THINK GREAT!

In This Issue:A Once in a Lifetime ProjectWat Nawamintararachutis Thai Temple

Ask the Experts: Matchmakers — Practice Makes Perfect

Innovative Design, Meet Innovative ConstructionHarvard University’s Tozzer Anthropology Library

In This Issue:A Once in a Lifetime ProjectWat Nawamintararachutis Thai Temple

Ask the Experts: Matchmakers — Practice Makes Perfect

Innovative Design, Meet Innovative ConstructionHarvard University’s Tozzer Anthropology Library

CONNECTING OUR PEOPLE AND OUR ACCOMPLISHMENTS

WIN UP TO $2500

SUMMER 2014

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Like a building’s foundation, the six Pathways at the right introduced at the annual meeting are designed to drive and shape our work to deliver the highest quality building projects possible.

As we work to build projects we can be proud of, and build great working relationships, these pathways will help to develop an awe-some team of people who are thriving in a constantly improving company that will be around for a long time to come.

Our summer issue of The Arch focuses on the Innovation Pathway. Encouraging and embracing innovation is essential to our goal of constantly improving and growing our business within the highly competitive construction industry. We want to find new and better ways to build and do our jobs – trying new things individually, as teams and as a company.

Trying new things may mean making mistakes. Don’t be afraid to try some-thing innovative in an effort to improve. Learning from our mistakes teaches us valu-able lessons and helps us to move forward and be successful down the line.

We understand that pushing for innovation sometimes conflicts with our efforts

to keep standard and consistent processes and procedures. This challenge should not be the rea-

son to stop improving. Continue to offer new ideas and try new things while managing within the standards of Consigli procedures.

Innovation doesn’t just happen. We realize that everyone is busy trying to meet schedule, cost, safety, quality and raving fan goals on their projects, so we’re beginning a new Innovation Incentive Program to encourage and reward everyone at Consigli to find ways to innovate and improve in their jobs.

Change does not have to be groundbreaking. Picasso said, “Good artists copy, great artists steal.” There are a lot of good ideas that have come from projects in our past that haven’t been instituted company-wide, and there are a lot more great ideas in the industry worth trying. Take an idea that’s already out there and improve on it to make it your own and create a plan on how to implement it.

If you embrace change, you will be a better person and we will be a better company. If you lead change, you will be a great person. And, if enough people do this, we will be a great company.

Anthony Consigli

A MESSAGE FROM ANTHONY

GREAT PEOPLE, GREAT PROJECTS & GREAT RELATIONSHIPS

EXCEPTIONAL

PEOPLESMART

GROWTHCREATING

OPPORTUNITYDRIVING

INNOVATIONDELIVERING

QUALITYRAVING

FANS

THINK GREAT

PATHWAYS TO BUILDING

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INNOVATION PATHWAY INITIATIVEAndy Deschenes, Director of Project Services/Innovation

As Anthony presented at the Annual Meeting, one of our Pathways to building great people, great projects and great relationships is focused on Innovation, and making it a more visible part of how we work.

The Innovation Pathways team, led by Steve Gentilucci, General Superintendent, and Anthony Chiaradonna, Chief Information Officer, has asked me to help implement the first steps of the program.

The great news is that Consigli is already a place where innovative thinking is thriving. And, as the examples in this issue illustrate, innovations can come from every corner of our company. Whether it’s a new concrete mix, award-winning HR benefits or geothermal wells, our people and teams are coming up with creative ways to work smarter and build more efficiently.

One of our first Innovation Pathway programs, Innovation Incentive, is recognizing our people for their great ideas, and providing some incentive for sharing those innovations. I hope you’ll take the time to read our overview of the program below, be inspired by the stories you’ll see in this issue and send in your own Innovation submissions! ■

A Message from Anthony

Innovation Pathway Initiative

FEATURES

Innovative Design, Meet Innovative Construction Harvard University’s Tozzer Anthropology Library

A Once in a Lifetime Project Wat Nawamintararachutis Thai Temple

New Territory, Old Masterpiece Restoring the Smithsonian American Art Museum’s Renwick Gallery

Ask the Experts: Matchmakers—Practice Makes Perfect

NEWS

Raving Fans Steps to Creating A Raving Fan

Consigli Honors Recognition for our Projects

New York Spotlight Creative Partnering = Big Win for KCCM’s Albany office

Boston Spotlight New Residential Construction Drops Anchor at Historic Navy Yard

Safety Update Nothing Hits the Ground

HR Update It Pays to Know Your Benefits

Employee Spotlight

On The Lean Front Pull Planning “Don’t’s and Do’s”

SUMMER 2014 TABLE OF CONTENTS

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10

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Our Innovation Incentive program is a method of collecting and sharing the best ideas our people have to continuously improve the way we work. It starts now, so recently implemented ideas count as well as any new ones you have. An innovation can be from any department at any level and can impact anything from safety, quality, productivity, schedule, cost, raving fans, etc.

