Laboratory studies of dense bituminous mixes ii with reclaimed asphalt materialseSAT Journals
Abstract
The issue of growing demand on our nation’s roadways over that past couple of decades, decreasing budgetary funds, and the need to
provide a safe, efficient, and cost effective roadway system has led to a dramatic increase in the need to rehabilitate our existing
pavements and the issue of building sustainable road infrastructure in India. With these emergency of the mentioned needs and this
are today’s burning issue and has become the purpose of the study.
In the present study, the samples of existing bituminous layer materials were collected from NH-48(Devahalli to Hassan) site.The
mixtures were designed by Marshall Method as per Asphalt institute (MS-II) at 20% and 30% Reclaimed Asphalt Pavement (RAP).
RAP material was blended with virgin aggregate such that all specimens tested for the, Dense Bituminous Macadam-II (DBM-II)
gradation as per Ministry of Roads, Transport, and Highways (MoRT&H) and cost analysis were carried out to know the economics.
Laboratory results and analysis showed the use of recycled materials showed significant variability in Marshall Stability, and the
variability increased with the increase in RAP content. The saving can be realized from utilization of recycled materials as per the
methodology, the reduction in the total cost is 19%, 30%, comparing with the virgin mixes.
Keywords: Reclaimed Asphalt Pavement, Marshall Stability, MS-II, Dense Bituminous Macadam-II
Performance evaluation of dense bituminous macadam mix a refusal density ap...eSAT Journals
Abstract
Secondary compaction is a state; where the pavement which is compacted with the conventional compaction has been further
compacted due to the movement of traffic and which corresponds to the ultimate density which can be attained on the bituminous
pavement called as “Refusal density” of the pavement. Secondary compaction has to be studied in detail and it is understood that the
75 blows of the Marshall test does not determine the actual field circumstances. The Marshall design actually in the field will not
simulate the field conditions hence there will be a reduction in the air voids at the refusal density. Then due to fineness of the mix, this
causes the plastic deformation on the pavement surfaces. Hence an attempt has been made to study the air void content at refusal
density. Also the Bulk Density, Air voids (Va), Voids in mineral aggregate (VMA),Voids filled with Bitumen (VFB) of the mix at the
refusal density are also studied. For the simulation of the field density in the laboratory a Hugo hammer is used. The usage of the
Polymer Modified Bitumen reduces the plastic deformation and other distresses of the pavement.
Keywords: Dense bituminous macadam (DBM), Refusal density, Hugo hammers.
Grush social evolution and road pricing 2014 finalBern Grush
The social evolution of automobility opposes the network and economic optimization logic we use to promote road pricing. We need a new approach to switching to mileage-based user fees. Our next best hope is the autonomous vehicle.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Dense Bituminous Macadam (DBM) is a binder course used for roads with more number of heavy commercial vehicles and a close-graded premix material having a voids content of 5-10 per cent.
Laboratory studies of dense bituminous mixes ii with reclaimed asphalt materialseSAT Journals
Abstract
The issue of growing demand on our nation’s roadways over that past couple of decades, decreasing budgetary funds, and the need to
provide a safe, efficient, and cost effective roadway system has led to a dramatic increase in the need to rehabilitate our existing
pavements and the issue of building sustainable road infrastructure in India. With these emergency of the mentioned needs and this
are today’s burning issue and has become the purpose of the study.
In the present study, the samples of existing bituminous layer materials were collected from NH-48(Devahalli to Hassan) site.The
mixtures were designed by Marshall Method as per Asphalt institute (MS-II) at 20% and 30% Reclaimed Asphalt Pavement (RAP).
RAP material was blended with virgin aggregate such that all specimens tested for the, Dense Bituminous Macadam-II (DBM-II)
gradation as per Ministry of Roads, Transport, and Highways (MoRT&H) and cost analysis were carried out to know the economics.
