In most applications, RDF (refuse-derived fuel) systems require substantial investment and commitment. While there are small-tonnage operators, it is more typical to design systems with an incoming stream of 15-50 tons per hour.
Systems this size can be a better match to handle large volumes of waste being generated and they can produce enough fuel to make the production process worthwhile.
In speaking to sources for this feature, some indicated that the term “RDF” is, in some regions and markets, beginning to lose favor to emerging terms like PEF (pre-engineered fuel) or the term manufactured fuel.
Knowing what to expect
“It is extremely important to have an expected waste stream so you can define your equipment needs,” says Randy Baerg of Warren & Baerg Manufacturing Inc., based in Dinuba, Calif. “It is critical to then define what is in the expected waste stream so all of the correct equipment choices are made for a successful operation.”
“The better the waste stream is defined the easier it is to set up a system,” agrees Hartmut Bendfeldt, eFactor3 LLC, Charlotte, N.C. “Waste has seasonal changes and regional variations. It is important to get a good breakdown of the composition in order to size the equipment correctly. The seasonal changes don't really influence the design of the system,” he adds.
“MSW (municipal solid waste) lines are complex as they have to sort a lot of different materials,” says Andreas Schwarz, president of Lindner America LLC, Raleigh, N.C. The line described by Schwarz may consist of a grapple operator to sort out obvious stuff like bicycles, concrete blocks, etc. A primary shredder reduces material to foot-long pieces and opens bags. Next, a magnet removes ferrous materials and a screen removes sub-two inch materials (organics, glass, small stones, etc.).
Bendfeldt says a line designed for processing MSW can always process industrial waste streams. “Since industrial waste streams are better defined, the system can be simplified but it will not be possible to [convert an industrial line to process} MSW without modification of the line set up,” he points out. “If the spectrum of waste is known in the planning stages, the line can be designed to handle all streams that come to the facility,” he adds.
Brian Schellati, director of business development for Lubo USA, Stamford, Conn., says ferrous and nonferrous metals are the main contaminants in RDF that have value, but there are other combustible materials in MSW RDF that have value. The level of these valuable materials in residential or commercial MSW varies from location to location depending on how strong a recycling program is in a specific area. “Typical materials targeted at some plants are OCC, mixed or even high grade paper, PET and HDPE,” he says.
Wind sifting equipment will separate light, mid and heavy fractions with “lights” going to a secondary shredder, “mids” to an optical sorter to remove PVC, and the “heavies” sent to the landfill. An eddy current will take out nonferrous items. At the end is a secondary shredder to reduce the RDF material to a small size.
The type of sort line depends on whether the mix consists of MSW, C&D, industrial waste, pre- or post-consumer waste etc. Baerg says sort lines should have hand sort, separation for paper, cardboard, plastics, film plastics, food waste, green waste, metals (ferrous and nonferrous), glass, and grit. All of those items have value for recycling.
Schwarz says primary shredding is almost always required to open bags and reduce large pieces so they can pass through the sorting equipment.
“Smaller pieces take less time in the final shredder, hence, output is increased,” he notes.
Primary size reduction removes inert materials before they hit the final shredder. Now that the stream is sorted, it is time to get a fuel-worthy product.
“From our experience we would always recommend a two-step shredding process,” Bendfeldt says. “Waste always contains negative surprises (like brake pads, engine components, etc.) that will damage any one-step shredding equipment. With the typical fuel specification of under one-inch or under two-inches it would not be possible to do any type of separation after the shredding process,” he says.
Baerg says multiple shredding stations are not always required and may not always be desirable. “Always go for the least amount of equipment and less capital investment for quicker return on your money,” he says.
“I think a big decision project developers face is whether they need to pelletize or not,” says Schellati.
As this market develops, Schellati says he expects plants to be more localized and closer to their end users, minimizing RDF transportation. “This can be seen in the European market,” he says.
