Tag Archives: Training

A Chance for Power Plant Men to Show Their Quality

Originally posted June 21, 2014.  I updated dates and added some new things.

I don’t know if anyone of us knew what to expect  Wednesday morning January 13 , 1993 when we were told to go to a meeting in the break room that was going to take all day.  We were supposed to be in some kind of training.  Everyone at the plant was going to have to go through whatever training we were having.  Training like this always seemed funny to me for some reason.  I think it was because the hodgepodge of welders, mechanics, machinists, electricians and Instrument and Controls guys seemed so out of place in their coal-stained worn out old jeans and tee shirts.

I remember walking into the break room and sitting down across the table from Paul Mullon.  He was a new chemist at the time.  He had just started work that day.  We became friends right away.  Scott Hubbard, Paul and I were carpooling buddies.  He always looked a lot younger than he really was:

Paul Mullon when he was 90 years old

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

See how much younger he looks?  — Oh.  That’s what I would always say about Gene Day because he was always as old as dirt.  Even when he was young.  Paul is only four years older than I am, but he still looks like he’s a lot younger than 70.  Even his great great grand daughter is saluting him in this photo.  Actually.  I love Paul Mullon as if he was my own brother.  He still looks younger than my younger brother who is four years younger than I am.  People used to think that he was his own daughter’s boyfriend.

When our training began, the plant manager at the coal-fired power plant in North Central Oklahoma, Ron Kilman came in and told us that we were going to learn about the “Quality Process”.  He explained that the Quality Process was a “Process”, not a “Program” like the “We’ve Got The Power Program” we had a few years earlier.  This meant that it wasn’t a one time thing that would be over any time soon.  The Quality Process was something that we will be able to use the rest of our lives.

At this point they handed out a blue binder to each of us.  The title on the front said, “QuickStart – Foundations of Team Development”.  A person from a company called “The Praxis Group”, Rick Olson from Utah (when I originally posted this last year, I couldn’t remember his name.  Then I found my Quality book and it had Rick’s name in it).  I had looked Rick Olson up to see if he was a member of CompuServe and there was Rick Olson from Ogden, Utah.  When I asked him if he was from Ogden, he told me he was from Provo, Utah.

One of the first things Rick asked us to do was to break up into teams of four or five and we were asked to come up with 3 facts about ourselves.  Two of which were true and one that was false.  Then our team mates were asked to vote on which fact they thought was the false one.  The only one I remember from that game was that Ben Brandt had dinner with the Bill Clinton on one occasion when he was Governor of Arkansas.  — At least, I think that was what it was…  Maybe that was the fact that was false.

The purpose of this game was to get to know each other….  Well….  We had all been working with each other for the past 15 years, so we all knew each other pretty good by that time.  Except for someone new like Paul.  I think my false fact was that I had hitchhiked from Columbia, Missouri to New Orleans when I was in college.  — That was an easy one.  Everyone knew that I had hitchhiked to Holly Springs National Forest in Mississippi, not New Orleans.

Anyway, after we knew each other better, we learned about the different roles that members of our teams would have.  Our “Quality” teams were going to be our own crews.  Each team was going to have a Leader, a Facilitator, a Recorder, and if needed (though we never really needed one), a Logistics person.  The Logistics person was just someone that found a place where the team could meet.  We always just met in the Electric Shop office.  I wanted to be “Facilitator”.

We learned about the importance of creating Ground Rules for our Quality Meetings.  One of the Ground rules we had was to be courteous to each other.  Another was to “Be willing to change” (I didn’t think this really belonged as a “Ground Rule”.  I thought of it more as a “Nice to have” given the present company).  Another Ground Rule was to “Discuss – Don’t Lecture”.  One that I thought was pretty important was about “Confidentiality”.  We had a ground rule that essentially said, “What happens in a team meeting… Stays in the team meeting.”

I recently found a list of the Quality teams that were formed at our plant.  Here is a list of the more interesting names and which team it was:  Barrier Reliefs (that was our team — Andy Tubbs team).  Rolaids (Ted Holdges team).  Elmore and the Problem Solvers (Stanley Elmore’s team… of course).  Spit and Whittle (Gerald Ferguson’s Team).  Foster’s Mission (Charles Foster’s team).  Sooner Elite (Engineer’s team).  Boiler Pukes (Cleve’s Smith’s Welding crew I believe).  Quality Trek (Alan Kramer’s Team).  Designing Women (Linda Dallas’s Team).  There were many more.

