Hitting the Power Plant HR Cardboard Ceiling
Favorites Post #61
Originally posted September 5, 2015
I spent 12 weeks in Oklahoma City in 1996 working in an office building while the Power Plant Men came to the rescue and caused a culture shock for some who had never experienced a group of Power Plant Men so closely packed in an office cubicle before. The effect can almost be the same as if you have too many radioactive particles compressed together causing a chain reaction ending in a tremendous explosion. Having survived this experience I became intrigued with the idea of working in an office on a computer instead of carrying a tool bucket up 25 flights of stairs to fix the boiler elevator.
Our team had been in Oklahoma City when we were converting the Electric Company in Oklahoma to a new financial and planning system known as SAP. See the post: “Corporate Executive Kent Norris Meets Power Plant Men“. One other person from out plant was in Oklahoma City for the entire 9 months it took to roll out SAP. That was Linda Dallas, our HR Supervisor at the Power Plant in North Central Oklahoma.
SAP Logo
Linda Dallas was on the core SAP team which was a coveted spot for one not so obvious reason. The few people that were on the core team were learning how to implement SAP in a fairly large public electric company. The consulting company Ernst and Young were teaching them how to build SAP screens and configure the application as well as how to run a large project. — Do you see where I’m going?
I went out and bought a book on programming SAP myself just in case I had a chance to play around with it when we were in Oklahoma City. I read the book, but unfortunately the opportunity to mess with SAP never came up (or did it?).
A programming book like this
Mark Romano, the engineer that was coordinating our efforts during the project tried to have me assigned to the testing team for SAP, but the SAP guys said they didn’t need anyone else…. For more about Mark Romano, read this post: “Power Plant Marine Battles with God and Wins“. Consequently, when Mark told me that the testing team positions were just as coveted as the core team and they didn’t want an outsider coming in and showing them up, I understood.
In case you haven’t figured it out yet…. SAP was an up and coming terrific software package that took practically your entire company’s computer activities and put them in one all encompassing application. People experienced in SAP were far and few between, so anyone looking for people with SAP experience were finding the pickin’s rather slim (as in Slim Pickens). Because of this, most of the people involved in the core SAP implementation could basically write their ticket when it came to finding a job with a company trying to implement SAP in 1996-97.
I thanked Mark for putting in a good word for me with the testing team. I also told him that the first time I actually am able to use SAP, I will break it within 10 minutes just so the testing team can see how it’s done. — I had a lot of experience with “Negative testing” as it is called in IT. That is when you do what you can to try to break the application.
I like the word “consequently” today, so I’m going to use it again…. Consequently, when Linda Dallas came back to our plant to show us all how to use SAP after we went live, here is what happened….
We went to the small conference room where I had setup about 15 computers all hooked up to the company’s Intranet. The team from Oklahoma City had actually brought the computers. I had just run all the network cables to the room so they could train people 15 at a time. The trainers wanted to “lock down” the computers so that they only had SAP on them and not other things like “Solitaire” that might distract the Power Plant Trainees.
Here is what happened when I showed up for my class…. Linda Dallas was teaching it along with one other guy from Corporate Headquarters…. I’ll call him “Jack”… for various reasons, but mainly because I can’t remember his name… Jack told us that the computers we were using were stripped down so that it didn’t have games like Minesweeper and Solitaire on them, (as did all the regular Windows NT computers).
The first thing I did when he told us that was to browse over to the electric shop computer through the network and copy the minesweeper and the solitaire games from the computer in the electric shop to my training computer….. See how rotten I used to be (yeah… used to be… Huh? What’s that?)… Then I opened Solitaire and started playing it while they explained how to go into SAP and start doing our jobs.
They showed us the Inventory section. That had all the parts in the company in it. That was the part of the application I had helped implement in our small way.
When they showed us the inventory section, I realized right away how I could break SAP, so I proceeded to open 10 different screens of the SAP client, and began some crazy wildcard searches on each one of them. The application came to a grinding halt. (for any developers reading this… let’s call it… “SQL Injection”).
Linda, who was trying to show us how to go from screen-to-screen suddenly was staring at a screen that was going no where. She tried to explain that they were still having some performance issues with the application….
I just stared at my own computer screen trying to figure out if I had a red ten to put on the black jack…. when a red-faced Jack came around the tables and saw me playing Solitaire. I just smiled up at him and he had a confused look on his face as we waited for the screen on the projector to begin working again.
My screen at the time
I knew of course what had happened and after about 5 minutes of everyone’s screen being locked up, the application finally began working again and the training continued. — I was happy. I had completed my testing that the testing team didn’t think they needed. Of course, I did it to honor Mark Romano’s failed attempt to have me moved to the SAP testing team.
Mark Romano
A couple of years later when I was working with Ray Eberle on a Saturday (as we were working 4 – 10s, and rotated onto a Saturday once every 4 weeks), I showed him how I could lock up SAP for the entire company any time I wanted. Since few people were working on Saturday, I figured I could show him how it was done without causing a raucous. It took about 35 seconds and SAP would be down for as long as I wanted. There was a way to prevent this… but…. If the testers never test it, they would never tell the developers to fix it (I’m sure they have fixed it by now… that was 18 years ago).
Ray Eberle
Anyway, the story about implementing SAP isn’t really what this post is about. It is just the preamble that explains why in the spring of 1997, Linda Dallas left as the Supervisor of HR at our plant. She found another job in Dallas (So, Linda Dallas moved to Dallas — how fitting) with some of the other core SAP team members implementing SAP.
When the job opening for Linda Dallas’s job came out at our plant, I figured that since I met the minimum qualification, I might as well apply for it. Why not. It would mean putting away my tool bucket and working on the computer a lot more, which was something I was interested in since my experience a few months earlier when I was working at Corporate Headquarters.
I knew right away that no one would really take my job application seriously. I had all the computer related skills. I had a degree in Psychology, and a Masters in Religious Education from Loyola with a focus on adult education. That wasn’t really the point. I had never been a clerk.
The natural progression of things meant that the only “real” possible pool of applicants were the women clerks in the front office. Specifically Louise Kalicki. Her desk was closest to Linda Dallas’s office, so, in a sense, she was “next-in-line”.
Even though I knew that the plant manager Bill Green and Jim Arnold the Maintenance Supervisor would never want me on the “staff”, I went ahead and applied for the job anyway. I figured, it was worth the experience to apply and go through the interview process even though I wouldn’t be taken seriously.
Bill Green
I think Louise and I were the only two to apply for the job. Maybe Linda Shiever did as well, as she had the most seniority at the plant. Linda was actually the first person hired at the plant when it was first built. Louise had been filling in for Linda Dallas for the past year while Linda Dallas had been in Oklahoma City working on SAP, so she was really a “shoe-in” for the job.
When I went up to the interview, the first thing I had to do was take a timed typing test to see if I could type 35 words a minute (I could type 70). I had dressed up for the interview so that when I walked into the plant manager’s office, Bill Green and Jim Arnold had a little “Hee Haw” about seeing me without coal dust and fly ash coming out of my nose and ears. I told them that “I can get cleaned up when I needed to” (notice that I used the word “get” and ended my sentence with a preposition… just so they didn’t think I was too stuck up. See the post: “Power Plant Men Learned Themselves Proper English“).
No one was surprised when Louise Kalicki was promoted to HR Supervisor. She was probably the best choice when you think about it. She had a better relationship with Bill Green and Jim Arnold than I did and a good part of the job was working with those two rascals (oh… did I actually call them rascals? Bless their hearts).
This was right around the time that I had made my decision to go back to school to work toward a degree in Computer Science. Working with computers was really my passion.
I have an interesting way of making decisions about what I’m going to do with my life. I let certain events help make the decisions, instead of just jumping right in. I had decided (knowing that it was pretty much a safe bet) that if I didn’t get the job as the HR Supervisor, then I would go down to Oklahoma State University just a few miles from my house and enroll in the Arts and Science College and work on a degree in Computer Science.
I made a lot of decisions that way. I figured that if I was meant to do something, then it would work out that way. If not, then, fine, I would go a different route.
Ok. One more side story about working with Ray Eberle and SAP (See the post: “Tales of Power Plant Prowess by Ray Eberle“)… This happened some time around the year 2000.
SAP had this icon of a drip of water dropping and causing a ripple of waves….
SAP water drops
When the application was thinking, this picture was in the upper right hand corner and it was animated, so that the water rippled out as the water dripped. That way you could tell the difference between the application being stuck and just thinking.
This wasn’t just an animated GIF as we might have today. It was actually a series of bitmap pictures that were all strung together into one file. Once I figured this out, I used Paint to modify the picture. I created three new versions…. The first one had a small ship with sails sailing across the rippling water. The second one had a yellow fish that would leap out of the water over and over.
It was the third picture that was my masterpiece. I reversed the flow, so that instead of the water rippling out, it came in as if it was a whirlpool sucking things down. Then I added a small picture of our HR Supervisor’s face being sucked down into the whirlpool.
HR Supervisor sucked down a whirlpool
Then I created a small application that allowed people to change their water rippling animated picture to any of the four (with the regular picture being the fourth option) that they wanted quickly and easily. I know the women in the front office liked the one with the HR supervisor being sucked down the whirlpool the best. I won’t mention who they were, but by the following two pictures, you may be able to guess….
Linda Shiever
Darlene Mitchell
I would think that Bill Green would have liked the sailing ship the best since he liked to sail…. though… for some reason, I never made it around to install my “SAP add-on” on his computer (or Louise Kalicki’s for that matter, since she was the HR Supervisor). Most of the Power Plant Men probably would like the fish jumping out of the water, since they liked fishing. — I know… I know… I was being rotten… but it was fun.
Ok. End of the Side Story and end of the post.
Power Plant Birthday Phantom
Favorites Post #55
Originally posted March 14, 2015
Long before Facebook ever graced the pages of our browsers, Power Plant Birthday reminders began appearing in the Outlook E-mail Inboxes of Power Plant men at the Coal-fired Power Plant in North Central Oklahoma. Today it seems commonplace to be reminded of your friends birthdays as your smartphone pops up a message to remind you. In 1997, a strange event began happening at the plant. It sent some scurrying about to find the culprit. Others found it funny. Some worried that their secrets were about to be revealed. One person was totally surprised by the response (me).
January 3, 1997 Charles Foster and I went to our morning meeting with our team in the main break room where we would meet every morning to go over the work for the day. Alan Kramer began the meeting by asking me a direct question. He said something like, “Kevin. Do you know anything about emails from the Birthday Phantom?” I asked him what he meant, and he went on to explain.
Our Foreman Alan Kramer
Alan said that when someone opened up Outlook to check their e-mail that morning, shortly after they opened it up, an e-mail appeared in their inbox that was from themselves. So, when Alan had logged in that morning, he received an e-mail from Alan Kramer. When he opened it, it had a subject of “Today is Wayne Cranford’s Birthday”. The body of the e-mail said, “Today is Wayne Cranford’s Birthday. He is 48 years old today. Please wish him a Happy Birthday. The Birthday Phantom.”
Wayne Cranford is the bald guy front and center on one knee between David Evans and John Costello
It happened that when Wayne Cranford opened his own e-mail, the subject said, “Happy Birthday Wayne Cranford!” and the body of the email had the happy birthday song, “Happy Birthday to you. Happy Birthday to you. Happy Birthday dear Wayne. Happy Birthday to you. The Birthday Phantom.
So, after Alan explained this to me, he looked at me again with a rather stern look and said, “Kevin. Did you do this?” What could I say? So, I said, “Why is it that whenever something like this happens, I’m always the first one to be blamed for it?”. I knew at that point that Alan’s next response was going to mean the difference between night and day, so I put on the most indignant look I could.
Alan said, “Well. I just had to ask.” I shrugged like I understood and glanced over at Charles Foster who had a stunned look hidden behind his best poker face. Something like this:
Charles Foster
You see…. about a year earlier, before we were using Microsoft Outlook, we were using Novell’s Groupwise for email. Alan Kramer had come to me and asked me if I had done something “wrong” in regard to emails. It turned out that I was innocent of any “wrongdoing” in that instance (well, almost). Charles Foster was my witness.
What had happened was that one day, Danny Cain, who was the Instrument and Controls person on our team had come into the electric shop office to make a phone call to someone at Corporate Headquarters in Oklahoma City. I think it was Ed Mayberry. Email was a new idea for most people at the plant.
Danny Cain
While Danny was on the phone, I turned to the computer sitting on the desk across the room from Danny and wrote an e-mail to the person that Danny was talking to telling him not to believe a word Danny was saying… whatever it was…. it wasn’t important. I just thought it would be funny to send an email to Ed about Danny while he was talking to Danny on the phone.
The subject of the email was “Danny Cain”. As Danny was talking on the phone, he happened to turn around just as I was clicking “Send”, and he saw his name in the subject line. Charles was sitting there next to me, as we were on break at the time. Danny quickly asked what I was doing and why did he see his name on an e-mail. I put on the guiltiest look I could and said, “Oh. Nothing. Nothing at all.” Rolling my eyes with obvious guilt.