1. Send us your idea! On the intranet home page, under“Useful Links” select “Submit Innovation.”

2. Everyone can participate. Ideas can come from individuals, a whole team, department or of�ce.

3. Winners each quarter. The top three ideas are selected, based on quality, relevance and value to the company.

4. Great rewards each quarter. The top three submissions receive a $150 dinner gift certi�cate, intranet feature and post on our Innovation site, and a chance to win the “Innovation of the Year” award.

5. Even better annual rewards. Annual awards, selected from the winners over the year are: $2,500, $1,500, $500.

Earn up to $2,500!

Here’s how it works

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Harvard University’s Tozzer Anthropology LibraryWith construction drawings of a masonry entrance façade that rippled both in and out—reminiscent of an ancient temple—and a soaring, jigsaw puzzle of an atrium, Harvard University’s Tozzer Anthropology Library’s expansion design was eye-catching.

Still, a dramatic design is not yet a building.

If You Want It Done Well. . .

When Consigli’s team reviewed Kennedy & Violich Architecture’s design, they knew skillful creativity was needed to build much of the intricately envisioned design features best built by our masons and carpenters.

Project Manager Eric Thiboutot explained, “We saw right away that this was not ‘production masonry’ and that the atrium needed special attention. And, because the cost of our involvement was essentially the same as our sub, it was an easy decision.”

Today the building’s success is certainly due to the whole team’s talent, and the work of a few Consigli staff also stands out. Consigli’s Rich Glidden, Mason Foreman, and John McGreevy, Carpenter Foreman, respectively, led the construction of the entrance and the 35-foot high, multi-paneled atrium.

What did it take to build these? Here’s the scoop.

A Consolidated Center

This $13.7 million expansion, part of Har-vard’s Faculty of Arts and Sciences library consolidation program, was envisioned as a building to support collaboration between anthropology and archaeology faculties, while decreasing on-site book storage.

The completed library fulfills this vision, and is essentially a new building. To build it, the original library was stripped to its foundation and its structural steel. Helped by the fact that it was originally built in anticipation of a future floor or two, the

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rebuilt 24,800 square foot library now also sports two new floors and a standing seam copper-clad roof.

A Wall—and Geometry—Like No Other

While the balance of the building’s mason-ry exterior was completed by our subcon-tractor, Empire Masonry, the geometric 3,000-brick entry was in Rich’s hands, literally. A two-month, project within the project, the wall was designed with custom Norman bricks and the mortar was applied flush to the brick face, to enhance the solid, sculptural quality of the entrance.

Rich explained, “This wasn’t a typical wall at all. With its unusual geometry, one wall leaning in, and the other out, the hardest part was getting the angles right.”

To get it right was a creative process combining established and new technol-ogies. To determine the angles, Rich and his team were inspired to create full-scale plywood templates, as well as one dry-laid mock-up and one mortar-laid mock-up. This hands-on process was matched by our 3D model, which Rich and Project Architect Greg Burchard used to work out the brick coursing. Four feet up on the first pass, it was clear the wall’s angle was fractions of an inch off; down it came. Try two, on the mark.

And, this wasn’t only complicated masonry walls: the entry area has a brick ceiling that needed to tie into the structure. Creative solution: with a little help from our anchor vendor, custom anchors did the trick.

An Atrium of Light—and 880 Panels

Next up: the atrium. A layering of ash wood panels, textured, acoustical Tectum panels, mirrored strips and vertical lighting, its upper reaches fade into the skylight, 35 feet up. To build it required sophisticated materials tracking, special craned-in lift equipment and a Zen-like focus.

Enter John McGreevy and Jeff Martin. Jeff tracked the moving parts—880 of them—while John worked out the installation sequence, creating mock-ups in five of the building’s new offices.

Beginning with the installation of the horizontal reveal, built of 4’ x 2’ ash panels, each horizontal row 8 inches off from the rows above and below. Spending hours at a time atop the red, insect-like lift, John set each piece into place.

The Right Approach

Harvard’s Project Manager, John Hollister, and the architects agree that our ability to self-perform made all the difference. Greg said, “Consigli anticipated the building’s needs. Our design essentially required the approach Consigli strate-gized—of committing a dedicated, skilled craftsman to each of these special building features. The success of these distinct components is an integral part of the building’s success.”