Laboratory results and analysis showed the use of recycled materials showed significant variability in Marshall Stability, and the
variability increased with the increase in RAP content. The saving can be realized from utilization of recycled materials as per the
methodology, the reduction in the total cost is 19%, 30%, comparing with the virgin mixes.
Keywords: Reclaimed Asphalt Pavement, Marshall Stability, MS-II, Dense Bituminous Macadam-II
Performance evaluation of dense bituminous macadam mix a refusal density ap...eSAT Journals
Abstract
Secondary compaction is a state; where the pavement which is compacted with the conventional compaction has been further
compacted due to the movement of traffic and which corresponds to the ultimate density which can be attained on the bituminous
pavement called as “Refusal density” of the pavement. Secondary compaction has to be studied in detail and it is understood that the
75 blows of the Marshall test does not determine the actual field circumstances. The Marshall design actually in the field will not
simulate the field conditions hence there will be a reduction in the air voids at the refusal density. Then due to fineness of the mix, this
causes the plastic deformation on the pavement surfaces. Hence an attempt has been made to study the air void content at refusal
density. Also the Bulk Density, Air voids (Va), Voids in mineral aggregate (VMA),Voids filled with Bitumen (VFB) of the mix at the
refusal density are also studied. For the simulation of the field density in the laboratory a Hugo hammer is used. The usage of the
Polymer Modified Bitumen reduces the plastic deformation and other distresses of the pavement.
Keywords: Dense bituminous macadam (DBM), Refusal density, Hugo hammers.
Grush social evolution and road pricing 2014 finalBern Grush
The social evolution of automobility opposes the network and economic optimization logic we use to promote road pricing. We need a new approach to switching to mileage-based user fees. Our next best hope is the autonomous vehicle.
IJRET : International Journal of Research in Engineering and Technology is an international peer reviewed, online journal published by eSAT Publishing House for the enhancement of research in various disciplines of Engineering and Technology. The aim and scope of the journal is to provide an academic medium and an important reference for the advancement and dissemination of research results that support high-level learning, teaching and research in the fields of Engineering and Technology. We bring together Scientists, Academician, Field Engineers, Scholars and Students of related fields of Engineering and Technology
Dense Bituminous Macadam (DBM) is a binder course used for roads with more number of heavy commercial vehicles and a close-graded premix material having a voids content of 5-10 per cent.
This presentation is on the theory of disruption by Clayton Christensen. While it is easy to explain why bad companies fail it is hard to understand how good companies, who are supposedly do everything right, fail in the end. The theory of disruption offers different ways of thinking to capture this phenomenon.
I explain the theoretical foundations and present a popular example of a new market disruption (the iphone). In the end the different key points of disruption are summarized.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
3D Printing Devices From Principles to ApplicationDaniel Thomas
3D Printing is NOW a rapidly evolving technology consisting of many different methods for fabricating a new generation of advanced components and structures.
The most important aspect of this technology is that 3D Printing becomes a sustainable, scalable and viable future manufacturing method.
Research focuses on making complex components from a range of innovative and functional materials. These are being used to make new machines and functioning devices.
This lecture will consider the different 3D Printing technologies being developed.
Steve Aranoff helps us all to understand the evolving opportunities with his 'How to make money from Digital Finishing' presentation given at the 2nd Global Channel Partners Summit held during Print 2013 in Chicago; for more information check us out on www.global-channel-partners.com
This is the slide deck of a keynote I gave at Java Forum Nord 2016.
I started with some of the contradictory requirements, developers find themselves often confronted with and the question, if there is a bigger context that we can use to make sense of it.
Then I did a bit of "time-traveling", explaining where we came from and how business and IT have evolved over time. The core finding was that we find ourselves in the middle of a revolution that is going on (not only) in IT.
The last part were some recommendations how an IT developer can at least reduce the risk to become "revolution roadkill".
As always most of the content was on the voice track. But maybe the slides are still a bit helpful on their own.
