Masonry Magazine July 1979 Page. 28
Over 200.000 masonry saw cuts were necessary for construction. Brick is laid in place in the interior of the hotel.
MCAA'S 30th YEAR
continued from page 7
Depending on the light angle, sometimes the brick has a rosy cast, which is a result of rusted iron in the brick. At other times, the brick appears to have a bluish cast, a result of non-oxidized iron in the brick.
The size of brick is larger than standard size-3% × 3%" x 11%". The larger brick was chosen because it would be proportionately related to the mass of the building. Brown explains.
The brick is arranged internally and externally in third running bonds, where cross joints in each course are situated one-third of the distance from cross joints in upper and lower courses. Raked joints, which are both head and bed joints that have been raked a desired depth with soft mortar, were used as a design element to tine was used in the two atria for a pleasing effect," according to Brown. "Each atria is capped with a skylight made of reflective glass, which helps to make the atrium areas energy efficient."
Columns made of brick with inlaid curved brass are visible in each atrium. The brass insets along with detailed brickwork give the hotel a touch of European elegance.
Soffits, made of prefabricated brick panels, are visible on the third floor of each atrium. Fabrication of the panels was completed at the brick prefabrication plant at Dee Brown Masonry headquarters in Dallas.
Make your plans now to see this magnificent landmark structure by attending the 30th Anniversary of the founding of MCAA. Conference details are being developed and will be forwarded as soon as they are available to the entire MCAA membership.
Dee Brown-1980 MCAA Conference Program Chairman, Dallas, Texas.
create a shadow effect in the joint, which tends to emphasize each brick. "A combination of brick and traver-
Notable Quotes
When Business Loses Confidence.
In the American economy today, the rate of capital spending is very low. One reason for this may be that, somehow or other, American business is losing confidence in itself, and especially confidence in its future. Instead of meeting the challenge of the changing world, American business today is making small, short-term adjustments by cutting costs and by turning to government for temporary relief.
This loss of confidence of American business may also be related to a shift in the attitude to work in the United States. To reverse this development, it may be necessary to consider the work ethic more seriously and to strengthen cooperation between labor and management. In Japan, we have learned that labor and management have common as well as conflicting interests. In the United States, new ways must be found to develop mutual interests.-Ryohei Suzuki, Chief Executive Director, Japan Trade Center.
Productivity in the Broader Sense
We managers do a lot of talking about higher productivity being the key to better profits. On that belief, we have built so called professional management into a laboratory science: so concerned with efficiency, automation, time and motion studies and work simplification that we may have largely overlooked the human beings whose work lives are defined by these bloodless concepts...
I believe the real untapped asset is the human asset-and it is there waiting, like a coiled spring, to release enormous potentials for higher productivity.... In speaking of productivity, I do not mean it in the narrow sense of labor cost of production; I mean rather, the vast, invisible resource of human ingenuity and commitment in all parts of our operations.-J. F. Bere. Chairman. Borg-Warner Corp.
28 MASONRY/JULY, 1979