I didn’t know how much this bugged Danny until a couple of days later Alan came into the electric shop office and said he needed to ask me a serious question. I could tell he was upset with me. He asked, “Have you been reading other people’s emails?” I was confused by the question, because I didn’t relate it to Danny from the other day. So both Charles and I looked confused.
I told Alan that not only had I not read other people’s emails, but even if I could, I wouldn’t because I considered other people’s emails private. Then I explained to him that Novell’s Groupwise email was very secure, and I wouldn’t know how to hack into their email if I had a desire. Which I didn’t.
Novell’s Groupwise
Still confused by why Alan would ask the question both Charles and I asked Alan what this was all about. He didn’t want to say who it was that told him they thought I was reading their emails, but after we pressed him, he told us that Danny Cain said he saw me reading his email when he was in the office. Then both Charles and I knew what this was all about.
I explained to Alan that I was just joking around with Danny at the time. I reasoned with Alan that I would have to be pretty stupid to wait until Danny was standing a few feet away from me before I decided to read his emails. Alan accepted my explanation. Especially since it was backed by one of the most honest people at the plant, Charles Foster.
So, fast forward to November 6, 1996. We were now using Outlook. That was about as secure as a bag of Oreo cookies in a kindergarten classroom.
I was sitting in the electric shop office with Charles during lunch, and I had just finished writing some fun little programs that automated pulling stock prices from the Internet and putting them in Excel each day. I asked Charles, “What shall I do next?”
Charles thought for a few moments and said, “You know when we were still all in the electric shop before the downsizing, how when it was someone’s birthday we used to celebrate it by bringing a cake and having a lunch or something for that person? Well. We don’t do anything now. Can you come up with something that will help celebrate birthdays?”
After brainstorming ideas, we settled on sending emails and the “Birthday Phantom” was born. I thought it would be neat to learn how to write programs that used the Outlook API, sending emails, and stuff like that. So, I went to work during my lunch breaks writing the program.
It only took a week or so to get it working, and then we ran a bunch of tests on it until we settled on having the emails be sent by the same person that is receiving the email when they log on the computer. Each time a person logs on the computer, the program would be kicked off.
The first thing it would do was check to see if the person had already logged on that day. If they had logged on before, then it would shutdown because I didn’t want it to send more than one email for the same day, even if the person used a different computer.
The next thing it would check was if the person was on an exception list. We had decided that it was best to keep the plant manager and his cronies… um… I mean, his staff from receiving emails, as we didn’t think they would appreciate it since they didn’t have much use for such things. If the person logging on was on the exceptions list, the application would shutdown.
Then, it would check to see if it was anyone’s birthday that day. If it was, then it would send an email from the person logged on, to the person logged on. If it was the birthday of the person logging on, then it would modify the email so that it was personalized to say happy birthday to them.
There were little tweeks I made while testing the application before we went live with it. First, I added little things like making sure the gender was correct. So, if it was a woman’s birthday, then it would say “…wish her a happy birthday”.
Charles and I decided that the application would start running on January 1, 1997. So, during December, I made sure it was setup on all the computers in the plant except those belonging to the staff. This brings us to January 3, 1997, when Wayne Cranford was the first Power Plant Man to have a birthday.
As I hinted above, Alan’s response to my indignation at being accused of creating the Birthday Phantom would have determined how short-lived the Birthday Phantom would have been. Since Alan didn’t pursue the inquiry I didn’t offer any more information.
For instance. A few minutes after the meeting was over, I walked over the control room, and the control room operators were all standing around talking about the Birthday Phantom. David Evans asked me if I was the Birthday Phantom. I responded the same way I did with Alan, I said, “Why is it that when something like this happens, I am always the first person to be accused?” David responded with, “Yeah, but are you the Birthday Phantom?” Well. I wasn’t the type of person to blatantly lie, so I had to admit that “Yes. I’m the Birthday Phantom, but don’t tell anyone.” The Control room operators said they would all keep it to themselves (yeah. right).
Though some people thought the Birthday Phantom was a nuisance, others thought that their personal emails were at risk, and that the Birthday Phantom could be stealing their emails. Whenever I heard that anyone was upset (such as Alan) with the Birthday Phantom, I just added them to the exceptions list and they never received another Birthday Phantom email.
Jim Padgett, a Shift Supervisor, had received a Birthday Phantom email one day, and called IT to report it as they were trying to track down the program to figure out where it was coming from. Jim Cave told me that Padgett had the IT guy on the phone and he was logged into his computer to watch what happened when he logged on and opened up Outlook to try and find what was sending the emails.
Jim Padgett is on the far left standing next to Jim Cave in the Jean Jacket.
Jim Cave said that the IT guy was sounding hopeful that he was going to finally be able to catch the Birthday Phantom when all of the sudden he said, “Oh! That’s a Wiley One!” I came to understand that in Oklahoma City, the IT department was taking this so seriously that they assigned two people full time for two weeks to try and find the culprit (I added Jim Padgett to the exception list, so he didn’t receive any more emails).
I hadn’t thought about it when I was writing the application, but back at Corporate Headquarters, they thought that the application had somehow gained access to the HR system in order to find the birthdays of each employee. Even though, things like Birthdays and Social Security Numbers were not as sensitive in 1997 (for instance, the plant manager’s Social Security Number was 430-68-…. You really didn’t think I would put his Social Security number here did you?), if someone was accessing the HR database, that would have been serious.
Even though the IT department was taking this very seriously, there was one timekeeper at the Power Plant that was just about climbing the walls over the Birthday Phantom. She was so concerned that I was afraid she was on the verge of a nervous breakdown. I was not surprised by this at all, and had actually anticipated her anxiety. Actually, the Birthday Phantom was designed for just this reason. You see, this particular timekeeper was going to be turning 40 years old one week after the first Birthday Phantom email showed up.
After the second Birthday Phantom email arrived the next Monday on January 6, announcing that Jerry Potter had just turned 36, Linda Shiever called me and asked me if I could find out how to stop the Birthday Phantom. I told her I would look into it. I did look into it for about one second. Linda was turning 40 on Friday.
Linda Shiever
On Wednesday, January 8, not only did Elvis Presley turn 62 (if he had been alive… or…. um…well, you know…) but the Birthday Phantom informed everyone at the plant that Sonny Kendrick (who was only 5 days younger than Wayne Cranford) had also turned 48 years old. Linda Shiever was thinking about calling in sick on Friday.
Linda knew that when she came to work the morning of January 10, that her cube would be full of black balloons with the number 40 on them. She had resigned herself to this a while before when she helped blow up the balloons for Louise Kalicki’s cube the previous August 23, less than 5 months earlier. The appearance of the Birthday Phantom, however, had thrown in a new element of recognition.
The morning of January 10, 1997 finally arrived, and the Birthday Phantom email notified everyone that it was not only Linda Shiever’s birthday, but it was also Gene Day’s birthday as well. Yeah. The application could handle multiple birthdays on the same day. Linda Shiever was happy to find out that the Birthday Phantom had informed the entire Power Plant that she had just turned 29. In fact, that year, every woman at the plant was turning 29 years old according to the Birthday Phantom. — That was another one of those tweeks that came out of our testing.
Gene Day, on the other hand, according to the Birthday Phantom had just turned 100 years old…. Well.. Everyone knew he was ancient (See the post: “Power Plant Humor and Joking With Gene Day” and the “Psychological Profile of a Control Room Operator“). Needless to say, there was a lot less stress in the office area after that day.
The following week, when I went to the tool room to get some supplies, Darlene Mitchell stopped me and asked me if the Birthday Phantom would do her a favor. She was turning 45 years old on January 28, and she didn’t want the Birthday Phantom to tell everyone she was 29. She wanted it to say, “Today is Darlene Mitchell’s Birthday, She is 45 years old and Lovin’ it! Please wish her a Happy Birthday!” I told her I would have a talk with the Birthday Phantom and it shouldn’t be a problem.
Darlene Mitchell, a dear friend of the Birthday Phantom
After a month, when I was in the Control Room, Jim Cave, who was now referring to me regularly as “The Wiley One” said that the IT department had told Jack Maloy that they were no longer looking for the Birthday Phantom. They were not able to find it. The person that did it would just have to tell them who it was.
I still have the computer code I used when I wrote the program. Sometimes I take it out and read it and I remember that year when the Birthday Phantom visited the Power Plant in North Central Oklahoma to remind everyone that we were all growing older and as a family, we should take the time to stop and say “Happy Birthday” to each other on that one day each year when we are special.
Page 1 of the Birthday Phantom Code
Power Plant Lady of the Labor Crew
Originally Posted on October 19, 2012:
In the Power Plant posts, I generally tend to focus on the Power Plant Men that taught their Power Plant culture to me while I was fortunate enough to grace the boilers and conveyors of the Coal-fired Power Plant out in the north central plains of Oklahoma. Every once in a while during this journey there were True Power Plant Ladies that came along that took their place right alongside the Power Plant Men.
The Women generally held their own when it came to the amount of work, their tenacity, and even for some, their ability to hit a spittoon from 6 feet. — Ok. I made up the part about hitting a spittoon. Everyone just used the floor drains for spittoons in the early days before they became responsible for cleaning them out themselves, after the summer help found more grass to mow. — The choice spitting material was…. Sunflower seed shells.
Power Plant Sunflower Seeds
In the first few years, Leta Cates worked out of the welding shop (I believe… Well, she hung around there a lot), and later became a clerk. Then there was Opal Brien who was in the maintenance shop and worked in the garage one year when I was a summer help. Of course, there was Darlene Mitchell who worked in the warehouse with Dick Dale, Mike Gibbs and Bud Schoonover.
There was also Diana Lucas (later Diana Brien), who was one of the Electric Shop A team super heroes.
My Bucket Buddy Diana Brien
Later came Julienne Alley that became the “Mom” of the welding shop. Some more came and went…. Especially the person that we referred to as “Mom” while I was on labor crew. Doretta Funkhouser.
I have mentioned before that the evil plant manager Eldon Waugh enjoyed manipulating his minion’s (oh… I mean employee’s) personal lives as much as he could get away with without stirring up trouble downtown. So, one of the rules he had put in place was that no one on the janitor crew could be considered for another position at the plant until they had first moved to the labor crew.
There even came a ruling later in 1983 (from Eldon and/or Bill Moler) that if it was your turn to go to Labor Crew, and you were not able to, or didn’t for some reason more than once, then you would lose your job as janitor altogether. That remained the case until Darrell Low was able to quickly move from janitor to Operator after Eldon had lost his control over the people on labor crew that he wanted to keep there, making the rule obsolete (I’m sure we had been told the rule had come from Corporate headquarters anyway).
Once on the labor crew, it was very rare that anyone left this crew to go to another position in the plant. They usually had to leave the company altogether, or find a job at another plant in order to escape. This was especially true after the summer of 1982 when the oil boom went bust in Oklahoma making jobs harder to find, and less people left the plant to go somewhere else to work. The phrase on the first Tuesday of every month was, “Did you see that line of cars outside the gate this morning? Be lucky you have a job.”
So, when I finally made it to the labor crew, many of the team had been there for a very long time. Others I had worked with before because we were janitors together. This included Ronnie Banks and Jim Kanelakos. Other members of the labor crew were Ron Luckey, Chuck Moreland, Fred Crocker, Bob Lillibridge, Tom Kelly, Bill Cook, Charles Peavler and Doretta Funkhouser. Larry Riley was our foreman.
While on labor crew I was able to learn how to operate a backhoe. Though I never learned the backhoe magic of Larry Riley, I was able to scoop up bottom ash and dump it into the back of Power Plant Men’s pickup trucks that needed it to fill in the parts of their driveways that had washed out at home. The very first time I operated a backhoe, I noticed right away that the brakes didn’t operate very well. You really had to play with it in order to get backhoe to not roll forward.
Here is a picture of a Backhoe
That was ok, because I was just loading bottom ash from a pile into a dump truck and I could just bump the backhoe right up against the dump truck and empty the scoop into the bed. That was working real good until while I was waiting for the dump truck to return after bringing the bottom ash to the place where it was dumping the ash, Jim Harrison pulled up in a shiny new Dodge Pickup. I mean…. it was brand new! He backed up by me and signalled to me from inside his truck. I was waiting there with a scoop full of bottom ash (which is a gravelly looking substance) for the dump truck to return.
My first thought was oh boy…. I shouldn’t do this…. I can hardly stop this thing and I know I will probably run right into the side of Jim’s new truck and he’s going to have a fit. So, I did the only thing I could do. I proceeded to drive around to the side of Jim’s truck to pour the load of ash into the bed of his truck.
