Method-based learning: a case in the asphalt construction industry

conceptualization The observations and reflections were distilled into 'abstract concepts' that produced plans for action which could be 'actively experimented' with during the second night Knowledge Management and IT 605 of study. Plans at the operational, project, organizational and research levels were distinguished: Operational level (asphalt team)  The asphalt temperature throughout the whole construction process is important. Therefore, asphalt temperature information should be available in real-time and communicated between the technologists and the operators.  Currently, asphalt technologists only systematically measure the density during compaction, plus ad-hoc temperatures. These technologists should also systematically measure the temperature and the number of roller passes and communicate these with the operators.  The three-drum roller (the 3rd roller) is used to create an even surface. However, it hardly influences the density of the asphalt mixture and sometimes even compacts it at too low temperatures creating micro-cracks. Therefore, making fewer roller passes with the three-drum roller should be tried during the next measurement. Project management level (work preparation and coordination)  The managers realize that asphalt temperature is important for the operators. They also acknowledge that real-time information is essential to improve the process. The managers now consider buying infrared pistols for every roller operator (a low-cost option) and will try to convince the company to buy highend equipment to continuously monitor real-time temperatures.  The managers also recognize that it is difficult for the 3-drum roller operator to see where he has been. They acknowledge that GPS-based equipment could help with this problem, but argue that this is a significant investment and that more support from within the consortium and company is required. The data collected could help convince people about the need for new equipment. Organizational level (company)  At the organizational level, it is acknowledged that production pressures can lead to communication and quality issues, especially if there is little feedback. For example, while a higher speed may be possible, the previous experience of the operators is not based on higher speeds. Training and scenario-playing could possibly improve this understanding and experience.  There is hardly any feedback between the laboratory and the technologists, despite both conducting density measurements. Feedback cycles should be included in quality control to compare the onsite nuclear-measured density and the lab-determined density in order to improve instructions for roller operators. Research (R&D)  The data collected should all be geo-referenced. Using geo-referenced data, a historic record of the road can be assembled, such as how it was constructed, how it behaves during usage, and where early damage might originate.  Using the PQi framework, only density measurements are taken after every roller pass. However, using this strategy, it is not possible to understand what happens with the asphalt between operations. Therefore, during the next testing night, measurements should also be taken between the roller passes.  Providing the individual operators with the graphical data on paper in front of them in the feedback sessions worked well. Previous feedback sessions were held using a beamer, but operators seem more focused if they have all the graphs and information in front of them.