Tag Archives: leadership

Power Plant Law of the Hog

Power Plant Men learned about the “Law of the Hog” the first day they were introduced to the new “Quality Process”. I recently wrote a post about how the Power Plant Men at the Coal-fired Power Plant in North Central Oklahoma were trained to use various tools to help them formulate ideas quality improvement ideas at the plant in June, 1993. See the post “A Chance for Power Plant Men to Show Their Quality“. Even though we were hearing about the “Law of the Hog” for the first time, I recognized it right away. I had seen it in action the previous November 3, 1992.

What better way to convince a room full of skeptical Power Plant Men that the Quality Process is about improving the conditions at the plant than by first telling them what they already know in such a way that from then on they believe you really do know what you’re talking about. — I know. That was a confusing sentence, so let me explain. The instructor told us the story about “The Law of the Hog”.

This evidently was a story that had been going around since the late 70’s. It had to do with a saw mill in Oregon. This is the story the instructor told us…

A group of quality consultants, or… I think they called themselves Leadership consultants back then were visiting the saw mill because they evidently needed some help. While the consultants were learning about how the plant operated, they talked with the workers one-on-one and asked them how things were really done at the mill. That’s when the workers told the consultant about “The Hog”.

The Hog is a grinder that takes scrap wood and grinds it up into sawdust. The consultants had asked them how they worked with supervisors when they were “lacking” in leadership skills. (I would say “evidently” again here, but I’ve already used that word three times. And the last time was just now while explaining that I would like to use that word again, but… — I’ll have to think of another word…. let’s see… oh. I know…. Apparently…). Anyway, apparently, that was when they told the consultants about The Hog that lived in the shack off to one side of the main mill.

So, what happens is that when their supervisor uses a heavy hand to try to whip the workers into shape, the Hog is used for more than just chewing up scraps. When the workers were treated with disrespect, then “The Law of the Hog” went into effect. What happened then was that the workers would throw perfectly good pieces of wood into the Hog where it would be turned to dust (saw dust that is). Since the supervisors were measured on their productivity which took a beating when good wood would be destroyed (Yeah. I couldn’t help using the words Wood and Would together… And then using “Words”, “Wood” and “Would” all together while explaining my obsession). So, the workers would pay the supervisor back each time he displayed inferior leadership skills.

A byproduct of bad leadership

A byproduct of bad leadership

Oh yeah. The Power Plant Men knew all about that. The guys at Muskogee, however, didn’t use such indirect methods. They had one Assistant Plant Manager (I won’t tell you his name but I think his initials were Morehouse. well. Something House anyway), that treated his men with a little more than disrespect, and was surprised one night when the front door to his house was blown off the hinges. He was quickly reassigned to Oklahoma City. But then I have always said that something is in the water in Muskogee. See the post “Something is in the Water at the Muskogee Power Plant“.

When the Quality instructor was telling us the story about the “Law of the Hog” a few examples immediately entered my head. Well, one was the Six Hour Rule. I mentioned this in an earlier post where there was a complicated rule about how an employee could collect “black time” and double time when they were called out at night. As management tried to manipulate the rule to the detriment of the employee, the opposite effect actually happened. After trying to skimp on paying the double time the employee was accustomed to, that was the time when I made the most money from that rule. See the post “Power Plant Black Time and Six Hour Rules“.

This leads us to a dark and stormy day at the Power Plant…. November 3, 1992. The story actually begins the day before. Unit 2 had been offline for a “more than” minor overhaul (I believe it was a six week overhaul instead of the usual 4 weeks). I was the acting foreman for the crew that was working on the precipitator. Terry Blevins normally was in charge of the Unit 2 Precipitator, but for this overhaul, Scott Hubbard and I were assigned to make all the necessary precipitator repairs. The main reason was that new rapper controls were being installed, and Scott had a lot of experience doing this since he had installed them on Unit 1 already.

Scott Hubbard

Scott Hubbard

At that time, Scott and I were like twin brothers. Whatever he was doing… I had to be there to help. Scott would work on the roof of the precipitator generally, while I worked inside. We had been given some operators to help us along with a few contract workers to do the “grunt” work. That is, when you would ask them to do something, they would usually reply with a low moaning grunty sort of sound (I just made up that word…. grunty. It seemed to fit).

Needless to say (but I’ll say it anyway just in case any “Non-Precipitator Gurus” are reading this)…. in order to install the new digital rapper controls, a lot of wire had to be pulled and laid down on terminal blocks from some rapper cabinets to other cabinets across the precipitator. When I say a lot, I mean somewhere over 10 miles of wire. 15 feet at at time. — I was sure glad Scott was doing that while I was strolling away inside the precipitator quietly looking for plates out of alignment and broken wires dressed in my space suit. For a better understanding of what a precipitator does, see the post “Moon Walk in A Power Plant Precipitator“.

I was not inside the precipitator on November 3, 1992, however, I had already finished up inside the precipitator by that time and I was working on the roof in cabinet 2G1 (on the southeast corner) on that day. We had the radio on and I was sitting on my bucket listening to Rush Limbaugh throwing a fit (as he has been known to do from time-to-time). None of our help was doing any work that day. The “Law of the Hog” had come into play and a day of rest had been declared by the helpers.

I was working away laying down the wires on the terminal blocks inside the rapper cabinet while the rest of the crew (minus Scott Hubbard who was on the far side of the precipitator roof working in another cabinet) was sitting around dangling their feet from the walkway near my cabinet. Merl Wright and Jim Kanelakos (two operators) were there along with three contract help. During that day I spent a lot of time running back and forth between the office area and the precipitator roof.

Here is what happened:

On November 2, 1992, just before every one left for the day, the word came down that in the morning everyone was supposed to report to work at the usual 7:00 time. We were scheduled to work until 7:00 in the evening. A full 12 hour day, except for the 30 minutes for lunch (and three breaks). The reason we had to be told to show up at seven o’clock in the morning was because November 3rd was election day.

It was the normal practice to let the Power Plant Men vote before they came to work in the morning. We were being told that we were not supposed to vote in the morning and that we could leave early in the evening to go vote instead of voting in the morning. We were told in no uncertain terms that if we went to vote in the morning, then the amount of time we were late getting to work would be the amount of time we would have to leave at the end of a normal working day.

Let me try to explain what this meant, because on the surface, it looks fairly reasonable. Since the polls closed at seven in the evening when we would be leaving work, we could leave as early as we wanted in the evening to go vote in order to arrive in time before the polls closed. There were two things fundamentally wrong with this solution from a Power Plant Man point of view, though from a Plant Manager point of view, it looked quite reasonable.

The first problem was that this was the election between George Herbert Walker Bush and Bill Clinton (Now you know why Rush Limbaugh was throwing a fit). A very large turnout was expected, and a majority of the workers wanted to make sure and go to the polls to vote that day. With that said, it would be hard to determine what would be a good time to leave the plant to go vote in order to stand in line and cast a vote before the polls closed. Up to that time, polls had not been kept open later than their designated closing time, except to let people who were already waiting in line by the time the closing bell rang.

The second problem and the main problem was this….. Suppose a person did go vote in the morning…. It was a typical practice for the company to cover that person’s time and pay what was called “Black Time” while they went to vote in the morning. In this case, the plant manager was telling us that we basically couldn’t go vote in the morning without being “punished”. If the person waited and voted in the evening, they would lose their overtime which directly affects the bottom line on the home front.

Here is how the punishment would be administered…. If a person went to vote in the morning and was an hour late, and came in, say at eight o’clock instead of seven. Then they would have to leave when they had completed a regular eight hour day. That is, they would not receive any overtime that day.

Well. this didn’t effect me, because I had already early voted a couple of weeks earlier. I think Scott did too, when we realized we were going to be on overhaul working 12 hour days. Scott Hubbard and I carpooled together, so we were always careful to coordinate our efforts.

So, guess what happened…. Yeah. You guessed it…. especially if you knew Jim Kanelakos. He knew an “injustice” when he saw it, and so, he wasn’t going to let this one slide. He made sure to go vote the first thing in the morning, just like he had ever since he was old enough to vote. He arrived at the plant around 9 o’clock.

When he arrived on the Precipitator roof he told me that he had voted that morning and that the line at the polls where he voted was down the block 15 minutes before they opened. He said he didn’t care what anyone said, he was going to work until 7:00 that evening. He said, “Just let anyone try to send me home early,” with a big grin on his face and his pipe hanging from the corner of his mouth…. Oh. Let me remind you what Jim looked like:

This picture reminds me of Jim Kanelakos

This picture reminds me of Jim Kanelakos

This is a picture I found a few years ago on Google Images. It looked like Jim, so I copied it. Since then I have received a picture of the crew Jim was working on, so you can see an actual photo:

 

Jim Kanelakos in in the middle in the back (third from the left) with the red plaid shirt standing behind Vonzell Lynn

Jim Kanelakos in in the middle in the back (third from the left) with the red plaid shirt standing behind Vonzell Lynn

Well… When Tom Gibson, the Electric Supervisor came around asking if anyone had arrived late that morning, as acting foreman, what could I say? I told him that Jim Kanelakos had come in two hours late. Tom told me to send Jim home at 4:30. He would get his black time for voting early, but he would not receive any overtime for the day. I told Tom I would tell Jim. I also told him that Jim had already said that he was going to stay until 7:00 and expected to receive the normal pay that he would have received if he had worked the entire day.

This sent Tom into a rage. He wanted Jim taken off our crew and sent back to Operations right then and there. He said that he disobeyed orders and if it was up to him, he would fire him. I told Tom that we had a ton of work to do and that we needed everyone we could have until the overhaul was over. If we sent Jim back to Operations for the remainder of the overhaul, we might not be able to finish our work. We were working on a very tight schedule as it was.

I told Jim that Tom had told me to tell him to go home at 4:30 in the afternoon. Jim just laughed. He said he was going to go home at his regular time…. 7:00 pm. I said, “Ok. I am just telling you what Tom said. I’m going to have to tell him your reply.” Jim, who was my friend, said, “I know. Do what you have to do.”

I went back to the electric shop and when I walked in the shop Denise Anson, the receptionist paged me on the Gray Phone. She said I had a call. I told her to send it to the electric shop office. I was surprised when I answered the phone and Charles Campbell was on the other end of the line. News travels fast…. He was an attorney in Stillwater. He had heard that there was something going on at the plant that might have something to do with vote tampering.

I told him in detail what I knew about Jim Kanelakos and how he had went to vote in the morning after being told that he had to wait until the evening to vote, or he would be docked pay by missing out on scheduled overtime. I knew that Charles Campbell, unlike some attorneys, was an upstanding citizen in the community and was in no way an ambulance chaser, but when he heard this, I could immediately hear the eagerness in his voice. I had the impression by his remarks that if this panned out the right (I mean “the wrong”) way, he might be able to retire early. We ended the conversation by him saying, “Let me know if you hear about anyone that doesn’t get to vote that wanted to because they left work too late.” He was in total disbelief that the plant had made that policy.

