When an asphalt producer wins a major highway contract, the gap between existing production capacity and project requirements can be the deciding factor between profit and loss. For Ajax Paving Industries, the award of a 30-mile design/build widening and resurfacing project on Interstate 75 between Naples and Fort Myers, Florida, created an immediate need for a significant upgrade in hot mix asphalt production. Understanding how the company navigated this transition offers valuable lessons for any contractor considering capacity expansion. For a broader perspective on how such projects fit into overall delivery timelines, see Key Facts About Construction Project Life Cycle Phases.
Assessing Production Needs for Major Infrastructure Projects
The decision to upgrade production capacity rarely happens in isolation. It emerges from a clear understanding of current limitations, future market growth, and the specific demands of a committed project. Ajax Paving Industries had been operating a portable 1984 Cedarapids 160-tph Standard Havens Low Rider in the South Fort Myers area since 1999, after completing a major highway project in Central Florida. The plant ran from 6 a.m. to 6 p.m., five to six days a week, year-round. Florida’s climate allows construction activities to continue without the seasonal shutdowns common in northern states, which meant the plant never stopped operating.
From Portable Plant to Permanent Solution
The existing plant had served Ajax well for market testing and steady production. However, according to Robert Ray, asphalt plant manager for Ajax’s Florida Division, the continuous operation made scheduled maintenance extremely difficult. “In Florida, you just don’t shut down a plant,” Ray stated. “The weather allows us to work on projects year-round.” This operational reality meant any plant replacement had to be executed with minimal disruption to ongoing production commitments.
Several factors drove the decision to pursue a new plant:
- Existing 160-tph capacity was insufficient for large-scale highway work
- Continuous operation prevented adequate maintenance windows
- Market growth in Southwest Florida justified a permanent installation
- The I-75 project required approximately 500,000 tons of hot mix asphalt
- Lane closure restrictions demanded consistent, high-volume daily production
Calculating Tonnage Requirements and Constraints
With the I-75 design/build contract awarded jointly to Anderson Columbia and Ajax Paving Industries, the production demands became clear. The project required not just high total tonnage but consistent daily output to meet lane closure schedules. Construction Project Scheduling Methods Tools and Best Practices become critical when contractors must coordinate plant output with paving crews and traffic management plans. Ray and Vince L. Hafeli, vice president of plants and manufacturing, began evaluating plant options that could deliver the required tonnage while accommodating the high moisture content typical of Florida aggregates, which can reach 15 percent.
Selecting the Right Equipment Partners
Ajax approached the equipment selection process methodically. Rather than simply choosing a plant manufacturer and then sourcing components separately, the team identified key partners early and coordinated their contributions from the design phase. The company already had a strong relationship with Meeker Equipment for liquid asphalt storage tanks and metering systems, based on a previous custom tank design. Dillman Equipment Inc. was brought on as the plant manufacturer after extensive evaluation.
Custom Tank Design for Specialized Mixes
Meeker and Ajax had previously collaborated on a special 30,000-gallon AC tank designed for projects requiring rubber blends of up to 12 percent and polymer modified asphalts. The tank featured a non-fin coil heating system that could be removed for cleaning by sliding the coil through a manhole at the bottom of the tank. This design also incorporated a high-volume circulation system to keep particles such as crumb rubber suspended in the liquid asphalt, preventing settling at the bottom. For the new plant, three of these 30,000-gallon tanks were specified, along with diesel and waste oil tanks and all required piping.
Matching Manufacturer Culture with Operational Needs
According to Hafeli, the ultimate decision came down to more than technical specifications. “In the end, an asphalt plant is just a bunch of iron and wiring. There are several companies out there that produce asphalt plants that do a fine job,” he noted. “For me, the ultimate decision was in finding a manufacturer that had the people that meshed with the Ajax of Florida culture.” Dillman and Meeker were described by Hafeli as “get in the trench and work it out with you” companies, from design through operation. Tim Bulger, national sales manager for Dillman Equipment, noted that discussions began in November 2006 and the company guaranteed it could build a plant achieving production needs even with the 15 percent moisture content. Factors Considered Before Undertaking a New Construction Project include not only equipment specifications but also the collaborative capability of project partners.