"Why DevOps is not enough" by Uwe Friedrichsen
The DevOps movement is gaining momentum - which is good. But still DevOps often is seen way to small. DevOps is not only some more collaboration between Development and Operations. It is the implementation driver for a massive change in IT - and it is not enough in itself. In this session we will examine the drivers and goals behind DevOps, why we need the change, how DevOps affects the whole IT and what else is needed to really "become DevOps". We will develop an "DevOps ecosystem" and draw the missing lines between several important concepts that all feed into the actual goals behind DevOps.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
DevOps is not enough - Embedding DevOps in a broader contextUwe Friedrichsen
As the subtitle says, this talk tries to embed DevOps in a broader context. Therefore first briefly is sketched, how the state of IT is perceived by many people in IT. Additionally, DevOps is briefly defined by explaining the three ways as they were described in the book "The Phoenix Project".
After this short introduction the claim of the title is picked up: "Why is DevOps not enough?". In order to explain this claim, the history of economic markets and of IT are briefly explained. The bottomline is that almost all markets supported by IT have drastically changed in the years since IT became relevant for companies. Additionally, IT itself has changed dramatically in this period of time. Therefore, most of the common knowledge and best practices, we stick to in IT became counter-productive meanwhile because they solve a completely different problem, i.e., the problems of the times when the markets and IT itself were totally different.
The conclusion from the short examination of history is that we basically have to re-think IT as a whole, which is discussed briefly in the next section of the talk. This section first has a look at the new drivers that inflict change on IT. Then it derives the new goals of IT and shows some of the building blocks.
Having this new idea of IT at hand, the role of DevOps in it is finally considered. Starting with DevOps and its continuous pursuit of shortening cycle times in order to optimize outcome, DevOps can be used to drive the change of IT. This is exemplarily shown by starting with DevOps and then see, which question arise from that and what solutions it leads to. In the end of the example, many of the building blocks of the new IT are in place - just by starting with DevOps and continuously improving.
This is a very dense talk covering a lot of ground in order to lead to the final observation that DevOps can (and should) be used to drive the required change of IT and many detail have been left out. Also the voice track is missing of course, but I still hope that it provides you with some useful information.
This slide deck is basically an extended and updated version of the "Microservices - stress-free and without increased heart-attack risk" slide deck - yet quite a lot of extensions and updates.
The deck is organized in three parts: Why, What and How.
The first part addresses the question if and when you should use microservices at all. It tries to create a bigger picture by explaining changing (business) markets and a changing role of IT and fits microservices into that picture. When looking at this picture it also becomes clear that microservices always should accompanied by other measures like DevOps, Cloud and some more if you really want to leverage its benefits. Otherwise you usually only get the downsides of microservices with harvesting their benefits.
The second part revisits the famous blog post from James Lewis and Martin Fowler, using it to explain what characteristics the microservice architecural style has. It turns out that this post contains quite a lot of information and that quite often only a subset of the characteristics get implemented.
The third part, the "How" dives deeper into the challenges and pitfalls that you usually encounter if you decide to adopt microservices. While of course not being complete and not being a perfect guide that makes everything easy, it should at least help you tho avoid the most common problems and pitfalls.
As always the voice track is missing which contains most of the information (it is a 90 min talk after all), but hopefully also the slides alone contain some helpful information.
St David’s Day Lecture - Newport University
John Dew, of Dew Cadre Change Associates ltd's presentation from the inaugural St David's day lecture on: "Our Changing World: 21st Century Workpace" National athletes for growth.
Dew Cadre is a change management consultancy specialising in the public and non-governmental sector delivering outstanding results through High Impact Intervention Teams. Dew Cadre is based in Cardiff, South Wales
http://www.dewcadrechangeassociates.com
This presentation is on the theory of disruption by Clayton Christensen. While it is easy to explain why bad companies fail it is hard to understand how good companies, who are supposedly do everything right, fail in the end. The theory of disruption offers different ways of thinking to capture this phenomenon.