Well, I found Tom Gibson in his office and I told him what Jim had replied to me. Tom became even more furious. (I only saw him this mad or his ears this red one other time… but that is another story). He repeated that he was going to try to have Jim fired for being insubordinate. This seemed to me to be unlike Tom who was always a very reasonable person. I don’t think it was anything personal against Jim, I think there was just something about someone who blatantly (in his mind) had ignored a policy that had been clearly given to him the evening before.

I ended up in the Plant Manager, Ron Kilman’s office. Ron, who took ultimate responsibility for the decision to tell the employees to not vote in the morning listened to Tom tell him what he thought about the whole thing. I had been in Ron’s office not too long before this incident to tell him that someone had been hacking through our phone system and it surprised me that Ron wanted to find a way to resolve the issue without raising a ruckus or harming anyone, even the perpetrator. See the post “Turning the Tables on a Power Plant Telephone Interloper“. When Ron was questioning me about the issue about what to do with Jim, I could tell that Ron really wanted to resolve this issue with as little conflict as possible.

I told Ron that I had talked to my attorney in Stillwater about what was happening and that he was very anxious to find out if anyone either lost any money because they voted early, or they were not able to vote at the end of the day. Ron said, “Well. We made this decision yesterday afternoon without really thinking it through. When the idea was suggested, it sounded like a good plan at the time. Then today I went and checked to see what we have done in the past, and we have always let people go vote in the morning.” Ron’s final decision was to let Jim continue working until seven o’clock and receive the proper black time for voting in the morning. I let Jim know.

Everything would have been all right except for one thing….. The Law of the Hog. You see, I had spent considerable time going back and forth throughout the day between the precipitator roof and the office area discussing this topic with both parties involved. The entire precipitator crew with the exception of Scott Hubbard, did absolutely no work the entire day. They kept waiting to see what was going to happen. We were now one day behind schedule.

Comments from the original post:

    1. Ron Kilman June 28, 2014

      I remember you were always a good mediator!

  1. Dave Tarver June 28, 2014

    I knew Jim well, and after his service to our country in Vietnam, no one or entity was going to stop him from voting, at whatever time he chose to vote, and all the years i worked with and knew Jim , he never missed an election and pointed out to me once that when I did not vote, how he had fought and served for our right to vote and that I should never miss again, one time I was real sick and a single guy Jim shows up prepares me some hot chicken soup.  Jim was all about justice and expected intelligence and light in all things and was a truth seeker.  He had his faults.  Who doesn’t?  But he was a good friend to me.

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From Pioneers to Power Plant Managers

Originally posted December 28, 2013:

Times were changing in 1987 when the electric company in Oklahoma decided that they needed to downsize the company in order to change with the new business environment.  I always seemed to think that the executives down at corporate headquarters in Oklahoma City knew that the old pioneers in charge of the Power Plants would be very difficult customers when it came to the new business model.

Like I said…. Times were changing.  The digital era was being introduced to the power industry.  We had already upgraded the precipitator controls to make them computerized.  Other areas of the plant were going to be next.  Especially the employees.  Of course, none of us knew that quite yet, except Bill Rivers, who was a natural visionary, and he was gone.

Side story time:

I had always been interested in computers and programming from the time I was a sophomore in High School when I had just turned 15 years old.  My friend Jesse Cheng had introduced me to one of the first programmable calculators, the HP-25.

Hewlett Packard 25

The HP-25 calculator

This was the most wonderful Christmas present I had ever received.  I literally felt myself fainting when I opened the present and found that I had been given a pair of cowboy boots, only to find an HP-25 calculator inside when I opened it up.  Ralphie had nothing on me that day.

It was much like the Christmas Story with Ralphie.  I had tried every with way to convince my parents that using a slide rule in High School was passe (pronounced “pass A”).  All the other students in my advanced chemistry class were using calculators, and I was still stuck with my dad’s old circular slide rule.  It was a pretty neat one, I’ll grant you that, but it just… well….. I could work things out on paper faster than I could use the slide rule.

The Gilson Atlas circular slide rule I used in High School

The Gilson Atlas circular slide rule I used in High School

I introduced my friend Jesse Cheng in the post “Why Do Power Plant Men Always Lose the Things They Love Most“.  He had an HP-25 calculator and had loaned it to me to take a Chemistry test.  He showed me how it used Reverse Polish Notation, which is different than a normal calculator, but more like a computer.

The calculator could be programmed with 49 steps.  Because it had a stack built right into it, and the reason it used Reversed Polish Notation, we could create all sorts of games with just those 49 steps.  The book that came with the calculator had a moon landing game.  We made more sophisticated games, like one called Battleship.

Anyway.  Because of this early exposure with actually programming something in a logical manner, I was eager to learn more about programming.  During college, my calculator was often sitting on my desk in the dorm room running a long program to help me perfect a random number generator.  Finally in my Junior year in college, my calculator was completely fried.

After I was married at the end of 1985, I began subscribing to a magazine called “Compute”.  It had actual programs in it in Basic.  I would read the programs to learn how it worked, but at that point, I didn’t own a computer, so all I could do was dream about writing programs.

It wasn’t until Thanksgiving 1987 when I went to visit my ol’ friend Jesse Cheng in Columbia, Missouri who was interning as a medical doctor that I felt a sudden need to have a computer of my own.  He had built a computer using a Heath Kit and we used it to play two computer games.  One was called Starflight:

Starflight by Electronic Arts

Starflight by Electronic Arts

The other was called F15 Strike Eagle:

F-15 Strike Eagle by Microprose

F-15 Strike Eagle by Microprose

When I returned home I was pretty eager to buy a computer.  Up until that time, every time my wife and I had gone to the mall, I always had stopped in the computer stores to look at the latest computers.  I never had really considered buying one.  But now, they had 20 megabyte hard drives!  And you could play these terrific games like Starflight and F-15 Strike Eagle.

So, one day after we had left the mall, and my wife could see the look on my face, she finally said…. “Why don’t you go and buy one?”  I asked her, “Are you sure?  Because you know what is going to happen if I get a computer.  I’ll be playing on it all the time.”  She said, “No.  I want you to go buy one.”  So we turned around and went back to the mall.

That was the start of my journey into the world of computers.

End of Side Story.

As I explained in the post “Boppin’ with Bif during the Power Plant Downsizing“, the company offered an early retirement package for everyone 55 years old and older.  They would give them full benefits to leave.  This meant that our Electrical Supervisor, Leroy Godfrey, as well as the assistant plant manager, Bill Moler and the Plant Manager, Eldon Waugh were all going to retire some time in August 1987.

We had a retirement party for Leroy Godfrey out in the country at Diana Brien’s house.  A bunch of the electricians were there including Mark Meeks, who Leroy knew at the time was the one that was going to be laid off.  Mark commented about that later when he was told that he was losing his job that Leroy had sat there and smiled at him while we were at the party.  Mark knew Leroy didn’t like him, but hadn’t expected to be the one to go since everyone thought it would be Gary Wehunt, since he was the newest member in the shop.

I explained in the post, “The Passing of an Old School Power Plant Man — Leroy Godfrey” what Leroy’s management style was like.  It was very top-down, if you know what I mean.  It was like, “Because I told you so.”  No need to explain anything.  That was the world of Power Plant Management up to that point.

I think Corporate Headquarters realized that this needed to change in order for the company to compete in a world where electric companies could no longer count on the Corporation Commission to guarantee a sustainable electric rate or even a set number of customers.  The world of electric power was changing rapidly and the company needed to move on from the mentality that it could be run like a “good ol’ boys” club.

It is easier to teach young dogs new tricks than older and crankier ones.  It looked to me like this was a logical choice when looking back using hindsight.  I think the company was making a bold move.  I don’t think they really had much of a choice if they wanted to survive.

So, we had the main retirement party at the plant where people stood up and told stories about the old guys that were retiring.  Nothing much happened there except the part where Leroy Godfrey’s daughter stood up and said that we just had to work with him, while she had to live with him… see the post about Leroy above for the full story about that.

Then the following Monday.  I believe it was August 17, 1987, everyone was told to meet in the main break room for a meeting with our new management.  That was when we were introduced to our new plant manager, Ron Kilman.

I remember a certain part of the meeting very well.  Ron said something funny.  It didn’t matter exactly what he said.  I don’t even remember what it was.  Probably something self-deprecating.  I leaned over to Charles Foster, who had been my foreman for a while (on that day, it was officially Andy Tubbs).  I said, “I didn’t know Plant Managers could tell jokes!”

Charles looked back at me and I raised my eyebrows and tilted my head while the corners of my mouth went down. — This was one of the signals I had learned while carpooling with Bud Schoonover when I needed to communicate with Dick Dale without saying anything out loud (see the post:  Carpooling with Bud Schoonover“.  This particular expression meant, “Maybe this won’t be such a bad thing.”

Ron Kilman remained the plant manager at the coal-fired power plant in North Central Oklahoma for the next 7 years.  The stories that I will post during this next year will all be at least partially from this time period.  During this time, there were some decisions that Ron made that I applauded, and others that even he would admit he wished he hadn’t made.

All in all, I think that Ron has a good heart and that those times when he did make a rash decision, it was evident that he was falling back to his “management training” and not managing from his heart.  Old School management training left a lot to be desired.

During the 7 years from 1987 to 1994, the power plant saw a lot of changes.  Some I have alluded to already.  Such as the move to computerize everything.  The other was a total change in how management works.  Or at least that was the attempt.

People were willing to step out of their regular day-to-day jobs and try new things that they thought would help the plant.  Many of these things were successful.  Some of them failed, but not so miserably as they would have if the earlier management had been around.  The employees felt as if they had more of a say in how the plant ran instead of feeling like they were just a bunch of tools running around fixing things.

I have a quote from Ron Kilman that said it all one day after a catastrophe had occurred.  It summed up his management style as opposed to his assistant manager, Ben Brandt.  I will relay the exact story later, but for now I’ll just say that when Ben Brandt saw what happened, the first thing that he said was, “Who did this?”  When Ron Kilman saw what had happened, the first thing he said was, “How can we prevent this from happening again?”

Ben’s approach was from the old school of thought.  Blame and punish the culprit.  Later when we were drastically changing the way process improvements took place, my favorite quote from Ben Brandt is, “I am the obstacle!  We aren’t going to change because I say so.”  We all had to agree.  He was definitely the obstacle.

Ron’s approach was one more like a leader.  “Let’s get the job done right.”  Sure, he is human, so the decisions weren’t always perfect, but I think in general, he was leading where other people may have been dragging.

Well…  I will say no more for now…  I look forward to writing stories about this time period during this next year.  I’m sure there are a lot of those at the plant just as eager to see how I portray the different events that took place during this time.

Comments from the original post:

  1. The Conservative Hill Billy December 28, 2013:

    HP 25? The only model older is Fred Flintstone’s bird chiseling into rock tablet!

  2. Monty Hansen March 4, 2014:

    One day, a fellow operator and I brought in our old slide rules, just to show. Not the round one like yours, but straight and mine had a leather case. A young engineer came hurrying through the control room and said, “I need a calculator – QUICK!” so I handed him my leather case & he ran out, about 30 seconds later he came back with a puzzled look on his face & said “No, I don’t need to MEASURE something, I need to CALCULATE something” We all had a hearty laugh!

