Originally posted March 21, 2014:
As a young novice Power Plant Summer Help, I had watched seasoned Power Plant Men measure the distance between two points by walking between them and multiplying the number of steps by three. At first I wondered how they could be sure that their strides were all exactly three feet apart. Because the end result of these actions usually came out pretty close to their estimate, over time I began to think that the length of the stride of any respectable Power Plant Man must naturally be three feet.
So, one day when I was working on going to pull a cable from one manhole to the next, I decided I wanted to know the distance before I pulled a lot of cable off of the cable reel. So, I remember that I grabbed the tape measure out of my tool bucket and began walking at as normal of a gait as I could.
I thought if I measured the first step, or even the last step I took that it would somehow be a different size because I wasn’t moving at my normal speed. So. I figured I would surprise myself by just stopping at some random step as I walked between the two manholes.
I don’t know if anyone was watching me as I stood out in the field just north of the two smokestacks, if they were watching me, then they would have seen me pause and stand still for a moment looking down. Start messing around with my feet. Then take a few more steps. Pause once more and do the same thing.
What I was doing was stopping in the middle of my stride when I had just put a foot down, before I lifted the other foot and with my Stanley metal tape measure, I was measuring the distance from the back of one heel to the back of the other heel.
I can’t say that I was too disappointed to find that my stride was not exactly three feet. I hadn’t figured I was completely Power Plant Man material anyway. It turned out to be exactly 30 inches. Or two and a half feet. So, I realized I was about 3/4 Power Plant Man measured by my stride.
I found that I could easily walk between two points and measure the distance with great accuracy by multiplying the number of steps by two and a half feet. With great knowledge comes great responsibility…. or…um… something like that. Hence the story about how enough was not quite enough.
During the spring of 1992 I was tasked with running telephone cable to various points around the plant. We were going to begin installing a new computer network known as the “Ethernet”. When I first heard the name, I thought they were referring to something in space, where it used to be the belief that there was an area called the “Ether”. But as it turned out, it was the regular network that is still in use today.
Dennis Dunkelgod from Oklahoma City had come to the plant with a bunch of drawing much like they did a few years earlier when they wanted me to install the Dumb Terminals all over the place. (See Post “Working Smarter with Power Plant Dumb Terminals“). This time the diagrams included places where PCs were going to be placed. And where the network server was going to be setup. This required much better quality wiring than the dumb terminals.
So, Dennis saw to it that I had 1/2 mile of 100 pair telephone cable to run from the main plant up to the coalyard. Along with the cable came a box of 25-pair punchdown blocks. I’m sure you’ve seen punchdown blocks in movies when someone is tapping into a phone line, so they go up to these punchdown blocks and hook their handset up to the wires and listen in.
One of the places where I needed to place a number of computers was in the warehouse and the warehouse office. There were no good phone lines running to this building. There were barely enough to take care of the phones that were in the office at the time. So, I needed to figure out how to run the telephone cable to the warehouse which was the southern-most building in the main plant grounds.
Across the drive from the warehouse was the garage. When I looked at the phone panel in the garage, this looked like a good place to tap into the phone system. There were two 25 pair blocks in this building for only one phone. Enough for all the computers in the garage and the warehouse.
All I needed to do now was figure out how to pull a 50 pair telephone cable from the garage over to the warehouse. After looking for the conduit that brought the existing cable into the garage, I was able to determine how it went over to a hand hole at the north corner of the building and then over to a manhole not far away.
A hand hole was a shallow hole in the ground that has buried conduit coming into it. Our handholes had a large piece of concrete covering it.
When I looked at the handhole I suddenly remembered that in during the week of March 21, 1981 I had visited the Power Plant to pick up my application to apply for working as a summer help for my 3rd summer. I was wearing a beard that day when I arrived. While I was in college, I usually wore a beard in the winter to keep my face warm because I rode my bike a lot, and it helped keep my face warm.
I had my friend Tim Flowers with me that day because he was going to apply to be a pre-novice Power Plant Man and work as a summer help also that summer. It was snowing that day and it was almost 4:30pm. Quittin’ Time by the time I had said hello to the many Power Plant Men that I hadn’t seen since the previous summer.
We were heading back out to the parking lot when I heard someone hollering at me. I looked over toward the garage and there was Jim Heflin sitting on a backhoe digging a ditch. He had turned off the backhoe so that I could hear him yelling at me.
The Backhoe that Jim was on didn’t have a cab on it. He was all bundled up tying to keep warm. I believe when he pulled down his face warmer, he too was wearing a beard. He said that before he could go home that day he had to finish this rush job to dig a ditch all around the back and side of the garage.
When I returned the next summer Jim asked me if I remembered him digging the ditch in the snow that day in March. I told him I did. Then he said, “Come here.” We walked around the side of the garage, and sure enough. There was the ditch still open leading around the side and back of the garage. He said, “It was such a rush job I had to stay out in the snow digging this ditch before I could go home, and it has been left untouched since then.
The reason I bring this up, was because the ditch he had been digging was for the conduit that went from the handhole around the back of the garage and over to the warehouse. Later that summer the Construction crew from downtown came out to the plant and laid the conduit in the ditch and covered it back up. So, I knew how the cable needed to run from handhole to handhole over to the warehouse. Oh. Before I forget. Here is a picture of Jim Heflin with a beard:
So, back to figuring out how to get the cable to that warehouse. I measured how far it was from the punch down blocks to where it went down into the ground. From there I walked with my normal gait (which I knew was exactly 30 inches – remember?) counting my steps.
I measured how many steps it was to each handhole and over to the warehouse. where the conduit came up out of the ground and went into the warehouse. In this manner I calculated that I needed 775 feet exactly.
I figured I didn’t want to use the 100 pair cable. That was a lot more cable than we would ever need for this job, so I went up to Bill Bennett’s office and told him that I needed 775 feet of 50-pair telephone cable to go from the garage to the warehouse. He said that he would order some.
I don’t remember what time it was when I woke up in a cold sweat in the middle of the night thinking that the length of cable was just going to reach the telephone junction box, and not enough to comfortably reach the punch down blocks halfway up the junction box. So, when I arrived at work in the morning I went straight to Bill’s office and told him that I should have ordered at least 800 feet of cable instead of 775, just to be safe. Bill told me that he had already placed the order for 775 feet. It was too late to change it.
I thought to myself… surely when you order 775 feet of cable they will send some reasonable amount, like 1000 feet. Would they really cut it off at 775 feet exactly. So, I told myself it would be all right.
Sure enough. a couple of days later a reel of 50 pair telephone cable showed up in the electric shop. In big numbers written on the side of the real in red marker were the numbers “775 ft.” Oh geez.
Ok. Somehow I was going to have to make this work. Cross my fingers that maybe my stride was only 28 and a half inches now instead of 30 inches and I had measured it longer than it really was.
So, I pulled the cable from the garage, through the manholes over to the warehouse. In order to pull it from the last handhole into the junction box in the warehouse I had strapped some mule tape to it that I had strung earlier through the conduit using a fish tape. I remember going inside and beginning to pull the last bit of the cable to the junction box hoping to see the end of the cable come up out the conduit.
As I was pulling the cable, I could feel the cable beginning to bind up as it was tightening up in the last handhole. I was still only holding mule tape when I couldn’t pull anymore. Meaning that I didn’t have any cable yet.
So, I went back to the garage and pushed as much cable into the conduit that I could and still punch down the wires on the punchdown block. I even lowered the punchdown block in the junction box hoping that the extra foot would help. Then I went to each handhole and pulled the cable from the garage in the direction of the warehouse until it was as tight around the corners as it would go.
I had managed to pull an extra 2 feet or so into the last handhole. Now all I had left was to go into the warehouse and pull the mule tape to see if the cable would reach the junction box. — Suspense. Yeah. I know.
When I pulled the last 2 feet of cable from the handhole into the junction box, the end of the cable came out. But only about 1 foot of cable was in the junction box. A punchdown block is about 1 foot long.
So, in order to be able to punch the telephone cable down on the punch down block, I had to put the punchdown block at the bottom of the junction box, right where the cable came out of the conduit. On both ends of the cable, I never had to cut one inch of cable from either end. After making sure I had every inch of cable pulled tight through every handhole, I punched down both ends using the handy dandy Telephone wire punchdown tool.
I told myself that from now on, I was always going to throw in a couple hundred extra feet whenever someone asks me how much cable I need. That was too close! You would have thought I learned my lesson.
Now, 22 years later, I still have the same problem as a business analyst at Dell. Part of my job is estimating how long it is going to take to complete various parts of a project. I always make the same mistake and try to over-analyze it so that I can give a really accurate value. The problem is, that I don’t take into account that things take longer than you would think because of factors out of our control.
My project managers know me well enough to take the number that I give them and add a decent amount of time to my estimates. I even tell them that they should because I always underestimate the time. I always estimate how long it would take me to do it personally and I’m not usually the person that is actually writing the code.
Through the last 12 and a half years while working at Dell, I have never missed a go-live date. Oh. Just like this story, we finish on time, but with little or no time to spare. We are always up to the wire. Beginning right when I said we would and ending on the date we planned. Believe me. Just as I pulled every inch of slack out of that cable that day, we end up doing the same with the progress of our projects.
So, I guess I still haven’t learned to properly pad my estimates to reduce the risk of falling short. I think it has something to do with my personality and the way everything has to be mathematically calculated in my head.
Comments form the original post:
Originally posted April 5, 2014:
Today, work ended in a strange way. I was working away at Dell when I had a call with a business partner to go over some configuration of our timekeeping application. When I joined the call, the person on the other end of the line, who usually sounded like a normal woman with a slightly Hispanic accent sounded more like an insect alien with a very nervous tic.
I tried several quick remedies on my computer to resolve the audio issues I was experiencing. You see, at Dell, when we use the telephone, we are actually using our computer with a headset attached. After shutting down a few processes that I knew were not necessary in the hope of clearing up our communication, I thought that maybe rebooting my computer would be the simple solution. That was the lesson I had learned back at the gas-powered power plant in Harrah Oklahona in 1985.
Ellis Rook had told me back then that he didn’t mess with trying to figure out why the phone system wasn’t working. Whenever there was a problem, he preferred to just reload the program from disk, which took about a half an hour. No worries that all the phones in the plant would be down for a half an hour as the Rolm Phone computer was rebooting. So, I rebooted my system, since restarting the communication program didn’t work.
When my computer rebooted and I attempted to log in, when the screen would go blank just before the moment when you would expect the wallpaper to show up, my computer would indicate that it was logging me off and then would shutdown only to restart again…. Drats! …and I had this important call with my coworker that I was sure had not really changed into the alien that had been talking to me moments before.
I tried this a couple more times, and each time the computer would shutdown and restart. So, I swiveled around in my chair and turned to my current manager who was sitting across the bullpen cube from me and I said, “My computer has crashed.” It just keep restarting. She replied, “Go take it down to the computer clinic and have them fix it. They are great! They will fix you up right away.
On a side note, I just want to add that my current manager at Dell has been the absolute most influential manager I have ever met next to Charles Foster. She has perfected the art of “Expanding her bubble”. Charles taught me this technique many years ago.
