Tag Archives: Action Team

A Chance for Power Plant Men to Show Their Quality

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:

Paul Mullon when he was 90 years old

My favorite picture of Paul Mullon when he was 90 years old

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:

Our Quality Manual

Our Quality Manual

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”.

Fishbone Diagram

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.

Taking Power Plant Safety To Task

Originally posted August 9, 2014

One of the phrases we would hear a lot at the coal-fired Power Plant in North Central Oklahoma was “Safety is Job Number One”. It’s true that this should be the case, but at times we found that safety was not the highest priority. It is easy to get caught up in the frenzy of a moment and Safety just seemed to take a second row seat to the job at hand.

Making Safety Job Number Two was usually unintentional, but sometimes on rare occasions, we found that it was quite deliberate. Not as a company policy, but due to a person’s need to exert their “Supervisory” Power over others. I mentioned one case in the post titled: “Power Plant Lock Out Tag Out, or Just Lock Out“.

During the summer of 1993, everyone at the plant learned about the Quality Process. I talked about this in the post: “A Chance for Power Plant Men to Show Their Quality“. I had joined the Action Team. This was a team of Power Plant Men that reviewed proposals turned in by the quality teams in order to determine if they had enough merit to be implemented. If they did, we would approve them. If we decided an idea was not appropriate enough to be implemented, we sent it back to the team that had written the proposal with an explanation why it was rejected.

My Action Team Certificate

My Action Team Certificate Signed by Ron Kilman and Al Strecker

Our team had turned in a proposal to create a Safety Task Force. One that would act like an Action Team similar to the one formed for the Quality Process. It seemed like a logical progression. I was the main proponent of the Safety Task Force, but to tell you the truth, it wasn’t all my idea.

Not only had other members of our Quality Team mentioned forming a Safety Task Force, but so did our Electric Supervisor, Tom Gibson. He had called me to his office one day on the pretense of me getting in trouble…. I say that, because whenever he would call me on the gray phone and respond, “Kevin. I want to see you in my office right now.” that usually meant that I had stepped on someone’s toes and I was in for a dressing down…

Gaitronics Gray Phone

Gaitronics Gray Phone

— Was I the only one that had this experience? It seemed that way. But then, I was usually the one “expanding my bubble” (as Charles Foster would say). When I arrived at Tom’s office, he asked me if I would ask our team to create a proposal for a Safety Task Force. I told him that I’m sure we would. We had already talked about it a couple of times in our meetings.

I didn’t mind playing “Bad Cop” in the game of “Good Cop, Bad Cop”. That is, it never bothered me to be the one that pushed an unpopular issue that really needed pushing. Where someone else would follow-up as the “Good Cop” in a way that takes away the bitter taste I left as “Bad Cop” by proposing the same solution I proposed only with a more positive twist.

At the time, I figured that Tom Gibson was going to be “Good Cop” in this effort since he had pulled me aside and asked me to initiate the proposal. As it turned out, I ended up playing both Bad Cop and Good Cop this time. I played the Good Cop when Ron Kilman had met with me to discuss a new Safety Idea. The Behavior-Based Safety Process. See the Post: “ABC’s of Power Plant Safety“.

I proposed the Safety Task Force in a sort of “Bad Cop” negative manner. That is, I had pointed out how our current system was failing, and other negative approaches. When I explained how the Behavior-Based Safety Process works as “Good Cop”, Ron had told me to go ahead and form the Safety Task Force.

I asked for volunteers to join the Safety Task Force. After I received a list of people that wanted to be on the Task Force, I chose a good cross-section of different roles and teams from both Maintenance and Operations. I had lofty visions of telling them all about the Behavior-Based Safety Process, and then going down the road of implementing this process at the plant.

I didn’t realize that the Power Plant Men had different ideas about what a Safety Task Force should be doing. They weren’t really interested in trying out some new Safety “Program”. I tried explaining that this was a “Process” not a “Program”, just like the Quality Process. They weren’t buying it.

We had Ground Rules that we created the first day that kept me from ramming anything down their throats, so I went along with the team and listened to their ideas. It turned out that even though the Power Plant Men on the Safety Task Force didn’t want to hear about my “beloved” Behavior-Based Safety Process, they did have good ideas on how to improve safety at the plant.

We decided that we would ask for Safety Proposals just like the Quality Process did. It was felt that the Safety Task Force didn’t have any real “authority” and a lot of people at the plant thought that without the authority to really do anything, the task force was going to be an utter failure.

We decided that the best way to show that the Task Force was going to be a successful force of change toward a safer Power Plant, we would ask for ideas on how to improve the safety at the plant. When we did, we were overwhelmed by the response. Safety Concerns poured in from all over the plant.

At one point we had over 250 active safety ideas that we had decided were worth pursuing. The members of the team would investigate the ideas assigned to them and see what it would take to make the requested changes. Because of the overwhelming response, it didn’t make much sense taking all the approved requests to the Plant Manager. So, in many cases, we decided that a trouble ticket would be sufficient.

I posted the progress of all the active ideas each week on every official bulletin board in the plant. This way, everyone could follow the progress of all of the ideas. As they were successfully completed, they went on a list of Safety Improvements, that I would post next to the list of active proposals.

I think the members of the Safety Task Force might have been getting big heads because at first it appeared that we were quickly moving through our list of plant Safety Improvements. A lot of the improvements were related to fixing something that was broken that was causing a work area to be unsafe. I say, some of us were developing a “big head” because, well, that was what had happened to me. Because of this, I lost an important perspective, or a view of the ‘Big Picture”.