Making it pay
Break-even tonnage for RDF operations varies. “The answer depends on the financials of the back-end conversion technology,” says Brian Wells, inside sales manager for Bulk Handling Systems (BHS), Eugene, Ore. Some newer technologies, such as plastics-to-oil, can be profitable on relatively low volumes of input … about 40 tons per day of plastics. Others will require massive volumes of fuel being fed around the clock in order to pencil out.
Typically there is a certain requirement for the amount of RDF produced (tons per hour or ton per day, for example) to meet a certain end user demand or contract.
“Depending on the estimated material input characterization it can be determined how much material the system would need to process in tons per hour,” Schellati says. So, if a plant needed to produce 15 tons per hour of RDF and it was estimated that the material input should yield about 50 percent combustible material, then the system would have to be designed for 30 or more tons per hour throughput.
“The more throughput the better the economics play out,” Schellati says, “but a sweet spot seems to be in the 25-50 tons per hour range.”
“Most projects we look at are in excess of 100,000 tons per year of inbound MSW,” says Wells.
Baerg says that if clean industrial paper and some clean film plastics come from single or several sources, break-even could be as little as 5,000 to 10,000 tons per year. “This would also cover industries producing a regular trim/production waste flow at one-half to two tons per hour while operating, with a high cost of disposal,” Baerg says.
The dirtier the product and the more equipment required to clean up and grind the material the more tonnage is required to make the facility profitable.
“MSW streams might contain 30 to 50 percent RDF,” Schwarz says. He figures that a 50 ton per hour stream, might produce up to 25 percent RDF. Depending on the final size, this requires one or two final shredders.
“As there are many variables, we estimate capacity figures based on experience. No formulas are available to solve this problem,” he says.
The BTU value of the RDF product must be high enough to compete on some level with existing available fuels. “If the ash content is too high, users will not want to use the RDF in their system,” Baerg says.”No matter what the BTU value or ash content look like, if the user can’t get permitted to burn RDF due to high emissions, there is no market for it,” Baerg warns.
Any accounting, Bendfeldt says, depends on variables like input material, cost of electricity, labor costs, etc. In general, Bendfeldt says, the processing cost per ton (fixed and variable) ranges from $10-$25 per ton.
“Once a line is designed we have formulas to calculate these costs for the specific line,” he adds.
Simple lines can be designed for 120-150 tons per day. More complex systems can process 250-300 tons. “If volumes go way beyond these numbers it would be wise to build multiple lines for redundancy purposes,” he says, noting that no matter what the equipment is, the waste stream will put heavy wear on to the equipment. This makes routine maintenance very important.
Basically, you will need to have a flexible enough operation in place to produce RDF with various compositions and finished states.
Designing a MRF that will produce an RDF product from a stream of MSW is not simple. “The expertise required comes from experience, detailed knowledge of waste streams, and deep understanding of the equipment that is utilized in the process.
It’s not really something that can be distilled down to a simple formula,” Wells says, and most other manufacturers would agree with that. The best result is going to come from engaging a company that is both an equipment manufacturer and system designer/integrator.
“Each project is different, and each one will require a customized design that is tailored to the end goals of the client,” Wells says. “If somebody tells you there is a one-size-fits-all approach, this means they are trying to sell you a product and not a solution,” he cautions.
Vendors are constantly developing better and more productive shredders. Looking ahead, Schwarz sees customers demanding fractions as small as one-quarter inch—at the same or higher output. This is not an issue in the U.S. at this point, he adds.
Schellati says it is always wise to minimize risk by setting up multiple material outlets. Many cement kilns or power plants can take much more than a single RDF plant can produce.
“Some developing RDF projects are trying to setup multiple markets and doing so by batch running and blending to meet different fuel specifications,” Schellati finds. Material monitoring or analyzing equipment is required to accomplish this.