Executing a 19-Day Plant Installation
Perhaps the most remarkable aspect of the entire project was the installation timeline. Ajax allotted just 21 days from shutdown to restart to remove the old Standard Havens plant and install the new and much larger Dillman plant within the same footprint. The old plant remained operational until noon on September 21, when disassembly began. During the shutdown, Ajax supplied paving projects from another plant. The actual installation was completed in 19 days, beating the already aggressive 21-day target.
Pre-Installation Preparation and Sequencing
Several strategies made the rapid installation possible:
- Components were shipped two months in advance of the switchover date
- New AC tanks were set up and connected to the old plant first, ensuring they were operational before the shutdown
- Old AC tanks were removed early to make room for the new baghouse
- The baghouse was brought in and set up prior to shutting down the old plant
- Dillman supplied six service personnel to assist with both disassembly and erection
- Nearly 30 people worked at the site during the peak of installation
Component sequencing was critical. As old components were removed, new ones were immediately put in place. When the Low Rider was turned off at noon, three old silos and a slat conveyor were removed and three new silos were erected before the end of the same day. Ray emphasized the importance of receiving new plant components in the proper order. “We cannot say enough as to how important it was to receive the new plant components in the proper sequencing,” he stated. “Dillman Equipment and Meeker did everything they said they would do and more.”
Key Plant Components Installed
| Component | Specification | Manufacturer |
|---|---|---|
| Counterflow drum mixer | 10 ft 6 in x 60 ft, 400 tph | Dillman Unified |
| Burner | Hauck EcoStar ESII-175, 175 million BTUs | Hauck |
| Baghouse | 120,000 cfm, four module reverse pulse | Dillman |
| Cold feed system | Seven-bin, 10 ft x 16 ft | Dillman |
| Recycle system | Two-bin, 10 ft x 15 ft, Series I | Dillman |
| Aggregate screens | 5 ft x 14 ft double deck + 5 ft x 10 ft single deck | Deister |
| AC storage tanks | Three x 30,000 gallons | Meeker |
| Storage silos | Three x 300 tons | Dillman |
| Slat conveyor | 400 tph, 112 ft | Dillman |
| Control system | WEM Total Controls blending | WEM |
By October 10, just 19 days after shutdown, the new plant was fired up and began producing mix. Industry peers had told Ajax that the 21-day target was not feasible. The project proved otherwise through meticulous planning and the cooperative effort of all contractors involved, including Asphalt Electrical Repair, Coastal Precast, E and J Welding, Mark Spalding Services, and Sunbelt/Anthony Crain Service and Trucking.
Quality Outcomes and Long-Term Capabilities
The new plant delivered immediate and measurable results. In the first seven weeks of operation, it produced in excess of 105,000 tons of mix. The first quality control test returned excellent results, and subsequent testing confirmed consistent quality. This performance was especially significant given the strict specifications governing the I-75 project.
Meeting FDOT Percent Within Limits Specifications
The Florida Department of Transportation uses a Percent Within Limits (PWL) specification for quality assurance. Ajax was delivering mix from the new plant that achieved in excess of 100 percent pay for the I-75 project. This level of quality performance demonstrates that a well-designed plant, installed correctly with proper process control, can meet the most demanding agency specifications even during the ramp-up phase of operation.
RAP Integration and Production Flexibility
Beyond meeting immediate project demands, the new plant positioned Ajax for future market conditions and sustainability requirements. The Dillman plant has the capability to handle mixes with up to 50 percent reclaimed asphalt pavement (RAP). At the time of commissioning, Ajax was designing mixes with up to 25 percent RAP, with plans to increase that percentage as mix designs were refined.
Production flexibility became a key operational advantage. The plant’s 900 tons of storage capacity allows Ajax to accommodate three to four different mix designs during the day to supply various projects and customer needs. At night, the plant can switch over to produce the 1,800 to 2,000 tons needed to supply the I-75 project. Currently, 65 percent of the asphalt produced at the plant supplies Ajax crews working on state projects, with the remaining 35 percent going to independent contractors and other customers.
For contractors navigating competitive real estate and labor markets while scaling their operations, understanding how to align project demands with production capacity is essential. How to Buy a House in a Sellers market strategies offer a parallel lesson: when demand outpaces supply, preparation, speed, and the right partners determine success. Ray summed up the plant’s capabilities by noting, “We think this plant is more than capable of handling a big project like the I-75, our other projects, our customers’ needs and the future growth of our Southwest Florida market.”