I’ll give you an example that illustrates the “conundrum” that had developed.

We had created some trouble tickets to fix some pieces of equipment, and walkways, etc, that posed a safety risk. After several weeks of tracking their progress, we found that the trouble tickets were being ignored. It seemed that this came on all of the sudden. When we had first started the task force, many of our trouble tickets were being given a high priority, and now, we were not able to succeed in having even one trouble ticket completed in a week.

After going for two weeks without one of the trouble tickets being worked on, I went to Ron Kilman, the Plant Manager to see if we could have some of his “Top Down” support. To my surprise, he gave me the exact same advice that our Principal, Sister Francis gave our Eighth Grade class at Sacred Heart School in Columbia, Missouri when we ran to her with our problems.

Ron Kilman

Ron Kilman – He looks nothing like Sister Francis

Ok. Side Story:

Three times when I was in the eighth grade, our class asked Sister Francis to meet with us because we had an “issue” with someone. One was a teacher. We had a personal issue with the way she conducted herself in the class. Another was a boy in the 7th grade, and the fact that we didn’t want him to go with us on our yearly class trip because he was too disruptive. The third was a general discontent with some of the boys in the 5th and 6th grade because of their “5th and 6th grade” behavior.

In each case, Sister Francis told us the same thing (well almost the same thing). In the first two cases, she told us we had to handle them ourselves. We had to meet with the teacher and explain our problem and how we wanted her to change. We also had to meet with the boy in the seventh grade and personally tell him why we weren’t going to let him go on our trip. In each case it was awkward, but we did it.

In the case of the 5th and 6th graders, Sister Francis just said, “When you were in the 5th grade, if you acted the way these 5th graders acted to an eighth grader, what would happen? Well. Deal with this as you see fit. We all knew what she meant. When we were in the fifth grade, if we treated the eighth graders the way these guys treated us, they would have knocked us silly.

So, the next morning when I was approached by a fifth grader displaying the disrespectful behavior, I gave him a warning. When my warning was greeted with more “disrespect”, I did just what an eighth grader would have done when I was a fifth grader. I pushed him down the stairs. — Not hard. He didn’t tumble over or anything, but he ran straight to Sister Francis and told her what I had done.

Sister Francis came up to our room and told me to go to the principal’s office. — We only had 14 people in the Eighth Grade, so it wasn’t hard to find me. I protested that I was only doing what she authorized us to do the previous day. She agreed, but then she also explained that she had to respond the same way she would have responded to the eighth graders three years earlier if they had done the same thing.

I could tell by her expression, that my “punishment” was only symbolic. From that day on, the 5th and 6th graders that had been plaguing our class were no longer in the mood to bother us. We had gained their respect.

End of Side Story.

So, what did Ron Kilman tell me? He told me that if we were going to be a successful Safety Task Force, then we would need the cooperation of Ken Scott. Ken was the Supervisor of the Maintenance Shop and the one person that had been holding onto our trouble tickets. Ron said, “You will have to work this out with Ken yourself.” — Flashes of Ron Kilman wearing a black nun’s robe flashed through my head, and suddenly I felt my knuckles become sore as if they had been hit by a ruler. — No, I’m not going to draw you a picture.

So, we did what would have made Sister Francis proud. We asked Ken Scott to meet with us to discuss our “issue”. We pointed out to him that the trouble tickets we had submitted were safety issues and should have a higher priority. We also pointed out that we had not had one safety related trouble ticket completed in almost three weeks.

Then it was Ken’s turn…. He said, “Just because you say that something is a safety issue doesn’t make it one. Some of the trouble tickets submitted were to fix things that have been broken for years. I don’t think they are related to safety. I think people are using the safety task force to push things that they have wanted for a long time, and are just using “safety” as a way to raise the priority. Some of these ideas are costly. Some would take a lot of effort to complete and we have our normal tickets to keep the plant running.” — Well, at least when Ken stopped talking we knew exactly where he stood. He had laid out his concerns plain and clear.

The Safety Task Force members used some of the tools we had learned during the Quality Process, and asked the next question…. So, how do we resolve this issue? Ken said that he would like to be consulted on the ideas before a trouble ticket is created to see if it would be an appropriate route to take.

It was obvious now that we had been stepping all over Ken’s Toes and our “demands” had just made it worse. Ken felt like we had been trying to shove work down his throat and he put a stop to it. After hearing his side of the story, we all agreed that we would be glad to include Ken in all the safety issues that we thought would require a trouble ticket.

From that point, we had much more cooperation between Ken Scott and the Safety Task Force. Ken really wasn’t a problem at all when it came down to it. The way we had approached the situation was the real issue. Once we realized that, we could change our process to make it more positive.

One Barrier Down

One Barrier Down

This worked well with Ken, because he was forthright with us, and had spoken his mind clearly when we asked. This didn’t work with everyone of the people that pushed back. We had one person when we asked him if he could explain why he was blocking all our attempts to make changes, his only reply was “Because I am the barrier! I don’t have to tell you why!” That is another story. I’m not even sure that story is worth telling. I know that at least one person that reads this blog regularly knows who I am referring to, because he was in the room when this guy said that…. He can leave a comment if he would like….

A Chance for Power Plant Men to Show Their Quality

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:

Paul Mullon when he was 90 years old

My favorite picture of Paul Mullon when he was 90 years old

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:

Our Quality Manual

Our Quality Manual

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”.

Fishbone Diagram

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.

