6 People Not Projects - Lehigh Construction

and the industry as a whole to determine the most recent issues facing our customers and ways to develop new and unique programs toaddress them.”Lehigh Land and Building:New business, same focus on qualityA few years ago when David Knauss, President of Lehigh ConstructionThe right size for serving customersGroup, Inc., went on vacation to Seabrook and Kiawah Islands, just off theThe concepts of growth and restraint might appear mutually exclusive.coast of Charleston, South Carolina,A company that holds customer service as a core value might have tohe noticed all the new, large, luxurytake a hard look at trying to make the two work. Lehigh learned thisresidences being built as secondlesson eight years ago, when the company expanded its workforce tohomes and vacation residencessimultaneously meet an explosion in demand in order to self-performfor people who lived in Atlanta, the“ I t    c o m e s    d o w nto every individualemployee doing thebest job they can todeliver high-qualityservices to everycustomer every day.It’s what we callThe Lehigh Way.”— DavId Knauss, President ofLehigh Construction Groupthe work instead of outsourc-Northeast states, and other far-ing it. “We still believe this isflung locales. Rather than focus onthe best way to provide high-his golf swing, Knauss couldn’t helpquality service and maintainnoticing that at least some of whatcustomer relations,” Knausswas being built reflected a qualitysaid. “However, that fastof work below Lehigh’s standards.growth curve caused Lehightohireindividuals“The more we went on vacationtoothere, the more I saw the businessquickly, making it impossi-opportunity that existed,” Knaussble to control the companysaid. Lehigh had not done muchculture and ensure thatwork in the residential home sector,every individual sharedbut Knauss recognized the funda-the company’s belief inmentals were the same. “TheseThe Lehigh Way.”were 5,000-square-foot homes,Lehigh had to reassert the principles that had led to itsnot 200,000-square-foot industrialsuccess over the years. So the owners made the difficult deci-complexes — but we believed thesion to downsize the work force at the cost of turning awayconstruction experience and corebusiness that it worked so hard to gain. Lehigh now main-values we embodied could certainlytains a healthy balance of direct employees (each of whomwork in South Carolina,” he said.understands the company culture and embraces The LehighMuch like the corporate cli-Way) with supplemental support from subcontractors whoents Lehigh had worked with as itare held to the same ethical, moral, and customer-orientedexpanded into new regions, thesestandards as Lehigh’s employees. “Lehigh’s core values ofproperty owners — most of whomworking hard, doing the right thing, and sending everyonelived far from these vacation siteshome safely every day have become the vehicle for its con-— needed a contractor with a proven track record of delivering high-qualitytinued growth,” Knauss said.projects on schedule and within budget. So Knauss opened Lehigh’s SouthLehigh now manages its growth rate by selecting itscustomers carefully and delivering high-quality projectsCarolina division, which has since been spun off into a separate company,Lehigh Land and Building, LLC.on time and within budget (something that Lehigh hasThe company constructs custom-built, single-family, single-lot homesbecome well-known for in the industry). “In an industryfrom 4,000 to 7,000 square feet on Kiawah and Seabrook islands. Unlikewhere add-ons and extras are almost expected, Lehighmost builders in the marketplace, Lehigh employs its own crew of high-maintains its philosophy of full disclosure and informingquality finish carpenters that work for Lehigh full-time. The company pridesthe client about all costs up front even at the riskitself on delivering these homes with theof losing the job, which has occurred on many occa-same schedule, budget, and quality standardssions,” Knauss said.The company is focused on growing 10 to 20Photos provided byKiawah Island Real Estate.that have characterized its relationship withlarger corporate clients. So far, Lehigh haspercent each year during the next five years, with thebuilt 10 such luxurious homes and renovatedpossibility of expanding into other regions outside12 others.its primary market of Western New York. “With a“It was a challenge to take everythingcontrolled growth approach, the sky’s the limit towe’ve learned from 20 years in the busi-our capabilities,” Knauss said, “and with a willing-ness and start something new,” Knauss said.ness to try new things to improve the company,“Starting from scratch, being an entrepreneurwe will continue to be successful into the foresee-again, that was very exciting.”able future.”9