Substantially complete this spring, the project has made its transition from drawing to form: it is now an eye-catch-ing building that has transformed the face of Divinity Avenue. ■

Tozzer By the Numbers

# of bricks: 3,000# of hours to build entry wall: 1,094# of attempts to perfect wall construction: 2# of panel pieces that make up the atrium’s wall surface: 880

The Team

PX: Todd McCabe

Supers: Jeff Martin, Mike O’Brien, Craig Toce

Asst. Super: Justin Bolla

PM: Eric Thiboutot

PEs: Ryan Stock

M/E/P Coordinators: Michael Culcasi, Matthew Ward

BIM: Maura Sullivan

LEED Administrator: Kathleen MacEwen

Safety: Eddy Pellerin

Project Scheduler: Amanda Cerqueira

Purchasing: Peter Capone

Quality: Ken Amano

Carpenters: Manuel Saraiva, William O’Brien, Lance Kennan, Michael Rockwood, Ronald Patenaude, John McGreevy, Anthony Harrington, Mark Sabourin, Michael McGrath, Daniel Chappell, James Jordan, Michael Mellen, John Brule, Jonathan LeClerc

Laborers: Gil Fernandes, Patrick Lizak, Carlin Grenier, Mario Silva, Ronnie Howard, Robert Medeiros, Michael Silverberg, William Foseky, John Walsh, Eduardo DaSilva, Adam Abrams, Daniel Mayo, Roland Daigle, Gary Cappuccino, Michael Botelho, Jose Cardos

Masons: Richard Glidden, Jason Boucher

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Racing to completion in June, the new $60 million Buddhist Temple in Raynham, Massachusetts has

been a trailblazing project for Consigli since we started building it in 2011. The largest Buddhist temple built outside of Thailand was commissioned to honor the Cambridge, Massachusetts-born, King Rama IX of Thailand, the oldest living monarch in the world.

From the outside, the Wat Nawamintararachutis Thai Temple and Meditation Center (NMR) is an 110,000 square-foot steel frame building with a precast and limestone exterior, topped by a 185 foot-high steeple-like chedi of brass soaring above the surrounding rural neighborhood.

Inside, a museum, meditation space, lodgings for monks, kitchens and a meeting room that accommodates up to 700, surround the actual temple. Special rooms are dedicated for the Queen of Thailand and other Buddhist religious leaders.

The opulent interiors include miles of cherry wood, marble, brass and gold. Many of the finishes and artifacts are made in Thailand, including seven gold-en Buddhas, hundreds of fiberglass lotus medallions covered in gold-leaf and tiny triangular mirrors for the ceilings, bronze stair railings for the three-story grand staircase, brass doors and custom marble wainscoting.

“There are very few contractors I can imagine doing this project other than Consigli. It requires that special touch. There were a lot of additions by the Thai client. We have an excellent team from Consigli on the

project, very good leadership, and I couldn’t be happier.”— Paul Chapple, Project Director

Pioneering Solutions

The design for this project did not originally incorporate a modular approach, but the team introduced the idea to the owner and ultimately redesigned the exterior wall system.

“One of the ways we tried to think outside the box was to come up with building modularly—basically pre-fabricating an exterior wall system on the steel frame with AVB systems. There are a lot of efficiencies you can get from modular construction. We saw the benefits, and knew it would teach us a lot of lessons that we could use on future projects,” said Project Manager Brian Mitchell.

“We worked with a contractor out of Canada, presented the idea to the own-er, with pros and cons of the plan. The owner agreed with the idea, but unfor-tunately the contractor we used wasn’t prepared for this type of system, so we incurred some cost and schedule delays.

A Once in A Lifetime PrOject

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However, by working with the owner, contractor and AVB consultant, we were able to turn it into a successful aspect of the project,” Brian explains.

Superintendent, Mike Caputo adds, “We’re always looking for prefab and modular work, so doing this is a good way to get a leg up on the competition when dealing with these types of walls. Now that we have this experience under our belt, we can spread it out to the rest of the company and try to save two to

three months on the schedule and pre-vent a lot of issues. If you can get mod-ular pieces working in pre-construction, you are not fighting design issues.”

Surprise Self-Perform

The original plan involved a group of Thai workers traveling 8,000+ miles from Thailand to install the intricate finishes. However, the situation changed when the Thai workers were unable to make the journey to the U.S. Consigli was handed the additional scope of self-performing the installation.

The project team coordinated the critical delivery of materials and installation with two onsite Thai contractors who helped to manage deliveries, handle the scheduling challenges and alleviate the language barrier. The team eased the process by creating drawings to identify materials, where they were going, and when they would arrive so the schedule could be updated accordingly and communicated to the owner.

Amazing Teamwork

Work has been carried out within the occupied building since September 2013. Project Director, Paul Chapple comment-ed, “We have monks living on site, so we’ve had to accommodate them and be sensitive to events they’ve had. Actually, there’s been much less asked from me because of the quality of the staff that Consigli has on site. They’ve been very good.”

