Masonry Magazine October 1997 Page. 26
Lime Putty Sand Mortar
Lime putty sand mortar should have additional water. This mixture must be protected from the air in sealed containers with a wet piece of burlap over the top or sealed in a large plastic bag to prevent evaporation and premature carbonation. If portland cement is specified in a lime putty sand mortar (like in a Type O (1:2:9), or Type K (1:3:11) the portland cement should first be mixed into a slurry paste before introducing it to the lime putty and sand. This will ensure that the portland cement is evenly distributed throughout the mixture. Dry portland cement if added to wet ingredients tends to "ball up" jeopardizing dispersion. Water usually needs to be added to the lime putty and sand anyway once the portland cement is introduced. Add any color pigments at this stage and mix for five full minutes. Appropriate curing and application methods as described earlier apply.
When the mortar is thumb-print hard, the joint should be tooled to match the historic joint. Proper timing of the tooling is important for uniform color and appearance. If tooled when too soft, the color will be lighter than expected, and hairline cracks may occur; if tooled when too hard, there may be dark streaks called "tool burning," and good closure of the mortar against the masonry units will not be achieved.
As I think about the importance of the work we do in historic masonry conservation I continue to grow in appreciation of those builders that went before us. Their skills well tuned to the mortar materials they used to create our now historic masonry buildings that surround us today. The old-world traditions of lime putty mortar formulas my family brought with them 150 years ago from Germany is now migrating back to America. Not because it makes for an interesting story, but because it works.
Editors note: John P. Speweik is a fifth generation stone mason and historic masonry specialist for US Heratage Group which analysis and custom reproduces historic mortar phone: 773 286 2100, fax: 773 286 1852, www.ushentage.com John will be speaking at the Masonry Expo 98.
Article feferences: Practical Building Conservation, Volume 3 John & Nicola Ashurst US Department of the interior, Preservation Briefs 2 The History of Masonry Mortar in America. John P. Spewek
Why Good Employees Leave
Continued from page 15
Profile System. Then, during the hiring process we give them the DiSC Profile Test to determine whether or not their capabilities and personality style match those for the position that we are trying to fill. Although it's not perfect, it sure beats the hit and miss system we used in the past.
They don't care
Until now, with all of the foregoing reasons for employee's failing to buy into improvement, I have been consistent in saying "it's not their fault, it's yours". But, to make you feel better, this last reason is their fault. If you have an employee that has a negative attitude, simply doesn't care then keeping that employee in your company hurts you, your company and the employee. You need to part company. But, first, make sure it is attitude. Review all of the reasons listed above and, if you're satisfied you're doing your job - then "dehire". Achieving your goals, including the most important goal of external customer satisfaction, through continuous improvement takes a great deal of time and hard work. The only way that you will achieve your goals and continuously improve your company is through your ability to understand and motivate your employees - your internal customers.. Your employees are not responsible for motivating themselves. That's your job as their leader.
For those of you who are interested in pursuing the reasons why employees don't buy-into improvement, we would recommend a book by Ferdinand Fournies, published by McGraw-Hill, titled "Why Employees Don't Do What They Are Supposed To Do: And What To Do About It", which was an important research source for this article.
Editors note: Al Roach is a General Partner in Callahan/Roach & Associates, a national consulting and training firm in the construction industry. Callahan/Roach offers consulting and training in all aspects of business management areas, including Quality Implementation and Employee Profiling. To receive more information about Callahan/Roach & Associates or about the DISC Employee Profiling System, call 1-800-462-8217; Fax 770-393-8185.