Taking Power Plant Safety To Task

Originally posted August 9, 2014

One of the phrases we would hear a lot at the coal-fired Power Plant in North Central Oklahoma was “Safety is Job Number One”. It’s true that this should be the case, but at times we found that safety was not the highest priority. It is easy to get caught up in the frenzy of a moment and Safety just seemed to take a second row seat to the job at hand.

Making Safety Job Number Two was usually unintentional, but sometimes on rare occasions, we found that it was quite deliberate. Not as a company policy, but due to a person’s need to exert their “Supervisory” Power over others. I mentioned one case in the post titled: “Power Plant Lock Out Tag Out, or Just Lock Out“.

During the summer of 1993, everyone at the plant learned about the Quality Process. I talked about this in the post: “A Chance for Power Plant Men to Show Their Quality“. I had joined the Action Team. This was a team of Power Plant Men that reviewed proposals turned in by the quality teams in order to determine if they had enough merit to be implemented. If they did, we would approve them. If we decided an idea was not appropriate enough to be implemented, we sent it back to the team that had written the proposal with an explanation why it was rejected.

My Action Team Certificate

My Action Team Certificate Signed by Ron Kilman and Al Strecker

Our team had turned in a proposal to create a Safety Task Force. One that would act like an Action Team similar to the one formed for the Quality Process. It seemed like a logical progression. I was the main proponent of the Safety Task Force, but to tell you the truth, it wasn’t all my idea.

Not only had other members of our Quality Team mentioned forming a Safety Task Force, but so did our Electric Supervisor, Tom Gibson. He had called me to his office one day on the pretense of me getting in trouble…. I say that, because whenever he would call me on the gray phone and respond, “Kevin. I want to see you in my office right now.” that usually meant that I had stepped on someone’s toes and I was in for a dressing down…

Gaitronics Gray Phone

Gaitronics Gray Phone

— Was I the only one that had this experience? It seemed that way. But then, I was usually the one “pushing my bubble” (as Charles Foster would say). When I arrived at Tom’s office, he asked me if I would ask our team to create a proposal for a Safety Task Force. I told him that I’m sure we would. We had already talked about it a couple of times in our meetings.

I didn’t mind playing “Bad Cop” in the game of “Good Cop, Bad Cop”. That is, it never bothered me to be the one that pushed an unpopular issue that really needed pushing. Where someone else would follow-up as the “Good Cop” in a way that takes away the bitter taste I left as “Bad Cop” by proposing the same solution I proposed only with a more positive twist.

At the time, I figured that Tom Gibson was going to be “Good Cop” in this effort since he had pulled me aside and asked me to initiate the proposal. As it turned out, I ended up playing both Bad Cop and Good Cop this time. I played the Good Cop when Ron Kilman had met with me to discuss a new Safety Idea. The Behavior-Based Safety Process. See the Post: “ABC’s of Power Plant Safety“.

I proposed the Safety Task Force in a sort of “Bad Cop” negative manner. That is, I had pointed out how our current system was failing, and other negative approaches. When I explained how the Behavior-Based Safety Process works as “Good Cop”, Ron had told me to go ahead and form the Safety Task Force.

I asked for volunteers to join the Safety Task Force. After I received a list of people that wanted to be on the Task Force, I chose a good cross-section of different roles and teams from both Maintenance and Operations. I had lofty visions of telling them all about the Behavior-Based Safety Process, and then going down the road of implementing this process at the plant.

I didn’t realize that the Power Plant Men had different ideas about what a Safety Task Force should be doing. They weren’t really interested in trying out some new Safety “Program”. I tried explaining that this was a “Process” not a “Program”, just like the Quality Process. They weren’t buying it.

We had Ground Rules that we created the first day that kept me from ramming anything down their throats, so I went along with the team and listened to their ideas. It turned out that even though the Power Plant Men on the Safety Task Force didn’t want to hear about my “beloved” Behavior-Based Safety Process, they did have good ideas on how to improve safety at the plant.

We decided that we would ask for Safety Proposals just like the Quality Process did. It was felt that the Safety Task Force didn’t have any real “authority” and a lot of people at the plant thought that without the authority to really do anything, the task force was going to be an utter failure.

We decided that the best way to show that the Task Force was going to be a successful force of change toward a safer Power Plant, we would ask for ideas on how to improve the safety at the plant. When we did, we were overwhelmed by the response. Safety Concerns poured in from all over the plant.

At one point we had over 250 active safety ideas that we had decided were worth pursuing. The members of the team would investigate the ideas assigned to them and see what it would take to make the requested changes. Because of the overwhelming response, it didn’t make much sense taking all the approved requests to the Plant Manager. So, in many cases, we decided that a trouble ticket would be sufficient.

I posted the progress of all the active ideas each week on every official bulletin board in the plant. This way, everyone could follow the progress of all of the ideas. As they were successfully completed, they went on a list of Safety Improvements, that I would post next to the list of active proposals.

I think the members of the Safety Task Force might have been getting big heads because at first it appeared that we were quickly moving through our list of plant Safety Improvements. A lot of the improvements were related to fixing something that was broken that was causing a work area to be unsafe. I say, some of us were developing a “big head” because, well, that was what had happened to me. Because of this, I lost an important perspective, or a view of the ‘Big Picture”.

I’ll give you an example that illustrates the “conundrum” that had developed.

We had created some trouble tickets to fix some pieces of equipment, and walkways, etc, that posed a safety risk. After several weeks of tracking their progress, we found that the trouble tickets were being ignored. It seemed that this came on all of the sudden. When we had first started the task force, many of our trouble tickets were being given a high priority, and now, we were not able to succeed in having even one trouble ticket completed in a week.