Comments from the last repost:

  1. Ron Kilman December 31, 2014

    I loved the old Heath Kits. I built a 14 watt amplifier and an AM/FM receiver that I used for years (both were the tube type – pre-transistor). It was always satisfying to invest a few hours, save a few dollars, learn some new skills, and enjoy a product you couldn’t buy at a store.

  2. David Emeron January 2, 2015

    I still have my 25. It still works.

Power Plant Law of the Hog

Power Plant Men learned about the “Law of the Hog” the first day they were introduced to the new “Quality Process”. I recently wrote a post about how the Power Plant Men at the Coal-fired Power Plant in North Central Oklahoma were trained to use various tools to help them formulate ideas quality improvement ideas at the plant in June, 1993. See the post “A Chance for Power Plant Men to Show Their Quality“. Even though we were hearing about the “Law of the Hog” for the first time, I recognized it right away. I had seen it in action the previous November 3, 1992.

What better way to convince a room full of skeptical Power Plant Men that the Quality Process is about improving the conditions at the plant than by first telling them what they already know in such a way that from then on they believe you really do know what you’re talking about. — I know. That was a confusing sentence, so let me explain. The instructor told us the story about “The Law of the Hog”.

This evidently was a story that had been going around since the late 70’s. It had to do with a saw mill in Oregon. This is the story the instructor told us…

A group of quality consultants, or… I think they called themselves Leadership consultants back then were visiting the saw mill because they evidently needed some help. While the consultants were learning about how the plant operated, they talked with the workers one-on-one and asked them how things were really done at the mill. That’s when the workers told the consultant about “The Hog”.

The Hog is a grinder that takes scrap wood and grinds it up into sawdust. The consultants had asked them how they worked with supervisors when they were “lacking” in leadership skills. (I would say “evidently” again here, but I’ve already used that word three times. And the last time was just now while explaining that I would like to use that word again, but… — I’ll have to think of another word…. let’s see… oh. I know…. Apparently…). Anyway, apparently, that was when they told the consultants about The Hog that lived in the shack off to one side of the main mill.

So, what happens is that when their supervisor uses a heavy hand to try to whip the workers into shape, the Hog is used for more than just chewing up scraps. When the workers were treated with disrespect, then “The Law of the Hog” went into effect. What happened then was that the workers would throw perfectly good pieces of wood into the Hog where it would be turned to dust (saw dust that is). Since the supervisors were measured on their productivity which took a beating when good wood would be destroyed (Yeah. I couldn’t help using the words Wood and Would together… And then using “Words”, “Wood” and “Would” all together while explaining my obsession). So, the workers would pay the supervisor back each time he displayed inferior leadership skills.

A byproduct of bad leadership

A byproduct of bad leadership

Oh yeah. The Power Plant Men knew all about that. The guys at Muskogee, however, didn’t use such indirect methods. They had one Assistant Plant Manager (I won’t tell you his name but I think his initials were Morehouse. well. Something House anyway), that treated his men with a little more than disrespect, and was surprised one night when the front door to his house was blown off the hinges. He was quickly reassigned to Oklahoma City. But then I have always said that something is in the water in Muskogee. See the post “Something is in the Water at the Muskogee Power Plant“.

When the Quality instructor was telling us the story about the “Law of the Hog” a few examples immediately entered my head. Well, one was the Six Hour Rule. I mentioned this in an earlier post where there was a complicated rule about how an employee could collect “black time” and double time when they were called out at night. As management tried to manipulate the rule to the detriment of the employee, the opposite effect actually happened. After trying to skimp on paying the double time the employee was accustomed to, that was the time when I made the most money from that rule. See the post “Power Plant Black Time and Six Hour Rules“.

This leads us to a dark and stormy day at the Power Plant…. November 3, 1992. The story actually begins the day before. Unit 2 had been offline for a “more than” minor overhaul (I believe it was a six week overhaul instead of the usual 4 weeks). I was the acting foreman for the crew that was working on the precipitator. Terry Blevins normally was in charge of the Unit 2 Precipitator, but for this overhaul, Scott Hubbard and I were assigned to make all the necessary precipitator repairs. The main reason was that new rapper controls were being installed, and Scott had a lot of experience doing this since he had installed them on Unit 1 already.

Scott Hubbard

Scott Hubbard

At that time, Scott and I were like twin brothers. Whatever he was doing… I had to be there to help. Scott would work on the roof of the precipitator generally, while I worked inside. We had been given some operators to help us along with a few contract workers to do the “grunt” work. That is, when you would ask them to do something, they would usually reply with a low moaning grunty sort of sound (I just made up that word…. grunty. It seemed to fit).

Needless to say (but I’ll say it anyway just in case any “Non-Precipitator Gurus” are reading this)…. in order to install the new digital rapper controls, a lot of wire had to be pulled and laid down on terminal blocks from some rapper cabinets to other cabinets across the precipitator. When I say a lot, I mean somewhere over 10 miles of wire. 15 feet at at time. — I was sure glad Scott was doing that while I was strolling away inside the precipitator quietly looking for plates out of alignment and broken wires dressed in my space suit. For a better understanding of what a precipitator does, see the post “Moon Walk in A Power Plant Precipitator“.

I was not inside the precipitator on November 3, 1992, however, I had already finished up inside the precipitator by that time and I was working on the roof in cabinet 2G1 (on the southeast corner) on that day. We had the radio on and I was sitting on my bucket listening to Rush Limbaugh throwing a fit (as he has been known to do from time-to-time). None of our help was doing any work that day. The “Law of the Hog” had come into play and a day of rest had been declared by the helpers.

I was working away laying down the wires on the terminal blocks inside the rapper cabinet while the rest of the crew (minus Scott Hubbard who was on the far side of the precipitator roof working in another cabinet) was sitting around dangling their feet from the walkway near my cabinet. Merl Wright and Jim Kanelakos (two operators) were there along with three contract help. During that day I spent a lot of time running back and forth between the office area and the precipitator roof.

Here is what happened:

On November 2, 1992, just before every one left for the day, the word came down that in the morning everyone was supposed to report to work at the usual 7:00 time. We were scheduled to work until 7:00 in the evening. A full 12 hour day, except for the 30 minutes for lunch (and three breaks). The reason we had to be told to show up at seven o’clock in the morning was because November 3rd was election day.

It was the normal practice to let the Power Plant Men vote before they came to work in the morning. We were being told that we were not supposed to vote in the morning and that we could leave early in the evening to go vote instead of voting in the morning. We were told in no uncertain terms that if we went to vote in the morning, then the amount of time we were late getting to work would be the amount of time we would have to leave at the end of a normal working day.

Let me try to explain what this meant, because on the surface, it looks fairly reasonable. Since the polls closed at seven in the evening when we would be leaving work, we could leave as early as we wanted in the evening to go vote in order to arrive in time before the polls closed. There were two things fundamentally wrong with this solution from a Power Plant Man point of view, though from a Plant Manager point of view, it looked quite reasonable.

The first problem was that this was the election between George Herbert Walker Bush and Bill Clinton (Now you know why Rush Limbaugh was throwing a fit). A very large turnout was expected, and a majority of the workers wanted to make sure and go to the polls to vote that day. With that said, it would be hard to determine what would be a good time to leave the plant to go vote in order to stand in line and cast a vote before the polls closed. Up to that time, polls had not been kept open later than their designated closing time, except to let people who were already waiting in line by the time the closing bell rang.

The second problem and the main problem was this….. Suppose a person did go vote in the morning…. It was a typical practice for the company to cover that person’s time and pay what was called “Black Time” while they went to vote in the morning. In this case, the plant manager was telling us that we basically couldn’t go vote in the morning without being “punished”. If the person waited and voted in the evening, they would lose their overtime which directly affects the bottom line on the home front.

Here is how the punishment would be administered…. If a person went to vote in the morning and was an hour late, and came in, say at eight o’clock instead of seven. Then they would have to leave when they had completed a regular eight hour day. That is, they would not receive any overtime that day.

Well. this didn’t effect me, because I had already early voted a couple of weeks earlier. I think Scott did too, when we realized we were going to be on overhaul working 12 hour days. Scott Hubbard and I carpooled together, so we were always careful to coordinate our efforts.

So, guess what happened…. Yeah. You guessed it…. especially if you knew Jim Kanelakos. He knew an “injustice” when he saw it, and so, he wasn’t going to let this one slide. He made sure to go vote the first thing in the morning, just like he had ever since he was old enough to vote. He arrived at the plant around 9 o’clock.

When he arrived on the Precipitator roof he told me that he had voted that morning and that the line at the polls where he voted was down the block 15 minutes before they opened. He said he didn’t care what anyone said, he was going to work until 7:00 that evening. He said, “Just let anyone try to send me home early,” with a big grin on his face and his pipe hanging from the corner of his mouth…. Oh. Let me remind you what Jim looked like:

This picture reminds me of Jim Kanelakos

This picture reminds me of Jim Kanelakos

This is a picture I found a few years ago on Google Images. It looked like Jim, so I copied it. Since then I have received a picture of the crew Jim was working on, so you can see an actual photo:

 

Jim Kanelakos in in the middle in the back (third from the left) with the red plaid shirt standing behind Vonzell Lynn

Jim Kanelakos in in the middle in the back (third from the left) with the red plaid shirt standing behind Vonzell Lynn

Well… When Tom Gibson, the Electric Supervisor came around asking if anyone had arrived late that morning, as acting foreman, what could I say? I told him that Jim Kanelakos had come in two hours late. Tom told me to send Jim home at 4:30. He would get his black time for voting early, but he would not receive any overtime for the day. I told Tom I would tell Jim. I also told him that Jim had already said that he was going to stay until 7:00 and expected to receive the normal pay that he would have received if he had worked the entire day.

This sent Tom into a rage. He wanted Jim taken off our crew and sent back to Operations right then and there. He said that he disobeyed orders and if it was up to him, he would fire him. I told Tom that we had a ton of work to do and that we needed everyone we could have until the overhaul was over. If we sent Jim back to Operations for the remainder of the overhaul, we might not be able to finish our work. We were working on a very tight schedule as it was.

I told Jim that Tom had told me to tell him to go home at 4:30 in the afternoon. Jim just laughed. He said he was going to go home at his regular time…. 7:00 pm. I said, “Ok. I am just telling you what Tom said. I’m going to have to tell him your reply.” Jim, who was my friend, said, “I know. Do what you have to do.”

I went back to the electric shop and when I walked in the shop Denise Anson, the receptionist paged me on the Gray Phone. She said I had a call. I told her to send it to the electric shop office. I was surprised when I answered the phone and Charles Campbell was on the other end of the line. News travels fast…. He was an attorney in Stillwater. He had heard that there was something going on at the plant that might have something to do with vote tampering.