So, on a side note of a side note, let me just tell you what my former foreman Charles Foster at the Power Plant did once. He ordered some equipment for everyone in the electric shop which ran into a few “extra” dollars. When he was called on the carpet to explain why he thought he had the authority to make this purchase, he explained it this way:
“When I went to ‘manager training’ they told me that during your career you will have times where it will be necessary to perform activities that you are not sure you are able to perform, so you should go ahead and try them. If you get your hand slapped, you just pull back and don’t do that again.’ This is called ‘Expanding your bubble’. I was just expanding my bubble.” He said Ben Brandt, the assistant plant manager, looked at him with a blank stare for a moment, and then told him that he was free to go. Evidently, according to the listening devices that we had hidden in his office, Ben turned to Tom Gibson, the Electric Supervisor, and said, “That’s a pretty good explanation.”
I bring this encounter up, because my current manager, Ali Levin, of whom I also have the greatest respect, just recently had an opportunity to expand her bubble. She was so successful that those around her that know what she has accomplished just stare in awe at her. I predict that within the next decade this young lady will have become the CIO (Chief Information Officer) of a Fortune 500 company (mark my word).
So, what does this all have to do with Charles Peavler and Power Plant Pilfering? Well. The final verdict from the super technicians down in our computer repair lab, said that since it was Friday afternoon, I wouldn’t be able to have my computer back in working order until Monday morning. Which meant that I would have to go all weekend without being able to log in and perform feats of magic on my laptop.
Ok. I was resigned to go home early and wait patiently until Monday morning when I could begin popping up various applications and flipping between them and the multiple Instant Message windows talking to various business customers throughout the day as I performed the satisfying dance of my day-to-day job. So. I left work early.
This evening as I sat down to create a post about Power Plant Men and my previous life working as an electrician at a Coal-fired Power Plant in North Central Oklahama, the sudden loss of my computer flashed me back to a time when someone that was working with me experienced a similar loss. Instead of a laptop. This electrician had lost a set of “Jumpers”.
Ok. These jumpers don’t look like much, I know. But jumpers are almost as important to a plant electrician as a laptop is to an IT developer at Dell. That is, you just can’t get your work done without it.
So, it was either Donald Relf or Bob Eno who was working with me on Friday, March 29, 1993. During overhaul, we had been calibrating precipitator control cabinets all day. Much like today, April 5, 2014 when my computer died. At the end of the day as we were packing up our equipment Bob or Donald, I don’t remember, saw me leave my tool bucket next to the old typewriter stand that we were using as a portable workbench. He asked me if it was safe to leave our tool buckets there over the weekend.
I assured him that the coal-fired plant in North Central Oklahoma hired only “top-notch” Power Plant Men. His tools would be perfectly safe sitting out in the Precipitator control room over the weekend. I was so confident because I had always left my tools where I was working in the precipitator during overhaul and I had never had anything stolen. If anything, someone may have left me a present of chocolate behind only because they knew that I always did favors for chocolate.
You can imagine my surprise when we returned to the Precipitator Control Room on Unit 1 on Monday morning only to find that Bob (or Donald) had their jumpers missing from their tool bucket. We each used 5 gallon buckets to carry our tools. Mine had been untouched. No extra chocolate that day, but no unsavory fingerprints were detected.
As it turned out, we relied on Bob’s (or Donald’s) jumpers to do our job, so we actually had to return to the electric shop and create a new set of jumpers for him. I felt so ashamed. After all, I had so proudly explained that only those with the greatest integrity worked at our plant, and he didn’t have to worry about leaving his tools, and here I was having to cover for his losses. This was the only time in the 20 years I worked at the Power Plant where someone had stolen something from a tool bucket when they weren’t purposely playing a joke on me.
When I found time that day, I went to the control room and asked the Shift Supervisor if he could tell me who worked as the Unit 1 auxiliary operator over the weekend. I knew that this would narrow the culprit down to three people. He looked through his logs and said that Darrell Low, Charles Peavler and Jim Kanelakos had Unit 1 over the weekend.
Knowing how the shifts worked, I knew that each of these people had walked through the Unit 1 precipitator exactly 3 times over the weekend, before we returned on Monday morning. I also knew that no one else would have ventured to stroll through the Precipitator control room who was working over the weekend on overhaul. I knew this because of all the hundreds of hours I had already spent in this control room over the weekend, only one operator per shift ever visited. It was usually my reminder to take a break and go to the bathroom and buy something from a vending machine before returning.
I studied this list. Hmmm….. Darrell Low…. A person with impeccable character. Would love to play a good joke when given the change, but honest as the day is long. Jim Kanelakos…. Devious at times, but personally a very good friend. A person so dear to me that I him kept personally in my daily prayers. Charles Peavler… well… by the title of this post…. you already know the rest of the story.
I eliminated Darrell immediately since I knew his character and I would trust him with my life (which I actually would at times when he would place clearances for me). I suspected Peavler right off, but I thought I would make sure that Jim Kanelakos wasn’t just playing a joke on me first. So, I approached him and asked him if he had taken a pair of jumpers from a tool bucket in the Precipitator control room over the weekend.
At first Jim looked at me with a hurt feeling that I thought might be a perfect expression if he was playing a joke on me. He was holding the look of sorrow and hurt that I would actually accuse him vaguely of stealing a pair of jumpers from a tool bucket. When I pressed him on the issue. The hurt look changed to a look of resolve and he said directly, “No. I didn’t take them.”
I knew immediately that he was telling me the truth. Jim and I had worked together with Charles Peavler on the labor crew together. We actually used to analyse his behavior as sort of a joke, and kind of a refresher of our Psychology background. Jim Kanelakos had earned a Masters Of Arts in Psychology, while I had a bachelors in the same field. So, we used to have fun joking around together about the unusual behavior of Peavler.
Charles Peavler looked like the Sergeant on Gomer Pyle. Except that he had chewed tobacco so long that his lower lip was permanently curled so that he looked like Popeye. I say that because they had the same lower jaw and the same amount of hair on his head:
Once I was certain that Charles Peavler had taken the Jumpers from Bob’s (or Donald’s – I’m relying on one of you telling me which one) tool bucket, I approached him with the attitude that I already knew it was him. I came up to him in the Control room and said, “Charles! You know that pair of jumpers that you took from that tool bucket over the weekend? I need those back!”
I explained to him that I had told the visiting electrician that it was safe to leave his tools there because no one would touch his stuff. So, I felt personally responsible to get the jumpers back. Charles immediately denied that he had taken the jumpers. He said that he didn’t know what I was talking about. I told him that I had checked, and he was the only person over the weekend that would have taken them. So, I needed them back. He continued to deny that he had taken them.
As the overhaul was lasting a few weeks longer, I continually approached Charles in the middle of the control room where the Control Room operators were within earshot asking him to give the jumpers back to me. I would tell him how I need them so that we could continue our work. Also I would explain each time that the reputation of our Power Plant was at stake.
Finally one day he said, “Well. I don’t have them here. I took them home.” — That was a great relief to me. I had been continually accusing him day after day of taking those jumpers. I was finally glad to find out I hadn’t been accusing someone falsely, which was always a vague thought in the back of my mind. The moment he told me he had taken the jumpers home, I jumped on him (not literally – though the thought occurred to me). I said, “I need those jumpers back!”
It took about a week. Each day whether he was on the day shift or the night shift or the evening shift, since we were on overhaul working a lot of overtime, he was not able to escape me. I would go up to him and ask him, “Did you bring those jumpers today? ” Each time in the middle of the control room, quite loudly.
Finally, about a week after he admitted having the jumpers when I asked him about it in the middle of the control room, he went into the locker room and soon returned with the pair of jumpers and handed them to me. I quickly returned them to Bob (or Donald), and apologized profusely for the inconvenience. I didn’t tell him exactly what had happened to the jumpers, only that I had finally tracked them down.
I guess, he didn’t know that I knew him so well. So well in fact that to this day, I have kept Charles Peavler also in my prayers every day. When he lost his mother in on April 1, 2000 (fourteen years this week), I felt his loss also. He left the plant on July 29, 1994 during the last (and the worst) downsizing the Power Plant ever experienced. To this day, though I was peeved with Peavler back then, I still care for him deeply. I don’t think he was a “True Power Plant Man”, but neither was Jim Kanelakos or myself.
Some day Charles will meet our maker. When he does, he will be able to say, “Yeah. I did steal a pair of jumpers once. But I ended up by giving them back.” I clearly remember the look of relief that day when Charles placed those jumpers in my hand. It was if a heavy burden had been lifted. Actually, by that time I had decided that it was as important for Charles to give back those jumpers as it was for Bob (or Donald) to get them back. Something had compelled him to lift that pair of jumpers, I think it was an opportunity for him to face reality. I thought that he was having a “Come to Jesus” moment when he confessed.
I often wondered what Charles’ mother Opal Peavler would have thought of Charles. I suppose she finally found out. I suspect that by the time she found out, that Charles had mended his ways. After all, he was on his way when we had danced this dance in the middle of the control room that week in 1992. He did finally admit that he had stolen something. I’m sure he thought at the time that an electrician could easily make a new pair of first class jumpers. We wouldn’t care that someone had come along and taken one measly pair of jumpers.
Actually, if Charles had ever come to the electric shop and asked any electrician for a pair of jumpers, any one of the electricians would have been glad to whip up a pair as if by magic. I think it was just that one moment when he was alone with a tool bucket staring at him and a perfectly prepared pair of jumpers were gleaming up at him that in a moment of weakness, he decided he could pilfer this pair without anyone knowing.
To tell you the truth. I was very proud of Charles Peavler the day he placed those jumpers in my hand. Geez. I didn’t realize until after I finished this post that I have a picture of Peavler:
Originally Posted April 18, 2014:
When I was an electrician at the coal-fired Power Plant in North Central Oklahoma I inherited working on the Precipitators from Sonny Kendrick, the Electrical Specialist in the electric shop. One time after I had been struggling with the performance of the precipitator trying to lower the emissions of Fly Ash going out of the smoke stacks, I encountered a very odd situation.
One morning as I was walking out to the precipitator as I passed the Unit 1 boiler I noticed that a couple of tanker trailers were sitting outside the bottom ash area. Hoses had been attached to one of them and were running up the side of the boiler. What looked like a pump was running. I didn’t have a clue what was in the tanker. I figured it was just some routine thing that power plants did every so often to make things more interesting. You wouldn’t believe how many times Power Plant Men would come up with new and interesting things just to keep me in awe. (Of course, I am easily amazed).
Anyway, I didn’t really pay much attention to the tanker on the way to the precipitator. I just walked around the tankers that were there and entered the precipitator switchgear and up the stairs to the Precipitator control room where 84 control cabinets were waiting for my attention. On the way into the switchgear I had glanced up at the smoke stacks and noticed that the exhaust from the boiler was looking pretty good.
As I walked passed the control cabinets that controlled the back of the precipitator, I was surprised to find that they were powered up all the way and there wasn’t any sparking happening. Well. I thought. Maybe they are at low load and not much is happening inside the precipitator this morning.
As I walked between the two rows of cabinets toward the cabinets that controlled the transformers near the intake of the precipitator, my surprise turned into astonishment. I had never seen the front cabinets powered up to such a high level with no sparking. Everything was 180 degrees from the way I had left the cabinets the evening before when I was struggling to adjust the power to lower the emissions.