Now… either it was Jim’s guardian angel, or it was mine (protecting me from the bodily harm Jim may have inflicted on me out of stress had I put a big dent in the side of his new truck) that stopped the backhoe just at the right spot, I’ll never know for sure. But something did. The backhoe for once stopped right where I would have liked it to stop and I dumped the ash in the truck filling it to the brim. I waved to Jim, and he drove away.
Later when I went back to the Coal Yard Maintenance building (where the Labor Crew called home) I saw Jim in the office, so I went to talk to him. I smiled and said, “I hope I didn’t make you nervous dumping that ash in your truck.” Jim said “No.” It didn’t bother him one bit. He said he knew I could handle it.
So I told him that was the first time I had ever operated a backhoe and the brakes don’t work too well, and I wasn’t even sure if I could keep the backhoe from running into the side of his truck. I remember Jim’s reaction. He said, “Ok, now I’m nervous.” Having done my share of passing the nervous energy over to Jim, I went next door to the break room to enjoy my lunch.
You would think that with Doretta being the only woman on the crew, she would have had it much easier than the rest of us. She was about a 29 year old lady that had a daughter at home. I know because she used to wear a shirt that had her daughter’s face on it. She was working to make a living like most everyone else on the labor crew. Doretta worked right alongside the rest of us when it came to Coal Cleanup, washing down the conveyor system using high pressure water hoses.
She worked right alongside me while we tied the rebar for the concrete floor of the new sandblast building that was going to be built behind the water treatment building. She worked with me in the sump pit between the precipitator and the smoke stacks with the Honey Wagon Sewer company that was helping us suck out the crud from the bottom of the pit. (This was before we had bought our own Honey Wagon). They call it a “Honey Wagon”, because, well… it is used to suck out things like Outhouses. You know how much that smells like Honey….. right? Um… ok.
We finally bought a Honey Wagon like this
Most surprising to me, Doretta worked cleaning boiler tubes in the boiler when the unit was offline and we needed to shake tubes to knock out the ash, or even use crosscut saw blades welded end on end to cut through the ash packed in the boiler economizer section.
I’m talking about two man crosscut saws. Welded end-on-end
This lady was a survivor. That is how she struck me.
Most of the time Doretta worked with a smile on her face. In fact, she had a smile embedded on her face from years of smiling to the point that her eyes smiled. Even though (as I found out in the course of my time on the Labor Crew), Doretta had a very rough period of her life, she hadn’t let it beat her down, and she was happy to be working on the labor crew, doing what most people would think was a thankless job.
It is true that when something needed to be typed, (Desktop computers were not available yet), Doretta would do the typing for Larry. She would also cut our hair. Being paid our modest salary (mine was $5.75 per hour at the time), we couldn’t afford to go to the barber every other week to have our hair trimmed, so Doretta would set up shop and one-by-one, we would go sit in the chair and she would cut our hair. Just like a mom would do.
I figured that since we were calling Doretta “Mom”, it only made sense that we would call Larry “Dad”. Larry’s reaction to my calling him “Dad” was more like Darth Vader telling Luke Skywalker that he was Luke’s father. “Nooooooo!!!!” Except I was the little Darth Vader telling Larry I was his son…
The little Darth Vader from the Volkwagen commercial
Larry disowned me for a while as I have mentioned in an earlier post called “Power Plant Genius of Larry Riley“. He finally came around to admitting it when I continued calling him Dad. But he explained that he dropped me on my head when I was a baby and that was why I was so strange. So, Larry was our Labor Crew Dad, and Doretta was our Labor Crew mom.
It came to no surprise later when Doretta Funkhouser left the plant to become Doretta Riley. It seemed natural to me that my Labor Crew Mom and Dad would be married. I don’t know if that resolved the issue of my illegitimate Power Plant birth. I don’t remember anyone referring to me as a bastard after that. at least not in relation to my questionable origin, and at least not directly to my face. Though I do know of a few people during the years that would have thought that would have been an appropriate title for me.
I remember on one occasion when we were hauling scaffolding up onto the boiler to prepare for an outage, and I was working with Doretta using the large wench on floor 8 1/2 (I think), when Doretta came back from checking something at the bottom of the boiler. She said something to me then that puzzled me for a while. I didn’t understand it at first, but later came to know why she said what she did.
This is the type of Wench Hoist we were operating, only ours was powered by high pressure air. Not electricity
She said that it made her mad that people were trying to get me fired, when I’m a decent person, while there are people who shouldn’t be allowed to stay. She was referring to the wrath of Waugh after we had embarrassed him in front of Martin Louthan when we had confronted them about not being allowed to be considered for the Testing jobs, (See the post “Take A Note Jan” said the Manager of Power Production“). Eldon was trying to dig up dirt on anyone that had caused his embarrassment and had targeted me as one person to fire.
What had happened when Doretta had gone down to the foot of the boiler was that one or more of the “Pseudo” Power Plant Men-in-training had made an insulting reference to the past hardships that Doretta experienced in her life. I wasn’t aware of this until Eldon and Bill Moler questioned me about it a few weeks later when I was called to the office to see if I knew anything about the incident.
When they told me what had been said I became visibly upset to the point that I could hardly respond. Not because I didn’t want to answer their questions (which I didn’t, because I knew they were on their witch hunt which included me as well), but because when I learned that a couple of people on our crew had gravely insulted someone that I deeply cared about, I was both angry and upset. It was upsetting that someone would insult a struggling mother who was doing what she could to take care of her children only to be berated by others that worked closely with me.
After Doretta left the plant to marry Larry, I only saw her at a few Christmas Parties after that. She still had the same smile. I hope that she was able to find peace in her life, and that her family is doing well today. And that’s the story of my Labor Crew Mom and Dad.
Comments from the original post:
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Spent a little time on the picket line with the Navajo Local, District 65, in the Navajo Nation – when they were out on strike in 1987. Forget the lass’s name; but, the leader of the Local was a young Navajo woman, married with a couple of kids at home, who operated the biggest dragline at the Peabody Mine.
Helluva skill.
Gotta say, this is one of the more unusual blog posts I’ve seen in a while: different subject, funny, and well-written, too.
Not my normal fare, but you’ve got a new follower…
Your evocative stories return me to my years as a riveter… your subjects were the kind of people who built this country’s industry, I think. And I still think you have a book here…
Power Plant “We’ve Got the Power” Program
Originally posted March 14, 2014:
Early January, 1990 the entire maintenance shop at the coal-fired power plant in North Central Oklahoma was called to the break room which doubled as our main conference room in order to attend an important meeting. We watched as a new program was explained to us. It was a program called “We’ve Got the Power”. It centered around the idea that the best people who knew how to improve the operation of the plant were the people that worked there every day… The employees. When it was over, we were all given an Igloo Lunch box just for attending the meeting. We were also promised a lot more prizes in the future for participating in the program.
“We’ve Got the Power” Igloo Lunch Box
In order to participate further, we needed to sign up on a team. Preferably the team would be cross-functional, because, as they explained, a cross-functional team usually could come up with the most creative ideas for improving things at the plant. Once we signed up for the team each member on the team was given a gray windbreaker.
A windbreaker like this, only gray. The “We’ve Got the Power” logo was in the same place as this logo
I don’t have an actual picture of the windbreaker I was given. I wore it to work for a number of months until we found out that the material was highly flammable and that it was not safe for us to wear it on the job. We were supposed to wear only flame retardant clothing. I kept the jacket for 15 years, but the jacket was made with material that disintegrated over time, and one day when I pulled it out of the closet to wear it, I found that it was literally falling apart on the hanger. I had no choice but to throw it away.
There were some interesting reactions to this program. I thought the program was a great idea and couldn’t wait until it began in order to submit our ideas for improving the plant. Others decided for some reason that they didn’t want to have any part in the program. Most of the Power Plant Men were eager to take part.
So, here’s how it worked. We had about 5 weeks to prepare our first ideas to submit to steering committee, which consisted of our plant manager Ron Kilman, the assistant plant manager Ben Brandt and I believe the Engineering Supervisor Jim Arnold. I don’t remember for sure if Jim Arnold was on the steering committee. We could only submit three ideas. At any given time, we could only have three ideas in the pipeline. Once a decision had been made about that idea, then we could submit another one.
I was the leader of the team that we assembled. It consisted of the following electricians besides myself: Scott Hubbard, Charles Foster and Terry Blevins. One mechanic Jody Morse. We also had two people from the warehouse on our team: Dick Dale and Darlene Mitchell. Here are their pictures:
Terry Blevins
Charles Foster
Scott Hubbard
Jody Morse
Darlene Mitchell
Richard Dale many years later
I was somehow the luckiest guy in the plant to have some of the best brain power on my team. I will go into some of our ideas in a later post. Actually, I think I will have to have at least two more posts to completely cover this topic. For now, I just want to explain how this program worked and maybe share a thing or two about our team.
If one of the ideas we submitted was approved to be implemented, then we would receive an number of award points that was consistent with the amount of money the idea would save the company in one year. If it wasn’t a money saving idea or you couldn’t figure out how to calculate the savings, then there was a set amount of points that would be granted to the team. Each team member would receive the same number of points as everyone else on the team. Each person would receive the full savings of the idea.
We were given a catalog from a company called Maritz Inc. This is a company that specializes in employee motivation. They have been around a long time, and the gifts in the catalog ranged from small items such as a toaster, all the way up to pretty large pieces of furniture and other big items. I challenge the Power Plant Men who read this blog that were heavily involved in this program to leave a comment with the types of prizes they picked from this catalog.
The rules for the program were very specific, and there was a healthy (and in some cases, not so healthy) competition that ensued during the event. Once we were able to submit our ideas, we had 13 weeks to turn in all of our ideas. Keeping in mind that you could only have 3 ideas in the pipeline at a time. (well… they bent that rule at the last minute. — I’m sure Ron Kilman was thrilled about that).
I mentioned Ron Kilman, because for the entire 13 weeks and probably beyond, Ron (our plant manager) was sort of sequestered in his office reviewing the hundreds of ideas that were being turned in. At first some mistakes were made, and then there were attempts to correct those, and you can imagine that it was sort of organized (or disorganized) chaos for a while.
I will go into our ideas in a later post, but I will say that despite the fact that a good deal of our points were incorrectly allocated to other teams, we still came out in second place at our plant, and in sixth place in the company. Only the top 5 teams were able to go to Hawaii, and we were only a few points behind the fifth place team. So, all in all, I think our team was happy with our progress. Especially since we knew that over 200,000 of our points, were mistakenly given away and never corrected. Which would have made us close to 2nd place company-wide. Our team had no hard feelings when it was over. We felt that for the effort that we put into it, we were well rewarded.
In the middle of this program, my daughter was born and so a lot of my points went to purchasing things like a play pen, a baby swing, and a large assortment of baby toys. I had been such a miser in my marriage up to this point so that the majority of the furniture in our house had been purchased in Ponca City garage sales early on Saturday mornings. I had the idea that for the first few years of our marriage, we would live real cheap, and then work our way up gradually. That way, we would always feel like we were moving up in the world. The first house that we rented in Ponca City was a little dumpy old house for $250 per month.
The house we rented in Ponca City, Oklahoma
I had been married for 4 years by the time this program rolled around, and when the first few boxes of prizes had just arrived at our house, one Sunday in April, a priest came to the house we were renting on Sixth Street in Stillwater, Oklahoma to bless the house.
House we rented in Stillwater
When he walked in and saw a large box leaning against the wall in the living room, and not a stitch of furniture, he asked us if we were moving. I asked him what he meant. He said, “Well, you don’t have any furniture.” I said, “Oh. No. We’re not moving. We just have the furniture in the other room” (which was a spare bedroom that we used as the computer room. That was where our old couch was along with an old coffee table (both of which had been given to me by my friend Tim Flowers).
From this program I was able to furnish my entire living room. I had a nice sofa (with a fold out bed), a new coffee table with two matching end tables. All of them good quality. Through the years, we have replaced the sofa and the coffee table. I also had two Lazy Boys, which I still own, but we keep in the game room:
Two Lazy-Boys received as an award from the “We’ve Got the Power” program
The biggest prize I purchased from this program was a real nice Thomasville Dining room table and chairs:
Dining Room Table received as an award from the “We’ve Got The Power” program
Two of the chairs are missing because they are across the street in my parents house (on loan).
So, you see, you could get some really nice prizes from this program. The furniture came along just at the time my family was beginning to grow.
When we were originally forming our team Ron Kilman’s secretary, Linda Shiever had joined our team. We had signed her up and had even held our first meeting. Then one day she came to me and told me that she was going to be a part of the steering committee. She was pretty excited about this because she figured that the steering committee, with all their hard work would be well off when it came to prizes. So, we wished her well.
Linda Shiever
During the program it turned out that the team that had the most work to do was the steering committee. They worked day and night on this program. They basically gave up their day job to focus solely on this program for those 13 weeks. As it turned out, they were the least compensated as far as awards went. So, it was turning out that Linda had left our team, which was raking in the points, to go to a team that was barely receiving any points.