I told him in detail what I knew about Jim Kanelakos and how he had went to vote in the morning after being told that he had to wait until the evening to vote, or he would be docked pay by missing out on scheduled overtime. I knew that Charles Campbell, unlike some attorneys, was an upstanding citizen in the community and was in no way an ambulance chaser, but when he heard this, I could immediately hear the eagerness in his voice. I had the impression by his remarks that if this panned out the right (I mean “the wrong”) way, he might be able to retire early. We ended the conversation by him saying, “Let me know if you hear about anyone that doesn’t get to vote that wanted to because they left work too late.” He was in total disbelief that the plant had made that policy.

Well, I found Tom Gibson in his office and I told him what Jim had replied to me. Tom became even more furious. (I only saw him this mad or his ears this red one other time… but that is another story). He repeated that he was going to try to have Jim fired for being insubordinate. This seemed to me to be unlike Tom who was always a very reasonable person. I don’t think it was anything personal against Jim, I think there was just something about someone who blatantly (in his mind) had ignored a policy that had been clearly given to him the evening before.

I ended up in the Plant Manager, Ron Kilman’s office. Ron, who took ultimate responsibility for the decision to tell the employees to not vote in the morning listened to Tom tell him what he thought about the whole thing. I had been in Ron’s office not too long before this incident to tell him that someone had been hacking through our phone system and it surprised me that Ron wanted to find a way to resolve the issue without raising a ruckus or harming anyone, even the perpetrator. See the post “Turning the Tables on a Power Plant Telephone Interloper“. When Ron was questioning me about the issue about what to do with Jim, I could tell that Ron really wanted to resolve this issue with as little conflict as possible.

I told Ron that I had talked to my attorney in Stillwater about what was happening and that he was very anxious to find out if anyone either lost any money because they voted early, or they were not able to vote at the end of the day. Ron said, “Well. We made this decision yesterday afternoon without really thinking it through. When the idea was suggested, it sounded like a good plan at the time. Then today I went and checked to see what we have done in the past, and we have always let people go vote in the morning.” Ron’s final decision was to let Jim continue working until seven o’clock and receive the proper black time for voting in the morning. I let Jim know.

Everything would have been all right except for one thing….. The Law of the Hog. You see, I had spent considerable time going back and forth throughout the day between the precipitator roof and the office area discussing this topic with both parties involved. The entire precipitator crew with the exception of Scott Hubbard, did absolutely no work the entire day. They kept waiting to see what was going to happen. We were now one day behind schedule.

Comments from the original post:

  1. Ron Kilman June 28, 2014

    I remember you were always a good mediator!

  2. Dave Tarver June 28, 2014

    I knew Jim well, and after his service to our country in Vietnam, no one or entity was going to stop him from voting, at whatever time he chose to vote, and all the years i worked with and knew Jim , he never missed an election and pointed out to me once that when I did not vote, how he had fought and served for our right to vote and that I should never miss again, one time I was real sick and a single guy Jim shows up prepares me some hot chicken soup.  Jim was all about justice and expected intelligence and light in all things and was a truth seeker.  He had his faults.  Who doesn’t?  But he was a good friend to me.

From Pioneers to Power Plant Managers

Originally posted December 28, 2013:

Times were changing in 1987 when the electric company in Oklahoma decided that they needed to downsize the company in order to change with the new business environment.  I always seemed to think that the executives down at corporate headquarters in Oklahoma City knew that the old pioneers in charge of the Power Plants would be very difficult customers when it came to the new business model.

Like I said…. Times were changing.  The digital era was being introduced to the power industry.  We had already upgraded the precipitator controls to make them computerized.  Other areas of the plant were going to be next.  Especially the employees.  Of course, none of us knew that quite yet, except Bill Rivers, who was a natural visionary, and he was gone.

Side story time:

I had always been interested in computers and programming from the time I was a sophomore in High School when I had just turned 15 years old.  My friend Jesse Cheng had introduced me to one of the first programmable calculators, the HP-25.

Hewlett Packard 25

The HP-25 calculator

This was the most wonderful Christmas present I had ever received.  I literally felt myself fainting when I opened the present and found that I had been given a pair of cowboy boots, only to find an HP-25 calculator inside when I opened it up.  Ralphie had nothing on me that day.

It was much like the Christmas Story with Ralphie.  I had tried every with way to convince my parents that using a slide rule in High School was passe (pronounced “pass A”).  All the other students in my advanced chemistry class were using calculators, and I was still stuck with my dad’s old circular slide rule.  It was a pretty neat one, I’ll grant you that, but it just… well….. I could work things out on paper faster than I could use the slide rule.

The Gilson Atlas circular slide rule I used in High School

The Gilson Atlas circular slide rule I used in High School

I introduced my friend Jesse Cheng in the post “Why Do Power Plant Men Always Lose the Things They Love Most“.  He had an HP-25 calculator and had loaned it to me to take a Chemistry test.  He showed me how it used Reverse Polish Notation, which is different than a normal calculator, but more like a computer.

The calculator could be programmed with 49 steps.  Because it had a stack built right into it, and the reason it used Reversed Polish Notation, we could create all sorts of games with just those 49 steps.  The book that came with the calculator had a moon landing game.  We made more sophisticated games, like one called Battleship.

Anyway.  Because of this early exposure with actually programming something in a logical manner, I was eager to learn more about programming.  During college, my calculator was often sitting on my desk in the dorm room running a long program to help me perfect a random number generator.  Finally in my Junior year in college, my calculator was completely fried.

After I was married at the end of 1985, I began subscribing to a magazine called “Compute”.  It had actual programs in it in Basic.  I would read the programs to learn how it worked, but at that point, I didn’t own a computer, so all I could do was dream about writing programs.

It wasn’t until Thanksgiving 1987 when I went to visit my ol’ friend Jesse Cheng in Columbia, Missouri who was interning as a medical doctor that I felt a sudden need to have a computer of my own.  He had built a computer using a Heath Kit and we used it to play two computer games.  One was called Starflight:

Starflight by Electronic Arts

Starflight by Electronic Arts

The other was called F15 Strike Eagle:

F-15 Strike Eagle by Microprose

F-15 Strike Eagle by Microprose

When I returned home I was pretty eager to buy a computer.  Up until that time, every time my wife and I had gone to the mall, I always had stopped in the computer stores to look at the latest computers.  I never had really considered buying one.  But now, they had 20 megabyte hard drives!  And you could play these terrific games like Starflight and F-15 Strike Eagle.

So, one day after we had left the mall, and my wife could see the look on my face, she finally said…. “Why don’t you go and buy one?”  I asked her, “Are you sure?  Because you know what is going to happen if I get a computer.  I’ll be playing on it all the time.”  She said, “No.  I want you to go buy one.”  So we turned around and went back to the mall.

That was the start of my journey into the world of computers.

End of Side Story.

As I explained in the post “Boppin’ with Bif during the Power Plant Downsizing“, the company offered an early retirement package for everyone 55 years old and older.  They would give them full benefits to leave.  This meant that our Electrical Supervisor, Leroy Godfrey, as well as the assistant plant manager, Bill Moler and the Plant Manager, Eldon Waugh were all going to retire some time in August 1987.

We had a retirement party for Leroy Godfrey out in the country at Diana Brien’s house.  A bunch of the electricians were there including Mark Meeks, who Leroy knew at the time was the one that was going to be laid off.  Mark commented about that later when he was told that he was losing his job that Leroy had sat there and smiled at him while we were at the party.  Mark knew Leroy didn’t like him, but hadn’t expected to be the one to go since everyone thought it would be Gary Wehunt, since he was the newest member in the shop.

I explained in the post, “The Passing of an Old School Power Plant Man — Leroy Godfrey” what Leroy’s management style was like.  It was very top-down, if you know what I mean.  It was like, “Because I told you so.”  No need to explain anything.  That was the world of Power Plant Management up to that point.

I think Corporate Headquarters realized that this needed to change in order for the company to compete in a world where electric companies could no longer count on the Corporation Commission to guarantee a sustainable electric rate or even a set number of customers.  The world of electric power was changing rapidly and the company needed to move on from the mentality that it could be run like a “good ol’ boys” club.

It is easier to teach young dogs new tricks than older and crankier ones.  It looked to me like this was a logical choice when looking back using hindsight.  I think the company was making a bold move.  I don’t think they really had much of a choice if they wanted to survive.

So, we had the main retirement party at the plant where people stood up and told stories about the old guys that were retiring.  Nothing much happened there except the part where Leroy Godfrey’s daughter stood up and said that we just had to work with him, while she had to live with him… see the post about Leroy above for the full story about that.

Then the following Monday.  I believe it was August 17, 1987, everyone was told to meet in the main break room for a meeting with our new management.  That was when we were introduced to our new plant manager, Ron Kilman.

I remember a certain part of the meeting very well.  Ron said something funny.  It didn’t matter exactly what he said.  I don’t even remember what it was.  Probably something self-deprecating.  I leaned over to Charles Foster, who had been my foreman for a while (on that day, it was officially Andy Tubbs).  I said, “I didn’t know Plant Managers could tell jokes!”

Charles looked back at me and I raised my eyebrows and tilted my head while the corners of my mouth went down. — This was one of the signals I had learned while carpooling with Bud Schoonover when I needed to communicate with Dick Dale without saying anything out loud (see the post:  Carpooling with Bud Schoonover“.  This particular expression meant, “Maybe this won’t be such a bad thing.”

Ron Kilman remained the plant manager at the coal-fired power plant in North Central Oklahoma for the next 7 years.  The stories that I will post during this next year will all be at least partially from this time period.  During this time, there were some decisions that Ron made that I applauded, and others that even he would admit he wished he hadn’t made.

All in all, I think that Ron has a good heart and that those times when he did make a rash decision, it was evident that he was falling back to his “management training” and not managing from his heart.  Old School management training left a lot to be desired.

During the 7 years from 1987 to 1994, the power plant saw a lot of changes.  Some I have alluded to already.  Such as the move to computerize everything.  The other was a total change in how management works.  Or at least that was the attempt.

People were willing to step out of their regular day-to-day jobs and try new things that they thought would help the plant.  Many of these things were successful.  Some of them failed, but not so miserably as they would have if the earlier management had been around.  The employees felt as if they had more of a say in how the plant ran instead of feeling like they were just a bunch of tools running around fixing things.

I have a quote from Ron Kilman that said it all one day after a catastrophe had occurred.  It summed up his management style as opposed to his assistant manager, Ben Brandt.  I will relay the exact story later, but for now I’ll just say that when Ben Brandt saw what happened, the first thing that he said was, “Who did this?”  When Ron Kilman saw what had happened, the first thing he said was, “How can we prevent this from happening again?”

Ben’s approach was from the old school of thought.  Blame and punish the culprit.  Later when we were drastically changing the way process improvements took place, my favorite quote from Ben Brandt is, “I am the obstacle!  We aren’t going to change because I say so.”  We all had to agree.  He was definitely the obstacle.

Ron’s approach was one more like a leader.  “Let’s get the job done right.”  Sure, he is human, so the decisions weren’t always perfect, but I think in general, he was leading where other people may have been dragging.

Well…  I will say no more for now…  I look forward to writing stories about this time period during this next year.  I’m sure there are a lot of those at the plant just as eager to see how I portray the different events that took place during this time.