“This project team really dedicated their time to making sure the project was done correctly. To be able to participate in the final development is unique. You won’t see that anywhere else. There are Buddhas you’ve probably never seen un-less you’ve been to Thailand,” said Mike.

The NMR team has had the opportunity to work on a truly unique project together. And, the project owes much of its success to the hard work of Consigli’s work crews. Carpenters, laborers and foremen have contributed

It took a full day to hoist a 3.5-ton, 16 foot-tall, gold-clad bronze Buddha into position atop a marble pedestal in the large multipurpose meeting room.

“This is a once in a lifetime project. When you hear about the royal family coming over, and see

how thrilled the monks are, and how much this building means to them,

it’s exciting to be part of something that means

so much to so many people,”— Brian Mitchell, Project Manager

cont. on pg. 12

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LANDMARK RESTORATION

NEW TERRITORY, OLD MASTERPIECERestoring the Smithsonian American Art Museum’s Renwick Gallery

With our commission to restore the venerable Renwick Gallery, Consigli’s Landmark Restoration team has won the coveted opportunity to transform one of the country’s 2,500 National Historic Landmark properties, and has arrived in new territory—Washington, D.C.

Designed by distinguished American architect, James Renwick, in 1859, the Renwick Gallery was D.C.’s first pur-pose-built public museum and called the “American Louvre” when it opened in 1874 to house the art collection of 19th century art collector and philan-thropist William Corcoran. Today, as one of the Smithsonian’s 19 museums, it is considered the most elegant example of Second Empire architecture in the United States.

Immediately across the street from the White House, the Renwick Gallery has housed the nation’s collection of craft objects and decorative arts since 1972. The first comprehensive renovation of the museum in over 40 years, the goal of ar-chitects Westlake Reed Leskosky’s design is to transform the 34,000 square-foot museum into a 21st-century destination.

Consigli’s team, led by Project Executive Matt Tonello, has recently begun this

The Language of Landmark and Historic BuildingsAs you hear more about our great Landmark Restoration projects, you may find yourself wondering, “What’s the difference between the National Register of Historic Places and National Historic Landmarks?”

The basic distinction is that not all places on the National Register of Historic Places are Historic Landmarks, but all Historic Landmarks are on the Register.

The National Register of Historic Places is the official list of the Nation’s historic places worthy of preservation and is part of a program to coordinate and support public and private efforts to identify, eval-uate and protect America’s historic and archaeological resources.

National Historic Landmarks are nationally significant historic places designated by the Secretary of the Interior because they possess exceptional value or quality in illus-trating or interpreting the heritage of the United States. Today, just over 2,500 historic places bear this national distinction.

By the Numbers

National Register of Historic Places projects completed to date:

Our National Historic Landmark projects to date:

• Castle Hill, Crane Estate, Ipswich, MA

• Edith Wharton Estate, Lenox, MA

• The Boston Public Library, Boston, MA

• Massachusetts Statehouse, Boston, MA

• Old North Church, Boston, MA

• Old South Church, Boston, MA

• Trinity Church, Boston, MA

• New York State Capitol, Albany, NY

• Mohonk Mountain House, Schwanagunk Range, NY

• Victoria Mansion, Portland, ME

• Smithsonian American Art Museum, Renwick Gallery, Washington, D.C.

cont. on pg. 9

35+

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National Recognition for our Projects…

Bigelow Laboratories for Ocean Sciences Campus, East Boothbay, ME

R&D Magazine’s Laboratory of the Year Award. Honorable Mention for Excellence in Research Laboratory Design, Planning and Construction

Community Rowing Boathouse, Brighton, MA

American Institute of Architects Honor Award. Award credits entire building project team

Claire T. Carney Library at UMass Dartmouth, Dartmouth, MA

IIDA New England Interior Design Award for Best Education Design. Award celebrates successful design, real estate, construction and engineering teamwork

Regional Recognition for our Practices …#1 Best Place to Work in Connecticut for a second time!

Annual employee survey sponsored by the Hartford Business Journal

Corporate Citizen of the Year

Worcester Business Journal Business Leaders of the Year Award recognizing top businesses in the region for leadership and contributions to the community

CONSIGLI HONORS

renovation and enhancement project, with completion scheduled for June 2015. Work will be completed while the museum is closed to the public. The scope includes substantial infrastructure system replacements, interior restoration, recreation of the original historic window configuration, and the goal of making the Renwick the first all-LED illuminated museum in the United States.

The past several months have been busy with pre-construction planning, and selec-tive demolition began this May. Our pro-posal included creative logistic planning to address the constricted urban site, like

our suggestion to use the existing elevator shaft to house the temporary construction hoist. This creative solution minimizes risk to the building’s façade, limits the use of the site perimeter and reduces safety and security concerns.