After going through each of the cabinets adjusting the power levels higher only to find that I was able to easily increase the performance even further, I returned to the electric shop for break. When I arrived in the electric shop office I told Charles that something very strange had happened this morning and I’m trying to figure it out, because all of the sudden the precipitator was operating at maximum efficiency.
After break I walked back out to the precipitator control room past the tanker trailers and found that everything was still running smoothly. “My work is done” I thought. I decided to go to the top of the precipitator and start working on fixing malfunctioning vibrators for the rest of the day.
I worked on the precipitator roof until noon, and then went back to the shop for lunch. I sat with Charles as we talked about movies we had seen. Charles was telling me about how the song for Ghostbusters had been on the radio. When the song said,
“If there’s something strange
in your neighborhood
Who ya gonna call?
Charles’ son Tim (not having seen the movie) thought that instead of saying “Ghostbusters” they were saying “Who ya gonna call? Charles Foster!” Besides being exceptionally cute, it was also an honor for Charles for him to hear Tim sing, “Who ya gonna call? Charles Foster!”
After lunch was over I went back out to the precipitator control room to check on the cabinets one more time. To my surprise when I walked through the row of cabinets, they were sparking again as they had been the day before! Not quite as bad, but bad enough that I had to go through the cabinets and adjust them back down almost to the levels where I had them before.
It took longer to adjust the cabinets down than it did to raise them in the morning. When break time came along, I was too engrossed in adjusting the cabinets to notice, so I continued working through break. It must have taken me close to three hours. At that time I was still using a small screwdriver on some potentiometers inside each of the cabinets to make the adjustments.
About the time I finished, all the sudden something happened. The cabinets began acting the way I had seen them in the morning! All the sparking stopped and the cabinets began powering up to the highest point they could go based on where I had set them. Ok. Now I needed to find out what was going on!
I walked out of the precipitator and headed for the Control Room. I walked past the tanker trailers and noticed that the pump was running again. I hadn’t thought about it, but when I had walked by them a few hours earlier they had been turned off. This was curious. I figured that it was more than a coincidence.
Pat Quiring was the Unit 1 Control Room operator when I arrived. I asked him what has been going on with Unit 1. I explained to him that when I arrived in the morning I found the precipitator running smoothly, then later it wasn’t, and just a few minutes ago, something happened again and there it was. Pat said two things were going on that day.
One thing was that we had been burning a pile of sand that had been soaked with oil. They had been mixing it with the coal at the coalyard and blowing it into the boiler with the pulverized coal in order to dispose of the hazardous waste. Hmm.. This was a possibility. I couldn’t see how the sand would make a difference, but maybe the mixture of the chemicals in the oil had something to do with it.
Then I asked him. “What about those tankers on the side of the boiler? Why are they there?” Pat said that we were also burning Vertan. Well, not “burning” exactly. We were destroying it in the boiler, because it was chemical waste that needed to be disposed and it is easily destroyed into it’s chemical components in the heat of the boiler.
“Vertan? What’s Vertan?” I asked Pat. He said it was some chemical used to clean boiler tubes. These tankers had been sent to our plant from another plant that had just had the boiler tubes cleaned, and we were just burning it off to get rid of it. They had a schedule they were using to burn the Vertan. They couldn’t just get rid of it all at once because it caused a buildup in the economizer that caused the airflow to be affected through the tail end of the boiler.
So, I wondered, maybe this has to do with airflow. Diverting the airflow to different parts of the precipitator could definitely affect things. The cabinets out in the middle of the precipitator definitely had different electrical properties than those out on the edge.
I suddenly realized that this was 1988 and the Internet was not readily available to the typical user, and the World Wide Web still had a few years before it was widely going to be used. Frustrated that I couldn’t just go “Google” something for another ten years, I did the next best thing that I could do. I decided to pay a visit to our Power Plant Doctor! I wrote about Doctor George Pepple in the post “Power Plant Doctor Does a Jig in a Puddle of Acid“. He was the head Power Plant Chemist.
I went to the Chemistry Lab and found George working away on some diabolical experiment. No. Not really, he was probably just testing some water samples. When Dr. Pepple was working on any kind of chemical test, he did it with such mastery and grace that it always reminded me of a mad scientist.
I asked George about Vertan. He explained to me that it was a chemical that was mixed in water and pumped through the boiler tubes to clean out calcium buildup and the like. I mentioned to him that I thought it may be affecting the operation of the precipitator and I was curious to know more about it.
Professor Pepple then explained to me that Vertan was called TetraAmmonia EDTA. EDTA? Yeah, he said, “Ethylenediaminetetraacetic Acid”. He said this just like my Animal Learning Professor, Dr. Anger used to say “Scopalamine” (See the Post “Poison Pill for Power Plant Pigeons“).
I wrote down this information and I continued monitoring the progress of the precipitator throughout the rest of the week. Each time the pumps were running on the Vertan trailers, the precipitator operated as if it was new and completely clean. Each time the pumps turned off, the precipitator reverted back to the regular mode of operation, only it would be a little better each time. By the time all the Vertan had been destroyed in the boiler, the precipitator was running very well on it’s own.
Over the weekend I went to the University Library at Oklahoma State University in Stillwater and Looked up TetraAmmonia EDTA. Not much had been written about it. I was able to find an article about it in a Journal. It had the chemical composition.
A few years later when the Internet became available I was able to find a better model of the Vertan molecule:
I mentioned that at the same time that the Vertan was being burned in the boiler, we were also blowing contaminated sand into the boiler in order to burn off oil that had soaked into the sand. At one point, I had to go work on the head end of the number 10 long belt to find a 480 volt ground in a circuit. When I arrived, I could see where the oil from the sand had caused the coal to cake up on the belt and cause a big mess where the conveyor dumped the coal onto the belt 12.
There didn’t seem to be any correlation between the times that sand was being burned. The process for burning the sand lasted a lot longer than burning off the Vertan. By the time that the sand was burned off, the precipitator was humming away operating at near maximum efficiency. So, it seemed as if the sand didn’t have anything to do with the increase in performance.
I was convinced that burning Vertan in the boiler was more convincing. If not Vertan, then just injecting water could have been a factor. Since the Vertan was in water and they were pumping large amounts of water into the fireball in order to destroy the Vertan. Maybe the increase in Humidity had something to do with the improvement.
A couple of years later when the “We’ve Got The Power” Program was underway (See the Post, “Power Plant ‘We’ve Got The Power’ Program“). Terry Blevins and I were investigating the idea that Vertan could be used to improve the performance of the precipitator. We found that Ammonia Injection was used to treat Precipitators.
This is done by injecting ammonia into the intake of the precipitator to treat it when it was performing poorly. This reinforced our idea that Vertan was the main reason that the precipitator had responded favorably during that time since Vertan broke down into Ammonia at high temperatures. Even then, we didn’t exclude the possibility that the increase of humidity may have also played a role.
Another team had the idea that injecting sand into the intake of the precipitator would improve the performance of the precipitator by sandblasting the ash off of the plates. They had seen this happen when sand had been burned earlier. I had rejected this idea as being viable. I knew that the velocity of the airflow in the precipitator was no faster than 4 miles an hour. Hardly fast enough to keep grains of sand airborne.
It was worth a try though, and the other team pursued the idea and ran a test by injecting the sand. It definitely wouldn’t hurt anything to try. The idea was rejected by the Steering Committee (Ron Kilman), based on my input, even though something extraordinary happened during the test. When this happened, I became the instant enemy of the team leader.
I will cover this dilemma in a later post (possibly next week). For now I will just leave you with the knowledge that because I had chosen Vertan over Sand, I had definitely made an enemy of a True Power Plant Man.
Originally posted April 25, 2014:
Later in life, thinking back to when I was young, I sometimes wonder at how my first real friend, Mark Schlemper remained my friend throughout my childhood. I remember as a boy, there were times when I wasn’t the friendliest friend. Sometimes I was downright selfish. Mark, on the other hand, was always considerate. Not in an Eddie Haskell way, but in a sincere way. I learned a lot about being a kinder person from Mark, and I’m forever grateful.
I think if Mark had not been my friend during my childhood, then this story would have a very different ending.
Last Friday (April 18, 2014), I posted a story called “Vertan or Sand and Making Enemies of a Power Plant Man“. At the end of that post I explained that I had become the enemy of a team leader during the “We’ve Got The Power” program. I explained this program in the post: “Power Plant ‘We’ve Got The Power’ Program“. With all that said, here is the story:
I was a plant electrician at a coal-fired power plant in North Central Oklahoma when we took part in the “We’ve Got The Power” program. At the time, I was in charge of maintaining the Unit 1 precipitator. The precipitator is what takes the ash out of the exhaust from the boiler, so that you don’t normally see smoke coming out of a Power Plant Smokestack.
My bucket buddy in the Electric Shop, Diana Brien was on a team that tried an experiment on the Unit 1 precipitator by injecting sand into the intake duct in the hope that it would increase the performance. I didn’t put much faith in the experiment, because it was based on something that had happened almost a year earlier when sand was burned in the boiler in order to burn off the oil that had been soaked into the sand.
I hadn’t seen any sand build up in front of the precipitator during the next overhaul, and didn’t believe that any of it had been able to make it’s way through the economizer and the air preheaters to the precipitator.
When Ron Kilman asked me about it, I said that I didn’t think it would do any good, but also, it wouldn’t do any harm either, so I told Ron that I couldn’t see any reason not to do the experiment. Who knows. Maybe something unexpected would happen. — Something did, but not quite in the way anyone would have expected.
On the day of the experiment, sand was blown into the intake duct of the precipitator. When the experiment was taking place, Diana Brien sat at the precipitator computer behind the Unit 1 Alarm Panel in the Control Room. She was printing out readings every so many minutes as the experiment progressed.
At times, I walked by and checked on her to see how it was going. One time when I was standing there watching the readings on the computer, all of the sudden the Opacity shot up. Opacity is used to measure how much smoke is going out of the smoke stack. Something definitely happened to cause a large puff of smoke.
I switched screens to look at the power on each of the control cabinets. After a few seconds I found that cabinet 1A10 had zero Volts on the secondary side of the transformer. It should have been somewhere above 40 Kilovolts. The cabinet hadn’t tripped, but it wasn’t charging up the plates. Cabinet 1A10 was in the very back row of the precipitator, and when the power shuts off on the cabinet it readily lets go of the ash that had built up on it when the rappers on the roof strike the plates.
When I saw the puff occur, I knew where to go look, because this happened whenever one of the back cabinets was turned off. I told Dee that it looked like a fuse had blown on the cabinet. The ash was going to continue billowing out of the precipitator for a couple of hours if I didn’t go do something about it. So, I told Dee that I was going to go to the Precipitator Control Room and replace the fuse.
I passed through the electric shop to grab my tool bucket and headed out to the precipitator. When I arrived, I found the cabinet just as it had indicated on the computer. The fuse had obviously failed. Interesting timing. Coincidence? I thought it was. The fuses controlling the back cabinets were usually the ones that blew because we ran them at a much higher voltage than the rest of the cabinets (at the time).
I quickly replaced the fuse (after attaching grounding cables to the leads, and using a pair of high voltage gloves). Then I powered the cabinet back on.