Comments from the original post:

  1. The Conservative Hill Billy December 28, 2013:

    HP 25? The only model older is Fred Flintstone’s bird chiseling into rock tablet!

  2. Monty Hansen March 4, 2014:

    One day, a fellow operator and I brought in our old slide rules, just to show. Not the round one like yours, but straight and mine had a leather case. A young engineer came hurrying through the control room and said, “I need a calculator – QUICK!” so I handed him my leather case & he ran out, about 30 seconds later he came back with a puzzled look on his face & said “No, I don’t need to MEASURE something, I need to CALCULATE something” We all had a hearty laugh!

Comments from the last repost:

  1. Ron Kilman December 31, 2014

    I loved the old Heath Kits. I built a 14 watt amplifier and an AM/FM receiver that I used for years (both were the tube type – pre-transistor). It was always satisfying to invest a few hours, save a few dollars, learn some new skills, and enjoy a product you couldn’t buy at a store.

  2. David Emeron January 2, 2015

    I still have my 25. It still works.

Power Plant Law of the Hog

Power Plant Men learned about the “Law of the Hog” the first day they were introduced to the new “Quality Process”. I recently wrote a post about how the Power Plant Men at the Coal-fired Power Plant in North Central Oklahoma were trained to use various tools to help them formulate ideas quality improvement ideas at the plant in June, 1993. See the post “A Chance for Power Plant Men to Show Their Quality“. Even though we were hearing about the “Law of the Hog” for the first time, I recognized it right away. I had seen it in action the previous November 3, 1992.

What better way to convince a room full of skeptical Power Plant Men that the Quality Process is about improving the conditions at the plant than by first telling them what they already know in such a way that from then on they believe you really do know what you’re talking about. — I know. That was a confusing sentence, so let me explain. The instructor told us the story about “The Law of the Hog”.

This evidently was a story that had been going around since the late 70’s. It had to do with a saw mill in Oregon. This is the story the instructor told us…

A group of quality consultants, or… I think they called themselves Leadership consultants back then were visiting the saw mill because they evidently needed some help. While the consultants were learning about how the plant operated, they talked with the workers one-on-one and asked them how things were really done at the mill. That’s when the workers told the consultant about “The Hog”.

The Hog is a grinder that takes scrap wood and grinds it up into sawdust. The consultants had asked them how they worked with supervisors when they were “lacking” in leadership skills. (I would say “evidently” again here, but I’ve already used that word three times. And the last time was just now while explaining that I would like to use that word again, but… — I’ll have to think of another word…. let’s see… oh. I know…. Apparently…). Anyway, apparently, that was when they told the consultants about The Hog that lived in the shack off to one side of the main mill.

So, what happens is that when their supervisor uses a heavy hand to try to whip the workers into shape, the Hog is used for more than just chewing up scraps. When the workers were treated with disrespect, then “The Law of the Hog” went into effect. What happened then was that the workers would throw perfectly good pieces of wood into the Hog where it would be turned to dust (saw dust that is). Since the supervisors were measured on their productivity which took a beating when good wood would be destroyed (Yeah. I couldn’t help using the words Wood and Would together… And then using “Words”, “Wood” and “Would” all together while explaining my obsession). So, the workers would pay the supervisor back each time he displayed inferior leadership skills.

A byproduct of bad leadership

A byproduct of bad leadership

Oh yeah. The Power Plant Men knew all about that. The guys at Muskogee, however, didn’t use such indirect methods. They had one Assistant Plant Manager (I won’t tell you his name but I think his initials were Morehouse. well. Something House anyway), that treated his men with a little more than disrespect, and was surprised one night when the front door to his house was blown off the hinges. He was quickly reassigned to Oklahoma City. But then I have always said that something is in the water in Muskogee. See the post “Something is in the Water at the Muskogee Power Plant“.

When the Quality instructor was telling us the story about the “Law of the Hog” a few examples immediately entered my head. Well, one was the Six Hour Rule. I mentioned this in an earlier post where there was a complicated rule about how an employee could collect “black time” and double time when they were called out at night. As management tried to manipulate the rule to the detriment of the employee, the opposite effect actually happened. After trying to skimp on paying the double time the employee was accustomed to, that was the time when I made the most money from that rule. See the post “Power Plant Black Time and Six Hour Rules“.

This leads us to a dark and stormy day at the Power Plant…. November 3, 1992. The story actually begins the day before. Unit 2 had been offline for a “more than” minor overhaul (I believe it was a six week overhaul instead of the usual 4 weeks). I was the acting foreman for the crew that was working on the precipitator. Terry Blevins normally was in charge of the Unit 2 Precipitator, but for this overhaul, Scott Hubbard and I were assigned to make all the necessary precipitator repairs. The main reason was that new rapper controls were being installed, and Scott had a lot of experience doing this since he had installed them on Unit 1 already.

Scott Hubbard

Scott Hubbard

At that time, Scott and I were like twin brothers. Whatever he was doing… I had to be there to help. Scott would work on the roof of the precipitator generally, while I worked inside. We had been given some operators to help us along with a few contract workers to do the “grunt” work. That is, when you would ask them to do something, they would usually reply with a low moaning grunty sort of sound (I just made up that word…. grunty. It seemed to fit).

Needless to say (but I’ll say it anyway just in case any “Non-Precipitator Gurus” are reading this)…. in order to install the new digital rapper controls, a lot of wire had to be pulled and laid down on terminal blocks from some rapper cabinets to other cabinets across the precipitator. When I say a lot, I mean somewhere over 10 miles of wire. 15 feet at at time. — I was sure glad Scott was doing that while I was strolling away inside the precipitator quietly looking for plates out of alignment and broken wires dressed in my space suit. For a better understanding of what a precipitator does, see the post “Moon Walk in A Power Plant Precipitator“.

I was not inside the precipitator on November 3, 1992, however, I had already finished up inside the precipitator by that time and I was working on the roof in cabinet 2G1 (on the southeast corner) on that day. We had the radio on and I was sitting on my bucket listening to Rush Limbaugh throwing a fit (as he has been known to do from time-to-time). None of our help was doing any work that day. The “Law of the Hog” had come into play and a day of rest had been declared by the helpers.

I was working away laying down the wires on the terminal blocks inside the rapper cabinet while the rest of the crew (minus Scott Hubbard who was on the far side of the precipitator roof working in another cabinet) was sitting around dangling their feet from the walkway near my cabinet. Merl Wright and Jim Kanelakos (two operators) were there along with three contract help. During that day I spent a lot of time running back and forth between the office area and the precipitator roof.

Here is what happened:

On November 2, 1992, just before every one left for the day, the word came down that in the morning everyone was supposed to report to work at the usual 7:00 time. We were scheduled to work until 7:00 in the evening. A full 12 hour day, except for the 30 minutes for lunch (and three breaks). The reason we had to be told to show up at seven o’clock in the morning was because November 3rd was election day.

It was the normal practice to let the Power Plant Men vote before they came to work in the morning. We were being told that we were not supposed to vote in the morning and that we could leave early in the evening to go vote instead of voting in the morning. We were told in no uncertain terms that if we went to vote in the morning, then the amount of time we were late getting to work would be the amount of time we would have to leave at the end of a normal working day.

Let me try to explain what this meant, because on the surface, it looks fairly reasonable. Since the polls closed at seven in the evening when we would be leaving work, we could leave as early as we wanted in the evening to go vote in order to arrive in time before the polls closed. There were two things fundamentally wrong with this solution from a Power Plant Man point of view, though from a Plant Manager point of view, it looked quite reasonable.

The first problem was that this was the election between George Herbert Walker Bush and Bill Clinton (Now you know why Rush Limbaugh was throwing a fit). A very large turnout was expected, and a majority of the workers wanted to make sure and go to the polls to vote that day. With that said, it would be hard to determine what would be a good time to leave the plant to go vote in order to stand in line and cast a vote before the polls closed. Up to that time, polls had not been kept open later than their designated closing time, except to let people who were already waiting in line by the time the closing bell rang.

The second problem and the main problem was this….. Suppose a person did go vote in the morning…. It was a typical practice for the company to cover that person’s time and pay what was called “Black Time” while they went to vote in the morning. In this case, the plant manager was telling us that we basically couldn’t go vote in the morning without being “punished”. If the person waited and voted in the evening, they would lose their overtime which directly affects the bottom line on the home front.

Here is how the punishment would be administered…. If a person went to vote in the morning and was an hour late, and came in, say at eight o’clock instead of seven. Then they would have to leave when they had completed a regular eight hour day. That is, they would not receive any overtime that day.

Well. this didn’t effect me, because I had already early voted a couple of weeks earlier. I think Scott did too, when we realized we were going to be on overhaul working 12 hour days. Scott Hubbard and I carpooled together, so we were always careful to coordinate our efforts.

So, guess what happened…. Yeah. You guessed it…. especially if you knew Jim Kanelakos. He knew an “injustice” when he saw it, and so, he wasn’t going to let this one slide. He made sure to go vote the first thing in the morning, just like he had ever since he was old enough to vote. He arrived at the plant around 9 o’clock.

When he arrived on the Precipitator roof he told me that he had voted that morning and that the line at the polls where he voted was down the block 15 minutes before they opened. He said he didn’t care what anyone said, he was going to work until 7:00 that evening. He said, “Just let anyone try to send me home early,” with a big grin on his face and his pipe hanging from the corner of his mouth…. Oh. Let me remind you what Jim looked like:

This picture reminds me of Jim Kanelakos

This picture reminds me of Jim Kanelakos

This is a picture I found a few years ago on Google Images. It looked like Jim, so I copied it. Since then I have received a picture of the crew Jim was working on, so you can see an actual photo:

 

Jim Kanelakos in in the middle in the back (third from the left) with the red plaid shirt standing behind Vonzell Lynn

Jim Kanelakos in in the middle in the back (third from the left) with the red plaid shirt standing behind Vonzell Lynn

Well… When Tom Gibson, the Electric Supervisor came around asking if anyone had arrived late that morning, as acting foreman, what could I say? I told him that Jim Kanelakos had come in two hours late. Tom told me to send Jim home at 4:30. He would get his black time for voting early, but he would not receive any overtime for the day. I told Tom I would tell Jim. I also told him that Jim had already said that he was going to stay until 7:00 and expected to receive the normal pay that he would have received if he had worked the entire day.

This sent Tom into a rage. He wanted Jim taken off our crew and sent back to Operations right then and there. He said that he disobeyed orders and if it was up to him, he would fire him. I told Tom that we had a ton of work to do and that we needed everyone we could have until the overhaul was over. If we sent Jim back to Operations for the remainder of the overhaul, we might not be able to finish our work. We were working on a very tight schedule as it was.

I told Jim that Tom had told me to tell him to go home at 4:30 in the afternoon. Jim just laughed. He said he was going to go home at his regular time…. 7:00 pm. I said, “Ok. I am just telling you what Tom said. I’m going to have to tell him your reply.” Jim, who was my friend, said, “I know. Do what you have to do.”

I went back to the electric shop and when I walked in the shop Denise Anson, the receptionist paged me on the Gray Phone. She said I had a call. I told her to send it to the electric shop office. I was surprised when I answered the phone and Charles Campbell was on the other end of the line. News travels fast…. He was an attorney in Stillwater. He had heard that there was something going on at the plant that might have something to do with vote tampering.