Matt said, “It was this kind of innovative thinking, as well as the company’s impres-sive portfolio of landmark restoration, that intrigued the Smithsonian. We received exceptional reviews from a number of our previous clients, most significantly the Wadsworth Atheneum and Colby Museum of Art, both saying that Consigli is a pleasure to work with, and is focused equally on the quality of our work while accomplishing the client’s goals.” ■

cont. from pg 8

STEPS TO CREATING A RAVING FANEver wonder, what’s at the core of a Raving Fan success? As a company, we have great, distinctive stories, but what do they have in common? If a teammate asked, “What actions and behaviors transform a client to a fan?”

What would you suggest?

Not sure? Here are a few suggestions:

1. Deliver service beyond expectations. You must first understand what the owner expects and then go above and beyond.

2. Make the Owner’s job or life easier. Put yourself in their shoes to determine what will help them and the project to be successful.

3. Differentiate the service we provide. Think outside the box, get creative, add value and most importantly make the experience enjoyable.

The key to creating raving fans is simply taking action. Make this a priority and remember: even doing something small can create a raving fan.

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Ask the Experts:Matchmakers —

Practice Makes Perfect

The question, “What did you do?” may not seem like high praise, but for professional masons—

particularly when restoring a historic landmark property—this is praise indeed. Happily, this is a question that Consigli’s masons are often asked.

But what skill and effort goes into mason-ry matchmaking that assures a seamless, practically invisible restoration repair? The short answer: a lot. For an answer with a bit more detail—the experiences of veteran Consigli masons Bob Levitre and Stanley Boratyn shine light on work that, when done well, is, well, not noticed.

From the painstaking matching of one hundred year-old mortar, to the fitting of a small stone

replacement piece for a seamless “Dutchman” repair — Consigli’s

masonry team are master matchmakers.

Experimentation in a Mason’s Kitchen: 300 Recipes and CountingBob Levitre brought his meticulous approach to developing the perfect colored stucco to match and restore the historic stucco pathways at the Trustees of Reservation’s Francis William Bird Park in Walpole, Massachusetts.

Stucco’s ingredients, virtually the same as mortar’s, are sand, a “binder” (i.e. cement or lime) and water. The color of mortar and stucco comes from the sand and any added pigments. To create a perfect

match of color and texture is a painstak-ing process—and like a secret family recipe—its success can depend on a pinch of this and a dash of that. While Bob, and veteran masons like him, are guided by experience in creating a mortar to match an existing historic property, fine tuning it to be the just the perfect fit takes patient testing and experimentation.

In developing the perfect stucco match for the recent Bird Park path restoration, Bob created and tested over 40 recipes with varying types and amounts of aggregate, binder and pigment—with test samples assembled and then “baked” in an oven to speed drying. These resulting mortar “pat-ties” were then compared systematically to the existing stucco in the park. Through this iterative process, it becomes clear how a mortar recipe needs to be tweaked to find the right balance of components—and the right match results. When asked how many individual mortar recipes he has worked with over his years as a mason, Bob figured about 300—so far.

“Every day you learn something,” Bob remarked, while explaining that mastering masonry skills is truly a career-long effort.

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Dutchmen at Dorchester’s Parish of All SaintsAmong the masonry repair techniques used in Consigli’s historic restoration of Dorchester, Massachusetts’ Parish of All Saints—where no fewer than 35 tons of historically matched mortar was applied to 46,000 feet of masonry joints—Consigli 20-year veteran mason Stanley Boratyn and the All Saint’s masonry restoration team brought their ability to repair stone with stone, using the “Dutchman” method.

Originally built in 1893 and listed on the National Register of Historic Places, The Parish

of All Saints was the first church designed by notable Boston architect Ralph Adams Cram,

and strongly influenced parish church building in America and Europe.

Stanley explained the trick with Dutchman repair is to cut the replacement stone to fit as snuggly as possible, so very little epoxy is needed to hold it in place—increasing its seamless appearance. He estimates that he

has created at least 300 Dutchman repairs over the years on our projects.

Echoing Bob Levitre, Stanley agrees that masonry work is a skill perfected over a lifetime, “Every single day you are learning something new.”

Our team has also identified a number of areas on this National Register of Historic Places property that required Dutchman repair that the restoration architects missed. So far, more than 15 areas of the church’s sandstone trim have been replaced— from the roof’s parapet, to the entry porch, to door and window lintels—using stone recycled from other areas of the church.