I returned to the Control Room and told Dee that I replaced the fuse on cabinet 1A10. The opacity had returned to normal. I watched a few more minutes to make sure everything had stabilized, and then I left.
When Ron Kilman was evaluating the results of the experiment, he could plainly see that something strange had happened. Smoke had been pouring out of the smoke stack in the middle of the experiment. So, he asked me what I thought about it.
First of all, as a disclaimer, our team had our own experiments we had been conducting on the precipitator in hopes of coming up with money savings ideas. So, when I told Ron what had happened with the fuse blowing, I wondered if he would trust me to tell the truth, since I had my own skin in the game.
I explained in detail to Ron how the fuse had blown and that I was standing next to Dee watching the computer when the smoke started blowing out of the stack. I could tell that a fuse had blown by looking at the readings, so I went out and replaced the fuse. I told him that fuses do blow periodically in the back of the precipitator, but I couldn’t explain why it happened to fail at that particular time. After I gave him my explanation, he seemed satisfied that I was telling the truth.
I think a token amount of points were awarded to the team because something obviously had happened during the experiment, though it wasn’t clear that sand had anything to do with it. On the other hand, our team was awarded a large amount of points for increasing the precipitator performance using a different method that I may bring up in a later post. To the team that burned the sand, this looked a lot like foul play.
The leader of the team was the Shift Supervisor Jim Padgett. He became very upset when he found out that I had gone to the precipitator control room during the experiment and worked on the equipment. Our team had been awarded a lot of points that was enough to purchase the dining room table set that I have in my dining room today:
It became known throughout the control room and the electric shop that Jim Padgett viewed me as his enemy. The other electricians would jokingly refer to Jim as my “friend”, knowing that Jim had basically declared “war” on me. Any time someone in the shop would have something to say about Jim, they would say, “Kevin’s friend” Jim Padgett….”
When I first became aware that Jim was upset with me, I understood why. If I had been in his shoes I would probably feel the same way. It’s a rotten feeling when you believe that someone has cheated you out of something important. So, I decided up front that I was going to become Jim’s best friend. This is where I think my memory of Mark Schlemper with his patience for me as a boy helped me with this decision.
I had determined that any time Jim asked me to do something I wouldn’t hesitate to help him. It took about a year before Jim could look at me without grimacing. Finally, one day, he asked me if I would go look at something for him to see if we needed a clearance, or if it was something that could be fixed right away. It was something minor, but I knew that this was an indicator that the ice was finally beginning to melt. I was able to fix the problem on the spot, and returned to let him know.
Once we were on semi-speaking terms again, I took an opportunity one day to ask Jim if he would like to join our Computer Club. I had started a Computer Club in the Electric Shop. Anyone could join it for a one time fee of $5.00 that was used to buy shareware and disk cases. For a while I also published a newsletter letting the members of the club know what games and such we had that could be checked out.
Once Jim Padgett joined the Computer Club, it was much easier to have a regular conversation outside of the normal daily business. I had put the thought in my mind when I decided that Jim was going to become my best friend that nothing would make me happier than to be able to do something for Jim. That way, no matter what I was doing at the time, if Jim asked me to do something for him, I would drop whatever I was doing and do my best to help.
I could go on and on explaining how gradually over time, not only was Jim my friend, but Jim acted more and more as if I was his friend as well. Let me just say that the entire process took almost exactly ten years. I can remember the exact moment when Jim indicated to me that I had become his friend.
Here is what happened:
The phone next to my bed rang at 2:15 in the morning on Thursday February 17, 2000. I instantly knew what it meant when the phone rang in the middle of the night. It meant that someone at the plant was calling because there was a problem. Who else would be up on in the middle of the night? The night shift of course.
When I answered the phone, Jim Padgett said, “I hate to wake you up buddy.” I replied, “No. That’s okay. What’s up?” Jim explained that the dumper was down and a train was about halfway through dumping the coal and everything was dead in the water. I said, “Ok. I’ll be right out.”
I turned to Kelly and told her that I had to go fix the dumper. She already knew of course. I pulled on a pair of jeans, a flannel shirt, and on the way out the door, I slipped on my work boots and laced them up. Then I drove the 30 miles out to the plant.
It was just before 3:00 am when I arrived. I grabbed my hardhat from the electric shop and took the elevator up to the Control Room. Jim apologized again and told me that how the dumper acted when it shutdown. I went back down the elevator to the electric shop where I grabbed the key to the pickup truck and my tool bucket and left the electric shop into the cool night air.
Power Plants at night take on magical properties. It’s hard to explain. Lights shining from the 25 story boilers, noises from steam pipes. Hums from motors and transformers. Night Hawks screeching.
When I arrived at the coalyard, I went straight into the Dumper Switchgear where the relays that controlled the dumper were mounted. Having worked on the dumper for the past 17 years, I could troubleshoot the circuits in my sleep. — Actually, I may have done just that. It didn’t take long, and I had replaced a contact on a relay that had broken and had the Coalyard Operator test the dumper long enough to know it was going to work.
When I returned back to Control Room Jim was sitting in the Shift Supervisor’s office. I walked in and showed him the small relay contact that had caused the failure. Jim, looked at me and said something that I thought only a friend would say so casually. I won’t use his exact words, though I remember not only the exact words, I remember his exact expression. He indicated to me that he had passed some gas, and he was apologizing about it. I replied, “Well. That happens.” (No. Not the other thing that happens). I told him I was going to go home. It was about 3:40 by that time.
Jim wished me a good night, and smiling with gratitude, thanked me again for coming out. As I was going back to the parking lot, and on the way home driving through the dark, tired from being woken up in the middle of the night, I had a great feeling of peace. That brief conversation with Jim just before I left was so pleasant in an odd way that I knew we had become friends. This was such a long way from where we had been 10 years earlier when Jim had literally wanted to kill me (well, not that he actually would…).
When I arrived home, I peeled my clothes off in the utility room to keep from tracking coal all over the house. I set the small broken relay contact on the kitchen table as a token to my wife, so she could see why I was called out when she wakes up in the morning. I climbed back into bed around 4:15 to sleep for another two hours.
That morning when I arrived at the plant, the first thing I learned was that about the time that my alarm had woken me up that morning, Jim Padgett had left his shift and driven to his home in Ponca City. When he walked in the door to his house, he collapsed and died instantly of a heart attack. That would have been about 3 hours after the moment that we had said goodbye.
I grieved for Jim’s wife Jane, who had worked for a while at the plant before marrying Jim, but I didn’t grieve for Jim. Something told me, and maybe it was Jim, that he was at peace. In the moment that I heard about Jim’s death, I burned the conversation we had just had that morning into my mind so that I would never forget it.
To this day whenever I know that someone is upset with me for something that I have done to them personally (which still happens occasionally), I am determined that they will become one of my best friends. I will do anything for that person if they ask (unless, of course it is to “not be their friend”). I have my childhood friend Mark Schlemper to thank for the attitude that helped me decide to reach out to Jim Padgett. Without that experience while growing up, Jim and I would never have become friends.
I would like to leave you with a song that reminds me of Jim whenever I hear it. It is called “Bright Eyes” from the movie “Watership Down”. Art Garfunkel sings it:
Note: If you are not able to watch the video above, try clicking this link: Bright Eyes, Art Garfunkel
Comments from the original post:
Originally posted May 30, 2014:
Unlike the story I told a few weeks ago about Jim Padgett, this is not a story about being called to work in the middle of the night by a true Power Plant Man (See post: “Making A Friends from Foes – A Tale of Power Plant Woes“) or even like the story that explained the “Power Plant Black Time and the Six Hour Rule“. No. This is a quick story about a sobering slap in the face I encountered when walking into the electric shop one morning at the Coal-fired Power Plant in North Central Oklahoma.
I think this must have been when I was on someone’s short list for a “Power Plant Joke”, or maybe I just hadn’t been paying attention a month earlier when Bill Bennett may have informed me that this morning was coming. Either way, I was totally taken off guard when I entered the shop that morning with Scott Hubbard, my Carpooling buddy.
The first indication that something was up was that there were three contract hands standing there dressed in their worn clothing indicating that they had been hired to do some kind of “manual” activity. Yep. Worn jeans with holes. Shirts slightly ripped. One guy missing the sleeves on his shirt. I think one of them had accidentally taken a shower before he showed up. He may have mixed up his Mondays and Saturdays and woke up grumpy on Saturday and took a shower on Monday.
None of the contract hands had thought about shaving for the past week or so. So, they definitely looked out of place in the shop usually occupied by professional Power Plant Electricians, who liked to keep themselves clean and generally followed good hygiene practices.
My first thought was, “Hmm…. Looks like there is some dirty job someone has to do in the shop today. I wonder what it is.” I walked into the electric shop to wait until 8:00 to come around. Bill Bennett was leaning against one of the desks talking to Charles Foster. I asked Bill, “What’s up with the Contractors?”
Bill replied, “They are here to help you.” “What am I going to be doing?” I asked curiously. “You know. Pulling wire from the Vital Service Panel to the Telephone Room in the main office.” “Oh. That.” I replied trying to remember if I could recall ever being told that I was supposed to be inheriting this particular job.
The last time I had felt like this was when I was in High School and our American History teacher told us that the semester class projects were due tomorrow and he continued to explain that we would be presenting the projects in alphabetical order. “Which means that Kevin Breazile. You will be going first.”
Side Story Time:
Class Project? Oh No! I had forgotten all about it! I was supposed to write a paper about the Roadway system in the United States, including how we were preparing to go to the Metric System.” (Like that ever happened… This was in 1976).
So, after school I went straight home and told my mom that I needed to go to the Public Library to prepare for a class project that needed to be done tomorrow. At the library I quickly grabbed a bunch of facts out of encyclopedias. I made up a few statistics about how many miles of roads there were in the United States.
Then once I was back at home, I thought about the roads in the U.S. Well, there were dirt roads, gravel roads, asphalt roads, and roads made of concrete. So. I filled a jar with dirt. One with some rocks I found out in the street. I found a piece of asphalt that had worked itself loose at the intersection by my house. I also found a chunk of concrete under our deck in the backyard where we had busted up our patio once to pour a new one…. These were my props for my presentation.
I remembered that on the way from Kansas City To Columbia Missouri along Highway 70, there was a sign that said, 100 Miles or 160 Kilometers to Columbia. There was also one just outside Saint Louis going to Columbia that said the same thing. So, I added that to my presentation. This met the requirement of how the roadways were moving to the metric system.
When the presentation began, I began handing the jars to someone in the front row to pass around the class….. Yeah. A jar of dirt. A jar of rocks, and a piece of asphalt and the chunk of concrete. I remember our teacher, Mr. Wright grabbed the chunk of Concrete when I gave it to the guy in the front row and looking it over, then pointing to a spot on it and saying, “I can see the skid marks here where I almost hit you!”
Anyway. I ended the presentation by taking the chunk of concrete after it had been passed around the class and holding it up and saying that if we continued to create roads at the same pace that we have over the last 60 years, by the year 2076 the world will look like this…. And I held up the chunk of concrete. — Of course.. I had totally made that statistic up out of thin air. — I got an A+ for that project which was worth 1/3 of our grade for the semester.
End of side story.