I think all the Power Plant Quality Teams had the same “Mission Statement”.  It was “To Meet or Exceed our Customer’s Expectations”.  I remember that the person that was teaching all this stuff to us was really good at motivating us to be successful.  As we stepped through the “QuickStart” training manual, the Power Plant He-men were beginning to see the benefit of the tools we were learning.  There were those that would have nothing to do with anything called “Quality”, just because… well…. it was a matter of principle to be against things that was not their own idea.

Later they gave us a the main Quality binder that we used for our team meetings:

Our Quality Manual

Our Quality Manual

When we began learning about the different quality tools that we could use to solve problems, I recognized them right away.  I hadn’t learned any “Quality Process” like Six Sigma at that time, but I was about to graduate from Loyola University in New Orleans in a couple of months with a Masters of Religious Education (MRE) where I had focused my courses on Adult Education.  Half of my classes were about Religious topics, and the other half was about how to teach adults.  The same methods  were used that we learned about in this training.

It just happened that I had spent the previous three years learning the same various quality tools that the Power Plant Men were being taught.  We were learning how to identify barriers to helping our customers and breaking them down one step at at time.  We also learned how to prioritize our efforts to break down the barriers by looking at where we had control and who we were trying to serve… such as ourselves or others.  I remember we tried to stay away from things that were “Self Serving.”

We learned how to do something called a “Barrier Walk”.  This was where we would walk around the plant almost as if we were looking at it for the first time to find barriers we hadn’t noticed before.  We also learned how to brainstorm ideas by just saying whatever came to our minds no matter how silly they may sound without anyone putting anyone down for a dumb idea.  Rick called each barrier that your customer encountered a “SPLAT”.  Our goal was to reduce “SPLAT”s.  I think at one point we even discussed having stickers that said “SPLAT” on them that we could put on barriers when we located them.

When we implemented a quality idea, we were taught to do a “Things Gone Right, Things Gone Wrong” exercise so that we could improve future projects.  This had two columns.  On one side you listed all the good things (which was generally fairly long), and on the other, all the things that went wrong (which was a much shorter list).  This was done so that we could consider how to avoid the things that didn’t work well.

We learned how to make proposals and turn them into a team called “The Action Team”.  I was on this team as the Facilitator for the first 6 months.  Sue Schritter started out as our Action Team Leader.  The other Action team members in the beginning were:  Richard Allen, John Brien, Jim Cave, Robert Grover, Phil Harden, Alan Hetherington, Louise Kalicki, Bruce Klein, Johnnie Keys, Kerry Lewallen, Ron Luckey and George Pepple.

The Power Plant Men learned that there were five S’s that would cause a proposal to fail.

One of those was “Secrecy”.  If you are going to propose something that affects others, then you have to include them in the decision making up front or else even if you think it’s a great idea, others may have legitimate reasons for not implementing it, and you would have wasted your time.

The second was “Simplicity”.  It follows along with Secrecy in that if you just threw the idea together without considering all the others that will be affected by the change, then the proposal would be sent back to you for further study.

The third was “Subjectivity”.  This happens when something just sounds like a good idea.  All the facts aren’t considered.  The solutions you may be proposing may not be the best, or may not even really deal with the root of a problem.  You might even be trying to solve a problem that doesn’t really exist, or is such a small problem that it isn’t worth the effort.

The fourth was “Superficiality”.  This happens when the outcomes from the proposal are not carefully considered.  Things like, what are the long term effects.  Or, What is the best and worst case of this proposal…  Those kind of things are not considered.

The last one is “Self-Serving”.  If you are doing this just because it benefits only your own team and no one else, then you aren’t really doing much to help your customers.  Most likely it may even be causing others an inconvenience for your own benefit.

I know this is becoming boring as I list the different things we learned that week in 1993.  Sorry about that.  I will cut it short by not talking about the “Empowerment Tool” that we learned about, or even the importance of Control Charts and go right to the best tool of them all.  One that Power Plant Men all over can relate to.  It is called the “Fishbone Diagram”.

Fishbone Diagram

Fishbone Diagram

There are few things that Power Plant Men like better than Fishing, so when we began to learn about the Fishbone diagram I could see that even some of the most stubborn skeptics couldn’t bring themselves to say something bad about the Fishbone diagram.  Some were even so enthusiastic that they were over-inflating the importance (and size) of their Fishbone diagrams!  — This along with the Cause and Effect chart were very useful tools in finding the root cause of a problem (or “barrier” as we referred to them).