When the time came to implement the projects that were selected, the foreman that was over the team that was going to implement an idea would receive a percentage of the award points for doing the implementation. I remember my foreman Andy Tubbs (who was on the winning team at our plant), coming to us and telling us that we were to go implement some ideas and that he was going to be receiving award points while we went to actually do the work. — It was just one of those interesting rules in this program.
Andy Tubbs, being the true Power Plant Man that he was, said this didn’t set too well with him. So, what he decided to do was spend the points that he was awarded for implementing ideas on prizes for the employees to use in the electric shop. I remember that he had purchased various different items that came in handy for us in the shop. I don’t remember off-hand what they were. If one of the electricians would leave a comment below to remind me… that would be great.
So. I was bothered by the idea that Linda Shiever had been coaxed onto her team with visions of grandeur, only to find out (like Ron found out), that all their hard work was not going to be compensated at a reasonable level. I never blamed Ron Kilman for this, because it made sense that Linda should be on that team anyway, since she spent her day in Ron’s office and he did need someone to help with the enormous amount of paperwork. So, I decided to help her out.
Two of our biggest ideas had been approved to save the company over $315,000 each per year (when we tracked it the following year, it ended up with a savings of $345,000). In order to implement the idea, I believe the implementer would receive either a half or a third of the points. So, I thought of a way to have Linda Shiever be the implementer of the idea.
I remember explaining to Ron Kilman that in order to implement this idea, since it mainly consisted of a process change to how the precipitator is powered up during start-up, we just needed someone that could type up the procedures so that we could place them in our precipitator manuals. I suggested that Linda Shiever would be the best person to type up the procedure. And that is what happened. She received the award points for implementing our biggest idea.
When it was all said and done, the company was able to quickly save a lot of money, and in some cases increase revenue. I think the biggest idea at our plant from the winning team came from Larry Kuennen who figured out a way to change the way the boiler was fired that greatly increased the efficiency. This one idea probably made the entire program worth the effort that everyone went through.
It’s amazing what happens when you add a little extra motivation. Great things can happen.
Comments from the Orignal Post:
Elvin Power Plant Tool Room Adventures With Bud
Originally posted September 27, 2014, added a picture of Bud
When I say that Bud Schoonover is known as “Elvin”, I don’t mean to imply that he was Elvin in nature. What I mean to say is that he did not necessarily possess the qualities of an elf. Well, except for his smile, which is somewhat Elvish-like. Bud’s smile was usually more like a look of warning for those who didn’t know him well. I have always said that he reminded me of a six foot, 5 inch tall, white Aunt Esther from Sanford and Son, and about 75 to 100 pounds heavier.
Aunt Esther from Sanford and Son smiling like Bud Schoonover
What I mean by saying that Bud is known as “Elvin” is that is what his Mother called him when he was born. Though somewhere along the line he became known as Bud; Not from his middle name… because I think that was Floyd. Bud was my good friend and carpooling buddy (See the post “Carpooling with Bud Schoonover“). Maybe that was why people called him Bud. Because he was everyone’s “buddy”.
I don’t mean to make it sound like Bud has passed away, because as far as I know, he is still an active Republican voter living on South Palm Street in Ponca City. I also don’t want you to think that I was only friends with Bud Schoonover because he was a good carpooling buddy. No. Bud had all sorts of talents. He gave great weather reports each morning when we would gather to take our trek to the Power Plant some 20 miles away, as I mentioned in the other post about Bud (since first writing this post, Bud has passed away. See the post: Dynamic Power Plant Trio – And Then There was One).
I don’t think that there was anyone at the coal-fired power plant in North Central Oklahoma that didn’t like Bud. There was just something naturally likable about him. Bud worked in the tool room and the warehouse ever since the day I first arrived at the plant in 1979. — Well, the warehouse wasn’t much of a warehouse back then. It just had stuffed piled up against the walls. No shelves, No storage racks. No drawers and bins full of parts.
Bud is four years and 26 days younger than my own father, and four years and 18 days younger than Elvis Presley.
The King
He will be 76 years old this January. Needless to say, Bud retired from the Power Plant in 1994 after having just turned 55. At his going away party, some guys at the plant fixed up a Wal-Mart shopping cart with a bunch of accessories attached to it so that he would be properly equipped when he went to work at Wal-Mart as a Greeter. — For those of you who don’t know…. Wal-Mart used to hire elderly people to greet people when you walked into the store. They might pull a cart out of the stack of carts and give it to you if you looked like you were in need of a cart.
Wal-Mart Shopping Cart
Bud was extra careful when working in the warehouse. He wanted to make sure that he was getting everything right, so he would check, and double check, and then check again…. just to make sure everything matched. One good example of this was when he was tasked with ordering a half set of coal burner nozzles and tips for the boiler.
There were 24 of these Coal burner nozzle and tips in the boiler. The nozzles costing about $13,000 and the tips ran somewhere around $4,000 each.
Coal Burner Nozzle
There was another assembly that attached to the end with the hole on the side that allowed the nozzle to change the pitch it was called the Tip.
So, Bud wanted to make sure he created the order correctly. So, when Bud placed the order with the supplier, he not only included the Supplier’s part number, but he also included the manufacturer’s part number. Just to make sure they knew they were sending the correct part, he even sent them the old manufacturing part number that they used a few years before they changed their part numbering system. — So, when he sent the order, it had all three part number for the 12 nozzles. He did the same thing with the smaller piece for the end of the nozzle.
To Bud’s surprise, one bright sunny morning in December, 1989 (well, it may not have been that sunny that day), guess what showed up at the loading dock? 12 nozzles with the suppliers part number, 12 nozzles with the manufacturer’s part number, and 12 more nozzles with the manufacturer’s old part number! Yeah…. Didn’t count on that one.
I think I know how Bud must have felt when that happened. Probably the same way I felt the morning I was summoned to the front office to pick up my mail, only to find a stack of a couple hundred envelopes from all over the company after printing something out on all the printers in the company (See “Power Plant Customer Service Team Gone Wild“). I think Bud took these things in more in stride than most people might. His reaction to finding out that the order he had created for $156,000 had suddenly turned into $468,000 was probably something like…. “Oh Geez. I sure don’t want to do that again!”
During the “We’ve Got the Power” program (see the post “Power Plant We’ve Got the Power“), the HR and Warehouse director, Linda Dallas asked us if we would put in a proposal to scrap the extra nozzles since these nozzles were very big. She didn’t think it would look good if her own team created the proposal since she was already responsible for the warehouse. We had two people from the warehouse on our We’ve Got the Power team, Dick Dale and Darlene Mitchell, so she thought we could do something out the conundrum. Two nozzles fit on a pallet, taking up space all over the warehouse.
The nozzles with the Tips attached
We could save money just by scrapping it because we wouldn’t have to pay taxes on the parts. It cost too much to return them to the supplier because the restocking fee was too high. — And E-Bay didn’t exist back then.
Instead of accepting our proposal, it was decided that instead of just changing out half of the nozzles during the next outage, they would just replace all of the nozzles. This reduced the number of nozzles left in the warehouse to a more manageable number. So, Bud’s Faux Pas, may have just helped increase the efficiency of the boiler significantly with the replacement of the nozzles which may have translated into savings of unknown millions of dollars, of which Bud received no credit… But that’s okay. Bud wasn’t one to seek credit for his ingenious accidental idea of triple ordering boiler Nozzles.
One of the favorite stories I would tell my children as they were growing up when they would ask me to tell them a Bud Schoonover story was the story about the last tool in the tool room. — This is Bud’s own special way of handling the restocking of the tool room. It goes like this…. For instance….
If you went to the tool room to ask for a yellow flashlight and it happened to be the last yellow flashlight in the tool room, and it was Bud Schoonover’s week to man the tool room, then you would hear something like this:
Yellow Flashlight similar to the one I carried
“I can’t give you a yellow flashlight, because I only have one left.” — You may want to respond with something like, “But Bud, if there’s one left, then why can’t I have it?” Bud’s reply would be, “Because if I give you the last one, then I’d have to order more.”
At this point, you may want to start over asking if you can have a yellow flashlight, with the hope that Bud may have forgotten that he was down to his last yellow flashlight…. You might even phrase it a little differently… You might say something like, “Well… Can I just borrow a yellow flashlight for a few hours? At least for as long as I have to do some work in the dark?” — I have seen this approach almost work. He would stop and think about it like Andy Griffith in “No Time For Sergeants” trying to answer questions being asked by the Psychiatrist:
Andy Griffith talking to the Psychiatrist in No Time for Sergeants
Then the next question you may ask (I know, since I asked it more than once) is: “So, Bud, how about ordering some more yellow flashlights.” Bud would reply with something like, “No. I don’t really want to order anything this week.”, as he nods in the direction of the computer monitor sitting on the desk just to his left… — Oh…. computer shy…. that’s why. Not comfortable ordering stuff on the computer (especially after ordering all those coal burner nozzles).
I can understand that. He is the same age as my own father, and my dad at that time would literally call me at least one time every single day to ask me a computer question. Like…. “How do I move a paragraph from one part of a document to another part?” — “Um… Yeah Dad, (for the hundredth time), you do it like this….”
There’s something about every one of my friends and family that were born between December 30, 1934 and January 27th 1939. They all had the same problem with computers. Must be that particular generation born within that four year period. I’m sure Elvis, who was born right in the middle of that time frame (on January 8, 1935), would have had the same trouble with the PC if he had lived long enough. — I know… I know… I just saw him the other day myself.
Only he had gained some weight
Anyway, there was one sure fire way to get that tool that I needed from the tool room while Bud Schoonover was manning the front gate, and that was to volunteer to go to the warehouse and pick up a box of the parts yourself and carry them back and hand them to Bud, while taking one out for yourself. — And the time I needed a flashlight, I did just that.
One time I went to the tool room in the middle of the winter when we had water pipes that were frozen and I needed a propane torch to heat the pipe to melt the ice. Bud told me that he couldn’t give me a propane torch because he only had one left. I looked up two racks over from the gate and could see at least two boxes of propane bottles on the top shelf.
I told Bud that I wouldn’t be taking his last bottle of propane, because there was at least two bottles right up there on that shelf. Bud insisted that he only had one bottle of propane left and he couldn’t give it to me. So, while smiling at Bud and explaining that I could see the two bottles right up there on the top of the shelf,… with one hand on his shoulder (which was about a whole foot taller than my head), and the other hand unlocking the gate, I told him I would show him.
So, I stepped into the tool room, and said, “It’s ok Bud, I won’t take your last bottle of Propane, but I do have to take this bottle here, because we have a water pipe that is frozen solid, and I need to use the propane torch to warm it up. Here… I”ll just take this one, and you can keep this other one here….”
Power Plant Propane Torch
As I walked back out the tool room smiling all the time at Bud, who was just staring at me with a worried look finally lowered his shoulders which had been creeping up closer to his ears as I had sidestepped him to get to the propane bottle.
The funny thing was that by the end of the week, there would be a whole list of parts and tools that only had one left in the tool room. Bud would consider it a successful week if he could make it through the week without having to get on the computer and order some more parts. He knew that next Monday, when Dick Dale
My Dear Friend Richard Dale
or Darlene Mitchell
Darlene Mitchell another dear friend
arrived, they would restock the shelves, and he would be in the warehouse filling the orders and bringing them over on a two wheeler to the tool room. And the world would be right once again.
As I mentioned above, since originally posting this post, Bud Schoonover had joined Dick Dale in the warehouse of Paradise. Here is the latest picture of Bud:
Bud Schoonover
Comments from the Original post:
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Great story on Bud. He was a might tight. Thanks for the photos of Dick and Darlene. Great memories.
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That a funny story. Bud must have been fun to work with.
When we have an bad experience, we often learn the wrong lesson. Lots lots people learn to distrust computers, but they are just machines. Like any machine, we have to learn to use a computer properly.
Apparently, Bud just filled out a form incorrectly. Did it really make any difference whether the form was on a computer? Would he have filled in a paper form correctly?
What I find weird is that someone could place $468,000 order, and no one on the other end would look at the order carefully enough to wonder why Bud had used three different numbers to order the same part. Was it advantageous to the folks receiving the order to overlook the obvious? Why didn’t they call and confirm the order?
Power Plant Birthday Phantom
Long before Facebook ever graced the pages of our browsers, Power Plant Birthday reminders began appearing in the Outlook E-mail Inboxes of Power Plant men at the Coal-fired Power Plant in North Central Oklahoma. Today it seems commonplace to be reminded of your friends birthdays as your smartphone pops up a message to remind you. In 1997, a strange event began happening at the plant. It sent some scurrying about to find the culprit. Others found it funny. Some worried that their secrets were about to be revealed. One person was totally surprised by the response (me).
January 3, 1997 Charles Foster and I went to our morning meeting with our team in the main break room where we would meet every morning to go over the work for the day. Alan Kramer began the meeting by asking me a direct question. He said something like, “Kevin. Do you know anything about emails from the Birthday Phantom?” I asked him what he meant, and he went on to explain.