So, here I was again, fourteen years later, and I was being told that I had a crew of guys standing out in the shop waiting for directions on how to pull cable from the Logic room just below the control room, across the T-G building and into the middle of the Office building on the top floor. Even though the Office was on the 3rd floor, it was equivalent to the 6th floor of an office building.
From experience, I knew that the cable would have to be pulled from the logic room down to the cable spreading room below the main Switchgear, through two manholes, then up through conduit to the office area above the break room kitchen and over to the Telephone room.
I had done nothing to prepare for this. I hadn’t looked through the blueprints to find the best route. I hadn’t even seen the large spool of wire on the pallet in the Main Switchgear waiting to be used. I hadn’t even prepared myself by looking confident like I knew what I was doing….
Bill walked out the door leaving me in the office with Charles. I wasn’t sure if Charles could tell that I was completely blind-sided by this job or not. But he did give me a quick “leg up”. He said, “Seems to me that there is already power going from the VSP (for Vital Services Panel) to the Telephone room.”
Well. I already knew that I was really lucky. Especially when I asked Saint Anthony to help me find a solution to a problem. So, I quickly glanced over in the corner where Saint Anthony liked to lean against the wall while he waited for me to come to my senses and have some faith. In my mind I could see Anthony shrug like, “sounds like you might give it a try.”
So, I walked… no… I strolled out into the shop like I belonged there….. — Oh… yeah. I did. But at that particular moment I didn’t feel like it, so I thought maybe if I walked like I felt like I did, it would help me feel that way.
I asked Scott Hubbard if he could help me check to see if we had power in the Telephone Room from the Vital Services Panel. He said he would be glad to help (this was Scott’s usual response. — A True Power Plant Man Response).
I asked him to go the Telephone room while I went to the Vital Service Panel for Unit 1 in the Logic Room. Scott took his handy Dandy Voltage Checking Tool and headed off toward the Office area.
I headed for the Logic Room with a pair of Fuse Pullers:
The Vital Service Panel is mounted on the wall next to the UPS (Uninterruptible Power Supply). I opened it and read the labels inside of the cover. After scanning the list of locations that were fed from this panel I found one that could have been the one circuit I was looking for.
It was cryptically labelled in pencil “Telephone Room”. Hmmm…. I wonder if this is it… My mind had quick as a snap decrypted this entry and came up with “Telephone room”. — That sure sounds like this would provide power to the Telephone room. Let’s just hope that it is labelled correctly.
I waited until Scott called me on the gray phone to tell me that he was in place by the Telephone room. He had checked all of the receptacles (plug ins) in the room, and they all had power on them.
I told him that I would remove the fuse to the circuit that looked like it provided power to the telephone room, so in about 15 seconds, he could check to see if any of the receptacles was dead. So, we did just that. I removed the fuse….. — My first thought was…. Good. I didn’t trip the unit. I would have known that right away. — You never know… pulling a fuse out of a panel labelled “Vital Services Panel” kind of leaves you to believe that the stuff in this panel is really really important.
I went back to the gray phone and waited for Scott to get back on the phone. About 15 more seconds and Scott returned. He told me that the power had turned off on one of the receptacles on the wall. I told him I was going to put the fuse back in and head up to the telephone room so that he could show me where it was.
Literally 20 minutes after I had been jolted awake by the revelation that I was supposed to lead a crew of contractors on a wire pull that I had not prepared for, I had found out that the wire was already there. No wire pull was necessary.
Scott showed me where the receptacle was, and we walked back to the electric shop. Bill Bennett was standing in the shop wondering where I had disappeared to (oops. ended the sentence with a preposition. I should know better than that. I should have said, “….where I went.”). I was still wondering in the back of my head if I had just completely forgot that Bill had ever told me about this, or maybe he had forgotten to mention it in the first place, or he had not told me on purpose just to see how I would react to the sudden revelation that I had a semi-difficult job with no time to prepare for it.
I waited for Bill to follow me into the electric shop office. Which he did. Standing there with as straight of a face as I could muster, I looked at Bill as he asked me when I was going to start pulling the wire. The Contractors are just standing around doing nothing.
I said, “The job is already done. The wire has already been pulled.” “What do you mean? It’s still in the switchgear on the pallet.” Bill responded. I shrugged and said, “We don’t need to pull wire from the Vital Services Panel. There is already a circuit from that panel to the telephone room.” I looked over at Charles and smiled. Charles smiled back. Bill said something like, “Oh… Then I wonder what we are going to do with these contractors. We have them for three days.” Then he left the office.
I thought that somehow Charles knew something about my being “setup for some kind of failure” and had this up his sleeve all along so that it would backfire. — Just my luck. With three of my best friends standing there, how could I fail…. Charles Foster, Scott Hubbard and Saint Anthony.
We had the contractors sweep out switchgears for the next 3 days.
Comment from the original Post
Originally posted June 6, 2014;
I’m sure the plant manager at the Coal-fired Power Plant in North Central Oklahoma thought that a little competition might just do our Safety Program a little good. The maintenance crews always knew what they were going to be doing first thing on Monday morning. They were going to attend a Safety Meeting with their team. All of the maintenance crews attended a team safety meeting every Monday morning to remind them to be safe during the week. This had been going on for at least 9 years at the power plant. Every Monday morning we all looked forward to the 30 minutes we would spend reminding ourselves to be safe that week.
It didn’t seem to matter if I was on the Summer Help yard crew, or a janitor, on the labor crew or an electrician. The Monday Morning safety meetings were all pretty much the same. Someone would read from a Safety pamphlet that each of the foreman would receive once each month. We would try to read one of the articles each week in order to stretch it out so that it lasted the entire month of Monday Morning Safety Meetings. This often meant that we would be listening to a completely irrelevant safety article that really didn’t apply to us.
Some of the articles were things that reminded us to be safe in the work place. Other articles reminded us to clean up the kitchen counter after you have finished cutting up the chicken in order to cook fried chicken for dinner. The chicken juices could lead to food poisoning if they sat there for a while and then some other food was placed on the same counter if it was still soaked in juices from the chicken. We justified to ourselves that it didn’t hurt to remind ourselves about things like this because if we went home and had food poisoning by not watching our chicken juices, then it could be as serious as a lost workday accident on the job.
When I joined the electric shop, I used to keep a stack of all the Safety Pamphlets. Who knew if they would ever come in handy. Years later when I left the Power Plant to pursue another career I left the stack behind in case some other safety zealot needed some motivating safety material. I tried to find a picture of the safety pamphlets that we used to read on Google, but I could only find Safety Pamphlets that were more colorful and had more eye-catching covers. The only aesthetic difference between our safety pamphlets from one month to the other consisted of using a different color font. So, one month, the pamphlet would be written in blue. The next month, green. Then red. Maybe purple some times. The December one would have a little drawing of holly at the top. That was about as exciting as they were.
Occasionally the foreman would get a different kind of safety pamphlet on a certain topic. Instead of changing the font color, this pamphlet would change the background color to one bright solid color. I could find a picture of one of these:
In the first paragraph I mentioned that the maintenance crews generally knew what they would be doing right off the bat on Monday morning when their work day began. Yep. They would spend 15 to 30 minutes staring off into space while their foreman, or the designated hypnotist would read a safety pamphlet in a monotone voice. I think it was permitted to fall asleep as long as you didn’t snore. Once you snored it was too hard to claim that your eyes were closed only so that you could better picture how to lift with your legs and not your back.
In order to add something dynamic to the Monday Morning Safety Meeting, it was decided that some friendly competition might help. So, here is what happened:
A Safety Committee was formed and their task was to collect safety slogans from the teams and once each month they would decide which slogan was the best and then it would become the “Safety Slogan of the Month”. Then for the next month this particular safety slogan would be posted on all the bulletin boards throughout the plant. At the end of the year, a winner was selected from the 12 winning Monthly Safety Slogans. Whichever team won the safety slogan of the year award would be honored with a free Pizza (or two) for lunch.
A noble attempt at trying to add a little spice (and tomato sauce) into the safety program.
At first our team didn’t give this much thought. I was one of the first people from the electric shop on the committee and since I was on the committee, I didn’t think it would be fair to submit a safety slogan myself, because I would have to be one of the people voting on it. One person from each area was on the Safety Committee. One person from each of the three A foremen’s teams in the Maintenance shop. One person from the Instrument and Controls team and one electrician. One person from the office area. One from the warehouse. There might have been one person from the Chemistry Lab, but since there were only three chemists, I’m not sure how long that lasted.
Anyway, sometime in March, 1992, when we were sitting in a Monday Morning Safety Meeting staring blankly at the only thing moving in the room besides the lips of the Safety Article Hypnotist, a black beetle scurrying across the floor, Andy Tubbs finally broke through our hypnotic state by making a suggestion. He said, “How about we start entering safety slogans for the Safety Slogan Contest and try to win the free pizza at the end of the year? Instead of just sitting here on Monday Mornings doing the same thing over and over, let’s spend our time brainstorming Safety Slogans!”
This of course was a brilliant idea. It meant that we would actually be blurting out all kinds of goofy safety slogans until we hit on a really good one to turn in for the month. We began immediately. I was the scribe capturing all the creativity that suddenly came popping up from no where. Andy was real quick to come up with some. Others took their time, but when they spoke they usually had a pretty clever safety slogan.
By the end of the first day we had about 10 new safety slogans to choose from. We picked the best one of the bunch and turned it in at the front office. I don’t remember the specific safety slogan we started out with, but I do remember some of them that the team invented. Here are a couple unique slogans that I have always remembered – not written by me….
“Lift with your legs, not with your back, or you may hear a Lumbar crack.”
“Wear skin protection in Oklahoma or you may get Melanoma.”
I invite anyone at the plant that remembers more slogans to add them to the Comments below….
You can see that we tried to take a standard safety slogan like “Lift with Your Legs and Not your Back” and added a clever twist to it. I had taken out the stack of safety pamphlets from the cabinet and we reviewed them. Each of them had a safety slogan on the back. We weren’t going to use any that were already written, but it gave us ideas for new slogans.
We won the Monthly Safety Slogan that month. So, we figured we were on a roll. The next month we picked our next best one. By that time we must have come up with over 25 pretty good safety slogans, and we figured we would enter our best one each month. We were in for a little surprise.
After submitting a real humdinger of a Safety Slogan the second month (something like, “Wear your Eye Protection at work so you can See Your Family at Home” — well. I just made that up. I don’t remember the exact slogan 22 years later), the slogan that won that month was a much more bland slogan than our clever one. We felt slighted. So, we talked to Jimmy Moore (I believe) who was the electrician on the other team of Electricians in our shop that was on the Safety Committee selecting the safety slogans this year. He said that there were some people on the committee that thought it wasn’t good for the same team to win two times in a row. Others thought that any one team should only be able to win once a year.
As it turned out, we were able to win the monthly safety slogan only a few more times that year only because we were the only team that turned in a safety slogan during those months.
When it came time for picking the winning safety slogan for the year, Sue Schritter’s slogan from the warehouse won even though it was fairly lame compared to the clever ones we had been turning in. (Note the warehouse and the front office were all under the same manager…. so, when one of them won, they both really did). So, the front office (slash) warehouse were able to enjoy the free pizza.
After complaining about the process at the beginning of the next year, we were determined that we were going to do what it took to win every single month and that way they would have to give us the pizza at the end of the year. So, in 1993 that was our goal.