All in all, this was terrific training.  A lot of good things were done as a result to make things more efficient at the plant because of it.  For the next year, the culture at the plant was being molded into a quality oriented team.  This worked well at our particular plant because the Power Plant Men employed there already took great pride in their work.  So, the majority of the crews fell in behind the effort.  I know of only one team at the coal yard where the entire team decided to have nothing to do with it.

When training was done, I told Rick that I thought that his company would really benefit by having a presence on the Internet.  As I mentioned in last week’s post “Turning the Tables on a Power Plant Interloper”  During this time the World Wide Web did not have browsers and modems did not have the bandwidth at this point, so CompuServe was the only service available for accessing the Internet for the regular population.

I asked Rick if he had heard about CompuServe.  He said he had not heard of it.  I told him that I thought the Internet was going to be the place where training would be available for everyone eventually and he would really benefit by starting a “Quality” Forum on CompuServe, because there wasn’t anything like that on the Internet at the time.  I remember the puzzled look he gave me as he was leaving.  I realized he didn’t have a clue what I was talking about.  Few people knew about the Internet in those days….

I have a number of stories about how the Quality Process thrived at the Power Plant over the next year that I will share.  I promise those stories will not be as boring as this one.

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Power Plant Train Wreck

I always loved playing with numbers, and thanks to the Birthday Phantom at the Coal-fired Power Plant in North Central Oklahoma, I knew everyone’s birthdays. so in 1996 I decided that I would chart them all on a graph.  When I compiled them all, I found that the Power Plant was in for one heck of a train wreck.  The entire basis that enabled the plant the size of a small city to run with a total of 121 employees was going to start crumbling within the next 13 years.

The original chart I made was in pencil.  Here is a simple column chart of the employee ages from Excel:

Age of the employees at the Power Plant in 1996

Age of the employees at the Power Plant in 1996

Now study this chart for a minute….  The youngest person in the plant was 31.  There was one.  The oldest were four who were 56.  If you take everyone from age 40 to 49, you have 70 employees, or  58% of the entire Power Plant population.  So, in a 10 year period, the plant was going to lose a majority of their employees due to retirement.  35% were going to be retired within a 5 year period.

How did this happen?  How is it that the youngest Power Plant Man was 31 years old and the age between the oldest and the youngest was only 26 years?  This happened because of two situations.

The first one is that people rarely ever left the Power Plant, so new hires were rare.  The second situation was that we had a downsizing in 1988 when the employees 55 and older were early retired.  Then in 1994, we had another downsizing where everyone over 50 years old were early retired.  So, we kept lopping off the older employees, without a need to hire anyone new.

There were three entry level jobs when I first hired on as a full time employee.  I went through all of them.  Summer Help, Janitor and Laborer.  None of these jobs existed at the plant anymore.  This had given new employees an introduction into Power Plant Life.  It also gave the foremen an opportunity to pick those employees that had the natural “Power Plant Man” quality that was needed to work in this particular environment.

I brought my chart to the team and showed them how a train wreck was just down the road.  Someone at Corporate Headquarters must have figured this out, so a couple of things were done to try and combat this situation.  I’m sure the same problem must have existed at all of the power plants.

The first thing that was done was that the retirement policy was changed.  Instead of having to wait until you were 60 to retire with full benefits, you could retire with full benefits when your age and your years of service added up to 80 or more.  A couple of years after that policy went into effect, we calculated that Jim Arnold had 100 points when you added his age and his years of service.

As a side note:

When we added up Gene Day’s years of Service and his age it added up to 80.  That’s because, even though he was 80 years old, no one could remember whether he ever did any service….  That’s why I didn’t include him in the chart above.

Gene Day is the one standing on the right with the Orange shirt.

Gene Day is the one standing on the right with the Orange shirt.

Sure.  Gene had been hanging around at the Power Plants since they discovered electricity, but it never occurred to him to retire.  He just walked around with his orange stapler (an Oklahoma State University fan). Anyway… I digress…  Somehow, whenever I talk about being old, Gene Day always seems to pop up in my mind.  I can see him waving his finger at me now (In case you’re wondering… read this post:  “Power Plant Humor and Joking With Gene Day“, or “Psychological Profile of a Power Plant Control Room Operator“).