Our Foreman Alan Kramer
Alan said that when someone opened up Outlook to check their e-mail that morning, shortly after they opened it up, an e-mail appeared in their inbox that was from themselves. So, when Alan had logged in that morning, he received an e-mail from Alan Kramer. When he opened it, it had a subject of “Today is Wayne Cranford’s Birthday”. The body of the e-mail said, “Today is Wayne Cranford’s Birthday. He is 48 years old today. Please wish him a Happy Birthday. The Birthday Phantom.”
Wayne Cranford is front and center on one knee between David Evans and John Costello
It happened that when Wayne Cranford opened his own e-mail, the subject said, “Happy Birthday Wayne Cranford!” and the body of the email had the happy birthday song, “Happy Birthday to you. Happy Birthday to you. Happy Birthday dear Wayne. Happy Birthday to you. The Birthday Phantom.
So, after Alan explained this to me, he looked at me again with a rather stern look and said, “Kevin. Did you do this?” What could I say? So, I said, “Why is it that whenever something like this happens, I’m always the first one to be blamed for it?” I knew at that point that Alan’s next response was going to mean the difference between night and day, so I put on the most indignant look I could.
Alan said, “Well. I just had to ask.” I shrugged like I understood and glanced over at Charles Foster who had a stunned look hidden behind his best poker face. Something like this:
Charles Foster
You see…. about a year earlier, before we were using Microsoft Outlook, we were using Novell’s Groupwise for email. Alan Kramer had come to me and asked me if I had done something “wrong” in regard to emails. It turned out that I was innocent of any “wrongdoing” in that instance (well, almost). Charles Foster was my witness.
What had happened was that one day, Danny Cain, who was the Instrument and Controls person on our team had come into the electric shop office to make a phone call to someone at Corporate Headquarters in Oklahoma City. I think it was Ed Mayberry. Email was a new idea for most people at the plant.
Danny Cain
While Danny was on the phone, I turned to the computer sitting on the desk across the room from Danny and wrote an e-mail to the person that Danny was talking to telling him not to believe a word Danny was saying… whatever it was…. it wasn’t important. I just thought it would be funny to send an email to Ed about Danny while he was talking to Danny on the phone.
The subject of the email was “Danny Cain”. As Danny was talking on the phone, he happened to turn around just as I was clicking “Send”, and he saw his name in the subject line. Charles was sitting there next to me, as we were on break at the time. Danny quickly asked what I was doing and why did he see his name on an e-mail. I put on the guiltiest look I could and said, “Oh. Nothing. Nothing at all.” Rolling my eyes with obvious guilt.
I didn’t know how much this bugged Danny until a couple of days later Alan came into the electric shop office and said he needed to ask me a serious question. I could tell he was upset with me. He asked, “Have you been reading other people’s emails?” I was confused by the question, because I didn’t relate it to Danny from the other day. So both Charles and I looked confused.
I told Alan that not only had I not read other people’s emails, but even if I could, I wouldn’t because I considered other people’s emails private. Then I explained to him that Novell’s Groupwise email was very secure, and I wouldn’t know how to hack into their email if I had a desire. Which I didn’t.
Novell’s Groupwise
Still confused by why Alan would ask the question both Charles and I asked Alan what this was all about. He didn’t want to say who it was that told him they thought I was reading their emails, but after we pressed him, he told us that Danny Cain said he saw me reading his email when he was in the office. Then both Charles and I knew what this was all about.
I explained to Alan that I was just joking around with Danny at the time. I reasoned with Alan that I would have to be pretty stupid to wait until Danny was standing a few feet away from me before I decided to read his emails. Alan accepted my explanation. Especially since it was backed by one of the most honest people at the plant, Charles Foster.
So, fast forward to November 6, 1996. We were now using Outlook. That was about as secure as a bag of Oreo cookies in a kindergarten classroom.
I was sitting in the electric shop office with Charles during lunch, and I had just finished writing some fun little programs that automated pulling stock prices from the Internet and putting them in Excel each day. I asked Charles, “What shall I do next?”
Charles thought for a few moments and said, “You know when we were still all in the electric shop before the downsizing, how when it was someone’s birthday we used to celebrate it by bringing a cake and having a lunch or something for that person? Well. We don’t do anything now. Can you come up with something that will help celebrate birthdays?”
After brainstorming ideas, we settled on sending emails and the “Birthday Phantom” was born. I thought it would be neat to learn how to write programs that used the Outlook API, sending emails, and stuff like that. So, I went to work during my lunch breaks writing the program.
It only took a week or so to get it working, and then we ran a bunch of tests on it until we settled on having the emails be sent by the same person that is receiving the email when they log on the computer. Each time a person logs on the computer, the program would be kicked off.
The first thing it would do was check to see if the person had already logged on that day. If they had logged on before, then it would shutdown because I didn’t want it to send more than one email for the same day, even if the person used a different computer.
The next thing it would check was if the person was on an exception list. We had decided that it was best to keep the plant manager and his cronies… um… I mean, his staff from receiving emails, as we didn’t think they would appreciate it since they didn’t have much use for such things. If the person logging on was on the exceptions list, the application would shutdown.
Then, it would check to see if it was anyone’s birthday that day. If it was, then it would send an email from the person logged on, to the person logged on. If it was the birthday of the person logging on, then it would modify the email so that it was personalized to say happy birthday to them.
There were little tweeks I made while testing the application before we went live with it. First, I added little things like making sure the gender was correct. So, if it was a woman’s birthday, then it would say “…wish her a happy birthday”.
Charles and I decided that the application would start running on January 1, 1997. So, during December, I made sure it was setup on all the computers in the plant except those belonging to the staff. This brings us to January 3, 1997, when Wayne Cranford was the first Power Plant Man to have a birthday.
As I hinted above, Alan’s response to my indignation at being accused of creating the Birthday Phantom would have determined how short-lived the Birthday Phantom would have been. Since Alan didn’t pursue the inquiry I didn’t offer any more information.
For instance. A few minutes after the meeting was over, I walked over the control room, and the control room operators were all standing around talking about the Birthday Phantom. David Evans asked me if I was the Birthday Phantom. I responded the same way I did with Alan, I said, “Why is it that when something like this happens, I am always the first person to be accused?” David responded with, “Yeah, but are you the Birthday Phantom?” Well. I wasn’t the type of person to blatantly lie, so I had to admit that “Yes. I’m the Birthday Phantom, but don’t tell anyone.” The Control room operators said they would all keep it to themselves (yeah. right).
Though some people thought the Birthday Phantom was a nuisance, others thought that their personal emails were at risk, and that the Birthday Phantom could be stealing their emails. Whenever I heard that anyone was upset (such as Alan) with the Birthday Phantom, I just added them to the exceptions list and they never received another Birthday Phantom email.
Jim Padgett, a Shift Supervisor, had received a Birthday Phantom email one day, and called IT to report it as they were trying to track down the program to figure out where it was coming from. Jim Cave told me that Padgett had the IT guy on the phone and he was logged into his computer to watch what happened when he logged on and opened up Outlook to try and find what was sending the emails.
Jim Padgett is on the far left standing next to Jim Cave in the Jean Jacket.
Jim Cave said that the IT guy was sounding hopeful that he was going to finally be able to catch the Birthday Phantom when all of the sudden he said, “Oh! That’s a Wiley One!” I came to understand that in Oklahoma City, the IT department was taking this so seriously that they assigned two people full time for two weeks to try and find the culprit (I added Jim Padgett to the exception list, so he didn’t receive any more emails).
I hadn’t thought about it when I was writing the application, but back at Corporate Headquarters, they thought that the application had somehow gained access to the HR system in order to find the birthdays of each employee. Even though, things like Birthdays and Social Security Numbers were not as sensitive in 1997 (for instance, the plant manager’s Social Security Number was 430-68-…. You really didn’t think I would put his Social Security number here did you?), if someone was accessing the HR database, that would have been serious.
Even though the IT department was taking this very seriously, there was one timekeeper at the Power Plant that was just about climbing the walls over the Birthday Phantom. She was so concerned that I was afraid she was on the verge of a nervous breakdown. I was not surprised by this at all, and had actually anticipated her anxiety. Actually, the Birthday Phantom was designed for just this reason. You see, this particular timekeeper was going to be turning 40 years old one week after the first Birthday Phantom email showed up.
After the second Birthday Phantom email arrived the next Monday on January 6, announcing that Jerry Potter had just turned 36, Linda Shiever called me and asked me if I could find out how to stop the Birthday Phantom. I told her I would look into it. I did look into it for about one second. Linda was turning 40 on Friday.
Linda Shiever
On Wednesday, January 8, not only did Elvis Presley turn 62 (if he had been alive… or…. um…well, you know…) but the Birthday Phantom informed everyone at the plant that Sonny Kendrick (who was only 5 days younger than Wayne Cranford) had also turned 48 years old. Linda Shiever was thinking about calling in sick on Friday.
Linda knew that when she came to work the morning of January 10, that her cube would be full of black balloons with the number 40 on them. She had resigned herself to this a while before when she helped blow up the balloons for Louise Kalicki’s cube the previous August 23, less than 5 months earlier. The appearance of the Birthday Phantom, however, had thrown in a new element of recognition.
The morning of January 10, 1997 finally arrived, and the Birthday Phantom email notified everyone that it was not only Linda Shiever’s birthday, but it was also Gene Day’s birthday as well. Yeah. The application could handle multiple birthdays on the same day. Linda Shiever was happy to find out that the Birthday Phantom had informed the entire Power Plant that she had just turned 29. In fact, that year, every woman at the plant was turning 29 years old according to the Birthday Phantom. — That was another one of those tweeks that came out of our testing.
Gene Day, on the other hand, according to the Birthday Phantom had just turned 100 years old…. Well.. Everyone knew he was ancient (See the post: “Power Plant Humor and Joking With Gene Day” and the “Psychological Profile of a Control Room Operator“). Needless to say, there was a lot less stress in the office area after that day.
The following week, when I went to the tool room to get some supplies, Darlene Mitchell stopped me and asked me if the Birthday Phantom would do her a favor. She was turning 45 years old on January 28, and she didn’t want the Birthday Phantom to tell everyone she was 29. She wanted it to say, “Today is Darlene Mitchell’s Birthday, She is 45 years old and Lovin’ it! Please wish her a Happy Birthday!” I told her I would have a talk with the Birthday Phantom and it shouldn’t be a problem.
Darlene Mitchell, a dear friend of the Birthday Phantom
After a month, when I was in the Control Room, Jim Cave, who was now referring to me regularly as “The Wiley One” said that the IT department had told Jack Maloy that they were no longer looking for the Birthday Phantom. They were not able to find it. The person that did it would just have to tell them who it was.
I still have the computer code I used when I wrote the program. Sometimes I take it out and read it and I remember that year when the Birthday Phantom visited the Power Plant in North Central Oklahoma to remind everyone that we were all growing older and as a family, we should take the time to stop and say “Happy Birthday” to each other on that one day each year when we are special.
Page 1 of the Birthday Phantom Code
Hitting the Power Plant HR Cardboard Ceiling
I spent 12 weeks in Oklahoma City in 1996 working in an office building while the Power Plant Men came to the rescue and caused a culture shock for some who had never experienced a group of Power Plant Men so closely packed in an office cubicle before. The effect can almost be the same as if you have too many radioactive particles compressed together causing a chain reaction ending in a tremendous explosion. Having survived this experience I became intrigued with the idea of working in an office on a computer instead of carrying a tool bucket up 25 flights of stairs to fix the boiler elevator.
Our team had been in Oklahoma City when we were converting the Electric Company in Oklahoma to a new financial and planning system known as SAP. See the post: “Corporate Executive Kent Norris Meets Power Plant Men“. One other person from out plant was in Oklahoma City for the entire 9 months it took to roll out SAP. That was Linda Dallas, our HR Supervisor at the Power Plant in North Central Oklahoma.
SAP Logo
Linda Dallas was on the core SAP team which was a coveted spot for one not so obvious reason. The few people that were on the core team were learning how to implement SAP in a fairly large public electric company. The consulting company Ernst and Young were teaching them how to build SAP screens and configure the application as well as how to run a large project. — Do you see where I’m going?
I went out and bought a book on programming SAP myself just in case I had a chance to play around with it when we were in Oklahoma City. I read the book, but unfortunately the opportunity to mess with SAP never came up (or did it?).
A programming book like this
Mark Romano, the engineer that was coordinating our efforts during the project tried to have me assigned to the testing team for SAP, but the SAP guys said they didn’t need anyone else…. For more about Mark Romano, read this post: “Power Plant Marine Battles with God and Wins“. Consequently, when Mark told me that the testing team positions were just as coveted as the core team and they didn’t want an outsider coming in and showing them up, I understood.