It was determined at the beginning of the year that all safety slogans would be judged without knowing who had turned them in. It was also determined that a team could turn in as many safety slogans as they wanted each month (probably because we had complained that our team was unfairly being singled out).
So, we made a concerted effort to turn in at least 15 safety slogans each month. That way, the odds of one of ours being picked would be very high, especially since our team was the only team that was really serious about wanting to win the free pizza at the end of the year.
Gary Wehunt from our team was on the committee selecting the slogans in 1993, so he would tell us about the conversations the committee was having each month when they would get together to select the slogan, and we knew it wasn’t going to be easy to win every single month.
During the year, it became a game of cat and mouse to try to win the safety slogan of the month every single month. We knew that a couple of people on the Safety Committee were doing everything they could to not pick one our our slogans. So, here is what we did… along with the best safety slogans we had, we threw in some really lame ones. I think we had some that were so bad they were nothing more than…. “Think Safety”. Our better safety slogans were more like: “Watch for Overhead Hazards! Avoid becoming Food for Buzzards” or “Wear you Safety Harness when working up high. One wrong step and you may die.” — I mean…. How could any other safety slogan compete with the likes of those?
The funny thing was that we thought that just in case the Safety Committee was trying to look for a safety slogan that our team didn’t write, they would intentionally pick a really bad one. Like “Think Safety”.
And it actually worked. Two months during 1993, the team actually chose a Safety Slogan that was really lame, just to try and pick the one that our team didn’t enter only to be surprised to find that it was from our team.
Through October our team had managed to win every Safety Slogan of the Month, and it looked like we were going to finally win the Safety Slogan of the Year and receive the free Pizza. I had written down every safety slogan our team had invented. We had over 425 safety slogans by that time. I had a folder in the filing cabinet with the entire list.
Then in November, the people who were on the Safety Committee who were intent on us not winning the yearly safety slogan was able to slip one by. They had submitted a safety slogan from their own team and had told a couple other people to vote for it. It didn’t take too many votes to win for the month since when we turned in 15 to 20 slogans the votes were spread out.
Most of the slogans that did receive a vote would only get one vote. So, any slogan that had two or more votes would usually win. So, all they had to do was throw together a safety slogan and tell someone else on the committee that was not happy about our team winning every month during the year, and they would win that month.
Louise Kalicki turned in a safety slogan in November. It was a simple safety slogan like “Be Safe for your family’s sake”. We had turned in a number of slogans that had said pretty much the same thing in the 400 or more slogans we had submitted, but that was the slogan that won during that month.
Well. That was all it took. When the winner of the Safety Slogan for the year was chosen, there was no way that everyone didn’t already know whose team the safety slogan was from because they had been posted on the bulletin boards throughout the year. So, you can guess what happened. After the electric shop had won 11 of the 12 safety slogans in 1993, The girls in the front office won the free pizza… again (just like they did every year).
So, what happened in 1994? Well…. That’s another story… isn’t it?
Comments from the original post:
Originally posted June 13, 2014:
When discussing Telephones at the Coal-Fired Power Plant in North Central Oklahoma, I have to remember that some of my readers have a completely different perspective of telephones than me. My children grew up probably never seeing a real rotary dial phone except in movies or old TV shows. It might be a little hard for them to imagine a telephone being a possible murder weapon. Telephones have come a long way since I grew up in the 1960’s and 70’s.
When you turned the dial on a Rotary phone you put your finger in the hole on the number you want to dial and then you swing it around until your finger bumps up against the metal bracket. When you pull your finger out of the hole, the phone sends a rapid succession of pulses to the telephone company telling them what number you just dialed. It was very… well…. tedious and manual…. and not even electronic. It was electric signals and switches. “Mechanical” is the word I think I’m trying to say.
Even the way you received a dial tone was by sending something called a “Ring-to-ground” signal to the telephone company. That would happen when you would lift the receiver off the hook. There are only two wires used to communicate in an old phone and only one of those had voltage on it. when you ground that wire (called the “Ring”) momentarily, the phone company would then send a dial tone to your phone.
You could actually do this on a dead phone line at times when the phone company had shut off your service. On an old pay phone, when the proper coin was inserted in the phone, the coin itself was used to ground the ring wire, thus telling the telephone company to send the dial tone, allowing you to use the phone. In 1983 there was a movie called “Wargames”.
I had learned about how these telephones worked from Bill Rivers just before going to watch this movie. During the movie Matthew Broderick’s character needed to make a phone call at a pay phone but didn’t have a coin. By taking the mouthpiece off of the transmitter, and using a metal pop top he found on the ground, he was able to ground the “ring” wire to the pay phone, and he received a dial tone. There was a good ol’ boy sitting behind me in the movie theater that said, “You can’t do that!” — Being the newly educated smart (-alec) guy I was, I turned around and said, “Yeah. You really can.”
Anyway. This isn’t a story so much about how old phones work. I just wanted to bring the younger readers back-to-date on phones since now they don’t really call them telephones anymore. It is more like, “Smart Phone” and “Cell Phone”, “Mobile Phone” or just “Phone”. The phone in the house isn’t even referred to as a telephone. We now call them “Home Phone” to distinguish them from the actual phones that we use.
Anyway, when I joined the electric shop in 1983, I learned about the phone system. We didn’t use the older Rotary Dial phones at the plant. We were one step up. We had “Touch Tone” Phones.
As I have mentioned in previous posts, we had our own telephone computer at the Power Plant. It was called a ROLM phone system. See the post “A Slap In the Face at a Gas-fired Power Plant“.
To give you an idea of the technology used by this phone system, you connected to it using a “teletype” terminal that you connected to a telephone by clipping the receiver in a cradle. Then you dialed the phone computer. When you connected, it was at 300 Baud. Think of 300 bytes per second, only using audio…. like a fax machine. — It was like connecting using a modem. 300 baud meant that when it typed out the results on the paper that scrolled out the top, you could watch it as it slowly printed out each line. The maximum speed of the terminal was 300 baud.
In this picture you can see the cradle in the back where the phone receiver would fit in those two rubber cups.
After many years of going to the lab to connect to the telephone computer to make changes and to monitor the telephone traffic, in 1992 I decided to bring my 8088 computer to work and set it on the desk in the electric shop. We didn’t have our own computer yet. At that time the only people that had computers were office workers and the Shift Supervisor. We had started a computer club and having a computer in the shop was a big help. I had just replaced this computer at home with a 486.
I had a modem on my computer, so I tried connecting to the telephone computer, and it worked! So, sometimes during lunch when Charles Foster and I were sitting there talking about movies we had seen while eating vegetables from his garden, I would connect to the ROLM computer and just watch the call log. I could see whenever someone was dialing in and out of the plant.
We had a special call in number into the plant that allowed you to make “trunk” calls. This is another term you don’t hear much anymore. You see….. for the younger readers (again)…. long distant calls used to cost a lot of money. You would be charged by how many minutes you were on the call. During the day, it could be as high as $3.00 a minute to call across the country. Amazing huh? Because today, most of you with cell phones and even your land lines (which are rarely real land lines anymore) long distant phone calls are now free with your phone plan.
Yeah, if you wanted to call someone in the next town over, you would have to pay a fee for every minute you were on the call…. That was when AT&T had a monopoly on the phone lines in the United States. Sure, you only payed $7.00 each month for your phone, but you could only call people in your immediate area or you would be charged extra.
A Trunk line gave you access to a much wider area. The Electric company had a trunk line that gave them access to most of Oklahoma. You could dial into a local number that would connect you to the company phone system. Then after entering the correct password number, you could dial access numbers that would take you to another office location in the electric company. Once on that phone system, you could dial to get an outside line, and then dial a local number in that area.
Our plant had three access numbers that allowed you to dial out locally to Stillwater, Ponca City and Pawnee. This was useful when a foreman needed to call people out to work. They could dial into the plant, then back out to one of these other towns and then dial the local phone number of the crew member they were trying to reach without incurring a personal charge on their phone line.
So, here I was in 1992 during lunch watching the phone traffic in and out of the plant (not exactly NSA style, but sort of), when I saw something unexpected. A long string of numbers showed up. Someone had dialed in on the Stillwater trunk, then dialed out to the Corporate Headquarters trunk, then out to Oklahoma City and from there they placed a long distance call to a phone number in the same area code. The prefix on the phone number was familiar to me. It was a Ponca City phone number. I had lived in Ponca City for three years when I had been married, from 1986 to 1989. I knew a Ponca City phone number when I saw one.
I thought this was odd, because it wouldn’t be normal for someone to dial from Stillwater through out plant to Oklahoma City only to call a Ponca City phone number when they could have dialed the local Ponca City access code. Then they wouldn’t have had to make a long distance call which bypassed our trunk call system causing the electric company to be billed for the long distance telephone call.
At the time I was a CompuServe user. This was when the World Wide Web was in it’s infancy. I was still using a DOS computer. When I connected to the Internet, it was either by using my dad’s Internet account from Oklahoma State University where I would use Telnet to access a bunch of mainframe computers all over the country, or I would use the DOS-based version of CompuServe. CompuServe was the king of Internet access before America Online came around and seemingly overnight made CompuServe obsolete.
In 1992, CompuServe had a service where you could look up phone numbers and find out whose number it was. Imagine that! Yeah. That was one of the neatest features on CompuServe! That and getting stock quotes. — Like I said…. There was no “www.whitepages.com” online. The only catch to using the reverse phone number feature, was that it was like making a long distance call. It cost money. You were charged by the minute for using the CompuServe reverse telephone number service, with the least amount being a dollar.
So, I bit the bullet and accessed the Phone Number lookup section of CompuServe. I quickly typed in the number. When the name and address of the user popped up, I quickly hit “Print Screen”, and then exited the service. My fee came to $1.00, but at least I knew what number had been dialed in Ponca City.
Charles, Scott Hubbard and I were a little excited by the time Terry Blevins walked into the electric shop office after lunch was over, I told him what I had seen.
When I told Terry the name of the person that had received the long distance call, he recognized the name right away. When I gave him the address, he was sure he knew who it was. The phone number belonged to the Music Director at the Ponca City High School. His son was attending college in Stillwater, Oklahoma.
Well, that sort of cinched it. We had a pretty good idea who had made the call. It was a college student calling home, who had been given the phone number most likely by a fellow student who knew the code to call home in Oklahoma City. So, the only local access code this guy knew was how to dial through our plant to Oklahoma City and back out where he was free (but it was not free for us) to make a long distance call home.
Armed with this knowledge, I headed up to the front office. I went straight to the Plant Manager, Ron Kilman’s office. I told Ron what I had found. I explained in detail how the person had dialed from Stillwater into our plant and then to Oklahoma City and out and then placed a long distance call to Ponca City leaving us with the phone bill. Since it was the middle of the day, the cost of a long distance call was not cheap.
I told Ron that I had used CompuServe to lookup the phone number and that Terry had said that it belonged to the Music Director at the Ponca City High School and that he had a son in college in Stillwater. I was all ready to pounce on this guy. This was a fraudulent use of the telephone service and there were some pretty strict laws then about stealing long distance from someone else.