After going for two weeks without one of the trouble tickets being worked on, I went to Ron Kilman, the Plant Manager to see if we could have some of his “Top Down” support. To my surprise, he gave me the exact same advice that our Principal, Sister Francis gave our Eighth Grade class at Sacred Heart School in Columbia, Missouri when we ran to her with our problems.

Ron Kilman

Ron Kilman – He looks nothing like Sister Francis

Ok. Side Story:

Three times when I was in the eighth grade, our class asked Sister Francis to meet with us because we had an “issue” with someone. One was a teacher. We had a personal issue with the way she conducted herself in the class. Another was a boy in the 7th grade, and the fact that we didn’t want him to go with us on our yearly class trip because he was too disruptive. The third was a general discontent with some of the boys in the 5th and 6th grade because of their “5th and 6th grade” behavior.

In each case, Sister Francis told us the same thing (well almost the same thing). In the first two cases, she told us we had to handle them ourselves. We had to meet with the teacher and explain our problem and how we wanted her to change. We also had to meet with the boy in the seventh grade and personally tell him why we weren’t going to let him go on our trip. In each case it was awkward, but we did it.

In the case of the 5th and 6th graders, Sister Francis just said, “When you were in the 5th grade, if you acted the way these 5th graders acted to an eighth grader, what would happen? Well. Deal with this as you see fit. We all knew what she meant. When we were in the fifth grade, if we treated the eighth graders the way these guys treated us, they would have knocked us silly.

So, the next morning when I was approached by a fifth grader displaying the disrespectful behavior, I gave him a warning. When my warning was greeted with more “disrespect”, I did just what an eighth grader would have done when I was a fifth grader. I pushed him down the stairs. — Not hard. He didn’t tumble over or anything, but he ran straight to Sister Francis and told her what I had done.

Sister Francis came up to our room and told me to go to the principal’s office. — We only had 14 people in the Eighth Grade, so it wasn’t hard to find me. I protested that I was only doing what she authorized us to do the previous day. She agreed, but then she also explained that she had to respond the same way she would have responded to the eighth graders three years earlier if they had done the same thing.

I could tell by her expression, that my “punishment” was only symbolic. From that day on, the 5th and 6th graders that had been plaguing our class were no longer in the mood to bother us. We had gained their respect.

End of Side Story.

So, what did Ron Kilman tell me? He told me that if we were going to be a successful Safety Task Force, then we would need the cooperation of Ken Scott. Ken was the Supervisor of the Maintenance Shop and the one person that had been holding onto our trouble tickets. Ron said, “You will have to work this out with Ken yourself.” — Flashes of Ron Kilman wearing a black nun’s robe flashed through my head, and suddenly I felt my knuckles become soar as if they had been hit by a ruler. — No, I’m not going to draw you a picture.

So, we did what would have made Sister Francis proud. We asked Ken Scott to meet with us to discuss our “issue”. We pointed out to him that the trouble tickets we had submitted were safety issues and should have a higher priority. We also pointed out that we had not had one safety related trouble ticket completed in almost three weeks.

Then it was Ken’s turn…. He said, “Just because you say that something is a safety issue doesn’t make it one. Some of the trouble tickets submitted were to fix things that have been broken for years. I don’t think they are related to safety. I think people are using the safety task force to push things that they have wanted for a long time, and are just using “safety” as a way to raise the priority. Some of these ideas are costly. Some would take a lot of effort to complete and we have our normal tickets to keep the plant running.” — Well, at least when Ken stopped talking we knew exactly where he stood. He had laid out his concerns plain and clear.

The Safety Task Force members used some of the tools we had learned during the Quality Process, and asked the next question…. So, how do we resolve this issue? Ken said that he would like to be consulted on the ideas before a trouble ticket is created to see if it would be an appropriate route to take.

It was obvious now that we had been stepping all over Ken’s Toes and our “demands” had just made it worse. Ken felt like we had been trying to shove work down his throat and he put a stop to it. After hearing his side of the story, we all agreed that we would be glad to include Ken in all the safety issues that we thought would require a trouble ticket.

From that point, we had much more cooperation between Ken Scott and the Safety Task Force. Ken really wasn’t a problem at all when it came down to it. The way we had approached the situation was the real issue. Once we realized that, we could change our process to make it more positive.

One Barrier Down

One Barrier Down

This worked well with Ken, because he was forthright with us, and had spoken his mind clearly when we asked. This didn’t work with everyone of the people that pushed back. We had one person when we asked him if he could explain why he was blocking all our attempts to make changes, his only reply was “Because I am the barrier! I don’t have to tell you why!” That is another story. I’m not even sure that story is worth telling. I know that at least one person that reads this blog regularly knows who I am referring to, because he was in the room when this guy said that…. He can leave a comment if he would like….

Taking Power Plant Safety To Task

Originally posted August 9, 2014

One of the phrases we would hear a lot at the coal-fired Power Plant in North Central Oklahoma was “Safety is Job Number One”. It’s true that this should be the case, but at times we found that safety was not the highest priority. It is easy to get caught up in the frenzy of a moment and Safety just seemed to take a second row seat to the job at hand.

Making Safety Job Number Two was usually unintentional, but sometimes on rare occasions, we found that it was quite deliberate. Not as a company policy, but due to a person’s need to exert their “Supervisory” Power over others. I mentioned one case in the post titled: “Power Plant Lock Out Tag Out, or Just Lock Out“.