I told him in detail what I knew about Jim Kanelakos and how he had went to vote in the morning after being told that he had to wait until the evening to vote, or he would be docked pay by missing out on scheduled overtime. I knew that Charles Campbell, unlike some attorneys, was an upstanding citizen in the community and was in no way an ambulance chaser, but when he heard this, I could immediately hear the eagerness in his voice. I had the impression by his remarks that if this panned out the right (I mean “the wrong”) way, he might be able to retire early. We ended the conversation by him saying, “Let me know if you hear about anyone that doesn’t get to vote that wanted to because they left work too late.” He was in total disbelief that the plant had made that policy.

Well, I found Tom Gibson in his office and I told him what Jim had replied to me. Tom became even more furious. (I only saw him this mad or his ears this red one other time… but that is another story). He repeated that he was going to try to have Jim fired for being insubordinate. This seemed to me to be unlike Tom who was always a very reasonable person. I don’t think it was anything personal against Jim, I think there was just something about someone who blatantly (in his mind) had ignored a policy that had been clearly given to him the evening before.

I ended up in the Plant Manager, Ron Kilman’s office. Ron, who took ultimate responsibility for the decision to tell the employees to not vote in the morning listened to Tom tell him what he thought about the whole thing. I had been in Ron’s office not too long before this incident to tell him that someone had been hacking through our phone system and it surprised me that Ron wanted to find a way to resolve the issue without raising a ruckus or harming anyone, even the perpetrator. See the post “Turning the Tables on a Power Plant Telephone Interloper“. When Ron was questioning me about the issue about what to do with Jim, I could tell that Ron really wanted to resolve this issue with as little conflict as possible.

I told Ron that I had talked to my attorney in Stillwater about what was happening and that he was very anxious to find out if anyone either lost any money because they voted early, or they were not able to vote at the end of the day. Ron said, “Well. We made this decision yesterday afternoon without really thinking it through. When the idea was suggested, it sounded like a good plan at the time. Then today I went and checked to see what we have done in the past, and we have always let people go vote in the morning.” Ron’s final decision was to let Jim continue working until seven o’clock and receive the proper black time for voting in the morning. I let Jim know.

Everything would have been all right except for one thing….. The Law of the Hog. You see, I had spent considerable time going back and forth throughout the day between the precipitator roof and the office area discussing this topic with both parties involved. The entire precipitator crew with the exception of Scott Hubbard, did absolutely no work the entire day. They kept waiting to see what was going to happen. We were now one day behind schedule.

Comments from the original post:

  1. Ron Kilman June 28, 2014

    I remember you were always a good mediator!

  2. Dave Tarver June 28, 2014

    I knew Jim well, and after his service to our country in Vietnam, no one or entity was going to stop him from voting, at whatever time he chose to vote, and all the years i worked with and knew Jim , he never missed an election and pointed out to me once that when I did not vote, how he had fought and served for our right to vote and that I should never miss again, one time I was real sick and a single guy Jim shows up prepares me some hot chicken soup.  Jim was all about justice and expected intelligence and light in all things and was a truth seeker.  He had his faults.  Who doesn’t?  But he was a good friend to me.

From Pioneers to Power Plant Managers — Repost

Originally posted December 28, 2013:

Times were changing in 1987 when the electric company in Oklahoma decided that they needed to downsize the company in order to change with the new business environment.  I always seemed to think that the executives down at corporate headquarters in Oklahoma City knew that the old pioneers in charge of the Power Plants would be very difficult customers when it came to the new business model.

Like I said…. Times were changing.  The digital era was being introduced to the power industry.  We had already upgraded the precipitator controls to make them computerized.  Other areas of the plant were going to be next.  Especially the employees.  Of course, none of us knew that quite yet, except Bill Rivers, who was a natural visionary, and he was gone.

Side story time:

I had always been interested in computers and programming from the time I was a sophomore in High School when I had just turned 15 years old.  My friend Jesse Cheng had introduced me to one of the first programmable calculators, the HP-25.

Hewlett Packard 25

The HP-25 calculator

This was the most wonderful Christmas present I had ever received.  I literally felt myself fainting when I opened the present and found that I had been given a pair of cowboy boots, only to find an HP-25 calculator inside when I opened it up.  Ralphie had nothing on me that day.

It was much like the Christmas Story with Ralphie.  I had tried every with way to convince my parents that using a slide rule in High School was passe.  All the other students in my advanced chemistry class were using calculators, and I was still stuck with my dad’s old circular slide rule.  It was a pretty neat one, I’ll grant you that, but it just… well….. I could work things out on paper faster than I could use the slide rule.

The Gilson Atlas circular slide rule I used in High School

The Gilson Atlas circular slide rule I used in High School

I introduced my friend Jesse Cheng in the post “Why Do Power Plant Men Always Lose the Things They Love Most“.  He had an HP-25 calculator and had loaned it to me to take a Chemistry test.  He showed me how it used Reverse Polish Notation, which is different than a normal calculator, but more like a computer.

The calculator could be programmed with 49 steps.  Because it had a stack built right into it, and the reason it used Reversed Polish Notation, we could create all sorts of games with just those 49 steps.  The book that came with the calculator had a moon landing game.  We made more sophisticated games, like one called Battleship.

Anyway.  Because of this early exposure with actually programming something in a logical manner, I was eager to learn more about programming.  During college, my calculator was often sitting on my desk in the dorm room running a long program to help me perfect a random number generator.  Finally in my Junior year in college, my calculator was completely fried.

After I was married at the end of 1985, I began subscribing to a magazine called “Compute”.  It had actual programs in it in Basic.  I would read the programs to learn how it worked, but at that point, I didn’t own a computer, so all I could do was dream about writing programs.

It wasn’t until Thanksgiving 1987 when I went to visit my ol’ friend Jesse Cheng in Columbia, Missouri who was interning as a medical doctor that I felt a sudden need to have a computer of my own.  He had built a computer using a Heath Kit and we used it to play two computer games.  One was called Starflight:

Starflight by Electronic Arts

Starflight by Electronic Arts

The other was called F15 Strike Eagle:

F-15 Strike Eagle by Microprose

F-15 Strike Eagle by Microprose

When I returned home I was pretty eager to buy a computer.  Up until that time, every my wife and I had gone to the mall, I always had stopped in the computer stores to look at the latest computers.  I never had really considered buying one.  But now, they had 20 megabyte hard drives!  And you could play these terrific games like Starflight and F-15 Strike Eagle.

So, one day after we had left the mall, and my wife could see the look on my face, she finally said…. “Why don’t you go and buy one?”  I asked her, “Are you sure?  Because you know what is going to happen if I get a computer.  I’ll be playing on it all the time.”  She said, “No.  I want you to go buy one.”  So we turned around and went back to the mall.

That was the start of my journey into the world of computers.

End of Side Story.

As I explained in the post “Boppin’ with Bif during the Power Plant Downsizing“, the company offered an early retirement package for everyone 55 years old and older.  They would give them full benefits to leave.  This meant that our Electrical Supervisor, Leroy Godfrey, as well as the assistant plant manager, Bill Moler and the Plant Manager, Eldon Waugh were all going to retire some time in August 1987.

We had a retirement party for Leroy Godfrey out in the country at Diana Brien’s house.  A bunch of the electricians were there including Mark Meeks, who Leroy knew at the time was the one that was going to be laid off.  Mark commented about that later when he was told that he was losing his job that Leroy had sat there and smiled at him while we were at the party.  Mark knew Leroy didn’t like him, but hadn’t expected to be the one to go since everyone thought it would be Gary Wehunt, since he was the newest member in the shop.

I explained in the post, “The Passing of an Old School Power Plant Man — Leroy Godfrey” what Leroy’s management style was like.  It was very top-down, if you know what I mean.  It was like, “Because I told you so.”  No need to explain anything.  That was the world of Power Plant Management up to that point.

I think Corporate Headquarters realized that this needed to change in order for the company to compete in a world where electric companies could no longer count on the Corporation Commission to guarantee a sustainable rate or even a set number of customers.  The world of electric power was changing rapidly and the company needed to move on from the mentality that it could be run like a “good ol’ boys” club.

It is easier to teach young dogs new tricks than older and crankier ones.  It looked to me like this was a logical choice when looking back using hindsight.  I think the company was making a bold move.  I don’t think they really had much of a choice if they wanted to survive.

So, we had the main retirement party at the plant where people stood up and told stories about the old guys that were retiring.  Nothing much happened there except the part where Leroy Godfrey’s daughter stood up and said that we just had to work with him, while she had to live with him… see the post about Leroy above for the full story about that.

Then the following Monday.  I believe it was August 17, 1987, everyone was told to meet in the main break room for a meeting with our new management.  That was when we were introduced to our new plant manager, Ron Kilman.

I remember a certain part of the meeting very well.  Ron said something funny.  It didn’t matter exactly what he said.  I don’t even remember what it was.  Probably something self-deprecating.  I leaned over to Charles Foster, who had been my foreman for a while (on that day, it was officially Andy Tubbs).  I said, “I didn’t know Plant Managers could tell jokes!”

Charles looked back at me and I raised my eyebrows and tilted my head while the corners of my mouth went down. — This was one of the signals I had learned while carpooling with Bud Schoonover when I needed to communicate with Dick Dale without saying anything out loud (see the post:  Carpooling with Bud Schoonover“.  This particular expression meant, “Maybe this won’t be such a bad thing.”

Ron Kilman remained the plant manager at the coal-fired power plant in North Central Oklahoma for the next 7 years.  The stories that I will post during this next year will all be at least partially from this time period.  During this time, there were some decisions that Ron made that I applauded, and others that even he would admit he wished he hadn’t made.

All in all, I think that Ron has a good heart and that those times when he did make a rash decision, it was evident that he was falling back to his “management training” and not managing from his heart.  Old School management training left a lot to be desired.

During the 7 years from 1987 to 1994, the power plant saw a lot of changes.  Some I have alluded to already.  Such as the move to computerize everything.  The other was a total change in how management works.  Or at least that was the attempt.

People were willing to step out of their regular day-to-day jobs and try new things that they thought would help the plant.  Many of these things were successful.  Some of them failed, but not so miserably as they would have if the earlier management had been around.  The employees felt as if they had more of a say in how the plant ran instead of feeling like they were just a bunch of tools running around fixing things.

I have a quote from Ron Kilman that said it all one day after a catastrophe had occurred.  It summed up his management style as opposed to his assistant manager, Ben Brandt.  I will relay the exact story later, but for now I’ll just say that when Ben Brandt saw what happened, the first thing that he said was, “Who did this?”  When Ron Kilman saw what had happened, the first thing he said was, “How can we prevent this from happening again?”

Ben’s approach was from the old school of thought.  Blame and punish the culprit.  Later when we were drastically changing the way process improvements took place, my favorite quote from Ben Brandt is, “I am the obstacle!  We aren’t going to change because I say so.”  We all had to agree.  He was definitely the obstacle.