Now, with the restoration heading toward a late fall 2014 completion, The Parish of All Saints is just about ready for another hundred years—or more. ■

Measuring aggregate for a test batch of mortar Preparation of mortar sample “patties” Keeping track of the recipes

Measuring stone for Dutchman repair

Comparing three samples; each is acid washed on the right side, to expose the aggregate

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CREATIVE PARTNERING = BIG WIN FOR KCCM’S ALBANY OFFICETroy’s Riverfront Development Creates New Community Destination

In early February, Troy City officials announced that KCCM was selected to build a new $27 million mixed-use waterfront development in the heart of the City’s historic downtown.

“This is a significant new project for Kirchhoff-Consigli,” said Greg Burns. “We are excited to be part of Troy’s game-changing waterfront renewal, and to expand our local presence in

the Capitol region.”

Located on the 1.5-acre site of the former City Hall, the project borders the Hudson River and will be developed by the joint venture team of Kirchhoff Companies and Sequence Development in a public-private partnership with the City of Troy.

“The right approach to this project has inspired creativity,” said Mayor Lou Rosamilia, “It fulfills the vision of being a destination place.”

The first phase is Monument North, a five-story, 100,000 square-foot mixed-use facility with approximately 50 apartments, 30,000 square feet of retail space, a 175-car two-story parking garage and a 20,000 square-foot permanent home for the Troy Waterfront Farmers Market on the ground floor.

The new Waterfront Farmers Market, a collaborative involving the Farmer’s Market and Capital District Community Gardens, will double as a grocery during the week.

Roll-up glass doors will allow natural light in and provide an open, airy atmosphere during the winter months. The mar-ket-rate and luxury apartments will feature modern amenities, balconies that overlook the downtown and Hudson River, and rooftop patios and gardens.

The initial phase of construction is expect-ed to begin in August of this year, with completion by fall of 2015. ■

Rendering of proposed Monument Square - River Perspective

Rendering of proposed Monument Square - Farmer’s Market perspective

NEW YORK SPOTLIGHT

to over 30,000 man-hours. Those on the project have included:

Project Team:

PX: Jeff Navin, Jim DiGiorno

Supers: Mike Caputo, Andrew Dobbins

Asst. Supers: Tim Driscoll, Mark Bisson

PM: Brian Mitchell

APM: Brad Higdon

PEs: Jon Sargent, Mary Kate Toomey, Mario Reed

LEED Administrator: Kathleen MacEwen

Estimating: Jim Learned, Dave Blelloch

Project Scheduler: Tom Kraft

M/E/P Coordinators: Mike Barry, José Javier Ayala

Carpenters: Jeff Scannell, Jim Jordan, Andy Taylor, Tony Clemente, Sean Clancey, Dave Schilpp, Jason Foskett, Willy O’Brien, Steve Tarckini, Clark Grant, Dean Hanson, Bob Arsenault, John Valone, John McGreevy, Mike McGrath, Alex Eustis, Nelson Janeiro, Christopher Raposa

Laborers: Mike Hernandez, Vitor Medeiros, Jason Rebello, Jose Cardoso, Pat Lizak, John Walsh, Gary Cappuccino, Frank Cattani, Adam Abrams, Gil Fernandes, Matt Belinskas, Roberto Mederios, John Bonati

cont. from pg. 7

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NEW RESIDENTIAL CONSTRUCTION DROPS ANCHOR AT HISTORIC NAVY YARDCreating Solid Ground for Charlestown Navy Yard’s Starboard Place

Starboard Place, the new 54-unit condo-minum development being built in the his-toric Charlestown Navy Yard, is our newest project for the Boston residential market. With construction underway since this past January and a scheduled completion late December 2014, this project is also another example of Consigli’s incorpora-tion of innovative construction approach-es to respond to a project’s particular challenges. Working with the design team, our team’s approach included the use of “Rammed Aggregate Piers®” (RAPs)— also known by the proprietary term “Geopier®” — an earth stabilization method that addressed the site’s unstable urban soil conditions.

“RAPs” are a ground improvement system developed by the North Carolina-based firm, Geopier Foundation Company. This environmentally friendly process, developed only ten years ago, is growing in use. RAPs’ soil stabilization allows for shal-low-spread footing foundations, instead of more costly, less environmentally friendly deep earth foundation systems.There

are also minimal spoils from this process, helping to mitigate the risk of hazardous materials within the soil. The construction of the RAPs to facilitate the foundation construction at Starboard Place were completed in March, and with the project’s schedule moving along as planned, the building’s wood framing began in May.

Other Consigli projects that have used RAPs include the Green Bus Depot for Massport, the Salem MBTA Station Improvements and the East Boston Hilton Garden Inn.

The development of Starboard Place is in response to Boston’s increased demand for urban living. The Boston Redevelopment Authority selected developer Kavanagh Advisory Group, LLC’s proposal for this 48,000 square-foot, high-end condominium project for Parcel 39A, a vacant lot just a stone’s throw from the popular tourist destination, the battleship U.S.S. Constitution.