Frank Lloyd Wright’sRowing BoathousePhotosin thisarticleby Studio Z Photography, www.studiozphoto.com, 2008.The century-old designBy Diane M. Calabreseis finally builtFrank Lloyd Wright’s Rowing Boathouse, which was designed in 1905 forthe University of Wisconsin, was builtin Buffalo, New York. Lehigh and theBoathouse were honored as winners ofthe General Building Contractors’ 2008Build New York Award for New Project.10The short story of howBuffalo were attending a con-New York, follows the principles ofFrank Lloyd Wright’s Row-ference on Wright when they“green” building — minimizing theing Boathouse finally openedstumbled across the plans foruse of energy and maximizing theits doors more than 100 years afterthesurrounding space.it was initially designed begins withcaught their eye, and they liked ita great plan that motivated peopleimmediately.Boathouse.ThedesignsThough Wright designed theBoathouse with his native Bad-Designed in 1905 for theger State (Wisconsin) in mind, theMore than 10 years ago, oars-University of Wisconsin, the Boat-Buffalo contingent at the confer-men and Wright scholars fromhouse, which was built in Buffalo,ence saw the Boathouse workingto take action.

The longer story of how theBoathouse ultimately opened itsdoors is one of dedication anddetermination.LehighConstructionGroup,Inc., served as General Contractorfor construction of the 4,800-squarefoot Boathouse. Based in OrchardPark, a suburb just south of Buffalo,Lehigh understands the reality of lakeeffect snow and devilish storms whippedup as northwest winds move acrossLake Erie.Working conditions of extreme climateand a watery site were taken in stride byLehigh. The focus was on results.“The project demonstrates Lehigh’s ability toproduce work of the highest quality and detailingacross all the trades,” said David Knauss, President of Lehigh.Getting startedFittingly enough, the Boathouse resembles amoored boat. It is sympathetic to its home along theBlack Rock Channel near the Peace Bridge on theNiagara River.The illusion stems from interplay between functionaland ubiquitous materials, always a priority of Wright’s. “Thebuilding is a steel structure with architectural precast concrete and glass-fiber reinforced panels,” said Martin Knauss,Project Manager for Lehigh.Complementing the environment often demands morefrom a construction team. In the instance of the Boathouse, itrequired building a seawall.“The building rests on a combination of drilled caissons anda sheet pile (a cast-in-place concrete seawall) running the entirelength of the site on Buffalo’s Black Rock Channel,” Martin Knauss“The exciting partof the project isthat Lehigh hash e l p e d    c r e a t e    am o d e r n   m a s t e rpiece from one of theworld’s most important architects. It’s adestination-worthyarchitectural   gemthat will become yetanother cornerstoneto Buffalo’s culturaltourism.”— Martin Knauss,Project Manager forLehigh Construction Groupsaid. The original design called for a stucco exterior, but Wrightchanged it to concrete in 1930.Lehigh subcontracted with Portadam, Inc., of Williamstown, NewJersey, for construction of the cofferdam that held back the water whilea permanent seawall was built. That phase of the project took aboutfive months, from the ground breaking in September 2006 until lateJanuary 2007.The United States Army Corps of Engineers did preconstruction surveyperfectly at the east end of Lakework for the owner of the building, the Frank Lloyd Wright Rowing Boat-Erie, instead of Lake Michigan.house Corporation, a not-for-profit organization that formed in 2000. TheTherein began the attempt tobring the Boathouse to Buffalo.United States Coast Guard also provided preconstruction advice to thebuilding owner.With the fundraising and organization efforts launched, the image ofValue engineeringthe perfectly matched Boathouse“The project was awarded on the basis of a competitive, plans-and-in place served as a powerfulspecifications bid,” David Knauss said. But the process of getting the mostmotivator.value for every dollar spent by the owner just began there.11

“We had an extensive period ofvalue engineering,” David Knaussrowing club in the nation, will useand maintain the building.said. The interval allowed Lehighto suggest ways the owner couldThe Frank Lloyd WrightRowing Boathouse isa two-story structure,(second floor above) withthe first floor designatedas an open space used tohouse 64-foot boats.achieve an excellent outcome whiletrimming unnecessary costs.12There were two things thatmade the construction effort chal-Value engineering is importantlenging. “First was dealing with theto an owner, because it gives theunpredictable weather during theowner an opportunity to benefitinitial portion of the project, whichfrom the experience the Generalincluded the foundation and sea-Contractor has with materialswall work,” Martin Knauss said.and methods.Though therewere thoughts ofslightly changingthe Boathouseplans, any notionof altering thedesign wasrejected; and thedesigns originalintegrity remainedin tact.Precise coordinationThe weather was less thanIn this instance, value engi-placid during the installation of theneering was particularly important.cofferdam, which kept the area dryWhen the project began, theand created a safe environment forowner was still raising the 5.5the construction team working onmillion required to complete thethe seawall construction. “Severalproject.record storms hit the site in theAt its inception, the Frankautumn and winter of 2006 duringLloyd Wright Rowing Boathousethese operations,” Martin KnaussCorporation committed to build-said.ing the Boathouse, placing it inCredit for the on-site day-to-an appropriate setting, putting itday management goes to Richin service, and making it availablePotter, Superintendent for Lehigh.to architectural tourists. The West“Outstanding site managementSide Rowing Club, the largestby Lehigh’s superintendent and