Ron, being the more level-headed of the two of us thought about it for a minute and said, “What would be the best way to stop this from happening?” — Oh. Well. I was so intent on catching the culprit, I hadn’t thought about that angle…. “Well….” I said, “We could change the pass code used to log into our phone system. We would just have to tell our supervisors what the new number is.”
Ron asked me what it would take to do that. I told him I could do it in two minutes. We quickly settled on a new 4 digit pass code and I left his office and returned to the electric shop and made the change essentially turning the tables on the Telephone Interloper. I suppose the college student in Stillwater was lucky that our plant manager at the time was the type to forgive and forget.
Three years later the entire electric company phone system was replaced by a new AT&T computer which was managed by AT&T. As you can tell… Technology just keeps moving forward making seemingly really neat new inventions quickly obsolete.
Comments from the original post:
Originally posted June 21, 2014. I updated dates and added some new things.
I don’t know if anyone of us knew what to expect Wednesday morning January 13 , 1993 when we were told to go to a meeting in the break room that was going to take all day. We were supposed to be in some kind of training. Everyone at the plant was going to have to go through whatever training we were having. Training like this always seemed funny to me for some reason. I think it was because the hodgepodge of welders, mechanics, machinists, electricians and Instrument and Controls guys seemed so out of place in their coal-stained worn out old jeans and tee shirts.
I remember walking into the break room and sitting down across the table from Paul Mullon. He was a new chemist at the time. He had just started work that day. We became friends right away. Scott Hubbard, Paul and I were carpooling buddies. He always looked a lot younger than he really was:
See how much younger he looks? — Oh. That’s what I would always say about Gene Day because he was always as old as dirt. Even when he was young. Paul is only four years older than I am, but he still looks like he’s a lot younger than 70. Even his great great grand daughter is saluting him in this photo. Actually. I love Paul Mullon as if he was my own brother. He still looks younger than my younger brother who is four years younger than I am. People used to think that he was his own daughter’s boyfriend.
When our training began, the plant manager at the coal-fired power plant in North Central Oklahoma, Ron Kilman came in and told us that we were going to learn about the “Quality Process”. He explained that the Quality Process was a “Process”, not a “Program” like the “We’ve Got The Power Program” we had a few years earlier. This meant that it wasn’t a one time thing that would be over any time soon. The Quality Process was something that we will be able to use the rest of our lives.
At this point they handed out a blue binder to each of us. The title on the front said, “QuickStart – Foundations of Team Development”. A person from a company called “The Praxis Group”, Rick Olson from Utah (when I originally posted this last year, I couldn’t remember his name. Then I found my Quality book and it had Rick’s name in it). I had looked Rick Olson up to see if he was a member of CompuServe and there was Rick Olson from Ogden, Utah. When I asked him if he was from Ogden, he told me he was from Provo, Utah.
One of the first things Rick asked us to do was to break up into teams of four or five and we were asked to come up with 3 facts about ourselves. Two of which were true and one that was false. Then our team mates were asked to vote on which fact they thought was the false one. The only one I remember from that game was that Ben Brandt had dinner with the Bill Clinton on one occasion when he was Governor of Arkansas. — At least, I think that was what it was… Maybe that was the fact that was false.
The purpose of this game was to get to know each other…. Well…. We had all been working with each other for the past 15 years, so we all knew each other pretty good by that time. Except for someone new like Paul. I think my false fact was that I had hitchhiked from Columbia, Missouri to New Orleans when I was in college. — That was an easy one. Everyone knew that I had hitchhiked to Holly Springs National Forest in Mississippi, not New Orleans.
Anyway, after we knew each other better, we learned about the different roles that members of our teams would have. Our “Quality” teams were going to be our own crews. Each team was going to have a Leader, a Facilitator, a Recorder, and if needed (though we never really needed one), a Logistics person. The Logistics person was just someone that found a place where the team could meet. We always just met in the Electric Shop office. I wanted to be “Facilitator”.
We learned about the importance of creating Ground Rules for our Quality Meetings. One of the Ground rules we had was to be courteous to each other. Another was to “Be willing to change” (I didn’t think this really belonged as a “Ground Rule”. I thought of it more as a “Nice to have” given the present company). Another Ground Rule was to “Discuss – Don’t Lecture”. One that I thought was pretty important was about “Confidentiality”. We had a ground rule that essentially said, “What happens in a team meeting… Stays in the team meeting.”
I recently found a list of the Quality teams that were formed at our plant. Here is a list of the more interesting names and which team it was: Barrier Reliefs (that was our team — Andy Tubbs team). Rolaids (Ted Holdges team). Elmore and the Problem Solvers (Stanley Elmore’s team… of course). Spit and Whittle (Gerald Ferguson’s Team). Foster’s Mission (Charles Foster’s team). Sooner Elite (Engineer’s team). Boiler Pukes (Cleve’s Smith’s Welding crew I believe). Quality Trek (Alan Kramer’s Team). Designing Women (Linda Dallas’s Team). There were many more.
I think all the Power Plant Quality Teams had the same “Mission Statement”. It was “To Meet or Exceed our Customer’s Expectations”. I remember that the person that was teaching all this stuff to us was really good at motivating us to be successful. As we stepped through the “QuickStart” training manual, the Power Plant He-men were beginning to see the benefit of the tools we were learning. There were those that would have nothing to do with anything called “Quality”, just because… well…. it was a matter of principle to be against things that was not their own idea.
Later they gave us a the main Quality binder that we used for our team meetings:
When we began learning about the different quality tools that we could use to solve problems, I recognized them right away. I hadn’t learned any “Quality Process” like Six Sigma at that time, but I was about to graduate from Loyola University in New Orleans in a couple of months with a Masters of Religious Education (MRE) where I had focused my courses on Adult Education. Half of my classes were about Religious topics, and the other half was about how to teach adults. The same methods were used that we learned about in this training.
It just happened that I had spent the previous three years learning the same various quality tools that the Power Plant Men were being taught. We were learning how to identify barriers to helping our customers and breaking them down one step at at time. We also learned how to prioritize our efforts to break down the barriers by looking at where we had control and who we were trying to serve… such as ourselves or others. I remember we tried to stay away from things that were “Self Serving.”
We learned how to do something called a “Barrier Walk”. This was where we would walk around the plant almost as if we were looking at it for the first time to find barriers we hadn’t noticed before. We also learned how to brainstorm ideas by just saying whatever came to our minds no matter how silly they may sound without anyone putting anyone down for a dumb idea. Rick called each barrier that your customer encountered a “SPLAT”. Our goal was to reduce “SPLAT”s. I think at one point we even discussed having stickers that said “SPLAT” on them that we could put on barriers when we located them.
When we implemented a quality idea, we were taught to do a “Things Gone Right, Things Gone Wrong” exercise so that we could improve future projects. This had two columns. On one side you listed all the good things (which was generally fairly long), and on the other, all the things that went wrong (which was a much shorter list). This was done so that we could consider how to avoid the things that didn’t work well.
We learned how to make proposals and turn them into a team called “The Action Team”. I was on this team as the Facilitator for the first 6 months. Sue Schritter started out as our Action Team Leader. The other Action team members in the beginning were: Richard Allen, John Brien, Jim Cave, Robert Grover, Phil Harden, Alan Hetherington, Louise Kalicki, Bruce Klein, Johnnie Keys, Kerry Lewallen, Ron Luckey and George Pepple.
The Power Plant Men learned that there were five S’s that would cause a proposal to fail.
One of those was “Secrecy”. If you are going to propose something that affects others, then you have to include them in the decision making up front or else even if you think it’s a great idea, others may have legitimate reasons for not implementing it, and you would have wasted your time.
The second was “Simplicity”. It follows along with Secrecy in that if you just threw the idea together without considering all the others that will be affected by the change, then the proposal would be sent back to you for further study.
The third was “Subjectivity”. This happens when something just sounds like a good idea. All the facts aren’t considered. The solutions you may be proposing may not be the best, or may not even really deal with the root of a problem. You might even be trying to solve a problem that doesn’t really exist, or is such a small problem that it isn’t worth the effort.
The fourth was “Superficiality”. This happens when the outcomes from the proposal are not carefully considered. Things like, what are the long term effects. Or, What is the best and worst case of this proposal… Those kind of things are not considered.
The last one is “Self-Serving”. If you are doing this just because it benefits only your own team and no one else, then you aren’t really doing much to help your customers. Most likely it may even be causing others an inconvenience for your own benefit.
I know this is becoming boring as I list the different things we learned that week in 1993. Sorry about that. I will cut it short by not talking about the “Empowerment Tool” that we learned about, or even the importance of Control Charts and go right to the best tool of them all. One that Power Plant Men all over can relate to. It is called the “Fishbone Diagram”.
There are few things that Power Plant Men like better than Fishing, so when we began to learn about the Fishbone diagram I could see that even some of the most stubborn skeptics couldn’t bring themselves to say something bad about the Fishbone diagram. Some were even so enthusiastic that they were over-inflating the importance (and size) of their Fishbone diagrams! — This along with the Cause and Effect chart were very useful tools in finding the root cause of a problem (or “barrier” as we referred to them).
All in all, this was terrific training. A lot of good things were done as a result to make things more efficient at the plant because of it. For the next year, the culture at the plant was being molded into a quality oriented team. This worked well at our particular plant because the Power Plant Men employed there already took great pride in their work. So, the majority of the crews fell in behind the effort. I know of only one team at the coal yard where the entire team decided to have nothing to do with it.
When training was done, I told Rick that I thought that his company would really benefit by having a presence on the Internet. As I mentioned in last week’s post “Turning the Tables on a Power Plant Interloper” During this time the World Wide Web did not have browsers and modems did not have the bandwidth at this point, so CompuServe was the only service available for accessing the Internet for the regular population.
I asked Rick if he had heard about CompuServe. He said he had not heard of it. I told him that I thought the Internet was going to be the place where training would be available for everyone eventually and he would really benefit by starting a “Quality” Forum on CompuServe, because there wasn’t anything like that on the Internet at the time. I remember the puzzled look he gave me as he was leaving. I realized he didn’t have a clue what I was talking about. Few people knew about the Internet in those days….
I have a number of stories about how the Quality Process thrived at the Power Plant over the next year that I will share. I promise those stories will not be as boring as this one.
Power Plant Men learned about the “Law of the Hog” the first day they were introduced to the new “Quality Process”. I recently wrote a post about how the Power Plant Men at the Coal-fired Power Plant in North Central Oklahoma were trained to use various tools to help them formulate ideas quality improvement ideas at the plant in June, 1993. See the post “A Chance for Power Plant Men to Show Their Quality“. Even though we were hearing about the “Law of the Hog” for the first time, I recognized it right away. I had seen it in action the previous November 3, 1992.
What better way to convince a room full of skeptical Power Plant Men that the Quality Process is about improving the conditions at the plant than by first telling them what they already know in such a way that from then on they believe you really do know what you’re talking about. — I know. That was a confusing sentence, so let me explain. The instructor told us the story about “The Law of the Hog”.
This evidently was a story that had been going around since the late 70’s. It had to do with a saw mill in Oregon. This is the story the instructor told us…
A group of quality consultants, or… I think they called themselves Leadership consultants back then were visiting the saw mill because they evidently needed some help. While the consultants were learning about how the plant operated, they talked with the workers one-on-one and asked them how things were really done at the mill. That’s when the workers told the consultant about “The Hog”.