The project is also notable because of the many guidelines governing its design and

construction. Because the Navy Yard is a National Historic Landmark, the design and construction of Starboard Place needs to conform to the Historic Monument Area design guidelines, which are in agreement with the National Park Service, Massachusetts Historical Commission, Boston Landmarks Commission and the Boston Redevelopment Authority.

Designed by Boston-based architects Bargmann Hendrie + Archetype, Inc., Starboard Place will offer studio, and one- and two-bedroom condos in a four-story, wood-framed building that will complement the historic masonry architecture of the Navy Yard and respond to Historic Monument Area architectural guidelines. ■

The Geopier Approach: An Overview of RAP Construction

The construction process is remarkably simple and fast:

1. Drill a cavity to depths ranging from 7 to 30 feet deep and 24 to 36 inches in diameter.

2. Place a 12-inch layer of open-grade aggregate at the bottom of the cavity.

3. Compact the aggregate using a patent-ed tamper that delivers a high-energy impact ramming action. The ramming action compacts the aggregate and pre-stresses the surrounding soil. Successive lifts of well-graded aggregate are then rammed in place.

BOSTON SPOTLIGHT

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IT PAYS TO KNOW YOUR BENEFITSYou put your insurance card in your wallet, glance at your pay stub and, hopefully, take notice of Intranet messages and emails related to Consigli’ s benefits and wellness offerings. But, do you really know how your best-in-class benefits score big for you? Check it out…

If you are covered under your spouse’s employer-provided health insurance plan, you can receive $500 per month in our Medical Buyout program.

The Fidelity 401(k) program offers a 50% match on the first 8% of weekly pay. If you put in $50 dollars, Consigli will match $25.

Eligible employees are automatically en-rolled in the Company-Sponsored Life Insurance program at no cost to the employee. The life insurance coverage is equivalent to two times your annual salary.

If you participate in the Wellness Evaluations, you may be eligible for a discount of $624 on your weekly insurance premiums. If both you and your spouse participate, it can be $1,248!

The EyeMed Vision Plan has a yearly credit of $130 towards frames or contacts for each member. The plan pays for itself as the total premium cost for employees is only $77 per year.

Don’t forget – your benefits also include eight hours of volunteer pay per year; tuition reimbursement; discounts on Microsoft and Verizon products and services; and gym membership reimbursements. ■

HR UPDATE

Do I need to invent something to be innovative?

You can invent something if you like, but in-novation is about making something better, more than inventing a new item.

I’m not great with technology, so I don’t think this applies to me.

Innovative ideas don’t always include technology; it could be an improvement to almost anything, anywhere.

Can I build on someone else’s innovation and submit that?

Yes, absolutely! One of the key reasons for doing this is to share great ideas and make everything that we do better—so if you take an innovation and make it better or apply it in a different situation, then we want to hear about it.

Can I submit something that I did last year/month/project?

Yes. We know that there have been some great ideas implemented in the recent past that people don’t know about but could help us all.

I have a bigger innovation idea that I’d like to pursue. How do I do that?

Submit your idea with as much information as possible; we’ll work with you to deter-mine the best way to implement it either on a project or as a corporate initiative.

Do you have an example of a submitted innovation?

Yes, go to the Innovation page on the intranet for a couple of examples. ■

INNOVATION INITIATIVES FAQS (cont. from page 3)

Michelle Krassopoulos, Benefits Manager

National Safety STAND-DOWNTO PREVENT FALLS IN CONSTRUCTION

J U N E 2 – 6 , 2 0 1 4

Stop Falls Stand-DownPlan. Identify all fall exposure issues/ determine controls.

Protect. Install safety railing around openings.

Prepare. Place signage to alert team to fall-protection usage.

Harness. Wear properly �tted safety harness.

Tie-in. Connect to 5000 lb. anchorage/SRL connected to rear D-ring.

1.

2.

3.

4.

5.

Safety Pays. Falls Cost.

For more information: www.osha.gov/StopFallsStandDown

#StandDown4Safety(800) 321-OSHA (6742)

15

Janice NarowskiAssistant Project Manager

Janice has just celebrated her 11th anniversary with Consigli. Recruited by Kat MacEwen, her career has evolved from Project Engineer to Assistant Project Manager. She has logged plenty of project travel over the years, from her work for our Portland, Maine, Milford and Williamstown, Massachusetts offices; currently she is enjoying being closer to home while work-ing on the Ipsen project in Cambridge.

What do you enjoy doing outside of work?

A: Anything that gets me outdoors— hiking, skiing, softball—and of course, Red Sox games.

Are you involved in the community? If so, how?