In case you haven’t figured it out yet…. SAP was an up and coming terrific software package that took practically your entire company’s computer activities and put them in one all encompassing application. People experienced in SAP were far and few between, so anyone looking for people with SAP experience were finding the pickins rather slim (as in Slim Pickens). Because of this, most of the people involved in the core SAP implementation could basically write their ticket when it came to finding a job with a company trying to implement SAP in 1996-97.
I thanked Mark for putting in a good word for me with the testing team. I also told him that the first time I actually am able to use SAP, I will break it within 10 minutes just so the testing team can see how it’s done. — I had a lot of experience with “Negative testing” as it is called in IT. That is when you do what you can to try to break the application.
I like the word “consequently” today, so I’m going to use it again…. Consequently, when Linda Dallas came back to our plant to show us all how to use SAP, here is what happened….
We went to the small conference room where I had setup about 15 computers all hooked up to the company’s Intranet. The team from Oklahoma City had actually brought the computers. I had just run all the network cables to the room so they could train people 15 at a time. The trainers wanted to “lock down” the computers so that they only had SAP on them and not other things like “Solitaire” that might distract the Power Plant Trainees.
Here is what happened when I showed up for my class…. Linda Dallas was teaching it along with one other guy from Corporate Headquarters…. I’ll call him “Jack”… for various reasons, but mainly because I can’t remember his name… Jack told us that the computers we were using were stripped down so that it didn’t have games like Minesweeper and Solitaire on them, (as did all the regular Windows NT computers).
The first thing I did when he told us that was to browse over to the electric shop computer through the network and copy the minesweeper and the solitaire games from the computer in the electric shop to my training computer….. See how rotten I used to be (yeah… used to be… Huh? What’s that?)… Then I opened Solitaire and started playing it while they explained how to go into SAP and start doing our jobs.
They showed us the Inventory section. That had all the parts in the company in it. That was the part of the application I had helped implement in our small way.
When they showed us the inventory section, I realized right away how I could break SAP, so I proceeded to open 10 different screens of the SAP client, and began some crazy wildcard searches on each one of them. The application came to a grinding halt. (for any developers reading this… let’s call it… “SQL Injection”).
Linda, who was trying to show us how to go from screen-to-screen suddenly was staring at a screen that was going no where. She tried to explain that they were still having some performance issues with the application….
I just stared at my own computer screen trying to figure out if I had a red ten to put on the black jack…. when a red-faced Jack came around the tables and saw me playing Solitaire. I just smiled up at him and he had a confused look on his face as we waited for the screen on the projector to begin working again.
My screen at the time
I knew of course what had happened and after about 5 minutes of everyone’s screen being locked up, the application finally began working again and the training continued. — I was happy. I had completed my testing that the testing team didn’t think they needed. Of course, I did it to honor Mark Romano’s failed attempt to have me moved to the SAP testing team.
Mark Romano
A couple of years later when I was working with Ray Eberle on a Saturday (as we were working 4 – 10s, and rotated onto a Saturday once every 4 weeks), I showed him how I could lock up SAP for the entire company any time I wanted. Since few people were working on Saturday, I figured I could show him how it was done without causing a raucous. It took about 35 seconds and SAP would be down for as long as I wanted. There was a way to prevent this… but…. If the testers never test it, they would never tell the developers to fix it (I’m sure they have fixed it by now… that was 18 years ago).
Ray Eberle
Anyway, the story about implementing SAP isn’t really what this post is about. It is just the preamble that explains why in the spring of 1997, Linda Dallas left as the Supervisor of HR at our plant. She found another job in Dallas with some of the other core SAP team members implementing SAP.
When the job opening for Linda Dallas’s job came out at our plant, I figured that since I met the minimum qualification, I might as well apply for it. Why not. It would mean putting away my tool bucket and working on the computer a lot more, which was something I was interested in since my experience a few months earlier when I was working at Corporate Headquarters.
I knew right away that no one would really take my job application seriously. I had all the computer related skills. I had a degree in Psychology, and a Masters in Religious Education from Loyola with a focus on adult education. That wasn’t really the point. I had never been a clerk.
The natural progression of things meant that the only “real” possible pool of applicants were the women clerks in the front office. Specifically Louise Kalicki. Her desk was closest to Linda Dallas’s office, so, in a sense, she was “next-in-line”.
Even though I knew that the plant manager Bill Green and Jim Arnold the Maintenance Supervisor would never want me on the “staff”, I went ahead and applied for the job anyway. I figured, it was worth the experience to apply and go through the interview process even though I wouldn’t be taken seriously.
Bill Green
I think Louise and I were the only two to apply for the job. Maybe Linda Shiever did as well, as she had the most seniority at the plant. Linda was actually the first person hired at the plant when it was first built. Louise had been filling in for Linda Dallas for the past year while Linda Dallas had been in Oklahoma City working on SAP, so she was really a “shoe-in” for the job.
When I went up to the interview, the first thing I had to do was take a timed typing test to see if I could type 35 words a minute (I could type 70). I had dressed up for the interview so that when I walked into the plant manager’s office, Bill Green and Jim Arnold had a little “Hee Haw” about seeing me without coal dust and fly ash coming out of my nose and ears. I told them that “I can get cleaned up when I needed to” (notice that I used the word “get” and ended my sentence with a preposition… just so they didn’t think I was too stuck up. See the post: “Power Plant Men Learned Themselves Proper English“).
No one was surprised when Louise Kalicki was promoted to HR Supervisor. She was probably the best choice when you think about it. She had a better relationship with Bill Green and Jim Arnold than I did and a good part of the job was working with those two rascals (oh… did I actually call them rascals? Bless their hearts).
This was right around the time that I had made my decision to go back to school to work toward a degree in Computer Science. Working with computers was really my passion.
I have an interesting way of making decisions about what I’m going to do with my life. I let certain events help make the decisions, instead of just jumping right in. I had decided (knowing that it was pretty much a safe bet) that if I didn’t get the job as the HR Supervisor, then I would go down to Oklahoma State University just a few miles from my house and enroll in the Arts and Science College and work on a degree in Computer Science.
I made a lot of decisions that way. I figured that if I was meant to do something, then it would work out that way. If not, then, fine, I would go a different route.
Ok. One more side story about working with Ray Eberle and SAP (See the post: “Tales of Power Plant Prowess by Ray Eberle“)… This happened some time around the year 2000.
SAP had this icon of a drip of water dropping and causing a ripple of waves….
SAP water drops
When the application was thinking, this picture was in the upper right hand corner and it was animated, so that the water rippled out as the water dripped. That way you could tell the difference between the application being stuck and just thinking.
This wasn’t just an animated GIF as we might have today. It was actually a series of bitmap pictures that were all strung together into one file. Once I figured this out, I used Paint to modify the picture. I created three new versions…. The first one had a small ship with sails sailing across the rippling water. The second one had a yellow fish that would leap out of the water over and over.
It was the third picture that was my masterpiece. I reversed the flow, so that instead of the water rippling out, it came in as if it was a whirlpool sucking things down. Then I added a small picture of our HR Supervisor’s face being sucked down into the whirlpool.
HR Supervisor sucked down a whirlpool
Then I created a small application that allowed people to change their water rippling animated picture to any of the four (with the regular picture being the fourth option) that they wanted quickly and easily. I know the women in the front office liked the one with the HR supervisor being sucked down the whirlpool the best. I won’t mention who they were, but by the following two pictures, you may be able to guess….
Linda Shiever
Darlene Mitchell
I would think that Bill Green would have liked the sailing ship the best since he liked to sail…. though… for some reason, I never made it around to install my “SAP add-on” on his computer (or Louise Kalicki’s for that matter, since she was the HR Supervisor). Most of the Power Plant Men probably would like the fish jumping out of the water, since they liked fishing. — I know… I know… I was being rotten… but it was fun.
Ok. End of the Side Story and end of the post.
Toby Teaches Power Plant Time Management
Sometime in December, 2000 Dell flew a group of Oklahoma State University students to Austin along with students from all over the country to interview for jobs. During one interview I had with a manager named Lisa Larson, she asked me how I would handle situations where I am asked to do too many things at the same time. I replied that I don’t ever worry about that. I have found that by managing my time properly, I never find myself in a situation where I don’t have enough time or I feel overwhelmed.
Of course, I could see the look of disbelief, since she worked for Dell, and had experienced an overload of work beyond what normal humans can endure. I knew that the answer she was waiting to hear was that I would prioritize my tasks and do the more important ones or those tasks that had to be completed right away first. Instead I choose to tell her about Toby O’Brien, a Power Plant Engineer.
Power Plant Engineer and Good Friend – Toby O’Brien
You can see the confidence Toby demonstrates in the picture above. He is so confident he doesn’t even use a Pocket Protector. None of his pens ever leak.
I didn’t use Toby’s name during the interview. Instead I opened up the large briefcase I was carrying with me and took out my Time Management Planner:
My Day Runner Time Management Planner
In August 1998 Toby mentioned to me that the staff at the plant had taken a course in how to manage their time. The core object in the course was using a rather sophisticated planner. You see, there aren’t just regular calendars in a planner, there are note pages you can use during meetings, weekly pages, and daily pages. A place to keep your contacts. Even a section to keep business cards. I think my favorite section was a place to just write down ideas. The header at the top of the page was “Ideas”.
I had just started a new semester at Oklahoma State University in Stillwater, Oklahoma and I was ramping up the number of courses I was taking simultaneously, while working full time. I had told Toby that I was determined not reduce the time I spent with my children in the evenings, so I had to figure out how to complete all my course work on time, and not let it interfere with the rest of my day.
Toby explained that the first thing you do in the morning is that you write down in the daily planner section everything that you will be doing that day, and what time you will be doing it. Then as much as possible, you stick to that plan. When you are doing one task, you don’t have to worry about all the other things you have to accomplish during the day, because you know when you will be working on them, so it allows you to focus on your task at hand.
He even was going so far as not taking phone calls or would ask to call them back when he was available when he was working on a task and then would schedule some time to call the person back.
Toby spent a good hour or so showing me how he used his daily planner. The company was even paying for the additional sheets they used in the planners. So, that evening I went to Office Depot and purchased my Day Runner planner with extra sections that I thought would be helpful.
At the time, I was driving back and forth between Stillwater and the Coal-fired Power Plant in North Central Oklahoma, usually twice each day, as I would leave at certain times to take a class, then drive back to work afterward, using an hour and a half of vacation as well as the half hour for lunch as I would eat on the way.
So, what would a typical Power Plant Planner look like for any particular day for someone working in the Maintenance Department? Well, if the Power Plant Man was really proactive, and wrote everything down, then it may look something like this….
- Turn off the Alarm… scratch behind…. scratch bald spot on head… kiss wife on cheek…. climb out of bed….
- Gather clean clothes from dresser, and any supplement clothes needed from the hamper…. take shower…. brush teeth… shave.
- Eat a hearty breakfast – for tonight we dine in hell!… (oh… sorry… that’s not Power Plant Men.. That’s Spartans… close, but different).
- Make some sandwiches for lunch or use leftovers from last night’s dinner and put them in the lunch box.
Power Plant Lunch Box
- Just before exiting the house, put on the steel-toed boots airing out just inside the garage.
Steel Toed Boots
- Drive the car to the carpooling location…. Pile into one car with everyone else…. Drive to plant while discussing the latest hunting and fishing adventures.
- After arriving at the plant 15 minutes early, sit around and drink a cup of coffee with the rest of the crew while waiting for the morning meeting to begin… Pass along any words of wisdom that suddenly popped up in the shower that morning to the rest of the crew…. Listen to some of their dumb ideas and act as if they are taken seriously while still trying to work out the terrific ideas of your own. Chuckle at the minor “your fly is open” type jokes being played on each other.
- Attend the morning team meeting and receive the jobs that need to be completed that day. Listen to the latest Power Plant Jokes played the previous day and share some that were entered in the planner that might be useful today.
- Leave the meeting with your bucket buddy and begin work.
My Bucket Buddy Diana Brien (not related to Toby O’Brien)
- Gather tools needed for job… Get any supplies needed from the tool room. Talk to the tool room attendant.
Darlene Mitchell another dear friend
- Go to the Control Room to obtain any clearances needed to perform tasks… talk to the control room operators about their day… Play a joke on Gene Day.
Gene Day is the one standing on the right with the Orange shirt.
- Take the first break while waiting for the clearances to be put on the breakers in the switchgear.
- Play dominoes… Trump… or Uno during break as a team building activity. Accuse others of cheating.
Dominoes
- Check Breaker after break and sign clearance form…. Ask the operator how his day is going…. then perform the job safely…. dispose of any trash generated during the job. Bandage any cuts and rub any bruises that may have been created during the job.
- Return clearance…. talk to the control room operators some more. Give Gene Day suspicious glances.
- Strut through maintenance shop with confidence while going to the office to ask which job to do next since the first job was completed flawlessly and sooner than expected.
- Continue steps 10, 11 and 12 until it is time for lunch.
- Go to the regular lunch spot and talk to friends and learn the latest gossip and play more Dominoes, Trump or Uno (or backgammon).