— east- and west-facing — affordstunning views of the Niagara Riverand the Peace Bridge to Canada.“Wright Stuff” TrailBuffalo’s “Wright Stuff” Trail, a route ofFrank Lloyd Wright-designed structures thatattracts professional and amateur architecturalbuffs, is now one stop longer. “It’s a great feeling to have contributed to the newest addition,”Martin Knauss said.Other buildings along the Wright Stuff Trail in Buffalo include the Darwin Martin House, Graycliff, andthe Blue Sky Mausoleum.“The exciting part of the project is that Lehigh hashelped create a modern masterpiece from one of theworld’s most important architects,” Martin Knauss said. “It’sa destination-worthy architectural gem that will become yetanother cornerstone to Buffalo’s cultural tourism.”Indeed, the effort that brought the Boathouse from paperto reality pulled in the entire community. Television producer andwriter and Buffalo native, Tom Fontana, gave the fundraising a boostwith a gift of 500,000 and served as Honorary National Chair of thefundraising campaign.Fontana had a special place in his heart for the Boathouse effort; hisfather was a rowing coach to the young people of Western New York formany years.A 1 million grant from New York State was also part of the supporttireless production by our foun-for the project. The grant acknowledged the Boathouse will serve manydation, sheet piling and site workmembers of the Empire State community.crews kept the project movingahead,” Martin Knauss said.“The second challenge wasthe precise nature of the superstructure,” Martin Knauss said.First Niagara Foundation of First Niagara Bank also donated to theproject, and the bank cited the contribution the Boathouse will make to thequality of life in the community.The Boathouse, which resemblesa moored boat, is a steel structurewith architectural precast concreteand glass fiber reinforced panels.That enhanced quality of life goes well beyond cultural tourism. Forinstance, the West Side Rowing Club made a commitment to reach out“Wright’s detailing of both the interior and exterior left no room forerror. Tolerances were extremelytight.” The sequencing had to beexact. “Most work had to be closelycoordinated between our carpenters and several subtrades.”The coordination was essentialto realizing the interior Wright envisioned — a two-story structure.The first floor is an open spaceused to warehouse 64-foot boatsand 12-foot by 4-inch oars.Quarter-sawn red oak doorsand diamond-paned windows givethe second floor the signature lookof a Wright interior. The secondfloor is subdivided into a club roomand locker rooms. Two balconies13

and engage public high“The project demschoolstudents from Bufonstrates Lehigh’sfalo area schools in rowing.ability to producework of the highestForward thinkingquality and detailWright (1867-1959), one ofing across all thethe most renowned architects oftrades.”— David Knauss, President ofLehigh Construction GroupThere were thoughts of tin-their works, it’s nice to recall thekering with the Boathouse Wider lower-level doors wouldWright, who believed economyhave simplified entry and exit withand uniqueness are not mutuallyboats. But any notion of altering theexclusive concepts. He reck-design was rejected. Design integ-oned a home should be unique,rity was the overriding concern.even if it was part of massthe 20th century, sought harmonyOarsmen simply tilt their boats todevelopment.in design long before it got labeledget them through the door.approachhetooktohomeAiming to capture the dyna-applied to the Wright philosophy ofdesign, Wright established themism of the natural world, Wrightarchitecture. It indicates structuresvalue of interlocking panels ofhad a tendency to shun high-risethat more or less grow out of theirplywood, concrete slab floors,structures in favor of formats thatsurroundings.and the phenomenon of gravityknownheat. He was ahead of the curveFlat-line roofs and reduced heightasKaufmannon extracting maximum value inearned Wright’s approach the �� southwesterndurability and energy efficiencyof prairie-style architecture.Pennsylvania that sits over thefrom materials.Fallingwater,   alsoblended with the environment.theEdgarJ.Wright incorporated terracedBear Run waterfall, may be the“With its commitment to ylights.best known of his works. Newengineering, Lehigh ConstructionG e o m e t r i c    s h a p e s    b e c a m eYork’s Solomon R. GuggenheimGroup has a great affinity withembellishments as well as struc-Museum is another high-visibilityWright’s vision. As such, the � notoffering.house Project has a ‘special’ nedwas built.14In the low-cost, high-valueOrganic is another monikeras atethe beauty of green building intoin the Lehigh portfolio,” DavidKnauss said.

