2WWW sites for counties3Implementing the golden rule of personnelmanagement3Be flexible4Safety short: Look of the future in work zones4New resource for work zone safety info4Tip from the field: Traction trick 5Three safety proponents retire5Standard construction details on CD6FieldBook becoming widespread6SHRP case studies7Save purchasing $7Instant info from IowAccess8Intelligent transportation systems:an overview 10Concrete quality now easier to monitor10Proposed changes to MUTCD11Conference calendar: Read aboutconferences
E C H N O L O G Y N E W S
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Center for Transportation Research and Education
T r a n s p o r t a t i o n t e c h n o l o g y t r a n s f e r f o r I o w a ’ s l o c a l g o v e r n m e n t s
r o a d s / b r i d g e s / t r a n s i t
MoGO inspection
This article is part of a continuing series of tips for motor grader operators.
A 45–60
MINUTE
PREINSPECTION
of themotor grader should be part of anoperator’s daily routine, says VinceOlson, a Story County motor graderoperator with 15 years experience.Olson currently operates a Gallion 850 motorgrader, which Story County purchased a few months ago. Even though Olson’s motor grader isnew, Maintenance Superintendent Jeff Biddle saysthey “expect to experience some problems on new machines.”Olson discovered a small problem with the front wheel drive during the big snowstorm in early Feb-ruary. Gallion’s service person does a good job of helping to correct problems, Biddle says.The newer motor graders require major service lessfrequently. Olson’s Gallion needs it every 250 hourscompared to every 100–125 hours on some oldermachines.
Olson begins hispreinspection on theright side of themotor grader, walk-ing around thefront, down the leftside, and around theback so he finisheshis inspection by turning on thepower. He looks forleaks that wouldindicate loose sealsor fittings.Olson eyeballs the tiresto see if they’re low.Since Story County motor grader operatorsdrive the samemachines, operatorsget to know how theirmachines’ tires look.Olson recommendsadding fenders becausethey save the wind-shield from flyingdebris. A service mapnext to theGallion’s cabindicates how often parts needto be greasedbetween servicechecks. Someparts need greas-ing every day.
M
O
GO . . . continued on page 2
Plan to attend the Crossroads 2000 researchconference August 19–20, 1998. See page 11 formore information.
Crossroads 2000
April-May1998
TECHNOLOGY NEWS
2
APR-MAY 1998
The preparation of thisnewsletter was financed through theLocal Technical Assistance Program(LTAP). LTAP is a nationwideeffort financed jointly in Iowa by the Federal Highway Administration and the IowaDepartment of Transportation.The mission of Iowa’s LTAP:To foster a safe, efficient,environmentally soundtransportation system by improvingskills and knowledge of localtransportation providers throughtraining, technical assistance, andtechnology transfer, to improve thequality of life for Iowans.Subscriptions to
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ECHNOLOGY NEWS
are free, and we welcome your comments,questions, and suggestions. Tosubscribe, or to obtain permissionto reprint articles, contact the editorat the address below.Center for TransportationResearch and Education2625 N. Loop Drive, Suite 2100Ames, Iowa 50010-8615Telephone: 515-294-8103Fax: 515-294-0467http://www.ctre.iastate.edu/Tom MazeDirectortom@ctre.iastate.eduDuane Smith Associate Director for Outreachdesmith@iastate.eduMarcia Brink Editormarcia@ctre.iastate.eduTom McDonaldSafety Circuit Ridertmcdonald@ctre.iastate.eduSharon Prochnow Program Coordinatorsharon@ctre.iastate.eduStan RingLibrary Coordinatorstan@ctre.iastate.eduMichele Regenold Assistant Editormichele@ctre.iastate.eduThe opinions, findings, orrecommendations expressedhere are those of theCenter for TransportationResearch and Educationand do not necessarily reflectthe views of the FederalHighway Administration or theIowa Department of Transportation.Iowa State University and theCenter for TransportationResearch and Educationprovide equal opportunities andcomply with ADA requirements inprograms and employment. Callthe Affirmative ActionOffice at 515-294-7612to report discrimination.
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ECHNOLOGY
N
EWS
nameplate was designed by Jennifer Reed.
Printed on Recycled Paper
Here Olson checks the antifreeze, oil, and transmissionfluid and looks for puddles on the floor.Olson believes this oil leak at therear of the motor grader is a blow-by leak caused by an air filter prob-lem. The Gallion service personfixed it shortly after this photo wastaken.Once Olson checks the batteries,he’s completed his walk-aroundinspection and turns on the power.Olson makes sure the warning lights inthe cab are functioning. He also checksthe exterior lights.