I explain the theoretical foundations and present a popular example of a new market disruption (the iphone). In the end the different key points of disruption are summarized.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
3D Printing Devices From Principles to ApplicationDaniel Thomas
3D Printing is NOW a rapidly evolving technology consisting of many different methods for fabricating a new generation of advanced components and structures.
The most important aspect of this technology is that 3D Printing becomes a sustainable, scalable and viable future manufacturing method.
Research focuses on making complex components from a range of innovative and functional materials. These are being used to make new machines and functioning devices.
This lecture will consider the different 3D Printing technologies being developed.
Steve Aranoff helps us all to understand the evolving opportunities with his 'How to make money from Digital Finishing' presentation given at the 2nd Global Channel Partners Summit held during Print 2013 in Chicago; for more information check us out on www.global-channel-partners.com
This is the slide deck of a keynote I gave at Java Forum Nord 2016.
I started with some of the contradictory requirements, developers find themselves often confronted with and the question, if there is a bigger context that we can use to make sense of it.
Then I did a bit of "time-traveling", explaining where we came from and how business and IT have evolved over time. The core finding was that we find ourselves in the middle of a revolution that is going on (not only) in IT.
The last part were some recommendations how an IT developer can at least reduce the risk to become "revolution roadkill".
As always most of the content was on the voice track. But maybe the slides are still a bit helpful on their own.
"Why DevOps is not enough" by Uwe Friedrichsen
The DevOps movement is gaining momentum - which is good. But still DevOps often is seen way to small. DevOps is not only some more collaboration between Development and Operations. It is the implementation driver for a massive change in IT - and it is not enough in itself. In this session we will examine the drivers and goals behind DevOps, why we need the change, how DevOps affects the whole IT and what else is needed to really "become DevOps". We will develop an "DevOps ecosystem" and draw the missing lines between several important concepts that all feed into the actual goals behind DevOps.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
DevOps is not enough - Embedding DevOps in a broader contextUwe Friedrichsen
As the subtitle says, this talk tries to embed DevOps in a broader context. Therefore first briefly is sketched, how the state of IT is perceived by many people in IT. Additionally, DevOps is briefly defined by explaining the three ways as they were described in the book "The Phoenix Project".
After this short introduction the claim of the title is picked up: "Why is DevOps not enough?". In order to explain this claim, the history of economic markets and of IT are briefly explained. The bottomline is that almost all markets supported by IT have drastically changed in the years since IT became relevant for companies. Additionally, IT itself has changed dramatically in this period of time. Therefore, most of the common knowledge and best practices, we stick to in IT became counter-productive meanwhile because they solve a completely different problem, i.e., the problems of the times when the markets and IT itself were totally different.
The conclusion from the short examination of history is that we basically have to re-think IT as a whole, which is discussed briefly in the next section of the talk. This section first has a look at the new drivers that inflict change on IT. Then it derives the new goals of IT and shows some of the building blocks.
Having this new idea of IT at hand, the role of DevOps in it is finally considered. Starting with DevOps and its continuous pursuit of shortening cycle times in order to optimize outcome, DevOps can be used to drive the change of IT. This is exemplarily shown by starting with DevOps and then see, which question arise from that and what solutions it leads to. In the end of the example, many of the building blocks of the new IT are in place - just by starting with DevOps and continuously improving.
This is a very dense talk covering a lot of ground in order to lead to the final observation that DevOps can (and should) be used to drive the required change of IT and many detail have been left out. Also the voice track is missing of course, but I still hope that it provides you with some useful information.
This slide deck is basically an extended and updated version of the "Microservices - stress-free and without increased heart-attack risk" slide deck - yet quite a lot of extensions and updates.
The deck is organized in three parts: Why, What and How.