“It’s important to have long-term contracts with waste suppliers and fuel users to create investment security,” Bendfeldt says. He advises recyclers to keep the KISS rule (keep it simple, stupid) in mind: “Sophisticated technology and waste don't go hand in hand. Focus on the main stream of material. It is better to send rejects to the landfill than to get the last piece of plastic from the stream.”
Wells adds a final word of advice: “If you are going into this venture, do so with your head up and your eyes open. Make sure you choose your partners wisely and work with those in the industry who have proven solutions. The cheapest option is most likely not the most profitable.”
The author is a freelance writer living in the Cleveland area. He can be contacted at firstname.lastname@example.org.
The proper equipment is essential for driving business. Deciding to rent or buy equipment to add to a fleet goes beyond available capital, and it can be challenging to determine which option is best. Several skid steer loader and excavator manufacturers took part in a panel discussion, titled “Purchasing Earthmoving Equipment—How to Decide New vs. Used” during the 2011 ConExpo/Con-Agg in Las Vegas. Panelists Randy Hall of Case Construction, Edinburgh, Ind., and Doug Morris, product manager, excavators, Komatsu America Corp., Rolling Meadows, Ill., discussed how to decide between renting and owning earthmoving equipment for a job or business. The following are edited excerpts from the session.
Hall explained what factors to consider when shopping for new equipment and how renting can help reduce risk:
“There are a few factors that are some game changers that determine whether you rent or buy.
Capital - What is your current capital situation? Renting is a good way to conserve capital. There are a lot of companies that are going out of business because they couldn’t make their current payments. Cash is always something you want to consider. Cash is making the payments and making the payroll. Renting is a good alternative. Sometimes we get into the mindset that buying is what we always did. We traded it in when it got some hours in it and we built some equity in it. Conserving cash is one of the greatest things about rentals.
Government Regulations - California Admissions Resource Board (CARB), the Texas Emissions Reduction and Tier IV are some game changing regulations—especially Tier IV. Anything above 100 horsepower units had to be Tier IV by Jan. 1, 2011, and units under 100 horsepower have to be Tier IV by Jan.1, 2011. That’s Tier IV A. When we get to Tier IV B, can anyone say it won’t be a game changer? I don’t think anyone knows the impact of pricing will have once we get to Tier IV B. For rental houses that have good rental equipment and has to register it with the California Admissions Resource Board and has to track it with the Texas Emissions Resource Plan, renting is a good option.
Fleet management - Is your core competency fleet management? If you excel at transportation, logistics, equipment service and maintenance then continue to purchase your fleet. It may be the thing to do to continue to purchase 100 percent of your fleet. If you don’t excel at those things, maybe rental is a good alternative.
What are some of the things that are costly in fleet management? Service trucks that today cost what the big shiny trucks used to cost. And you’ve got to have someone to drive that and all of his tools. A lot of you like the equipment disposal side of it, and think ‘Well if those guys can do it and make a profit on it, I can probably get rich off it.’ But disposal is something you always have to worry about. When you use it, you buy it and it’s just never worth what you think its worth.
Risk - Are you a risk taker or are you adverse to risk? In this economy we are entering into, I’m not sure what we are into. From where I sit, I see my customers are beginning to buy. We are at the beginning of a good year, but I think that is because of you and other contractors not willing to step out there and make that purchase because you’re not really sure of the economy. Las Vegas was built by risk takers with risk takers money. Renting helps reduce risk,” Hall concluded.
Komatsu’s Morris remarked on the potential benefits of purchasing new equipment:
“What is efficiency? How do we define it? Generally there are a couple of ways to define efficiency. What many contractors might do is look at production and fuel consumption. Fuel is a major expense in your owning and operating costs. You might measure gallons or tons per yard for fuel. Another way is to look at your cost per ton. How much is this machine going to cost me per ton or yard that it actually moves? It really comes down to two factors: production and cost. When you are looking to buy new equipment, everything I’m looking at is related to these factors. The goal, whether you buy new or used, is to get the biggest bang for your buck. The goal is to maximize your equipment efficiency. Ways to do that are increase production, which could mean faster cycle times, moving more per cycle and increasing utilization and availability. The other thing is decreasing costs by reducing fuel consumption and reducing operating costs.
