiased perspectives are mixed with detailed knowledge and strategic skills, the possibilities are endless.

 

 

Copyright Statement

This article was published in the March 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.

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Insulation Helps Produce Award-Winning Beer At a Northern Virginia Brewery

In March of 2015, Coast Guard veteran Casey Jones opened Fair Winds Brewing Company with one goal in mind: to create exceptional craft beers for flavor-conscious customers. One year later, Mr. Jones is proud to say that Fair Winds has made a name for itself in the craft brewing world. They have already won a regional award, a national award, and became the first large-scale packaging brewery in Fairfax County, Virginia. The first batch of their Howling Gale IPA won the distinction of being named the best IPA in Northern Virginia by Northern Virginia Magazine, and they also won a gold medal for their Siren’s Lure Saison at the prestigious Great American Beer Festival (GABF) in Denver, Colorado. GABF, founded in 1982, is the premier beer festival and competition in the United States, and its public tasting event and private competition comprise the largest collection of American beer ever served. This year, GABF offers attendees the option to try more than 3,500 beers from more than 700 of the country’s best breweries. Winning the best Saison category is an impressive accomplishment for any brewery, let alone a small, independent brewery in its first year.

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Building an Award-Winning Brewery

Both of these award-winning beers are available at Fair Winds’ facility in Lorton, Virginia, which houses both the brewery and a commercial taproom for tastings. The construction of Fair Winds was unique to their vision for operating an exceptional brewery. Brewing the beer—or rather, preparing the wort solution for the yeast to ferment into beer—is a multifaceted process that requires precise temperature control, which relies in part on properly insulated equipment. Brewing requires both cold and hot temperatures and therefore different insulations were used throughout the facility, including fiber glass with traditional all-service jacket (ASJ), fiber glass with PVC jackets, PVC elbows and fittings, elastomeric, and mastics on the valves. Correctly specifying insulation in a brewery is crucial to ensuring that the brewer is able to precisely control each aspect of the process—leading to an exceptional and consistent final product.

To build the brewery, Jones enlisted the Russell Gage Corporation, a general contractor with experience building breweries and distilleries. The owner, Russell Gage, has constructed several breweries and distilleries in the Washington, D.C. metro area. Gage, who calls his company, “the brewers of breweries,” commented on how this process requires careful coordination between the equipment, heating and cooling systems, plumbing and insulation, water supply, drainage, and electrical infrastructure. Gage added, “The success of a brewery begins with the architect and general contractors fully understanding how a brewery operates on a daily basis.” Jones and Gage looked toward the future when designing the systems, and added plumbing and piping for future tank growth. They expected it would take a 5 or 10 years to use all of their capacity, but due to their beer’s popularity, they have already added new tanks and are set to begin local grocery store distribution.

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To ensure the insulation required in the brewery was correctly installed, Gage subcontracted with Wayne Insulation Co., an insulation contractor and National Insulation Association (NIA) member company located in Alexandria, Virginia. Breweries need to maintain an exceptionally clean and controlled environment and frequently wash down their systems, which makes the proper selection of insulation extremely important. Delisa M. LeHew-Martz, Project Manager for Wayne Insulation Co. Inc., said, “Breweries and food-processing facilities have unique needs, and we enjoyed creating a quality insulation system that met these needs and will save them energy and water and help them be a greener company.”

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Brewing Beer: Bubbles, Giggles, and Heat

The process of brewing begins with the grains being crushed in a grist mill, and then steeped for approximately 2 hours between 140°F and 160°F in the mash tun, where temperature is managed by introducing hot water into the mash to extract the starch—the most important fundamental building block for creating the wort. Once the starch is extracted, the next step is to convert that solution into the simplest sugar possible, which is called wort. To accomplish this, the starch is put into a brewer’s kettle, where it is boiled for about 90 minutes. All the lines that carry steam to the kettle are insulated in order to protect personnel from high temperatures, and also for increased efficiency—uninsulated lines have to work harder to maintain temperature, lessening the system’s efficiency. The kettle also has steam jackets on the bottom, sides, and center to transfer steam heat to the wort. Once the solution is broken down into sugar, it is “whirlpooled” to remove extra particulates and make it a clean solution for the yeast.