During the summer of 1993, everyone at the plant learned about the Quality Process. I talked about this in the post: “A Chance for Power Plant Men to Show Their Quality“. I had joined the Action Team. This was a team of Power Plant Men that reviewed proposals turned in by the quality teams in order to determine if they had enough merit to be implemented. If they did, we would approve them. If we decided an idea was not appropriate enough to be implemented, we sent it back to the team that had written the proposal with an explanation why it was rejected.

My Action Team Certificate

My Action Team Certificate Signed by Ron Kilman and Al Strecker

Our team had turned in a proposal to create a Safety Task Force. One that would act like an Action Team similar to the formed for the Quality Process. It seemed like a logical progression. I was the main proponent of the Safety Task Force, but to tell you the truth, it wasn’t all my idea.

Not only had other members of our Quality Team mentioned forming a Safety Task Force, but so did our Electric Supervisor, Tom Gibson. He had called me to his office one day on the pretense of me getting in trouble…. I say that, because whenever he would call me on the gray phone and respond, “Kevin. I want to see you in my office right now.” that usually meant that I had stepped on someone’s toes and I was in for a dressing down…

Gaitronics Gray Phone

Gaitronics Gray Phone

— Was I the only one that had this experience? It seemed that way. But then, I was usually the one “pushing my bubble” (as Charles Foster would say). When I arrived at Tom’s office, he asked me if I would ask our team to create a proposal for a Safety Task Force. I told him that I’m sure we would. We had already talked about it a couple of times in our meetings.

I didn’t mind playing “Bad Cop” in the game of “Good Cop, Bad Cop”. That is, it never bothered me to be the one that pushed an unpopular issue that really needed pushing. Where someone else would follow-up as the “Good Cop” in a way that takes away the bitter taste I left as “Bad Cop” by proposing the same solution I proposed only with a more positive twist.

At the time, I figured that Tom Gibson was going to be “Good Cop” in this effort since he had pulled me aside and asked me to initiate the proposal. As it turned out, I ended up playing both Bad Cop and Good Cop this time. I played the Good Cop when Ron Kilman had met with me to discuss a new Safety Idea. The Behavior-Based Safety Process. See the Post: “ABC’s of Power Plant Safety“.

I proposed the Safety Task Force in a sort of “Bad Cop” negative manner. That is, I had pointed out how our current system was failing, and other negative approaches. When I explained how the Behavior-Based Safety Process works as “Good Cop”, Ron had told me to go ahead and form the Safety Task Force.

I asked for volunteers to join the Safety Task Force. After I received a list of people that wanted to be on the Task Force, I chose a good cross-section of different roles and teams from both Maintenance and Operations. I had lofty visions of telling them all about the Behavior-Based Safety Process, and then going down the road of implementing this process at the plant.

I didn’t realize that the Power Plant Men had different ideas about what a Safety Task Force should be doing. They weren’t really interested in trying out some new Safety “Program”. I tried explaining that this was a “Process” not a “Program”, just like the Quality Process. They weren’t buying it.

We had Ground Rules that we created the first day that kept me from ramming anything down their throats, so I went along with the team and listened to their ideas. It turned out that even though the Power Plant Men on the Safety Task Force didn’t want to hear about my “beloved” Behavior-Based Safety Process, they did have good ideas on how to improve safety at the plant.

We decided that we would ask for Safety Proposals just like the Quality Process did. It was felt that the Safety Task Force didn’t have any real “authority” and a lot of people at the plant thought that without the authority to really do anything, the task force was going to be an utter failure.

We decided that the best way to show that the Task Force was going to be a successful force of change toward a safer Power Plant, we would ask for ideas on how to improve the safety at the plant. When we did, we were overwhelmed by the response. Safety Concerns poured in from all over the plant.

At one point we had over 250 active safety ideas that we had decided were worth pursuing. The members of the team would investigate the ideas assigned to them and see what it would take to make the requested changes. Because of the overwhelming response, it didn’t make much sense taking all the approved requests to the Plant Manager. So, in many cases, we decided that a trouble ticket would be sufficient.

I posted the progress of all the active ideas each week on every official bulletin board in the plant. This way, everyone could follow the progress of all of the ideas. As they were successfully completed, they went on a list of Safety Improvements, that I would post next to the list of active proposals.

I think the members of the Safety Task Force might have been getting big heads because at first it appeared that we were quickly moving through our list of plant Safety Improvements. A lot of the improvements were related to fixing something that was broken that was causing a work area to be unsafe. I say, some of us were developing a “big head” because, well, that was what had happened to me. Because of this, I lost an important perspective, or a view of the ‘Big Picture”.

I’ll give you an example that illustrates the “conundrum” that had developed.

We had created some trouble tickets to fix some pieces of equipment, and walkways, etc, that posed a safety risk. After several weeks of tracking their progress, we found that the trouble tickets were being ignored. It seemed that this came on all of the sudden. When we had first started the task force, many of our trouble tickets were being given a high priority, and now, we were not able to succeed in having even one trouble ticket completed in a week.

After going for two weeks without one of the trouble tickets being worked on, I went to Ron Kilman, the Plant Manager to see if we could have some of his “Top Down” support. To my surprise, he gave me the exact same advice that our Principal, Sister Francis gave our Eighth Grade class at Sacred Heart School in Columbia, Missouri when we ran to her with our problems.