Buying new equipment is a major investment. We all know that, so what are the benefits and what do you want to look at when you are buying new? The standard that everyone will bring up right from the get-go is the standard OEM (original equipment manufacturer) warranty offering. Obviously it depends on who you buy it from. If you go through dealer or certified OEM machine there are some warranty options. Machine availability is key. Cash is king, but so is machine availability and repair requirements. If I can buy a new piece of equipment and get additional 5-10 percent availability out of it over the course of the year, I am really going to get more out of it versus down time of a used piece of equipment.
Higher efficiency and lower emissions are two different things to talk about. As you’re introducing new machines, you’re getting higher efficiency and technology. I don’t think any manufacturer releases new machinery that is less fuel efficient than the previous. That is something we are constantly focusing driving fuel consumption costs down with new machines.
Emissions are an important topic. It seems like yesterday, we were just starting to talk about the introduction of Tier IV and now it has been introduced. When you’re looking at emissions, something to consider when you’re buying new versus new is, do you have funds available if you do lower your fleet emissions on a new piece of equipment versus a five-year old piece of equipment?
You really need to focus on where you live, where you will be working, what funds are available and what governmental regulations are in that specific area.
A lot of areas are requiring up-to-date technologies. It is a lot easier to update a Tier III to a Tier IV than take something that is older.
We know that you try to do the best with what you have, especially considering the last couple of years, you are trying to do as much as you possibly can with that last piece of equipment,” Morris concluded.
This feature included edited excerpts of a panel discussion which took place at the 2011 ConExpo/Con-Agg, held March 22-26, 2011, in Las Vegas.
|To pour the caisson’s bowl-shaped slab, Ric-Man had to excavate 13,000 cubic yards of material. The construction team had to decide whether to drill and blast the bedrock for excavation or bring in hydraulic breakers to accomplish the task. They went with the breakers because of cost and because of the nearby residential area.|
Founded in 1965 by Richard Mancini, Ric-Man Construction Inc., with locations throughout Michigan and in Florida, has specialized in heavy underground and tunnel construction.
Recently, the company has ventured into caisson work with construction of a combined sewer overflow facility in Dearborn, Mich. Designed to hold 3.5 million gallons, this facility is one of the larger ones currently under construction in the region.
“The facility we’re constructing is designed to handle combination sewage when there is a wet weather event and the system backs up,” explains Duane Mullica, COO of Ric-Man Construction. “Prior to overflowing, there’s an internal structure within the system that releases the flow into this facility, which will store, pretreat and screen the solids.”
Mullica continues, “Once the water treatment plant can handle the additional flow, it’s pumped out of this facility, back into the system and into the treatment plant.”
The project began in January 2008 with a substantial rock grouting and stabilization program. The water elevation is actually higher than the ground elevation in this area, so this phase was necessary to eliminate any water infiltration during excavation and construction of the caisson, which began in January 2009.
The self-sinking caisson was poured in eight separate vertical lifts. Ric-Man used six Atlas Copco BBC 34W pusher leg mounted rock drills from Stockdale Mine Supply, with locations in Pennsylvania and Ohio, to drill more than 400 holes for bolt installation in the vertical face of the rock during construction of the caisson wall. The rock bolts were used to secure wire mesh to the face. Ric-Man then sprayed 6 inches of shotcrete to seal off the rock before pouring the final concrete.
Lift 8 of the caisson was on bedrock at –140 feet. To pour the caisson’s bowl-shaped slab, Ric-Man would have to remove and excavate 13,000 cubic yards of bedrock, or an additional 50 feet of material. At this point, the construction team had to decide whether to drill and blast the bedrock for excavation, or bring in hydraulic breakers to accomplish the task. They went with the breakers.