Ron’s approach was one more like a leader.  “Let’s get the job done right.”  Sure, he is human, so the decisions weren’t always perfect, but I think in general, he was leading where other people may have been dragging.

Well…  I will say no more for now…  I look forward to writing stories about this time period during this next year.  I’m sure there are a lot of those at the plant just as eager to see how I portray the different events that took place during this time.

Comments from the original post:

  1. The Conservative Hill Billy December 28, 2013:

    HP 25? The only model older is Fred Flintstone’s bird chiseling into rock tablet!

  2. Monty Hansen March 4, 2014:

    One day, a fellow operator and I brought in our old slide rules, just to show. Not the round one like yours, but straight and mine had a leather case. A young engineer came hurrying through the control room and said, “I need a calculator – QUICK!” so I handed him my leather case & he ran out, about 30 seconds later he came back with a puzzled look on his face & said “No, I don’t need to MEASURE something, I need to CALCULATE something” We all had a hearty laugh!

Power Plant Law of the Hog

Power Plant Men learned about the “Law of the Hog” the first day they were introduced to the new “Quality Process”.  I recently wrote a post about how the Power Plant Men at the Coal-fired Power Plant in North Central Oklahoma were trained to use various tools to help them formulate ideas quality improvement ideas at the plant in June, 1993.  See the post “A Chance for Power Plant Men to Show Their Quality“.  Even though we were hearing about the “Law of the Hog” for the first time, I recognized it right away.  I had seen it in action the previous November 3, 1992.

What better way to convince a room full of skeptical Power Plant Men that the Quality Process is about improving the conditions at the plant than by first telling them what they already know in such a way that from then on they believe you really do know what you’re talking about.  — I know.  That was a confusing sentence, so let me explain.  The instructor told us the story about “The Law of the Hog”.

This evidently was a story that had been going around since the late 70’s.  It had to do with a saw mill in Oregon.  This is the story the instructor told  us…

A group of quality consultants, or…  I think they called themselves Leadership consultants back then were visiting the saw mill because they evidently needed some help.  While the consultants were learning about how the plant operated, they  talked with the workers one-on-one and asked them how things were really done at the mill.  That’s when the workers told the consultant about “The Hog”.

The Hog is a grinder that takes scrap wood and grinds it up into sawdust.  The consultants had asked them how they worked with supervisors when they were “lacking” in leadership skills.  (I would say “evidently” again here, but I’ve already used that word three times.  And the last time was just now while explaining that I would like to use that word again, but… — I’ll have to think of another word…. let’s see… oh.  I know…. Apparently…).  Anyway, apparently, that was when they told the consultants about The Hog that lived in the shack off to one side of the main mill.

So, what happens is that when their supervisor uses a heavy hand to try to whip the workers into shape, the Hog is used for more than just chewing up scraps.  When the workers were treated with disrespect, then “The Law of the Hog” went into effect.  What happened then was that the workers would throw perfectly good pieces of wood into the Hog where it would be turned to dust (saw dust that is).  Since the supervisors were measured on their productivity which took a beating when good wood would be destroyed (Yeah.  I couldn’t help using the words Wood and Would together… And then using “Words”, “Wood” and “Would” all together while explaining my obsession).  So, the workers would pay the supervisor back each time he displayed inferior leadership skills.

A byproduct of bad leadership

A byproduct of bad leadership

Oh yeah.  The Power Plant Men knew all about that.  The guys at Muskogee, however, didn’t use such indirect methods.  They had one Assistant Plant Manager (I won’t tell you his name but I think his initials were  Morehouse.  well.  Something House anyway), that treated his men with a little more than disrespect, and was surprised one night when the front door to his house was blown off the hinges.  He was quickly reassigned to Oklahoma City.  But then I have always said that something is in the water in Muskogee.  See the post “Something is in the Water at the Muskogee Power Plant“.

When the Quality instructor was telling us the story about the “Law of the Hog” a few examples immediately entered my head.  Well, one was the Six Hour Rule.  I mentioned this in an earlier post where there was a complicated rule about how an employee could collect “black time” and double time when they were called out at night.  As management tried to manipulate the rule to the detriment of the employee, the opposite effect actually happened.  After trying to skimp on paying the double time the employee was accustomed to, that was the time when I made the most money from that rule.  See the post “Power Plant Black Time and Six Hour Rules“.

This leads us to a dark and stormy day at the Power Plant…. November 3, 1992.  The story actually begins the day before.  Unit 2 had been offline for a “more than” minor overhaul (I believe it was a six week overhaul instead of the usual 4 weeks).  I was the acting foreman for the crew that was working on the precipitator.  Terry Blevins normally was in charge of the Unit 2 Precipitator, but for this overhaul, Scott Hubbard and I were assigned to make all the necessary precipitator repairs.  The main reason was that new rapper controls were being installed, and Scott had a lot of experience doing this since he had installed them on Unit 1 already.

Scott Hubbard

Scott Hubbard

At that time, Scott and I were like twin brothers.  Whatever he was doing… I had to be there to help.  Scott would work on the roof of the precipitator generally, while I worked inside.  We had been given some operators to help us along with a few contract workers to do the “grunt” work.  That is, when you would ask them to do something, they would usually reply with a low moaning grunty sort of sound (I just made up that word…. grunty.  It seemed to fit).

Needless to say (but I’ll say it anyway just in case any “Non-Precipitator Gurus” are reading this)…. in order to install the new digital rapper controls, a lot of wire had to be pulled and laid down on terminal blocks from some rapper cabinets to other cabinets across the precipitator.  When I say a lot, I mean somewhere over 10 miles of wire.  15 feet at at time.  — I was sure glad Scott was doing that while I was strolling away inside the precipitator quietly looking for plates out of alignment and broken wires dressed in my space suit.  For a better understanding of what a precipitator does, see the post “Moon Walk in A Power Plant Precipitator“.

I was not inside the precipitator on November 3, 1992, however, I had already finished up inside the precipitator by that time and I was working on the roof in cabinet 2G1 (on the southeast corner) on that day.  We had the radio on and I was sitting on my bucket listening to Rush Limbaugh throwing a fit (as he has been known to do from time-to-time).  None of our help was doing any work that day.  The “Law of the Hog” had come into play and a day of rest had been declared by the helpers.

I was working away laying down the wires on the terminal blocks inside the rapper cabinet while the rest of the crew (minus Scott Hubbard who was on the far side of the precipitator roof working in another cabinet) was sitting around dangling their feet from the walkway near my cabinet.  Merl Wright and Jim Kanelakos (two operators) were there along with three contract help.  During that day I spent a lot of time running back and forth between the office area and the precipitator roof.

Here is what happened:

On November 2, 1992, just before every one left for the day, the word came down that in the morning everyone was supposed to report to work at the usual 7:00 time.  We were scheduled to work until 7:00 in the evening.  A full 12 hour day, except for the 30 minutes for lunch (and three breaks).  The reason we had to be told to show up at seven o’clock in the morning was because November 3rd was election day.

It was the normal practice to let the Power Plant Men vote before they came to work in the morning.  We were being told that we were not supposed to vote in the morning and that we could leave early in the evening to go vote instead of voting in the morning.  We were told in no uncertain terms that if we went to vote in the morning, then the amount of time we were late getting to work would be the amount of time we would have to leave at the end of a normal working day.

Let me try to explain what this meant, because on the surface, it looks fairly reasonable.  Since the polls closed at seven in the evening when we would be leaving work, we could leave as early as we wanted in the evening to go vote in order to arrive in time before the polls closed.  There were two things fundamentally wrong with this solution from a Power Plant Man point of view, though from a Plant Manager point of view, it looked quite reasonable.

The first problem was that this was the election between George Herbert Walker Bush and Bill Clinton (Now you know why Rush Limbaugh was throwing a fit).  A very large turnout was expected, and a majority of the workers wanted to make sure and go to the polls to vote that day.  With that said, it would be hard to determine what would be a good time to leave the plant to go vote in order to stand in line and cast a vote before the polls closed.  Up to that time, polls had not been kept open later than their designated closing time, except to let people who were already waiting in line by the time the closing bell rang.

The second problem and the main problem was this….. Suppose a person did go vote in the morning…. It was a typical practice for the company to cover that person’s time and pay what was called “Black Time” while they went to vote in the morning.  In this case, the plant manager was telling us that we basically couldn’t go vote in the morning without being “punished”.  If the person waited and voted in the evening, they would lose their overtime which directly affects the bottom line on the home front.

Here is how the punishment would be administered….  If a person went to vote in the morning and was an hour late, and came in, say at eight o’clock instead of seven.  Then they would have to leave when they had completed a regular eight hour day.  That is, they would not receive any overtime that day.

Well.  this didn’t effect me, because I had already early voted a couple of weeks earlier.  I think Scott did too, when we realized we were going to be on overhaul working 12 hour days.  Scott Hubbard and I carpooled together, so we were always careful to coordinate our efforts.

So, guess what happened…. Yeah.  You guessed it…. especially if you knew Jim Kanelakos.  He knew an “injustice” when he saw it, and so, he wasn’t going to let this one slide.  He made sure to go vote the first thing in the morning, just like he had ever since he was old enough to vote.  He arrived at the plant around 9 o’clock.

When he arrived on the Precipitator roof he told me that he had voted that morning and that the line at the polls where he voted was down the block 15 minutes before they opened.  He said he didn’t care what anyone said, he was going to work until 7:00 that evening.  He said, “Just let anyone try to send me home early,” with a big grin on his face and his pipe hanging from the corner of his mouth…. Oh.  Let me remind you what Jim looked like:

This picture reminds me of Jim Kanelakos

This picture reminds me of Jim Kanelakos

This is a picture I found a few years ago on Google Images.  It looked like Jim, so I copied it.  Since then I have received a picture of the crew Jim was working on, so you can see an actual photo:

 

Jim Kanelakos in in the middle in the back (third from the left) with the red plaid shirt standing behind Vonzell Lynn

Jim Kanelakos in in the middle in the back (third from the left) with the red plaid shirt standing behind Vonzell Lynn

Well… When Tom Gibson, the Electric Supervisor came around asking if anyone had arrived late that morning, as acting foreman, what could I say?  I told him that Jim Kanelakos had come in two hours late.  Tom told me to send Jim home at 4:30.  He would get his black time for voting early, but he would not receive any overtime for the day.  I told Tom I would tell Jim.  I also told him that Jim had already said that he was going to stay until 7:00 and expected to receive the normal pay that he would have received if he had worked the entire day.

This sent Tom into a rage.  He wanted Jim taken off our crew and sent back to Operations right then and there.  He said that he disobeyed orders and if it was up to him, he would fire him.  I told Tom that we had a ton of work to do and that we needed everyone we could have until the overhaul was over.  If we sent Jim back to Operations for the remainder of the overhaul, we might not be able to finish our work.  We were working on a very tight schedule as it was.

I told Jim that Tom had told me to tell him to go home at 4:30 in the afternoon.  Jim just laughed.  He said he was going to go home at his regular time…. 7:00 pm.  I said, “Ok.  I am just telling you what Tom said.  I’m going to have to tell him your reply.”  Jim, who was my friend, said, “I know.  Do what you have to do.”