Ron Kilman

Ron Kilman – He looks nothing like Sister Francis

Ok. Side Story:

Three times when I was in the eighth grade, our class asked Sister Francis to meet with us because we had an “issue” with someone. One was a teacher. We had a personal issue with the way she conducted herself in the class. Another was a boy in the 7th grade, and the fact that we didn’t want him to go with us on our yearly class trip because he was too disruptive. The third was a general discontent with some of the boys in the 5th and 6th grade because of their “5th and 6th grade” behavior.

In each case, Sister Francis told us the same thing (well almost the same thing). In the first two cases, she told us we had to handle them ourselves. We had to meet with the teacher and explain our problem and how we wanted her to change. We also had to meet with the boy in the seventh grade and personally tell him why we weren’t going to let him go on our trip. In each case it was awkward, but we did it.

In the case of the 5th and 6th graders, Sister Francis just said, “When you were in the 5th grade, if you acted the way these 5th graders acted to an eighth grader, what would happen? Well. Deal with this as you see fit. We all knew what she meant. When we were in the fifth grade, if we treated the eighth graders the way these guys treated us, they would have knocked us silly.

So, the next morning when I was approached by a fifth grader displaying the disrespectful behavior, I gave him a warning. When my warning was greeted with more “disrespect”, I did just what an eighth grader would have done when I was a fifth grader. I pushed him down the stairs. — Not hard. He didn’t tumble over or anything, but he ran straight to Sister Francis and told her what I had done.

Sister Francis came up to our room and told me to go to the principal’s office. — We only had 14 people in the Eighth Grade, so it wasn’t hard to find me. I protested that I was only doing what she authorized us to do the previous day. She agreed, but then she also explained that she had to respond the same way she would have responded to the eighth graders three years earlier if they had done the same thing.

I could tell by her expression, that my “punishment” was only symbolic. From that day on, the 5th and 6th graders that had been plaguing our class were no longer in the mood to bother us. We had gained their respect.

End of Side Story.

So, what did Ron Kilman tell me? He told me that if we were going to be a successful Safety Task Force, then we would need the cooperation of Ken Scott. Ken was the Supervisor of the Maintenance Shop and the one person that had been holding onto our trouble tickets. Ron said, “You will have to work this out with Ken yourself.” — Flashes of Ron Kilman wearing a black nun’s robe flashed through my head, and suddenly I felt my knuckles become soar as if they had been hit by a ruler. — No, I’m not going to draw you a picture.

So, we did what would have made Sister Francis proud. We asked Ken Scott to meet with us to discuss our “issue”. We pointed out to him that the trouble tickets we had submitted were safety issues and should have a higher priority. We also pointed out that we had not had one safety related trouble ticket completed in almost three weeks.

Then it was Ken’s turn…. He said, “Just because you say that something is a safety issue doesn’t make it one. Some of the trouble tickets submitted were to fix things that have been broken for years. I don’t think they are related to safety. I think people are using the safety task force to push things that they have wanted for a long time, and are just using “safety” as a way to raise the priority. Some of these ideas are costly. Some would take a lot of effort to complete and we have our normal tickets to keep the plant running.” — Well, at least when Ken stopped talking we knew exactly where he stood. He had laid out his concerns plain and clear.

The Safety Task Force members used some of the tools we had learned during the Quality Process, and asked the next question…. So, how do we resolve this issue? Ken said that he would like to be consulted on the ideas before a trouble ticket is created to see if it would be an appropriate route to take.

It was obvious now that we had been stepping all over Ken’s Toes and our “demands” had just made it worse. Ken felt like we had been trying to shove work down his throat and he put a stop to it. After hearing his side of the story, we all agreed that we would be glad to include Ken in all the safety issues that we thought would require a trouble ticket.

From that point, we had much more cooperation between Ken Scott and the Safety Task Force. Ken really wasn’t a problem at all when it came down to it. The way we had approached the situation was the real issue. Once we realized that, we could change our process to make it more positive.

One Barrier Down

One Barrier Down

This worked well with Ken, because he was forthright with us, and had spoken his mind clearly when we asked. This didn’t work with everyone of the people that pushed back. We had one person when we asked him if he could explain why he was blocking all our attempts to make changes, his only reply was “Because I am the barrier! I don’t have to tell you why!” That is another story. I’m not even sure that story is worth telling. I know that at least one person that reads this blog regularly knows who I am referring to, because he was in the room when this guy said that…. He can leave a comment if he would like….

A Chance for Power Plant Men to Show Their Quality

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:

Paul Mullon when he was 90 years old

My favorite picture of Paul Mullon when he was 90 years old

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:

Our Quality Manual

Our Quality Manual

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”.

Fishbone Diagram

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 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.

Taking Power Plant Safety To Task

One of the phrases we would hear a lot at the coal-fired Power Plant in North Central Oklahoma was “Safety is Job Number One”.  It’s true that this should be the case, but at times we found that safety was not the highest priority.  It is easy to get caught up in the frenzy of a moment and Safety just seemed to take a second row seat to the job at hand.

Making Safety Job Number Two was usually unintentional, but sometimes on rare occasions, we found that it was quite deliberate.  Not as a company policy, but due to a person’s need to exert their “Supervisory” Power over others.  I mentioned one case in the post titled:  “Power Plant Lock Out Tag Out, or Just Lock Out“.

During the summer of 1993, everyone at the plant learned about the Quality Process.  I talked about this in the post:  “A Chance for Power Plant Men to Show Their Quality“.  I had joined the Action Team.  This was a team of Power Plant Men that reviewed proposals turned in by the quality teams in order to determine if they had enough merit to be implemented.  If they did, we would approve them.  If we decided an idea was not appropriate enough to be implemented, we sent it back to the team that had written the proposal with an explanation why it was rejected.