“Our real challenge with drilling and blasting at this site was the fact that it’s a residential area,” says Mullica. “The cost and logistics of trying to blast, reassuring the residents and making them comfortable that there will be no damage to their homes and the infrastructure—the complications grew as we talked about it. It’s also a safety issue. You need to have so much training and more insurance. We felt there had to be a way to do this besides blasting.”
Most projects in the Dearborn region depend on drilling and blasting to remove bedrock, so there was very little history to refer to regarding mechanical removal or excavation. So, Ric-Man began extensively researching hydraulic breakers and reached the decision to contact Atlas Copco distributor AIS Construction Equipment, which pointed them in the direction of Scott Hendricks, area sales manager for Atlas Copco.
“The availability (of the breakers) and the historical data supported our challenge,” adds Mullica. “We were extremely comfortable when we finally committed to Atlas Copco.”
To begin the process, Ric-Man lowered two Atlas Copco ECM 590 drill rigs into the caisson to predrill 600 relief holes into the bedrock. The 2-inch and 3-inch holes were drilled to a depth of 45 feet on 4-foot centers.
Relief holes make it easier for the hydraulic breakers to break the material by giving the impact energy somewhere to go, increasing productivity. Without the relief holes, the solid bedrock would absorb the impact energy.
Once the relief holes were drilled, Ric-Man brought in a 170,000-pound Koehring 1066 excavator to handle first the HB7000 and then the HB10000 hydraulic breakers.
“About five years ago, we dismantled the entire excavator and went through its pumps and drive motors, and installed a new four-stroke Detroit diesel in it. It’s really an upgraded unit,” Mancini recalls. “The benefit of this excavator model is that it has about five different pumps so it’s not too difficult to mount any attachment.”
Ric-Man initially started using the HB7000, but then opted to bring in the HB10000 to increase the level of productivity on the bedrock.
“Working with the HB7000 and the HB10000 has gone extremely well,” says Mullica. “In fact, it is as good as, or even better, than we anticipated. We’re able to break, muck out and dispose of material as fast as we can.”
|Pictured from left to right are Jon Pung, Ric-Man foreman; Walter Proctor, Ric-Man operator; Scott Hendricks, Atlas Copco area sales manager; Gene Bowers, Ric-Man civil superintendent.|
Mancini adds, “We have been extremely impressed. It’s been working well, and we’ve gotten into a couple of really hard layers. We are on schedule and Atlas Copco’s support of the HB10000 has been very helpful to us.”
The inside diameter of the caisson is 105 feet, and Ric-Man had to remove bedrock to a depth of approximately 43-44 feet. The layers of bedrock have varied in hardness, though at some levels it has exceeded 12,000 psi (pounds per square inch). Ric-Man has averaged 200-300 cubic yards a day, and about 5 feet per week horizontally, although in the extremely hard material it took eight days to do a 4-foot section.
Mancini points out that they could have drilled and blasted the center core had they not achieved the production rates with the breakers.
“We would still have had to break the outer ‘donut’, and we would still have had to deal with logistics and time delays to survey all the homes, survey all the utilities, etc. It just made more sense to stick to our breaking schedule.
“Furthermore, Gene Bowers, our general superintendent, has spent almost his entire career dealing with rock removal. His experience brought a lot to the table and enabled us to drill it correctly.”
Ric-Man completed excavation of the bedrock in December 2009 and then poured the base slab of the caisson. The final lift, lift 9, was the caisson’s cap, which sits at ground level.
Caisson construction was completed in April 2010. Following that, Ric-Man completed all of the sewer connections, bringing the interceptors to the structure. The company also built the control building on site. The final phase of the project was the landscaping the site. The entire project was scheduled for completion by July 2010. Mullica hopes it will position the Ric-Man Construction to take on more of these types of projects.