Uno Card Game
- Repeat the same activities during the afternoon with the exception that a closer watch is kept on the nearest watch or clock.
- Take afternoon break at the same table as morning break playing the same game as before with the same people as before…
Power Plant Playing Cards
- Return to work magically fixing equipment paying even more attention to the time.
- Migrate to the Foreman’s office 30 minutes before “Quittin’ Time” to fill out time card. Call each other any new names that were thought up during the day (what I would call, “Terms of Endearment”). Play small minor jokes on teammates while completing the time card.
- Wait until the exact time before leaving the shop and returning to the car in the parking lot.
- Ride back to town with the rest of the dirty smelly Power Plant Carpoolers…. talk about any frustrating encounters from the day’s work…. Discuss any news from Corporate Headquarters designed to confuse Power Plant Men…. Fall asleep… snore….dream about the day…. wake up just as the car arrives at the carpooling spot.
- Climb into your own car and go home.
- Leave dirty smelly boots in the garage…. take off dirty shirt and pants and put them directly in the washing machine…
Yeah. these
- Take a shower….kiss wife… hug kids….(kick annoying cat when no one’s looking)… tell the wife about the day…. listen to wife talk about her day….eat supper.
That just about does it. I found it a little difficult to put all that in the daily planner, especially since it was the same every day, except for when we had emergencies, and I couldn’t plan for those, unless they were part of a planned Power Plant Joke made to look like an emergency.
Anyway, back to Toby…If it hadn’t been for Toby teaching me Time Management, I would have had a much tougher time going to school while working at the same time. I was able to keep my three worlds apart without them interfering with each other (except for all the driving back and forth).
I almost never did my school work while I was at work, and I didn’t do them at home either unless I had to write a paper on the computer. So, I spent my evenings with my family… then I woke up at 4:00 each morning and went to the University and found a quiet place to do my homework before going to class and driving out to work.
After 4 years I graduated with a 4.0 grade point in the Business College with an MIS degree (Management Information Systems). That was when I was hired by Dell. I will go into the details about that in another post.
For now I just want to thank Toby for introducing me to the idea that managing your time properly can make a world of a difference. If you noticed in the picture of the planner above, I haven’t used it since 2002. That’s because new technologies came around that changed the way we manage our time.
Today at work I use Outlook to capture all my scheduled activities. Microsoft Project can be used to assign tasks with a duration that tells you how long the task should take. Another Microsoft tool OneNote is a big help for just taking notes and organizing your work.
So, even though I no longer have to buy pages for the Day Runner Planner each year, I still have the concept in my mind that while I am working on one task, I shouldn’t need to worry about another one because I have scheduled time during my day to work on those. So I can concentrate on the task at hand. By doing that, you never had the feeling of being overwhelmed.
Lisa Larson, who was interviewing me from Dell didn’t look too convinced when I showed her my Day Runner Planner, but I was offered the job anyway. I don’t think it was because I had good time management skills… I think it had more to do with the fact that I had worked so many years with “True Power Plant Men and Women” that it was hopeful that some of their genuine concern for others and their attitude of dedication had rubbed off on me.
Power Plant Lady of the Labor Crew
Originally Posted on October 19, 2012:
In the Power Plant posts, I generally tend to focus on the Power Plant Men that taught their Power Plant culture to me while I was fortunate enough to grace the boilers and conveyors of the Coal-fired Power Plant out in the north central plains of Oklahoma. Every once in a while during this journey there were True Power Plant Ladies that came along that took their place right alongside the Power Plant Men.
The Women generally held their own when it came to the amount of work, their tenacity, and even for some, their ability to hit a spittoon from 6 feet. — Ok. I made up the part about hitting a spittoon. Everyone just used the floor drains for spittoons in the early days before they became responsible for cleaning them out themselves, after the summer help found more grass to mow. — The choice spitting material was…. Sunflower seed shells.
Power Plant Sunflower Seeds
In the first few years, Leta Cates worked out of the welding shop (I believe… Well, she hung around there a lot), and later became a clerk. Then there was Opal Brien who was in the maintenance shop and worked in the garage one year when I was a summer help. Of course, there was Darlene Mitchell who worked in the warehouse with Dick Dale, Mike Gibbs and Bud Schoonover.
There was also Diana Lucas (later Diana Brien), who was one of the Electric Shop A team super heroes.
My Bucket Buddy Diana Brien
Later came Julienne Alley that became the “Mom” of the welding shop. Some more came and went…. Especially the person that we referred to as “Mom” while I was on labor crew. Doretta Funkhouser.
I have mentioned before that the evil plant manager Eldon Waugh enjoyed manipulating his minion’s (oh… I mean employee’s) personal lives as much as he could get away with without stirring up trouble downtown. So, one of the rules he had put in place was that no one on the janitor crew could be considered for another position at the plant until they had first moved to the labor crew.
There even came a ruling later in 1983 (from Eldon and/or Bill Moler) that if it was your turn to go to Labor Crew, and you were not able to, or didn’t for some reason more than once, then you would lose your job as janitor altogether. That remained the case until Darrell Low was able to quickly move from janitor to Operator after Eldon had lost his control over the people on labor crew that he wanted to keep there, making the rule obsolete (I’m sure we had been told the rule had come from Corporate headquarters anyway).
Once on the labor crew, it was very rare that anyone left this crew to go to another position in the plant. They usually had to leave the company altogether, or find a job at another plant in order to escape. This was especially true after the summer of 1982 when the oil boom went bust in Oklahoma making jobs harder to find, and less people left the plant to go somewhere else to work. The phrase on the first Tuesday of every month was, “Did you see that line of cars outside the gate this morning? Be lucky you have a job.”
So, when I finally made it to the labor crew, many of the team had been there for a very long time. Others I had worked with before because we were janitors together. This included Ronnie Banks and Jim Kanelakos. Other members of the labor crew were Ron Luckey, Chuck Moreland, Fred Crocker, Bob Lillibridge, Tom Kelly, Bill Cook, Charles Peavler and Doretta Funkhouser. Larry Riley was our foreman.
While on labor crew I was able to learn how to operate a backhoe. Though I never learned the backhoe magic of Larry Riley, I was able to scoop up bottom ash and dump it into the back of Power Plant Men’s pickup trucks that needed it to fill in the parts of their driveways that had washed out at home. The very first time I operated a backhoe, I noticed right away that the brakes didn’t operate very well. You really had to play with it in order to get backhoe to not roll forward.
Here is a picture of a Backhoe
That was ok, because I was just loading bottom ash from a pile into a dump truck and I could just bump the backhoe right up against the dump truck and empty the scoop into the bed. That was working real good until while I was waiting for the dump truck to return after bringing the bottom ash to the place where it was dumping the ash, Jim Harrison pulled up in a shiny new Dodge Pickup. I mean…. it was brand new! He backed up by me and signalled to me from inside his truck. I was waiting there with a scoop full of bottom ash (which is a gravelly looking substance) for the dump truck to return.
My first thought was oh boy…. I shouldn’t do this…. I can hardly stop this thing and I know I will probably run right into the side of Jim’s new truck and he’s going to have a fit. So, I did the only thing I could do. I proceeded to drive around to the side of Jim’s truck to pour the load of ash into the bed of his truck.
Now… either it was Jim’s guardian angel, or it was mine (protecting me from the bodily harm Jim may have inflicted on me out of stress had I put a big dent in the side of his new truck) that stopped the backhoe just at the right spot, I’ll never know for sure. But something did. The backhoe for once stopped right where I would have liked it to stop and I dumped the ash in the truck filling it to the brim. I waved to Jim, and he drove away.
Later when I went back to the Coal Yard Maintenance building (where the Labor Crew called home) I saw Jim in the office, so I went to talk to him. I smiled and said, “I hope I didn’t make you nervous dumping that ash in your truck.” Jim said “No.” It didn’t bother him one bit. He said he knew I could handle it.
So I told him that was the first time I had ever operated a backhoe and the brakes don’t work too well, and I wasn’t even sure if I could keep the backhoe from running into the side of his truck. I remember Jim’s reaction. He said, “Ok, now I’m nervous.” Having done my share of passing the nervous energy over to Jim, I went next door to the break room to enjoy my lunch.
You would think that with Doretta being the only woman on the crew, she would have had it much easier than the rest of us. She was about a 29 year old lady that had a daughter at home. I know because she used to wear a shirt that had her daughter’s face on it. She was working to make a living like most everyone else on the labor crew. Doretta worked right alongside the rest of us when it came to Coal Cleanup, washing down the conveyor system using high pressure water hoses.
She worked right alongside me while we tied the rebar for the concrete floor of the new sandblast building that was going to be built behind the water treatment building. She worked with me in the sump pit between the precipitator and the smoke stacks with the Honey Wagon Sewer company that was helping us suck out the crud from the bottom of the pit. (This was before we had bought our own Honey Wagon). They call it a “Honey Wagon”, because, well… it is used to suck out things like Outhouses. You know how much that smells like Honey….. right? Um… ok.
We finally bought a Honey Wagon like this
Most surprising to me, Doretta worked cleaning boiler tubes in the boiler when the unit was offline and we needed to shake tubes to knock out the ash, or even use crosscut saw blades welded end on end to cut through the ash packed in the boiler economizer section.
I’m talking about two man crosscut saws. Welded end-on-end
This lady was a survivor. That is how she struck me.
Most of the time Doretta worked with a smile on her face. In fact, she had a smile embedded on her face from years of smiling to the point that her eyes smiled. Even though (as I found out in the course of my time on the Labor Crew), Doretta had a very rough period of her life, she hadn’t let it beat her down, and she was happy to be working on the labor crew, doing what most people would think was a thankless job.
It is true that when something needed to be typed, (Desktop computers were not available yet), Doretta would do the typing for Larry. She would also cut our hair. Being paid our modest salary (mine was $5.75 per hour at the time), we couldn’t afford to go to the barber every other week to have our hair trimmed, so Doretta would set up shop and one-by-one, we would go sit in the chair and she would cut our hair. Just like a mom would do.
I figured that since we were calling Doretta “Mom”, it only made sense that we would call Larry “Dad”. Larry’s reaction to my calling him “Dad” was more like Darth Vader telling Luke Skywalker that he was Luke’s father. “Nooooooo!!!!” Except I was the little Darth Vader telling Larry I was his son…
The little Darth Vader from the Volkwagen commercial
Larry disowned me for a while as I have mentioned in an earlier post called “Power Plant Genius of Larry Riley“. He finally came around to admitting it when I continued calling him Dad. But he explained that he dropped me on my head when I was a baby and that was why I was so strange. So, Larry was our Labor Crew Dad, and Doretta was our Labor Crew mom.
It came to no surprise later when Doretta Funkhouser left the plant to become Doretta Riley. It seemed natural to me that my Labor Crew Mom and Dad would be married. I don’t know if that resolved the issue of my illegitimate Power Plant birth. I don’t remember anyone referring to me as a bastard after that. at least not in relation to my questionable origin, and at least not directly to my face. Though I do know of a few people during the years that would have thought that would have been an appropriate title for me.
I remember on one occasion when we were hauling scaffolding up onto the boiler to prepare for an outage, and I was working with Doretta using the large wench on floor 8 1/2 (I think), when Doretta came back from checking something at the bottom of the boiler. She said something to me then that puzzled me for a while. I didn’t understand it at first, but later came to know why she said what she did.
This is the type of Wench Hoist we were operating, only ours was powered by high pressure air. Not electricity
She said that it made her mad that people were trying to get me fired, when I’m a decent person, while there are people who shouldn’t be allowed to stay. She was referring to the wrath of Waugh after we had embarassed him in front of Martin Louthan when we had confronted them about not being allowed to be considered for the Testing jobs, (See the post “Take A Note Jan” said the Manager of Power Production“). Eldon was trying to dig up dirt on anyone that had caused his embarassment and had targetted me as one person to fire.
What had happened when Doretta had gone down to the foot of the boiler was that one or more of the “Pseudo” Power Plant Men-in-training had made an insulting reference to the past hardships that Doretta experienced in her life. I wasn’t aware of this until Eldon and Bill Moler questioned me about it a few weeks later when I was called to the office to see if I knew anything about the incident.
When they told me what had been said I became visibly upset to the point that I could hardly respond. Not because I didn’t want to answer their questions (which I didn’t, because I knew they were on their witch hunt which included me as well), but because when I learned that a couple of people on our crew had gravely insulted someone that I deeply cared about, I was both angry and upset. It was upsetting that someone would insult a struggling mother who was doing what she could to take care of her children only to be berated by others that worked closely with me.
After Doretta left the plant to marry Larry, I only saw her at a few Christmas Parties after that. She still had the same smile. I hope that she was able to find peace in her life, and that her family is doing well today. And that’s the story of my Labor Crew Mom and Dad.