The first part addresses the question if and when you should use microservices at all. It tries to create a bigger picture by explaining changing (business) markets and a changing role of IT and fits microservices into that picture. When looking at this picture it also becomes clear that microservices always should accompanied by other measures like DevOps, Cloud and some more if you really want to leverage its benefits. Otherwise you usually only get the downsides of microservices with harvesting their benefits.
The second part revisits the famous blog post from James Lewis and Martin Fowler, using it to explain what characteristics the microservice architecural style has. It turns out that this post contains quite a lot of information and that quite often only a subset of the characteristics get implemented.
The third part, the "How" dives deeper into the challenges and pitfalls that you usually encounter if you decide to adopt microservices. While of course not being complete and not being a perfect guide that makes everything easy, it should at least help you tho avoid the most common problems and pitfalls.
As always the voice track is missing which contains most of the information (it is a 90 min talk after all), but hopefully also the slides alone contain some helpful information.
St David’s Day Lecture - Newport University
John Dew, of Dew Cadre Change Associates ltd's presentation from the inaugural St David's day lecture on: "Our Changing World: 21st Century Workpace" National athletes for growth.
Dew Cadre is a change management consultancy specialising in the public and non-governmental sector delivering outstanding results through High Impact Intervention Teams. Dew Cadre is based in Cardiff, South Wales
http://www.dewcadrechangeassociates.com
1. The Evolution of our Industry “It is not the strongest of the species that will survive, or the most intelligent. It is the one most adaptable to change.” Larry Housel Michelle Fitzgerald Brent Hilliard Jeff Zimmerman Jack Bailey
2. Manufacturing Progress Manufacturing is at a crossroads. It’s no longer good enough to be “good” in the global marketplace, you must be “great”. Disciplined people, thinking disciplined thoughts, taking disciplined action, is the winning combination we need to succeed.
3. Adapting to Change in the Workplace The very nature of life proves that change is all around us, from the aging process to inevitable changing of the seasons. Most people will admit that they don’t know a good way to handle change. “Life is ever changing. Growth within that change is optional.”
4. What is the best way? Simply put, in our world, there is only one constant: change. That is why the adaptable will survive and thrive in times of change. 21st Century learners must be able to: Respond favorably to change Handle complexity Critically and creatively solve problems Be willing to take risks We have a love-hate relationship with change.
39. To succeed we must continue to communicate and work together better than our competition.
40. In this uncertain economic climate, we need to be prepared both financially and culturally to adapt as the marketplace requires.
Editor's Notes
Changes in Engineering and the Technology that drives it.1987 (when I started in the industry)-Drawings were done on large drawing boards on paper -Dimensioning had to be done manually and all calculations had to be done on calculators. -Dimensions drove all locating of features -part prints were all on Mylar sheets, vellum or blueprints.-Any and all changes made to the drawings hade to be erased with an electric eraser and redrawn on the same paper.-All drawings for the shop had to be run on blueprint paper, which had to be developed, using ammonia vapors...-All drawings were checked by another engineer to verify if dimensions on the prints were correct.1990's-Drawings done on computers / cad programs more -Early computer generated drawings were dimensioned on the drawing board because of the poor dimensioning of the software capabilities and some mistrust of the drawing.-More part drawings were cad generated-Changes could be made without having to use erasers and designs were not limited to the original sheets of paper they started on.-Prints issued to shop floor are straight from the plotter2010-All controlling data, whether 2d or 3d is computer generated -Part data comes in the form of 3d models which can be used for mold designs and surface models for machining -Level based drawings make access to specific mold features simpler in the case of modifications.-No more checking of mold drawings. Locations of mold components are accurate based on the design file. Dimensions reflect locations but do not drive where something is located.-Printed drawings and 3d surface renderings will be available on web based iPads for viewing by any team member at any time, based on their need.Sent from my iPad
Go over the iPad and it’s effect on us as a modern manufacturerDataInformationknowledge
