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State BuildingA Case Study in Successful Commercial Construction ManagementIn
this article we showcase the Empire State Building in New York City. One of the
most famous and recognizeable buildings in the world, the Empire State Building
was the tallest building in the world when it was finished in 1931.  The
Empire State Building
In 1931 the Empire State Building became the tallest
building in the world. At 1,250 feet tall it broke the thousand-foot mark - the
construction industry's equivalent of shattering the sound barrier - and produced
astonishment throughout the commercial construction world. Bill Starrett
was the commercial contractor and was in charge of its actual construction. A
prolific commercial construction company in the Twentieth Century, Starrett Brothers
and Eken had also served as general contractors on other skyscrapers such as 40
Wall Street - now known as The Trump Building - and the Metropolitan Life North
Building in the 1920s and 1930s. They also constructed numerous other office towers,
hospitals, banks and hospitals throughout the United States and Europe. In spite
of the numerous other projects the commercial construction company bult, Starrett
considered the Empire State Building to be the culmination of his and his brothers'
careers. The Empire State Building is a marvel of engineering and architecture,
especially for the era in which it was built, and it occupies a unique place in
the history of construction companies and construction management. Not only was
the 103-story structure built in just under 15 months, the construction company
took on the daunting job with nothing on hand -- no equipment or supplies that
would be sufficient for such an enormous undertaking. How they accomplished the
task is a case study in early, successful commercial construction management.
Legend has it that General Motors executive John J. Raskob conceived
of the project when he decided to best his arch-rival, Walter Chrysler, who had
begun construction on the 1046-foot Chrysler Building. Raskob rounded up a group
of well known investors that included Coleman and Pierre S. duPont, Louis G. Kaufman
and Ellis P. Earl to form Empire State, Inc. Raskob then went to architectural
firm Shreve, Lamb & Harmon Associates, who were known as the best skyscraper
architects in the city. He told them he not only wanted an office building whose
height would exceed that of the Chrysler Building, but he wanted it to be finished
first.
The commercial construction company of Starrett Brothers and
Eken, who were known as the premier "skyline builders" of the 1920s,
made an aggressive bid to win the job. Not only did they promise that they could
get the job done on time, but they announced that they would purchase custom-fitted
equipment to fulfill the contract. The Starrett Brothers were sure that other
commercial construction companies had assured the client that they had plenty
of equipment, and what they didn't have they would rent. During the interview
process, when asked how much equipment the construction company had on hand the
Starret Brothers answered that they didn't own anything that would be useful on
this project. Ordinary building equipment would not suffice so they would have
to design and purchase all new, custom pieces. They would sell that equipment
and credit the investors with the difference when the project was complete. The
investment group agreed.
Starrett Bros. and Eken determined that more
than sixty different types of trade people would be required and that most supplies
would need to be ordered to specification because the immense job scope. The supplies
had to be made at the plants in as close to finished state as possible, to minimize
preparatory work needed at the site. The companies they hired had to be dependable,
able to provide quality work, and willing to adhere to the allotted timetable.
Time had to be scheduled nearly to the minute. The schedule dictated that each
section of the building process overlapped.  The
Empire State Building was the first commercial construction project to employ
the technique of fast-track construction, a commonplace approach today but very
new in the early 20th Century. This technique consists of starting the construction
process before the designs are fully completed in order to reduce delays and inflation
costs. In this case, it was imperative to use the fast-track construction method
to win the race for the tallest building. In order to make this work, the structural
engineer makes a schematic design based upon the architect's sketches. The schematic
design includes the materials to be used in construction (either reinforced concrete
or steel), types of floors and column spacing.
The contractors began excavation
for the new building in January 1930, even before the demolition of the site's
previous occupant, the original Waldorf-Astoria Hotel, was complete. The Starrett
Brothers had pioneered the simultaneous work of demolition and foundation-laying
just a year earlier when building 40 Wall Street, an earlier competitor in the
race to erect the world's highest building. Two shifts of 300 men worked day and
night, digging through the hard rock and creating the foundation. Less
than two months later, in March, 1930 construction began on the steel skeleton.
The frame of the skyscraper rose at the rate of four and a half stories per week,
or more than a story a day. No comparable building has been built at a similar
rate of speed. This accomplishment came about through effective logistics combined
with a skilled, organized workforce. The project became a model of efficiency.
The contractors created various innovations that saved time, money and manpower.
The 60,000 tons of steel for the framework were manufactured in Pittsburgh and
transported immediately to New York via train, barge and truck. Legend has it
that the steel posts and beams arrived at the site marked with their place in
the framework and with the number of the derrick that would hoist them. Workers
could then swing the girders into place and have them riveted as quickly as 80
hours after coming out of the furnace and off the roller. A railway was
built at the construction site to move materials quickly. Since each railway car
-- a cart pushed by people -- held eight times more than a wheelbarrow, the materials
were also moved with less effort. The steel girders could not be raised more than
30 stories at a time, so several large derricks were used to pass the girders
up to the higher floors. In those days, bricks used for construction were
usually dumped in the street and then moved from the pile to the bricklayer by
wheelbarrow as needed. The streets would have to be closed off, while the labor
of moving the bricks was backbreaking and inefficient. With ten million bricks
needed for this job, the old method would be impractical and wasteful of time.
Instead, Starrett Brothers and Eken devised a chute that led to a hopper in the
basement. As the bricks arrived by truck, the contractors had them dumped down
the chute. When they were needed, the bricks were released from the hopper and
dropped into carts, which were then hoisted up to the appropriate floor. While
the outside of the building was being constructed, electricians and plumbers began
installing the internal necessities of the building. Timing for each trade to
start working was finely tuned, and the building rose as if being constructed
on an assembly line - one where the assembly line did the moving and the finished
product stayed put. In addition to the steel frame, construction materials
included 62,000 cubic yards of concrete; 200,000 cubic feet of Indiana limestone
and granite, which comprised most of the exterior; 10,000 square feet of Rose
Famosa and Estrallante marble; 6,500 windows, whose spandrels were sandblasted
to blend their color into the tone of the windows; and 300,000 square feet of
Hauteville and Rocheron marble for the elevator lobbies and the corridors on the
office floors. The Starrett Brothers managed a workforce of 3,500 men,
who put in seven million man-hours including work on Sundays and holidays. The
workers earned $15 a day, an excellent rate of pay in the early 1930s. The
project was completed ahead of schedule and under budget. Instead of taking 18
months as anticipated, the construction took just under fifteen. Due to reduced
costs during the Depression, the final costs totaled only $24.7 million instead
of the estimated $43 million. The building weighs approximately 330,000 metric
tons. The building has 6,500 windows, 73 elevators, and 1,860 steps to the top
floor. Although the lower floors occupy the entire block, there are various "setbacks"
in the building's design, as required by law at the time, to prevent the building
from casting quite such a large shadow on its neighbors. In September of
1930, only partially finished, the Empire State Building officially became the
world's tallest skyscraper. The 1046-foot Chrysler Building, which was completed
in May 1930, had held the title for only a few months. When the 85th floor of
the Empire State Building was completed, it officially eclipsed its rival. Construction
was completed on April 11, 1931, one year and 45 days after it had begun. President
Herbert Hoover officially opened the building on May 1, 1931 by pressing a button
in Washington, D.C. which turned on the building's lights. The Empire State Building
remained the world's tallest skyscraper for more than 40 years, until the World
Trade Center Towers were constructed in 1972. Although it is no longer the tallest
building in the world, the Empire State Building is a crowning achievement of
architecture, a symbol of New York City, and most of all an amazing accomplishment
in the field of commercial construction. | 