Comments from the original post:
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Spent a little time on the picket line with the Navajo Local, District 65, in the Navajo Nation – when they were out on strike in 1987. Forget the lass’s name; but, the leader of the Local was a young Navajo woman, married with a couple of kids at home, who operated the biggest dragline at the Peabody Mine.
Helluva skill.
Gotta say, this is one of the more unusual blog posts I’ve seen in a while: different subject, funny, and well-written, too.
Not my normal fare, but you’ve got a new follower…
Your evocative stories return me to my years as a riveter… your subjects were the kind of people who built this country’s industry, I think. And I still think you have a book here…
Power Plant “We’ve Got the Power” Program
Originally posted March 14, 2014:
Early January, 1990 the entire maintenance shop at the coal-fired power plant in North Central Oklahoma was called to the break room which doubled as our main conference room in order to attend an important meeting. We watched as a new program was explained to us. It was a program called “We’ve Got the Power”. It centered around the idea that the best people who knew how to improve the operation of the plant were the people that worked there every day… The employees. When it was over, we were all given an Igloo Lunch box just for attending the meeting. We were also promised a lot more prizes in the future for participating in the program.
“We’ve Got the Power” Igloo Lunch Box
In order to participate further, we needed to sign up on a team. Preferably the team would be cross-functional, because, as they explained, a cross-functional team usually could come up with the most creative ideas for improving things at the plant. Once we signed up for the team each member on the team was given a gray windbreaker.
A windbreaker like this, only gray. The “We’ve Got the Power” logo was in the same place as this logo
I don’t have an actual picture of the windbreaker I was given. I wore it to work for a number of months until we found out that the material was highly flammable and that it was not safe for us to wear it on the job. We were supposed to wear only flame retardant clothing. I kept the jacket for 15 years, but the jacket was made with material that disintegrated over time, and one day when I pulled it out of the closet to wear, I found that it was literally falling apart on the hanger. I had no choice but to throw it away.
There were some interesting reactions to this program. I thought the program was a great idea and couldn’t wait until it began in order to submit our ideas for improving the plant. Others decided for some reason that they didn’t want to have any part in the program. Most of the Power Plant Men were eager to take part.
So, here’s how it worked. We had about 5 weeks to prepare our first ideas to submit to steering committee, which consisted of our plant manager Ron Kilman, the assistant plant manager Ben Brandt and I believe the Engineering Supervisor Jim Arnold. I don’t remember for sure if Jim Arnold was on the steering committee. We could only submit three ideas. At any given time, we could only have three ideas in the pipeline. Once a decision had been made about that idea, then we could submit another one.
I was the leader of the team that we assembled. It consisted of the following electricians besides myself: Scott Hubbard, Charles Foster and Terry Blevins. One mechanic Jody Morse. We also had two people from the warehouse on our team: Dick Dale and Darlene Mitchell. Here are their pictures:
Terry Blevins
Charles Foster
Scott Hubbard
Jody Morse
Darlene Mitchell
Richard Dale many years later
I was somehow the luckiest guy in the plant to have some of the best brain power on my team. I will go into some of our ideas in a later post. Actually, I think I will have to have at least two more posts to completely cover this topic. For now, I just want to explain how this program worked and maybe share a thing or two about our team.
If one of the ideas we submitted was approved to be implemented, then we would receive an number of award points that was consistent with the amount of money the idea would save the company in one year. If it wasn’t a money saving idea or you couldn’t figure out how to calculate the savings, then there was a set amount of points that would be granted to the team. Each team member would receive the same number of points as everyone else on the team. Each person would receive the full savings of the idea.
We were given a catalog from a company called Maritz Inc. This is a company that specializes in employee motivation. They have been around a long time, and the gifts in the catalog ranged from small items such as a toaster, all the way up to pretty large pieces of furniture and other big items. I challenge the Power Plant Men who read this blog that were heavily involved in this program to leave a comment with the types of prizes they picked from this catalog.
The rules for the program were very specific, and there was a healthy (and in some cases, not so healthy) competition that ensued during the event. Once we were able to submit our ideas, we had 13 weeks to turn in all of our ideas. Keeping in mind that you could only have 3 ideas in the pipeline at a time. (well… they bent that rule at the last minute. — I’m sure Ron Kilman was thrilled about that).
I mentioned Ron Kilman, because for the entire 13 weeks and probably beyond, Ron (our plant manager)was sort of sequestered in his office reviewing the hundreds of ideas that were being turned in. At first some mistakes were made, and then there were attempts to correct those, and you can imagine that it was sort of organized (or disorganized) chaos for a while.
I will go into our ideas in a later post, but I will say that despite the fact that a good deal of our points were incorrectly allocated to other teams, we still came out in second place at our plant, and in sixth place in the company. Only the top 5 teams were able to go to Hawaii, and we were only a few points behind the fifth place team. So, all in all, I think our team was happy with our progress. Especially since we knew that over 200,000 of our points, were mistakenly given away and never corrected. Which would have made us close to 2nd place companywide. Our team had no hard feelings when it was over. We felt that for the effort that we put into it, we were well rewarded.
In the middle of this program, my daughter was born and so a lot of my points went to purchasing things like a play pen, a baby swing, and a large assortment of baby toys. I had been such a miser in my marriage up to this point so that the majority of the furniture in our house had been purchased in Ponca City garage sales early on Saturday mornings. I had the idea that for the first few years of our marriage, we would live real cheap, and then work our way up gradually. That way, we would always feel like we were moving up in the world. The first house that we rented in Ponca City was a little dumpy old house for $250 per month.
The house we rented in Ponca City, Oklahoma
I had been married for 4 years by the time this program rolled around, and when the first few boxes of prizes had just arrived at our house, one Sunday in April, a priest came to the house we were renting on Sixth Street in Stillwater, Oklahoma to bless the house.
House we rented in Stillwater
When he walked in and saw a large box leaning against the wall in the living room, and not a stitch of furniture, he asked us if we were moving. I asked him what he meant. He said, “Well, you don’t have any furniture.” I said, “Oh. No. We’re not moving. We just have the furniture in the other room” (which was a spare bedroom that we used as the computer room. That was where our old couch was along with an old coffee table (both of which had been given to me by my friend Tim Flowers).
From this program I was able to furnish my entire living room. I had a nice sofa (with a fold out bed), a new coffee table with two matching end tables. All of them good quality. Through the years, we have replaced the sofa and the coffee table. I also had two Lazy Boys, which I still own, but we keep in the game room:
Two Lazy-Boys received as an award from the “We’ve Got the Power” program
The biggest prize I purchased from this program was a real nice Thomasville Dining room table and chairs:
Dining Room Table received as an award from the “We’ve Got The Power” program
Two of the chairs are missing because they are across the street in my parents house (on loan).
So, you see, you could get some really nice prizes from this program. The furniture came along just at the time my family was beginning to grow.
When we were originally forming our team Ron Kilman’s secretary, Linda Shiever had joined our team. We had signed her up and had even held our first meeting. Then one day she came to me and told me that she was going to be a part of the steering committee. She was pretty excited about this because she figured that the steering committee, with all their hard work would be well off when it came to prizes. So, we wished her well.
Linda Shiever
During the program it turned out that the team that had the most work to do was the steering committee. They worked day and night on this program. They basically gave up their day job to focus solely on this program for those 13 weeks. As it turned out, they were the least compensated as far as awards went. So, it was turning out that Linda had left our team, which was raking in the points, to go to a team that was barely receiving any points.
When the time came to implement the projects that were selected, the foreman that was over the team that was going to implement an idea would receive a percentage of the award points for doing the implementation. I remember my foreman Andy Tubbs (who was on the winning team at our plant), coming to us and telling us that we were to go implement some ideas and that he was going to be receiving award points while we went to actually do the work. — It was just one of those interesting rules in this program.
Andy Tubbs, being the true Power Plant Man that he was, said this didn’t set too well with him. So, what he decided to do was spend the points that he was awarded for implementing ideas on prizes for the employees to use in the electric shop. I remember that he had purchased various different items that came in handy for us in the shop. I don’t remember off-hand what they were. If one of the electricians would leave a comment below to remind me… that would be great.
So. I was bothered by the idea that Linda Shiever had been coaxed onto her team with visions of grandeur, only to find out (like Ron found out), that all their hard work was not going to be compensated at a reasonable level. I never blamed Ron Kilman for this, because it made sense that Linda should be on that team anyway, since she spent her day in Ron’s office and he did need someone to help with the enormous amount of paperwork. So, I decided to help her out.
Two of our biggest ideas had been approved to save the company over $315,000 each per year (when we tracked it the following year, it ended up with a savings of $345,000). In order to implement the idea, I believe the implementer would receive either a half or a third of the points. So, I thought of a way to have Linda Shiever be the implementer of the idea.
I remember explaining to Ron Kilman that in order to implement this idea, since it mainly consisted of a process change to how the precipitator is powered up during start-up, we just needed someone that could type up the procedures so that we could place them in our precipitator manuals. I suggested that Linda Shiever would be the best person to type up the procedure. And that is what happened. She received the award points for implementing our biggest idea.
When it was all said and done, the company was able to quickly save a lot of money, and in some cases increase revenue. I think the biggest idea at our plant from the winning team came from Larry Kuennen who figured out a way to change the way the boiler was fired that greatly increased the efficiency. This one idea probably made the entire program worth the effort that everyone went through.
It’s amazing what happens when you add a little extra motivation. Great things can happen.
Comments from the Orignal Post:
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If I remember correctly, Jasper Christensen was the 3rd member of Sooner’s IAC (Idea Action Committee). I think Jim Arnold got to go to Hawaii with his team. This was the most intense, long-term, difficult (personally and inter-company relationships) program of my entire working career. Whoever decided it was fair competition for the Power Plants to compete with the other corporate departments (like the Regions, Accounting, Customer Service, Human Resources, etc.) with cost reduction as the measurement, really blew it. Power Production is where the largest potential existed for cost reduction by at least an order of magnitude. The Plant Managers took a lot of grief from the other Managers (“rigged”, “not fair”, “you guys cooked the books”, “there’s no way”, etc.).
Sooner Plant won the over-all competition with the highest idea approval rate of any company location (19 total locations). We had audited net savings of $2.1 million/year. Reduction in “Station Power” alone accounted for a revenue increase of $7 million during 1993. We (the IAC) worked many nights, weekends, and took work home. I was proud of the way Sooner teams really got after it. It was a huge success for OG&E.
The rewards I remember getting were a tread mill, a small sharpening wheel, and a CD player. My jacket fell apart too.
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Thanks Ron. I clearly remember how much time your team had to put into this effort. It was hardest on your team because you didn’t have a choice where the rest of us did.
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That’s too bad about the 200,000 points…but it sounds like you were very good about that, considering. Nice job getting that sweet furniture. It IS AMAZING what can be done with some teamwork and incentive to make an idea work. So glad to see you all did so well.
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FINALLY—An incentive program offering something more substantial than free pizza! 🙂Despite the mix-up in points, you worked for a decent company!!!! 🙂
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I remember Dad getting a sleeper sofa, and we all got some nice binoculars and a lot of other items it seems. I don’t know what all Andy got for the electrical shop but I know one was an electric knife that is still there with the logo on it I believe.
Power Plant Men 
If I remember correctly, Jasper Christensen was the 3rd member of Sooner’s IAC (Idea Action Committee). I think Jim Arnold got to go to Hawaii with his team. This was the most intense, long-term, difficult (personally and inter-company relationships) program of my entire working career. Whoever decided it was fair competition for the Power Plants to compete with the other corporate departments (like the Regions, Accounting, Customer Service, Human Resources, etc.) with cost reduction as the measurement, really blew it. Power Production is where the largest potential existed for cost reduction by at least an order of magnitude. The Plant Managers took a lot of grief from the other Managers (“rigged”, “not fair”, “you guys cooked the books”, “there’s no way”, etc.).
Sooner Plant won the over-all competition with the highest idea approval rate of any company location (19 total locations). We had audited net savings of $2.1 million/year. Reduction in “Station Power” alone accounted for a revenue increase of $7 million during 1993. We (the IAC) worked many nights, weekends, and took work home. I was proud of the way Sooner teams really got after it. It was a huge success for OG&E.
The rewards I remember getting were a tread mill, a small sharpening wheel, and a CD player. My jacket fell apart too.
Thanks Ron. I clearly remember how much time your team had to put into this effort. It was hardest on your team because you didn’t have a choice where the rest of us did.
That’s too bad about the 200,000 points…but it sounds like you were very good about that, considering. Nice job getting that sweet furniture. It IS AMAZING what can be done with some teamwork and incentive to make an idea work. So glad to see you all did so well.
FINALLY—An incentive program offering something more substantial than free pizza! 🙂Despite the mix-up in points, you worked for a decent company!!!! 🙂
I remember Dad getting a sleeper sofa, and we all got some nice binoculars and a lot of other items it seems. I don’t know what all Andy got for the electrical shop but I know one was an electric knife that is still there with the logo on it I believe.