I went back to the electric shop and when I walked in the shop Denise Anson, the receptionist paged me on the Gray Phone.  She said I had a call.  I told her to send it to the electric shop office.  I was surprised when I answered the phone and Charles Campbell was on the other end of the line.  News travels fast….  He was an attorney in Stillwater.  He had heard that there was something going on at the plant that might have something to do with vote tampering.

I told him in detail what I knew about Jim Kanelakos and how he had went to vote in the morning after being told that he had to wait until the evening to vote, or he would be docked pay by missing out on scheduled overtime.  I knew that Charles Campbell, unlike some attorneys, was an upstanding citizen in the community and was in no way an ambulance chaser, but when he heard this, I could immediately hear the eagerness in his voice.  I had the impression by his remarks that if this panned out the right (I mean “the wrong”) way, he might be able to retire early.  We ended the conversation by him saying, “Let me know if you hear about anyone that doesn’t get to vote that wanted to because they left work too late.”  He was in total disbelief that the plant had made that policy.

Well, I found Tom Gibson in his office and I told him what Jim had replied to me.  Tom became even more furious.  (I only saw him this mad or his ears this red one other time… but that is another story).  He repeated that he was going to try to have Jim fired for being insubordinate.  This seemed to me to be unlike Tom who was always a very reasonable person.  I don’t think it was anything personal against Jim, I think there was just something about someone who blatantly (in his mind) had ignored a policy that had been clearly given to him the evening before.

I ended up in the Plant Manager, Ron Kilman’s office.  Ron, who took ultimate responsibility for the decision to tell the employees to not vote in the morning listened to Tom tell him what he thought about the whole thing.  I had been in Ron’s office not too long before this incident to tell him that someone had been hacking through our phone system and it surprised me that Ron wanted to find a way to resolve the issue without raising a ruckus or harming anyone, even the perpetrator.  See the post “Turning the Tables on a Power Plant Telephone Interloper“.  When Ron was questioning me about the issue about what to do with Jim, I could tell that Ron really wanted to resolve this issue with as little conflict as possible.

I told Ron that I had talked to my attorney in Stillwater about what was happening and that he was very anxious to find out if anyone either lost any money because they voted early, or they were not able to vote at the end of the day.  Ron said, “Well.  We made this decision yesterday afternoon without really thinking it through.  When the idea was suggested, it sounded like a good plan at the time.  Then today I went and checked to see what we have done in the past, and we have always let people go vote in the morning.”  Ron’s final decision was to let Jim continue working until seven o’clock and receive the proper black time for voting in the morning.  I let Jim know.

Everything would have been all right except for one thing…..  The Law of the Hog.  You see, I had spent considerable time going back and forth throughout the day between the precipitator roof and the office area discussing this topic with both parties involved.  The entire precipitator crew with the exception of Scott Hubbard, did absolutely no work the entire day.  They kept waiting to see what was going to happen.  We were now one day behind schedule.

From Pioneers to Power Plant Managers

Times were changing in 1987 when the electric company in Oklahoma decided that they needed to downsize the company in order to change with the new business environment.  I always seemed to think that the executives down at corporate headquarters in Oklahoma City knew that the old pioneers in charge of the Power Plants would be very difficult customers when it came to the new business model.

Like I said…. Times were changing.  The digital era was being introduced to the power industry.  We had already upgraded the precipitator controls to make them computerized.  Other areas of the plant were going to be next.  Especially the employees.  Of course, none of us knew that quite yet, except Bill Rivers, who was a natural visionary, and he was gone.

Side story time:

I had always been interested in computers and programming from the time I was a sophomore in High School when I had just turned 15 years old.  My friend Jesse Cheng had introduced me to one of the first programmable calculators, the HP-25.

Hewlett Packard 25

The HP-25 calculator

This was the most wonderful Christmas present I had ever received.  I literally felt myself fainting when I opened the present and found that I had been given a pair of cowboy boots, only to find an HP-25 calculator inside when I opened it up.  Ralphie had nothing on me that day.

It was much like the Christmas Story with Ralphie.  I had tried every with way to convince my parents that using a slide rule in High School was passe.  All the other students in my advanced chemistry class were using calculators, and I was still stuck with my dad’s old circular slide rule.  It was a pretty neat one, I’ll grant you that, but it just… well….. I could work things out on paper faster than I could use the slide rule.

The Gilson Atlas circular slide rule I used in High School

The Gilson Atlas circular slide rule I used in High School

I introduced my friend Jesse Cheng in the post “Why Do Power Plant Men Always Lose the Things They Love Most“.  He had an HP-25 calculator and had loaned it to me to take a Chemistry test.  He showed me how it used Reverse Polish Notation, which is different than a normal calculator, but more like a computer.

The calculator could be programmed with 49 steps.  Because it had a stack built right into it, and the reason it used Reversed Polish Notation, we could create all sorts of games with just those 49 steps.  The book that came with the calculator had a moon landing game.  We made more sophisticated games, like one called Battleship.

Anyway.  Because of this early exposure with actually programming something in a logical manner, I was eager to learn more about programming.  During college, my calculator was often sitting on my desk in the dorm room running a long program to help me perfect a random number generator.  Finally in my Junior year in college, my calculator was completely fried.

After I was married at the end of 1985, I began subscribing to a magazine called “Compute”.  It had actual programs in it in Basic.  I would read the programs to learn how it worked, but at that point, I didn’t own a computer, so all I could do was dream about writing programs.

It wasn’t until Thanksgiving 1987 when I went to visit my ol’ friend Jesse Cheng in Columbia, Missouri who was interning as a medical doctor that I felt a sudden need to have a computer of my own.  He had built a computer using a Heath Kit and we used it to play two computer games.  One was called Starflight:

Starflight by Electronic Arts

Starflight by Electronic Arts

The other was called F15 Strike Eagle:

F-15 Strike Eagle by Microprose

F-15 Strike Eagle by Microprose

When I returned home I was pretty eager to buy a computer.  Up until that time, every my wife and I had gone to the mall, I always had stopped in the computer stores to look at the latest computers.  I never had really considered buying one.  But now, they had 20 megabyte hard drives!  And you could play these terrific games like Starflight and F-15 Strike Eagle.

So, one day after we had left the mall, and my wife could see the look on my face, she finally said…. “Why don’t you go and buy one?”  I asked her, “Are you sure?  Because you know what is going to happen if I get a computer.  I’ll be playing on it all the time.”  She said, “No.  I want you to go buy one.”  So we turned around and went back to the mall.

That was the start of my journey into the world of computers.

End of Side Story.

As I explained in the post “Boppin’ with Bif during the Power Plant Downsizing“, the company offered an early retirement package for everyone 55 years old and older.  They would give them full benefits to leave.  This meant that our Electrical Supervisor, Leroy Godfrey, as well as the assistant plant manager, Bill Moler and the Plant Manager, Eldon Waugh were all going to retire some time in August 1987.

We had a retirement party for Leroy Godfrey out in the country at Diana Brien’s house.  A bunch of the electricians were there including Mark Meeks, who Leroy knew at the time was the one that was going to be laid off.  Mark commented about that later when he was told that he was losing his job that Leroy had sat there and smiled at him while we were at the party.  Mark knew Leroy didn’t like him, but hadn’t expected to be the one to go since everyone thought it would be Gary Wehunt, since he was the newest member in the shop.

I explained in the post, “The Passing of an Old School Power Plant Man — Leroy Godfrey” what Leroy’s management style was like.  It was very top-down, if you know what I mean.  It was like, “Because I told you so.”  No need to explain anything.  That was the world of Power Plant Management up to that point.

I think Corporate Headquarters realized that this needed to change in order for the company to compete in a world where electric companies could no longer count on the Corporation Commission to guarantee a sustainable rate or even a set number of customers.  The world of electric power was changing rapidly and the company needed to move on from the mentality that it could be run like a “good ol’ boys” club.

It is easier to teach young dogs new tricks than older and crankier ones.  It looked to me like this was a logical choice when looking back using hindsight.  I think the company was making a bold move.  I don’t think they really had much of a choice if they wanted to survive.

So, we had the main retirement party at the plant where people stood up and told stories about the old guys that were retiring.  Nothing much happened there except the part where Leroy Godfrey’s daughter stood up and said that we just had to work with him, while she had to live with him… see the post about Leroy above for the full story about that.

Then the following Monday.  I believe it was August 17, 1987, everyone was told to meet in the main break room for a meeting with our new management.  That was when we were introduced to our new plant manager, Ron Kilman.

I remember a certain part of the meeting very well.  Ron said something funny.  It didn’t matter exactly what he said.  I don’t even remember what it was.  Probably something self-deprecating.  I leaned over to Charles Foster, who had been my foreman for a while (on that day, it was officially Andy Tubbs).  I said, “I didn’t know Plant Managers could tell jokes!”

Charles looked back at me and I raised my eyebrows and tilted my head while the corners of my mouth went down. — This was one of the signals I had learned while carpooling with Bud Schoonover when I needed to communicate with Dick Dale without saying anything out loud (see the post:  Carpooling with Bud Schoonover“.  This particular expression meant, “Maybe this won’t be such a bad thing.”

Ron Kilman remained the plant manager at the coal-fired power plant in North Central Oklahoma for the next 7 years.  The stories that I will post during this next year will all be at least partially from this time period.  During this time, there were some decisions that Ron made that I applauded, and others that even he would admit he wished he hadn’t made.

All in all, I think that Ron has a good heart and that those times when he did make a rash decision, it was evident that he was falling back to his “management training” and not managing from his heart.  Old School management training left a lot to be desired.

During the 7 years from 1987 to 1994, the power plant saw a lot of changes.  Some I have alluded to already.  Such as the move to computerize everything.  The other was a total change in how management works.  Or at least that was the attempt.

People were willing to step out of their regular day-to-day jobs and try new things that they thought would help the plant.  Many of these things were successful.  Some of them failed, but not so miserably as they would have if the earlier management had been around.  The employees felt as if they had more of a say in how the plant ran instead of feeling like they were just a bunch of tools running around fixing things.

I have a quote from Ron Kilman that said it all one day after a catastrophe had occurred.  It summed up his management style as opposed to his assistant manager, Ben Brandt.  I will relay the exact story later, but for now I’ll just say that when Ben Brandt saw what happened, the first thing that he said was, “Who did this?”  When Ron Kilman saw what had happened, the first thing he said was, “How can we prevent this from happening again?”

Ben’s approach was from the old school of thought.  Blame and punish the culprit.  Later when we were drastically changing the way process improvements took place, my favorite quote from Ben Brandt is, “I am the obstacle!  We aren’t going to change because I say so.”  We all had to agree.  He was definitely the obstacle.

Ron’s approach was one more like a leader.  “Let’s get the job done right.”  Sure, he is human, so the decisions weren’t always perfect, but I think in general, he was leading where other people may have been dragging.

Well…  I will say no more for now…  I look forward to writing stories about this time period during this next year.  I’m sure there are a lot of those at the plant just as eager to see how I portray the different events that took place during this time.