Then, a heat exchanger, which uses insulated lines, is used to “cold crash” the solution by dropping the temperature from approximately 212°F to 70°F as quickly as possible. The heat exchanger uses clean water to allow the brewery to control the temperature by exchanging the heat, then the water is transferred via insulated lines to a holding tank to be recycled as cleaning water, thereby reducing the brewery’s water-use footprint. At this point, the process is shifted from the hot-house side of production to the cold-house side, also known as the “kitchen” or “cellar” side. This is where yeast is introduced and beer will be made. As with the former process, temperature control is critical on the cold side, as temperature affects the ending flavor of the beer.

When yeast consumes sugar, it aspirates 3 primary things: bubbles (carbon dioxide), giggles (alcohol), and heat. The temperature must be carefully controlled on the tanks to balance the desired level of bubbles, giggles, and heat. Brewers use different temperatures to achieve different flavors and craft different beer styles. If the tanks become too hot during fermentation, it can drive fruity flavors, including banana, into the beer—which may or may not be desirable depending on the type of beer that is being produced. To control the fermentation process, which can take anywhere from 7 to 21 days, glycol wraps are used. The tank is structured to be an outer vessel and inner vessel with glycol running in between to control temperature; all the piping that runs the fluid to the tanks and chiller are insulated to help maintain temperature and protect personnel from potential injury. The glycol lines are covered with elastomeric insulation, which is able to withstand moisture. In addition to the glycol, each tank has a solenoid that controls temperature.

Insulating for Equipment and Personnel Protection

In addition to the need for a highly controlled temperature process, there is another factor that requires breweries to carefully specify appropriate insulation and jacketing: frequent hot wash downs with caustic solutions. The sugar involved in the brewing process can present the risk of mold growth, which can contaminate the beer and lead to severe production issues. To mitigate this issue, the equipment needs to be washed down using a caustic solution that can be as hot as 190°F. Additionally, the high humidity inside the brewery makes water-vapor transmission—which can get the insulation wet and endanger the equipment—an ongoing concern.

Insulation in these conditions also serves an important role in providing freeze and burn protection. Cold lines carrying coolants can be as cold as -28°F. They must be insulated in order to prevent ice from forming on the pipe exteriors, which can rob the system of energy and thus efficiency. Uninsulated lines also present a personnel safety issue, as they can possibly freeze skin if left bare. Similarly, hot piping—including all the lines that carry steam from the boiler to the boil kettle—can be a personnel safety issue if left uninsulated. Without the proper insulation, the system will also have to work harder to maintain the appropriate temperature, lessening the system’s efficiency. For these reasons, all of the hot and cold lines in the brewery are insulated. Properly specified and installed insulation is critical to the processes that enable Fair Winds to produce its products and maintain a safe working environment.

The End Result: Perfectly Balanced Beer

Craft beer has elevated the average consumer’s understanding of hops and malts, but many of those customers may not be aware of the role that properly insulated equipment plays in creating the perfectly balanced beer. Without the temperature control that insulation offers, the head brewer, Charlie Buettner, would not be able to pick and choose flavors to craft everything from hoppy farmhouse ales to dark, robust stouts. Fair Winds Brewing Company offers kolsch, IPAs, ambers, stouts, and their golden colored, gold award-winning Saison: Siren’s Lure. The knowledge and expertise of craft brewers such as Buettner is crucial in brewing outstanding beer—but temperature and insulation also play an important role in creating humanity’s favorite beverage.

 

 

Copyright Statement

This article was published in the March 2016 issue of Insulation Outlook magazine. Copyright © 2016 National Insulation Association. All rights reserved. The contents of this website and Insulation Outlook magazine may not be reproduced in any means, in whole or in part, without the prior written permission of the publisher and NIA. Any unauthorized duplication is strictly prohibited and would violate NIA’s copyright and may violate other copyright agreements that NIA has with authors and partners. Contact publisher@insulation.org to reprint or reproduce this content.