The Hog is a grinder that takes scrap wood and grinds it up into sawdust. The consultants had asked them how they worked with supervisors when they were “lacking” in leadership skills. (I would say “evidently” again here, but I’ve already used that word three times. And the last time was just now while explaining that I would like to use that word again, but… — I’ll have to think of another word…. let’s see… oh. I know…. Apparently…). Anyway, apparently, that was when they told the consultants about The Hog that lived in the shack off to one side of the main mill.
So, what happens is that when their supervisor uses a heavy hand to try to whip the workers into shape, the Hog is used for more than just chewing up scraps. When the workers were treated with disrespect, then “The Law of the Hog” went into effect. What happened then was that the workers would throw perfectly good pieces of wood into the Hog where it would be turned to dust (saw dust that is). Since the supervisors were measured on their productivity which took a beating when good wood would be destroyed (Yeah. I couldn’t help using the words Wood and Would together… And then using “Words”, “Wood” and “Would” all together while explaining my obsession). So, the workers would pay the supervisor back each time he displayed inferior leadership skills.
Oh yeah. The Power Plant Men knew all about that. The guys at Muskogee, however, didn’t use such indirect methods. They had one Assistant Plant Manager (I won’t tell you his name but I think his initials were Morehouse. well. Something House anyway), that treated his men with a little more than disrespect, and was surprised one night when the front door to his house was blown off the hinges. He was quickly reassigned to Oklahoma City. But then I have always said that something is in the water in Muskogee. See the post “Something is in the Water at the Muskogee Power Plant“.
When the Quality instructor was telling us the story about the “Law of the Hog” a few examples immediately entered my head. Well, one was the Six Hour Rule. I mentioned this in an earlier post where there was a complicated rule about how an employee could collect “black time” and double time when they were called out at night. As management tried to manipulate the rule to the detriment of the employee, the opposite effect actually happened. After trying to skimp on paying the double time the employee was accustomed to, that was the time when I made the most money from that rule. See the post “Power Plant Black Time and Six Hour Rules“.
This leads us to a dark and stormy day at the Power Plant…. November 3, 1992. The story actually begins the day before. Unit 2 had been offline for a “more than” minor overhaul (I believe it was a six week overhaul instead of the usual 4 weeks). I was the acting foreman for the crew that was working on the precipitator. Terry Blevins normally was in charge of the Unit 2 Precipitator, but for this overhaul, Scott Hubbard and I were assigned to make all the necessary precipitator repairs. The main reason was that new rapper controls were being installed, and Scott had a lot of experience doing this since he had installed them on Unit 1 already.
At that time, Scott and I were like twin brothers. Whatever he was doing… I had to be there to help. Scott would work on the roof of the precipitator generally, while I worked inside. We had been given some operators to help us along with a few contract workers to do the “grunt” work. That is, when you would ask them to do something, they would usually reply with a low moaning grunty sort of sound (I just made up that word…. grunty. It seemed to fit).
Needless to say (but I’ll say it anyway just in case any “Non-Precipitator Gurus” are reading this)…. in order to install the new digital rapper controls, a lot of wire had to be pulled and laid down on terminal blocks from some rapper cabinets to other cabinets across the precipitator. When I say a lot, I mean somewhere over 10 miles of wire. 15 feet at at time. — I was sure glad Scott was doing that while I was strolling away inside the precipitator quietly looking for plates out of alignment and broken wires dressed in my space suit. For a better understanding of what a precipitator does, see the post “Moon Walk in A Power Plant Precipitator“.
I was not inside the precipitator on November 3, 1992, however, I had already finished up inside the precipitator by that time and I was working on the roof in cabinet 2G1 (on the southeast corner) on that day. We had the radio on and I was sitting on my bucket listening to Rush Limbaugh throwing a fit (as he has been known to do from time-to-time). None of our help was doing any work that day. The “Law of the Hog” had come into play and a day of rest had been declared by the helpers.
I was working away laying down the wires on the terminal blocks inside the rapper cabinet while the rest of the crew (minus Scott Hubbard who was on the far side of the precipitator roof working in another cabinet) was sitting around dangling their feet from the walkway near my cabinet. Merl Wright and Jim Kanelakos (two operators) were there along with three contract help. During that day I spent a lot of time running back and forth between the office area and the precipitator roof.
Here is what happened:
On November 2, 1992, just before every one left for the day, the word came down that in the morning everyone was supposed to report to work at the usual 7:00 time. We were scheduled to work until 7:00 in the evening. A full 12 hour day, except for the 30 minutes for lunch (and three breaks). The reason we had to be told to show up at seven o’clock in the morning was because November 3rd was election day.
It was the normal practice to let the Power Plant Men vote before they came to work in the morning. We were being told that we were not supposed to vote in the morning and that we could leave early in the evening to go vote instead of voting in the morning. We were told in no uncertain terms that if we went to vote in the morning, then the amount of time we were late getting to work would be the amount of time we would have to leave at the end of a normal working day.
Let me try to explain what this meant, because on the surface, it looks fairly reasonable. Since the polls closed at seven in the evening when we would be leaving work, we could leave as early as we wanted in the evening to go vote in order to arrive in time before the polls closed. There were two things fundamentally wrong with this solution from a Power Plant Man point of view, though from a Plant Manager point of view, it looked quite reasonable.
The first problem was that this was the election between George Herbert Walker Bush and Bill Clinton (Now you know why Rush Limbaugh was throwing a fit). A very large turnout was expected, and a majority of the workers wanted to make sure and go to the polls to vote that day. With that said, it would be hard to determine what would be a good time to leave the plant to go vote in order to stand in line and cast a vote before the polls closed. Up to that time, polls had not been kept open later than their designated closing time, except to let people who were already waiting in line by the time the closing bell rang.
The second problem and the main problem was this….. Suppose a person did go vote in the morning…. It was a typical practice for the company to cover that person’s time and pay what was called “Black Time” while they went to vote in the morning. In this case, the plant manager was telling us that we basically couldn’t go vote in the morning without being “punished”. If the person waited and voted in the evening, they would lose their overtime which directly affects the bottom line on the home front.
Here is how the punishment would be administered…. If a person went to vote in the morning and was an hour late, and came in, say at eight o’clock instead of seven. Then they would have to leave when they had completed a regular eight hour day. That is, they would not receive any overtime that day.
Well. this didn’t effect me, because I had already early voted a couple of weeks earlier. I think Scott did too, when we realized we were going to be on overhaul working 12 hour days. Scott Hubbard and I carpooled together, so we were always careful to coordinate our efforts.
So, guess what happened…. Yeah. You guessed it…. especially if you knew Jim Kanelakos. He knew an “injustice” when he saw it, and so, he wasn’t going to let this one slide. He made sure to go vote the first thing in the morning, just like he had ever since he was old enough to vote. He arrived at the plant around 9 o’clock.
When he arrived on the Precipitator roof he told me that he had voted that morning and that the line at the polls where he voted was down the block 15 minutes before they opened. He said he didn’t care what anyone said, he was going to work until 7:00 that evening. He said, “Just let anyone try to send me home early,” with a big grin on his face and his pipe hanging from the corner of his mouth…. Oh. Let me remind you what Jim looked like:
This is a picture I found a few years ago on Google Images. It looked like Jim, so I copied it. Since then I have received a picture of the crew Jim was working on, so you can see an actual photo:
Well… When Tom Gibson, the Electric Supervisor came around asking if anyone had arrived late that morning, as acting foreman, what could I say? I told him that Jim Kanelakos had come in two hours late. Tom told me to send Jim home at 4:30. He would get his black time for voting early, but he would not receive any overtime for the day. I told Tom I would tell Jim. I also told him that Jim had already said that he was going to stay until 7:00 and expected to receive the normal pay that he would have received if he had worked the entire day.
This sent Tom into a rage. He wanted Jim taken off our crew and sent back to Operations right then and there. He said that he disobeyed orders and if it was up to him, he would fire him. I told Tom that we had a ton of work to do and that we needed everyone we could have until the overhaul was over. If we sent Jim back to Operations for the remainder of the overhaul, we might not be able to finish our work. We were working on a very tight schedule as it was.
I told Jim that Tom had told me to tell him to go home at 4:30 in the afternoon. Jim just laughed. He said he was going to go home at his regular time…. 7:00 pm. I said, “Ok. I am just telling you what Tom said. I’m going to have to tell him your reply.” Jim, who was my friend, said, “I know. Do what you have to do.”
I went back to the electric shop and when I walked in the shop Denise Anson, the receptionist paged me on the Gray Phone. She said I had a call. I told her to send it to the electric shop office. I was surprised when I answered the phone and Charles Campbell was on the other end of the line. News travels fast…. He was an attorney in Stillwater. He had heard that there was something going on at the plant that might have something to do with vote tampering.
I told him in detail what I knew about Jim Kanelakos and how he had went to vote in the morning after being told that he had to wait until the evening to vote, or he would be docked pay by missing out on scheduled overtime. I knew that Charles Campbell, unlike some attorneys, was an upstanding citizen in the community and was in no way an ambulance chaser, but when he heard this, I could immediately hear the eagerness in his voice. I had the impression by his remarks that if this panned out the right (I mean “the wrong”) way, he might be able to retire early. We ended the conversation by him saying, “Let me know if you hear about anyone that doesn’t get to vote that wanted to because they left work too late.” He was in total disbelief that the plant had made that policy.
Well, I found Tom Gibson in his office and I told him what Jim had replied to me. Tom became even more furious. (I only saw him this mad or his ears this red one other time… but that is another story). He repeated that he was going to try to have Jim fired for being insubordinate. This seemed to me to be unlike Tom who was always a very reasonable person. I don’t think it was anything personal against Jim, I think there was just something about someone who blatantly (in his mind) had ignored a policy that had been clearly given to him the evening before.
I ended up in the Plant Manager, Ron Kilman’s office. Ron, who took ultimate responsibility for the decision to tell the employees to not vote in the morning listened to Tom tell him what he thought about the whole thing. I had been in Ron’s office not too long before this incident to tell him that someone had been hacking through our phone system and it surprised me that Ron wanted to find a way to resolve the issue without raising a ruckus or harming anyone, even the perpetrator. See the post “Turning the Tables on a Power Plant Telephone Interloper“. When Ron was questioning me about the issue about what to do with Jim, I could tell that Ron really wanted to resolve this issue with as little conflict as possible.
I told Ron that I had talked to my attorney in Stillwater about what was happening and that he was very anxious to find out if anyone either lost any money because they voted early, or they were not able to vote at the end of the day. Ron said, “Well. We made this decision yesterday afternoon without really thinking it through. When the idea was suggested, it sounded like a good plan at the time. Then today I went and checked to see what we have done in the past, and we have always let people go vote in the morning.” Ron’s final decision was to let Jim continue working until seven o’clock and receive the proper black time for voting in the morning. I let Jim know.
Everything would have been all right except for one thing….. The Law of the Hog. You see, I had spent considerable time going back and forth throughout the day between the precipitator roof and the office area discussing this topic with both parties involved. The entire precipitator crew with the exception of Scott Hubbard, did absolutely no work the entire day. They kept waiting to see what was going to happen. We were now one day behind schedule.