My Action Team Certificate

My Action Team Certificate Signed by Ron Kilman and Al Strecker

Our team had turned in a proposal to create a Safety Task Force.  One that would act like an Action Team similar to the formed for the Quality Process.  It seemed like a logical progression.  I was the main proponent of the Safety Task Force, but to tell you the truth, it wasn’t all my idea.

Not only had other members of our Quality Team mentioned forming a Safety Task Force, but so did our Electric Supervisor, Tom Gibson.  He had called me to his office one day on the pretense of me getting in trouble…. I say that, because whenever he would call me on the gray phone and respond, “Kevin.  I want to see you in my office right now.”  that usually meant that I had stepped on someone’s toes and I was in for a dressing down…

Gaitronics Gray Phone

Gaitronics Gray Phone

— Was I the only one that had this experience?  It seemed that way.  But then, I was usually the one “pushing my bubble” (as Charles Foster would say).  When I arrived at Tom’s office, he asked me if I would ask our team to create a proposal for a Safety Task Force.  I told him that I’m sure we would.  We had already talked about it a couple of times in our meetings.

I didn’t mind playing “Bad Cop” in the game of “Good Cop, Bad Cop”.  That is, it never bothered me to be the one that pushed an unpopular issue that really needed pushing.  Where someone else would follow-up as the “Good Cop” in a way that takes away the bitter taste I left as “Bad Cop” by proposing the same solution I proposed only with a more positive twist.

At the time, I figured that Tom Gibson was going to be “Good Cop” in this effort since he had pulled me aside and asked me to initiate the proposal.  As it turned out, I ended up playing both Bad Cop and Good Cop this time.  I played the Good Cop when Ron Kilman had met with me to discuss a new Safety Idea.  The Behavior-Based Safety Process.  See the Post:  “ABC’s of Power Plant Safety“.

I proposed the Safety Task Force in a sort of “Bad Cop” negative manner.  That is, I had pointed out how our current system was failing, and other negative approaches.  When I explained how the Behavior-Based Safety Process works as “Good Cop”, Ron had told me to go ahead and form the Safety Task Force.

I asked for volunteers to join the Safety Task Force.  After I received a list of people that wanted to be on the Task Force, I chose a good cross-section of different roles and teams from both Maintenance and Operations.  I had lofty visions of telling them all about the Behavior-Based Safety Process, and then going down the road of implementing this process at the plant.

I didn’t realize that the Power Plant Men had different ideas about what a Safety Task Force should be doing.  They weren’t really interested in trying out some new Safety “Program”.  I tried explaining that this was a “Process” not a “Program”, just like the Quality Process.  They weren’t buying it.

We had Ground Rules that we created the first day that kept me from ramming anything down their throats, so I went along with the team and listened to their ideas.  It turned out that even though the Power Plant Men on the Safety Task Force didn’t want to hear about my “beloved” Behavior-Based Safety Process, they did have good ideas on how to improve safety at the plant.

We decided that we would ask for Safety Proposals just like the Quality Process did.  It was felt that the Safety Task Force didn’t have any real “authority” and a lot of people at the plant thought that without the authority to really do anything, the task force was going to be an utter failure.

We decided that the best way to show that the Task Force was going to be a successful force of change toward a safer Power Plant, we would ask for ideas on how to improve the safety at the plant.  When we did, we were overwhelmed by the response.  Safety Concerns poured in from all over the plant.

At one point we had over 250 active safety ideas that we had decided were worth pursuing.  The members of the team would investigate the ideas assigned to them and see what it would take to make the requested changes.  Because of the overwhelming response, it didn’t make much sense taking all the approved requests to the Plant Manager.  So, in many cases, we decided that a trouble ticket would be sufficient.

I posted the progress of all the active ideas each week on every official bulletin board in the plant.  This way, everyone could follow the progress of all of the ideas.  As they were successfully completed, they went on a list of Safety Improvements, that I would post next to the list of active proposals.

I think the members of the Safety Task Force might have been getting big heads because at first it appeared that we were quickly moving through our list of plant Safety Improvements.  A lot of the improvements were related to fixing something that was broken that was causing a work area to be unsafe.  I say, some of us were developing a “big head” because, well, that was what had happened to me.  Because of this, I lost an important perspective, or a view of the ‘Big Picture”.

I’ll give you an example that illustrates the “conundrum” that had developed.

We had created some trouble tickets to fix some pieces of equipment, and walkways, etc, that posed a safety risk.  After several weeks of tracking their progress, we found that the trouble tickets were being ignored.  It seemed that this came on all of the sudden.  When we had first started the task force, many of our trouble tickets were being given a high priority, and now, we were not able to succeed in having even one trouble ticket completed in a week.

After going for two weeks without one of the trouble tickets being worked on, I went to Ron Kilman, the Plant Manager to see if we could have some of his “Top Down” support.  To my surprise, he gave me the exact same advice that our Principal, Sister Francis gave our Eighth Grade class at Sacred Heart School in Columbia, Missouri when we ran to her with our problems.

Ron Kilman

Ron Kilman – He looks nothing like Sister Francis

Ok.  Side Story:

Three times when I was in the eighth grade, our class asked Sister Francis to meet with us because we had an “issue” with someone.  One was a teacher.  We had a personal issue with the way she conducted herself in the class.  Another was a boy in the 7th grade, and the fact that we didn’t want him to go with us on our yearly class trip because he was too disruptive.  The third was a general discontent with some of the boys in the 5th and 6th grade because of their “5th and 6th grade” behavior.