A: Yes. I recognize how fortunate I am and want to do what I can to help others

have more of the opportunities I have had. Since joining Consigli, each year I work on community building projects—this spring I helped build playgrounds with Consigli’s Working for Worcester team. I also walked in the Worcester Heart Walk this May.

Who or what is the biggest influence in your life?

A: My dad: he has always talked about the power of teamwork, working hard and staying committed to goals. He is a mechanical engineer and growing up, he was always showing me how to fix and build things, to problem solve as you go.

What is a fun fact few people know about you?

A: I have run two marathons—one in Portland, Maine and one in Newport, Rhode Island—thanks to an initial chal-lenge by Jody Staruk, a Consigli Project Manager. I also have been training and participating in Spartan Races—obstacle course challenges. I am training now for this November’s race in Fenway Park. ■

Tim Driscoll Assistant Superintendent

Tim joined Consigli this March and is working at the NMR/Buddhist Temple project in Rayhnam, Mass.

Q: What do you enjoy doing outside of work?

A: I enjoy relaxing on my porch with a cold beer in hand, staring at the exces-sively large lawn I will have to mow and thinking about the repairs I will have to make for the next 30 years on my newly acquired 1830’s home.

Q: Are you involved in the community? If so, how?

A: I have been involved with a community program that reached out to local High Schools in troubled neighborhoods, giving students the opportunity to have on-site visits, construction-related lessons and

experience the construction industry first hand. Doing so made them aware that there are other occupations in the con-struction industry such as: construction managers, estimators, engineers, architects, BIM coordinators, etc.

Q: Who or what is the biggest influence in your life?

A: It may seem cliché, but my friends and family are the biggest influence in my life. They have taught me the invaluable lesson that hard work pays off, and have always been there in times of need.

Q: What is a fun fact few people know about you?

A: I spent 23 consecutive days hiking the Appalachian Trail with one of my best friends. We hiked approximately 300 miles north to Mount Katahdin in Maine, sleeping in lean-tos along the trail. And, it rained for a week straight along the way. ■

EMPLOYEE SPOTLIGHT

16

ON THE LEAN FRONTPull Planning “Don’t’s and Do’s” As we integrate Lean practices into our work and projects, here are a few tips on facilitating Pull Planning from Lean Coordinator, Kim Maul.

InvitationsDon’t: Invite subs who aren’t involved in the work you’re planning. 

Only invite those people that can contribute to the planning (unless they are there to learn). Inviting people that don’t belong only frustrates them with this process. This advice can be applied anywhere.

Do: Invite the owner/architect/engineer to the session.

In the beginning of your project’s Lean journey it’s great to bring along the owners rep to show what you’re up to and how their decisions relate to the flow of work you are planning. If it is a complicated piece of work, it helps to have the architect or engineer present to answer questions about details that can affect sequencing. 

Placing stickiesDon’t: Touch other people’s stickies.

Rearranging other people’s stickies is bad etiquette. Treat each sticky as if it is a piece of work. If you begin to touch other people’s work, you may find them disengage and stop collaborating. It may be uncomfortable at first, but this simple rule prevents poor Pull Plans with no buy-in or collaboration.

Do: Question durations and sequencing. 

This is what I like to call the sniff test. Is there anything on the board that doesn’t quite make sense? Ask questions. Always probe to deeply understand why or what the issue is. Someone in the conversation is going to learn something, and that is the name of the game. 

ConstraintsDon’t: Let constraints stand in the way of getting durations, sequence, and handoffs on the wall.

Participants can get bogged down in why they can’t do their work. Ask them some pulling questions and write down what constraint is standing in their way. This gets them back to the task at hand— getting the sequence, durations, and handoffs on the wall. 

Do: Gather a list of constraints during, or at the end, of the session and write them down.

Pull Plans are a great place to gather constraints as they tend to get communicated here.

Don’t: Overwhelm the subs with information before the session.

This can contribute to “analysis paralysis” and the idea that it is added work. It is best to just go in and Pull Plan. Subs will feel the difference when they are in the middle of it. Remember, a cornerstone of Lean is to learn by doing. 

Do: Assume the subs will buy-in to the process.

Don’t let the question of whether or not subs will buy-in stop you from giving this a try. In my experience, I have yet to see a sub (even the crustiest of curmudgeons) not buy-in.

Last Planner SystemDon’t: Think that Pull Planning is what makes the Last Planner System great. 

There is more to LPS than just a great Pull Plan. It’s very important to make sure that the great flow everyone put time and effort into can be achieved and improved upon. After all, what good is a great plan if you can’t identify and remove the constraints to execution? 

Do: Push to continuously improve.

Avoid the trap of cruise control. As we say at Consigli, “Good is the enemy of great.” Not getting better is a huge waste of our talent and a disservice to our clients, our subs, and to us. ■

Lean Coordinator, Kim Maul