“The quality, experience and method we chose to complete this project puts us in the running for others of this type,” Mullica says. “We were able to foresee some of the challenges because of what our competitors had gone through. We looked at them early on and tried to figure out what our challenges would be and how they would be addressed.”
Mancini concludes, “The Dearborn project is our golden child project.”
This article was submitted by Ellenbecker Communications, an international communications firm specializing in the drilling, mining, and construction industries.
The down-sizing of the U.S. automotive manufacturing segment in recent years may have been disheartening for many, but in many cases it has also led to business growth opportunities and the chance for a clean slate.
That’s the hope of Independence Excavating, Inc., based in Independence, Ohio. Last year the company won the contract to demolish the former Chrysler Stamping Plant in Twinsburg, Ohio, so that the site would be suitable and attractive for redevelopment.
The 167-acre site is currently co-owned by the principals of Independence’s parent company, DiGeronimo Companies, along with Scannell Properties of Indianapolis.
Chrysler closed the plant after filing for bankruptcy in 2009. It was originally purchased for more than $45 million by Maynards Industries, based in Vancouver, British Columbia. The industrial auction house and appraisal company sold off most of the Chrysler stamping presses in late 2010, then sold the largely emptied property to its current owners.
As of early May, Independence was in the midst of demolishing the 1.8-million-square-foot facility, originally comprising a low bay, 18-foot structure and a high bay portion, with ceilings of 45 feet. In addition, the property included numerous outbuildings, such as a boiler house, a baler building and a hazardous waste storage building, that all were to be demolished as part of the contract.
Independence began demolishing the property in late 2010, starting with the low bay portion at the site’s west side. So far one tenant has leased a small section of the site which is being redeveloped alongside the demolition.
Leo Slansky, project manager with Independence Excavating, observes that while the plant closure had been considered a negative in the community, due to the lost work and jobs, there is also a positive side. “The whole idea is to demolish it to redevelop the property,” he says.
Slansky notes that the building is worth far more in scrap value than if left standing. “Our contract is to get everything down to top of concrete,” he says.
As of March, the company had demolished about a million square feet of the main building, and had begun work on the high bay portion of the structure—a more complicated part of the job containing the bulk of the structural plate and steel.
“The building is a heavy steel construction,” Slansky says. “We’re getting a lot of plate and structural out of here.” He explains that the high bay portion housed some 16 large bays, each 360 feet long, which originally contained the mammoth-sized stamping presses used by Chrysler.
An 18-foot deep basement below the high bay portion housed some of the most valuable scrap materials at the site: numerous huge steel box beams that were used to support the stamping presses. Those beams were removed early on in the process, Slansky says.
To access the basement beams, the company cut through the concrete floor and the basement wall, then used a wrecking ball to break the concrete up and form a ramp. A large excavator fitted with a grapple then pulled sections out. From there, a loader ferried the beams to the yard where they were cut and loaded.
The budget for the job, Slansky says, is in the ballpark of 30,000 gross tons of steel. All of the scrap metal and other recyclable materials have been prepared and sorted on site. “We’re shipping everything in a prepared state,” he adds. The company has decided to cut the plate and structural to the mill size of 2 feet by 4 feet.
“Basically we can get a higher revenue if we cut it up on site here,” Slansky explains. The bulk of the plate and structural, he says, has been sold directly to a nearby mill.
Slansky notes that plate and structural steel likely accounts for two-thirds of the scrap being recovered, while the remaining one-third is sheet and lighter metals. “You have the mix of the lighter stuff, light metal, catwalks, things like that, that really don’t fit into a heavy plate and structural order,” he explains.
Scrap vs. Salvage
Although it is one of the first automotive plants that Slansky recalls the company having demolished, he still characterizes the work as “conventional wrecking,” in that it didn’t require such procedures as controlled drops or blasting.
