In response to increasing market demand, Inland Aggregates completed construction in May 2004, of a new $6.4 million wash plant in Villeneuve, Alberta to better serve its major market, Edmonton, Alberta. With a strong commitment to reducing costs and improving operational efficiencies, the scope of the project included replacing the existing aggregate wash plant and installing a new automated load-out system.
Increasing Market Demand
Tremendous growth in Edmonton due to housing starts, numerous infrastructure projects and commercial construction has contributed to the increased aggregate demand. "In the past decade, aggregate demand has doubled and is expected to increase 15% this year alone," commented Bob Sanderson, Manager of Inland Aggregates Northern Alberta. Capable of producing 350 tonne per hour, the previous plant was operated seven days a week, 24 hours a day during the summer season and as far into the winter months as possible. To supplement production, a portable wash plant with a 150 tonne per hour capacity was also utilized. This resulted in high operational costs due to increased labor, various repairs and overall inefficiencies in the plant itself. During the feasibility assessment conducted by a multidisciplinary team regarding replacement of the plants, it was determined that a washing facility with a production capacity of 600 tonne per hour and an automated load-out system was required to meet current and future market demand. With Alberta's economy expected to continue growing and increased demand for quality aggregate, replacing the plants with a cost effective, higher capacity plant was deemed imperative.
Teamwork Proves Invaluable In his role as team leader, Bob Sanderson assembled a team of key players including Uwe Scholz, design engineer from HeidelbergCement AG in Germany, David MacDonald, contract project manager and Brian Puchala, Operations Superintendent for Northern Alberta. Project planning began in 2002 led by Scholz. Construction commenced in November 2003, directed by the design and construction of the Villeneuve plant. This included utilizing leading edge European technology in the washing process and salvaged components and structure from the previous plant. In doing so, they helped to ensure the project aligned with the Strategic Plan and its commitment to cost reduction. As operations superintendent, Brian Puchala's input was instrumental according to both Sanderson and MacDonald. "We utilized Brian's experience and knowledge. As one of the stakeholders and the Operations Superintendent, his input was key," MacDonald stated. A large portion of the construction, approximately 10,000 man-hours, was completed over the winter by individuals who work in the plant. The involvement of Inland Aggregates' own people in the construction process enabled those who are now working in the plant to contribute their ideas and suggestions, as well as become intimately familiar with the new plant. Scholz has nothing but great things to say about the team. It was "the best team I have worked with," he commented. Together, MacDonald and Scholz implemented an initiative that continued to encourage ownership by Inland Aggregates staff. Various specialty construction teams were developed and headed up by an appointed team captain. The captain was responsible for ensuring the team carried out their assigned tasks and both David and Uwe became working members of each team. "Everyone involved in the project took their jobs seriously and really claimed ownership," MacDonald said. "As project manager, my job was made easier by being able to work with individuals willing to work hard and who were dedicated and interested." Harsh Climate is a Challenge One of the main challenges in the construction of the new plant was the Alberta winter weather. Despite project delays due to temperatures of -40° C., the setback could have been much worse without the dedication of the construction crews and subcontractors who worked through temperatures in the -30° C. range. Strict Attention to Safety The team is also to be commended on their dedication to safety. A rigid safety program was established during the planning stage and adhered to every step of the way. Before construction began, hazards were identified and a specific site safety regime was developed. Everyone working on the project was put through project specific safety training. Safety meetings were held on-site each morning. As a result of these precautions, there were no lost time injuries experienced during construction.
The New Plant The new plant is well equipped and far superior to its predecessor, producing between 600 and 800 metric tonne per hour, depending on gradation and deposits. It features automated load-out capabilities and produces higher quality aggregate. Scholz's design saw the combined use of European and North American technology and equipment to achieve a cost effective, high output plant with improved quality aggregates. While MacDonald admits he wasn't always exactly sure how the components would all work together, he trusted Scholz's knowledge and vision and made sure that this vision was realized. The resulting plant has been everything that was promised and more. Unable to operate in temperatures below -5° C., the new wash plant will operate 24 hours a day, five days a week, weather permitting (generally mid April to October). This operational schedule and the plant's new automated load-out system will meet demand and improve truck loading efficiency. The savings the new wash plant will generate, combined with the load and scale savings of the automated system, will positively affect the return on investment. The automated load-out system will reduce loading costs for transportation to market through reductions in repair spending, loading and scaling wages, and operational costs such as fuel, oil and grease. With the swipe of a card and the push of a button, trucks can pull up to the hopper and will be automatically filled with the proper weights.
In addition to efficiently producing larger quantities, the new wash plant will also improve product quality by removing deleterious material such as coal and ironstone. Product quality will be further enhanced through improved consistency of the gradation of concrete sand and a superior scrubbing process for concrete rock. The new plant is fully automated featuring Programmable Logic Compiler (PLC) technology with belt sensors, water measuring sensors, variable frequency drives (VFDs) and production scaling systems. "This project ensures our systems will carry us well into the 21st century as a leader in our industry," said Puchala. By all accounts the project has been a huge success. Despite weather delays and the usual construction challenges such as waiting for materials, the plant was operational in record time. The use of salvaged components from the previous plant contributed to cost efficiencies and the overall plant design increased output production and quality. The assembled team of Aggregate staff, subcontractors and the managing team worked extremely well together. "It was a well organized group," remarked Stan Sundquist, Vice President & General Manager of Inland Aggregates Limited. "They did a great job working together as a team to stay on schedule and keep costs to a minimum." Archives
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PHOTO CAPTION: Before the ambitious upgrade at Villeneuve,
the existing aggregate wash plant could not
keep up with market demand.
PHOTO CAPTION: The Villeneuve project team (left to
right): David MacDonald, Project
Manager; Bob Sanderson, Aggregates
Manager, N. Alberta; Brian Puchala,
Operations Superintendent, N. Alberta;
Uwe Scholz, Design Engineer.
PHOTO CAPTION: The investment in Lehigh Inland's efficient, high-producing
wash plant at Villeneuve positions the operation to meet
rapidly increasing demand for aggregate for area infra-
structure, housing and commercial construction projects.
PHOTO CAPTION: This photo captures the first
material to go over the Metso screen
at the new aggregate wash plant in
May 2004.