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It’s hard to believe therewas a time when the construc-tion industry thought a safe workenvironment meant making sureyou had your hardhat on.Lehigh Construction Group’sproactive approach to a comprehensive Safety Program is as oldas the company’s 25 year history. Working closely with one ofits largest, long-time customers,the then-named E.I. du Pont deNemours and Company, Lehighwas able to formalize its SafetyProgram, long before it became anindustry standard. To work at theDuPont site, Lehigh’s team had tobe trained, tested, and outfittedwith the appropriate equipment.The rules were clear — be safe orwork elsewhere.That was in the 1980s, and sincethen, Lehigh has raised the bar onsafety, year after year. As the company’s customer base expandedand the amount of heavy industrialcontracting work increased, sodid Lehigh’s emphasis on safety.While Lehigh understands that thedevelopment of a strong safety program has become the norm, thecompany has always placed safetyahead of everything else.“We do not consider safetyto be just a priority at Lehigh,”said Tom Glomb, Vice Presidentof Lehigh. “It is much more thanSafety andsuccessEnsuring that all employees make ithome to their families — every dayBy Carrie Cariello16

that to us; we consider safety tobe a core value. We realize that‘priorities’ can change from timeto time, but core values remainconstant. Our dedicated focus onsafety will never change.”“The Lehigh Way”means doing thejob safelyLehigh’s culture of safety andits underlying objective have neverwavered: send everyone home totheir families — every day. Thisconsistent philosophy has guidedLehigh for 25 years, and it has ledbest it can be. It’s not about win-technology it utilizes to the kindsto an amazing 1.75 million man-ning safety awards or keepingof facilities it builds. Lehigh’s safetyhours without a lost-time injury.track of man-hours as much asapproach has to adapt to thechanging environment.“I never, ever want to havemaking sure your team has theto call a family at the end of askills and equipment to keep outwork day and break the news toof harm’s way.”them that a loved one has beeninjured on one of our jobsites,”Lehigh President David KnaussAlthough Lehigh continues toemploy the old-fashioned methods of its program — toolboxKeeping theprogram currentsaid. “That alone motivates meThe construction industry isto make our Safety Program theconstantly changing, from thetalks, regular safety trainings,prequalifying all of its subcontrac-For Lehigh, safety is not justabout wearing a hard hat. It isone of the company’s core values.Tom Glomb, Vice President ofLehigh (left), reviews on-sitesafety requirements with Superintendant Chris Reichert.tors — the company is trying towiden its circle of influence.17

Lehigh has reached out to educational institutions to helpfoster an awareness of safety at the earliest stages of aworker’s career.This outreach led Lehigh to expand its Safety Programand establish an Alliance with the Occupational Safety andHealth Administration (OSHA). An Alliance allows organizations to team up with OSHA in order “to leverage resourcesand expertise to develop compliance assistance, toolsand resources, and share information with employers andemployees to help prevent injuries, illnesses, and fatalitiesin the workplace,” according to the program’s website. Currently, Lehigh is one of the only privately held companies inthe country to have established an OSHA Alliance.“In collaboration with OSHA, we’re working to spreadthe word about the importance of safety awareness in construction,” Glomb said. For years, Lehigh has educated highschool- and college-level construction students about industry hazards, and most recently, it initiated another componentof the program that focuses on minority groups. “Bottom lineis that the safety of construction workers is important to us,”Glomb said. “We will always be involved with educating theconstruction community on safety awareness.”Now, even though no true minimum standard is requiredby the construction industry, it has become more common tosee workers obtain their 10-hour safety card. At Lehigh, that’snot enough. The company has continued its proactiveapproach toward safety training by expecting each worker toobtain a 30-hour card, which is more training than someSafety Directors at other companies have acquired. Lehigh iscommitted to making each ofits crew members responsible for constructionsafety at its sites.OSHA Alliance ProgramSafety is everyone’s business, whichis why Lehigh Construction Group, Inc.,has joined the Occupational Safetyand Health Administration AlliancesProgram. For national Alliances,contact OSHA’s Offic

neered buildings, renovations, additions — these aspects of Lehigh’s business are handled by the company’s general contracting division. The “smaller” work is done by Lehigh’s PRO division, which provides construction mainte-nance and building repair services, complet