In fact one of the most consuming parts of the job, Slansky says, has been the effort to salvage items left behind before demolition began. “If you can salvage it ahead of time,” says Slansky of the remaining equipment, “generally you can sell it for a premium over scrap.” The challenge, he says, is being able to find a buyer before your demolition schedule catches up with you. Fortunately, Independence was able to sell a few of the large overhead cranes that were left behind, as well as a few thousand linear feet of the crane rails and some electrical equipment.
Thanks to the large scale of the property, sorting and prepping has been easily accomplished. “You have a lot more room where you can demolish it and take it apart in a manner where you don’t just make a huge mess,” says Slansky, referring to the various piles of scrap located throughout the site where the low bay building once stood.
Slansky says with Independence’s process, a primary wrecking machine operator typically “bulk-sorts” the materials as he wrecks the building, placing heavy beams in one area, and sheet and C&D in another. “Then we come in with a 320 excavator, which is a fourth the size and a fourth the cost,” says Slansky. That operator further sorts the C&D debris from the clean sheet, he explains. Slansky says the siding, roofing and sheet metal generally is shipped to one of the local scrap companies that has a shredder. Most of the C&D materials are destined for Kurtz Bros. Inc. in Cleveland.
Meeting Leadership in Energy an d Environmental Design (LEED) requirements isn’t part of the contract, Slansky says, however the company has worked to adhere to a number of them. “Any brick or concrete that we demolish is going to stay here on site to get recycled in the future,” he says. “The only thing that gets disposed of is a little bit of miscellaneous C&D inside the building and the flat roofing, which is probably two inches of insulation and a little bit of roofing, asphalt and aggregate.”
“I’m willing to bet we’re well over 90 percent [recycling] on a job like this,” Slansky adds. He says all trucks leaving the site are also tracked as is typically done with a LEED job.
As for equipment, Independence is using two large Hitachi 850 excavators for most of the wrecking. One is fitted with a large 175 shear, and the other with either a grapple or a third-member smaller shear for pulling or cutting the building apart and for reaching roof trusses.
The company also has a loader for moving the steel around and intermediate sized excavators fitted with either a grapple or a smaller shear.
“We may do some prep cutting ahead of time, with laborers and torches, if the building is too heavy for the shears to cut,” Slansky notes. He says the heavy steel beams, for example, are all cut by hand. The project’s crew includes about 10 laborers and a dozen operators, Slansky says.
Concrete work on the property isn’t part of Independence’s demolition contract, and Slansky says that job won’t likely be awarded until the future uses of the property are known.
“I would expect that as part of the future redevelopment of the property, there’s going to be another contract where all the concrete gets removed,” he says. “I know they’re not intending on taking it anywhere; it’s all going to be crushed here.”
Even so, he adds, earning the concrete contract would be highly interesting for Independence. “Our demolition division is ideal to demolish all the concrete, the crushing division to crush it and our site work division to redevelop the property,” says Slansky, “so it’s exactly the type of work that we do the best.”
Slansky says it’s still too early to tell whether the project will be profitable for Independence. “Our contract is based on an estimated steel revenue, so basically it is heavily dependent on how much steel there is and what the scrap market does,” he says.
Most importantly Slansky points out, “Our number one goal is to do the job professionally and do the job safely.”
Beyond that, Slansky says, efficiency of operations will matter, particularly if the steel quantities fall below the expected amount of 30,000 tons. “If there’s 28, hopefully you’ve wrecked it efficiently enough that you don’t need that extra 2,000 tons worth of revenue,” Slansky observes.
“It’s never a perfect world, but hopefully you are efficient enough so that it is proportional,” Slansky adds. “That’s always the battle.”
The author is a managing editor with the Recycling Today Media Group and can be reached at email@example.com.
A video report of the Twinsburg Chrysler Stamping Plant Demolition is available at www.CDRecycler.com/twinsburg-stamping-plant-demo-video-2012.aspx.