In each case, Sister Francis told us the same thing (well almost the same thing).  In the first two cases, she told us we had to handle them ourselves.  We had to meet with the teacher and explain our problem and how we wanted her to change.  We also had to meet with the boy in the seventh grade and personally tell him why we weren’t going to let him go on our trip.  In each case it was awkward, but we did it.

In the case of the 5th and 6th graders, Sister Francis just said, “When you were in the 5th grade, if you acted the way these 5th graders acted to an eighth grader, what would happen?  Well.  Deal with this as you see fit.  We all knew what she meant.  When we were in the fifth grade, if we treated the eighth graders the way these guys treated us, they would have knocked us silly.

So, the next morning when I was approached by a fifth grader displaying the disrespectful behavior, I gave him a warning.  When my warning was greeted with more “disrespect”, I did just what an eighth grader would have done when I was a fifth grader.  I pushed him down the stairs.  — Not hard.  He didn’t tumble over or anything, but he ran straight to Sister Francis and told her what I had done.

Sister Francis came up to our room and told me to go to the principal’s office. —  We only had 14 people in the Eighth Grade, so it wasn’t hard to find me.  I protested that I was only doing what she authorized us to do the previous day.  She agreed, but then she also explained that she had to respond the same way she would have responded to the eighth graders three years earlier if they had done the same thing.

I could tell by her expression, that my “punishment” was only symbolic.  From that day on, the 5th and 6th graders that had been plaguing our class were no longer in the mood to bother us.  We had gained their respect.

End of Side Story.

So, what did Ron Kilman tell me?  He told me that if we were going to be a successful Safety Task Force, then we would need the cooperation of Ken Scott.  Ken was the Supervisor of the Maintenance Shop and the one person that had been holding onto our trouble tickets.  Ron said, “You will have to work this out with Ken yourself.”  — Flashes of Ron Kilman wearing a black nun’s robe flashed through my head, and suddenly I felt my knuckles become soar as if they had been hit by a ruler.  — No, I’m not going to draw you a picture.

So, we did what would have made Sister Francis proud.  We asked Ken Scott to meet with us to discuss our “issue”.  We pointed out to him that the trouble tickets we had submitted were safety issues and should have a higher priority.  We also pointed out that we had not had one safety related trouble ticket completed in almost three weeks.

Then it was Ken’s turn….  He said, “Just because you  say that something is a safety issue doesn’t make it one.  Some of the trouble tickets submitted were to fix things that have been broken for years.  I don’t think they are related to safety.  I think people are using the safety task force to push things that they have wanted for a long time, and are just using “safety” as a way to raise the priority.  Some of these ideas are costly.  Some would take a lot of effort to complete and we have our normal tickets to keep the plant running.”  —  Well, at least when Ken stopped talking we knew exactly where he stood.  He had laid out his concerns plain and clear.

The Safety Task Force members used some of the tools we had learned during the Quality Process, and asked the next question…. So, how do we resolve this issue?  Ken said that he would like to be consulted on the ideas before a trouble ticket is created to see if it would be an appropriate route to take.

It was obvious now that we had been stepping all over Ken’s Toes and our “demands” had just made it worse.  Ken felt like we had been trying to shove work down his throat and he put a stop to it.  After hearing his side of the story, we all agreed that we would be glad to include Ken in all the safety issues that we thought would require a trouble ticket.

From that point, we had much more cooperation between Ken Scott and the Safety Task Force.  Ken really wasn’t a problem at all when it came down to it.  The way we had approached the situation was the real issue.  Once we realized that, we could change our process to make it more positive.

One Barrier Down

One Barrier Down

This worked well with Ken, because he was forthright with us, and had spoken his mind clearly when we asked.   This didn’t work with everyone of the people that pushed back.  We had one person when we asked him if he could explain why he was blocking all our attempts to make changes, his only reply was “Because I am the barrier!  I don’t have to tell you why!”  That is another story.  I’m not even sure that story is worth telling.  I know that at least one person that reads this blog regularly knows who I am referring to, because he was in the room when this guy said that….  He can leave a comment if he would like….

A Chance for Power Plant Men to Show Their Quality

I don’t know if anyone of us knew what to expect  Tuesday morning June 1, 1993 when we were told to go to a meeting in the break room that was going to take all day.  We had just been off the previous day for Memorial 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 started about 5 months earlier and we had become friends right away.  Scott Hubbard, Paul and I were carpooling buddies.  He always looked a lot younger than he really was:

Paul Mullon when he was 90 years old

My favorite picture of Paul Mullon when he was 90 years old

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” (I think his name was Chris.  — I don’t remember for sure, but just for this post I’ll call him Chris).  Now, whenever I think about this guy, I think that his name was Chris Ogden, though, I know that wasn’t his name.  The reason I think about his last name being Ogden was because he was from Utah and either he was from Ogden, Utah, or someone else with his same name that was a member of CompuServe was from Ogden, Utah and he was from Provo, Utah.  — Strange how that happens.  (Maybe Ron Kilman who often reads these posts can remember his name will leave a comment below).  — At least I remembered Paul’s name…  He was my friend after all.  But you know how it is when you get older…

One of the first things Chris 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 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.

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 had just graduated from Loyola University in New Orleans less than a month earlier 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.  Chris 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 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”.

Fishbone Diagram

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 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 Chris (or was it Craig Brown…), 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 Chris 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.