MoGO . . . continued from page 1
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HINKING
OF
developing a web site?Check out the following sites:http://www.wayneroads.com/ Wayne County, Michiganhttp://www.rad.co.san-diego.ca.us/cnty/cntydepts/landuse/works/index.htmlSan Diego County, Californiahttp://www.kcrc-roads.com/Kalamazoo County Road Commission, Michiganhttp://www.co.polk.ia.us/Polk County, Iowahttp://www.naco.org/affils/nace/index.htmNational Association of County Engineers
WWW sites for counties
TECHNOLOGY NEWS
3
APR-MAY 1998
Center for Transportation Research and Education
CTRE
LTAP Advisory Board
The people listed below helpguide and direct the policiesand activities of the Center forTransportation Research andEducation’s Local Technical Assistance Program (LTAP)The board meets at leastannually.Contact any of the advisory committee members tocomment, make suggestions, orask questions about any aspectof LTAP.Saleem BaigLocal SystemsIowa Department of TransportationTelephone: 515-239-1051Gary FoxTraffic andTransportation DirectorCity of Des MoinesTelephone: 515-283-4973Kevin GilchristSenior Transportation PlannerDes Moines MetropolitanPlanning OrganizationTelephone: 515-237-1316Neil GuessCity EngineerCity of NewtonTelephone: 515-792-6622Becky HiattIowa Division, FederalHighway AdministrationTelephone: 515-233-7321Raymond HollandCity EngineerCity of Bettendorf Telephone: 319-344-4055Harold JensenStory County EngineerTelephone: 515-382-6581Larry JesseLocal SystemsIowa Department of TransportationTelephone: 515-239-1528Brian ParkerIowa Division, FederalHighway AdministrationTelephone: 515-233-7315Bob Sperry Webster County EngineerTelephone: 515-576-3281
Alan Estvold, Montgomery County Engineer
This is the second article in a three-part serieson personnel management.
T
HE
BIBLICAL
GOLDEN
RULE
— “Do untoothers as you would have them do untoyou”—was the underlying managementphilosophy of James F. Lincoln of the Lincoln Elec-tric Company, maker of the Lincoln welder.Lincoln’s management style inspired tremendousloyalty among his employees in the early years of this century.I have suggested a modern golden rule of personnelmanagement: Manage people as
they
would like tobe managed. This rule doesn’t require any specialtraining or technique, just common sense and sin-cere effort. If managers take this philosophy seri-ously, however, they can become good or even greatmanagers.This sounds oversimplified, but managing by thegolden rule isn’t as easy as it sounds. Good manag-ers are not born; they work hard at it. The goldenrule of personnel management requires managers tobe attentive to employees, to get to know their per-sonality traits, and to be compassionate. It requires amanager to be vigilant about production and quality while treating employees with respect, even if respect is not reciprocated.The result of this managerial style is generally hap-pier, more satisfied, and more motivated employees.Motivated employees are productive employees.But it is not a manager’s job to motivate employees.The key to motivation lies within the employeesthemselves, with their own sense of self-esteem andsatisfaction. Self-motivation is the only lasting kindof motivation.It
is
the manager’s job to promote and nourish theinherent drive within employees to do a good job.For some employees, this means giving them moreresponsibility and authority over how they performtheir jobs. Other employees need and appreciatemore direction and control. Every employee needsto be acknowledged for a job well done. A goodmanager gets to know his or her employees wellenough to understand how to encourage theirinherent motivation. Unfortunately, a manager who
Alan Estvold is a professional engineer and land sur- veyor. He has a bachelor of science degree in civil engi- neering from North Dakota State University and a master of arts degree in management from Bellevue University.
Implementing the golden rule of personnelmanagement
makes no effort to understand his employees’ work styles can make the most motivated employees losetheir desire to do a good job.The golden rule certainly does not advocate a laissezfaire style, one that is sloppy, hands off, uncaring, orcareless about production and quality. Nor does itmean a manager should overlook problems withemployees’ behavior, production, or work quality.The final article in this series will discuss applyingthe golden rule of management to employeediscipline.
Be flexible
F
LEXIBILITY
IN
H
IGHWAY
D
ESIGN
, a new book pub-lished by the Federal Highway Administration(FHWA), discusses the design process, designguidelines, and case studies demonstrating flexibledesign.The design process should include a planning phasethat requires active public involvement, not justcommentary on developed designs. Design guide-lines should go beyond the AASHTO
Green Book
, which is not a design manual, to include problemdefinition, project definition, aesthetic treatment,context of the design, etc.The six case studies describe improvements andreconstruction in California, Maryland, New York,and Oregon. Each case study has sections explainingactions that were taken to resolve environmentaland design issues as well as lessons learned from theproject.The LTAP library has several copies of this publica-tion. Contact Stan Ring, library coordinator,515-294-9481, stan@ctre.iastate.edu.
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