Exceeding Expectations

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Completed Excavationfor UNC-GreensboroPedestrian TunnelIn 2012,Wayne Brothersrecords more than738,000 hourswithout any LostTime Accidents.company was completing the work for Facebook Center in Forest City, North Carolina, itwas awarded continued Mission Critical work at the facility. Likewise, new contracts broughtcontinued work at the Caterpillar Plant in Winston-Salem and the construction of new kilnfoundations for Canfor Lumber in Conway, South Carolina. At Park & Kingston Apartments,WBI would be performing both grading and concrete construction work. Finally, the concretedivision would be working at UNC-Charlotte, on a new Village Dining Hall.The Civil and Infrastructure Group was also continuing to work for Duke Energy, PiedmontNatural Gas, and various solar farms in the state. Grading contracts for work at UNC-Charlotteand UNC-Greensboro had also been awarded. In addition, negotiations on a number of othernew projects were going well, as Civil and Infrastructure Group Manager Jim Rhodes continuedefforts to retain old clients and develop new ones.With the healthy growth in opportunities, the Preconstruction Group was also growing.Mark Muller, a South Carolina native with over twenty years of construction experience, wasadded to the Business Development Team to partner with Shannon Sapp in continuing thecompany’s post-recession growth.Even as 2012 was headed towards a rewarding conclusion for Wayne Brothers, companyplanners were working to improve training opportunities for its potential hires, and to make theworkplace as safe as possible for them. Safety Director Jason Sisk was lifting up the completionof the entire year – more than 738,000 hours - without any Lost Time Accidents.84 EXCEEDING EXPECTATIONS
Jason Sisk describes the emphasis on safety as an important and integral part of the cultureof the company. He is proud that all of the supervisory personnel have either the OSHA 10-hour or30-hour training. Many of them have both. At least five employees have completed the full-weekcourse leading to OSHA 500 certification, which qualifies them to teach the OSHA 10-hour course toemployees.Safety is now embedded in the hiring process at WBI. The OSHA 10-hour training is now a partof the new hire orientation. Prospective hires undergo a criminal background check and completea medical questionnaire. If an offer is extended to the applicant, they undergo a drug screeningtest and a medical exam that screens for vision problems, high blood pressure, hernias, and so on.In addition to the standard medical examination, however, potential hires at WBI also take part ina “fit-for-duty” test that was designed for Wayne Brothers and is industry specific. Safety DirectorJason Sisk relates that the need for the specialized test arose when he discovered that newly-hiredapplicants might be healthy, but in some cases were simply not able to meet the physical demandsof construction work. Employees had to be able to lift up to 90 pounds on occasion, and to pushand pull carts filled with tools.The company began working with Dr. Steven St. Clair of CMC Northeast Occupational MedicineServices, whose team designed the test WBI needed. The CMC team examined job descriptions,went to job sites, and carefully measured the actual physical demands of each task. Their goal wasto determine whether job applicants could safely carry out the heavy physical demands of the job.The resulting test effectively prevented new employees from trying to meet the requirements of ajob they are not able to perform, thus exposing themselves and perhaps other employees to risk ofinjury. The test became mandatory for all company craft-level employees in April 2012, with about8 out of 10 employees able to pass the test. In order to judge the new test from the inside out,President Keith Wayne voluntarily participated in the full process, proudly reporting that he passed.Those who complete the hiring process attend a two-day orientation program, in which theybegin the process of learning to do it the “Wayne Brothers way.” They learn company-specificpolicies and also take courses that satisfy the OSHA 10-hour requirements. Many of those policiesare designed to avoid distraction, property damage, and Lost Time Accidents on the job. Thusthere can be no personal cell phones on the job sites or in vehicles, nor is smoking allowed incompany vehicles. The WBI Equipment Incident Prevention Committee continues to work towardscommon-sense measures that help to avoid injuries and equipment loss on the job. Before thenewly-hired employees venture on their first job site, they are issued all necessary safety equipment,including helmets and gloves. From the beginning of their employment, supervisors emphasizeBuilding on the85
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BY CLARENCE HORTONTHE STORY OF WAYN
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Four GenerationsPictured left to ri
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with growth, new buildings, expansi
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Lancaster Valley of Pennsylvania an
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long period of illness. She had liv
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Claude Delmar WayneBorn February 20
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The Jesse Everett Wayne family circ
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PiedmontCHAPTER TWOThe first major
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Keith and Eric as young boyson the
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When work was slow at the sawmill,
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Bobby Phillips,Eric Wayne andKeith
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The Waynes were fortunate to be abl
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350,000 sf warehouse in Rock Hill S
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those submitted by more experienced
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emodeled into a modern office facil
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elieves that a recognition of chang
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Walnut Creek Amphitheater in Raleig
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skill level and English proficiency
Page 42 and 43: successful both for WBI and the new
Page 44 and 45: flatter and more level floor surfac
Page 46 and 47: In August 1996, Isaiah Wayne, oldes
Page 48 and 49: 40 EXCEEDING EXPECTATIONS
Page 50 and 51: Wayne graduated from high school in
Page 52 and 53: When interviewed for an article in
Page 54 and 55: Executive Management Training Progr
Page 56 and 57: employees, Matthew Surface and Milt
Page 58 and 59: Ashton Southend Apartments located
Page 60 and 61: NASCAR racing community and automob
Page 62 and 63: 54 EXCEEDING EXPECTATIONSWBI’s tu
Page 64 and 65: As work on the Premier MOB site was
Page 67 and 68: A TurningCHAPTER FIVEAfter more tha
Page 69 and 70: McLeod Hospital - ICU Tower100’ d
Page 71 and 72: fast tracked project. His impressio
Page 73 and 74: BB&T Ballpark Home Suite ShoredSlab
Page 75 and 76: the day “when 80% of the issues t
Page 77 and 78: Joaquin Reveles was recognized for
Page 79 and 80: Wayne Brothers provideda turnkey si
Page 81 and 82: equired tolerances were exacting. T
Page 83 and 84: Building on theCHAPTER SIXFor Shann
Page 85 and 86: WBI’s Civil andConcrete Groupswer
Page 87 and 88: the Winston-Salem Caterpillar plant
Page 89 and 90: project for DPR/Fortis, a first-tim
Page 91: Talison Row Apartments inDaniel Isl
Page 95: Training on theLaser ScreedTraining
Page 98 and 99: years.” While Mr. Ashworth agrees
Page 100 and 101: Chad HensleyVP and Project Executiv
Page 102 and 103: Cancer Center, the company carried
Page 104 and 105: Cherie Berry presentedthe ABC’s G
Page 106 and 107: Gary Akers and his team of WBI carp
Page 108 and 109: WBI’s BB&T Ballpark crew celebrat
Page 110 and 111: Jim ElderSenior EstimatorJim Elder
Page 113 and 114: The NextCHAPTER EIGHTAlthough Wayne
Page 115 and 116: Reveal of theproposed designfor WBI
Page 117 and 118: three county area, “coming togeth
Page 119 and 120: Curb and sidewalk construction atth
Page 121 and 122: is also room in the large, easily-a
Page 123 and 124: In announcing the addition of Isaia
Page 125 and 126: Peterbuilt Dump Truck /Interstate T
Page 127 and 128: Terrie Simone, Lacie Jones, Casey F
Page 129 and 130: craftsmanship; a vision for the fut
Page 132: “Since its founding in 1985 as a
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