Back to the story:

The idea was that we should have people begin to leave the plant now instead of all waiting until they were the regular retirement age, so they could be replaced with younger souls.  There was only one catch and the reason why a Power Plant this size could be run with only 121 employees…. well… it had grown to 122 by this time since Brent Kautzman had been hired in the Instrument and Controls department.  He was 31 years old when he was hired.  I remember his birthday since it was the same date as my parent’s anniversary.

Brent Kautzman

Brent Kautzman

The reason that the Power Plant could operate with so few employees was because the majority of the employees at the plant had many years of experience.  The majority of the employees had over 20 years or more with the company.  In fact, I had another chart that I had made at the time that showed how many years of experience we would lose each year that we had a large number of people retiring.  In just one year we would have lost over 220 years of experience if something hadn’t been done soon.

The company decided to hire young inexperienced employees fresh out of vo-tech and begin training them to work at a power plant.  They opened a new position at each of the plants to lead the training efforts.  Someone that had some computer skills and could work with employees to help teach them in the ways of Power Plant Maintenance.  A training program to head off an impending train wreck.

I won’t go into too much detail about how this worked but it consisted of building a training room where new hires would take computer courses then would work part time in the plant learning how things worked.  Then they would take tests and if they passed them, they could move forward with the next part of their training.  All they needed were people willing to give it a try with the understanding that if they didn’t pass their tests, they would lose their jobs by a certain time period.

Training Supervisor…. I think that was the name of the job opening that came out in October, 1997.  I was ready for this one.  I had a Masters in Religious Education from Loyola University in New Orleans, with an emphasis on Adult Education.  I was the computer whiz at the plant.  I could even write the entire training software from scratch with the help and knowledge of the Power Plant Men and Women.

The only problem with this job was that it was understood that at first the new training supervisor was going to have to be spending a lot of time going between the different plants with the training supervisors at each of the plants.  I had just started going back to school at Oklahoma State University to work toward a Computer Science degree.  If I had to travel a lot right away, my studies were going to have to be put on hold.

Even though I was looking forward to earning a Computer Science degree in the next four years, I thought that the Training Supervisor job would be a dream job for me, so I applied for it.  My education could wait.  I interviewed for it with Bill Green, the plant manager, who was the reporting manager for the job.

Bill Green

Bill Green

I explained to him that 50% of the work that I did when studying for my Masters in Religious Education (MRE) was learning techniques on how to teach adults.  I had already shown my ability to do this using the computer when I taught the Switchman Training (see the post: “Power Plant Men Learn to Cope with ‘Boring’“).  I had also taught almost the entire plant how to use Windows when it first came out.

I had created my own little Windows Manual that stepped people through opening up Microsoft Applications and how to maneuver around.

My instruction manual on how to use Windows

Here is my instruction manual on how to use Windows

The Windows Icon was actually the Window Wingding character used for the Flying Windows Screensaver.  I just added the colors to it.

Most of the people at the plant thought that I was a shoe-in for this job.  I was custom designed for it.  When the job was given to someone else, I was a little disappointed, but I was also relieved.  This meant that I could go on with my work toward my degree.  The job was given to Stanley Robbins.  Stanley was a coal yard operator, and a very nice person.

One thing I had learned a long time ago with Scott Hubbard was that when someone is given a job that you really want, it isn’t the person who receives the job that should upset you.  They were chosen by someone else.  Through no fault of their own.  This was a terrific opportunity for Stanley.

So, the day that Stanley began his new job, Bill Green was seen showing him around the plant, since he had spent most of his 18 year career up the hill at the coal yard.  Stanley and Bill entered the electric shop and Bill asked where we kept the Electric Shop copy of the electrical blueprints.  I showed him the cabinets where they were kept. Then they left.

About an hour later, Bill and Stanley returned to the shop and Bill came up to me and said that he had talked to Jerry McCurry in the training department in Oklahoma City (that is Corporate Headquarters), and he was looking for an audio book by Tom Peters, but Jerry said that I had checked it out.  He wanted Stanley to read it.  I told him that I had returned that audio book a couple of months ago, and now had a different audio book checked out at the time.

I took Bill and Stanley into the Electric Shop office and showed them a copy of a Tom Peters audio book that was my own personal copy “In Search of Excellence”, and gave it to Stanley and told him he was free to borrow it, as well as any of the other “motivational” business books I had, including a textbook on Organizational Behavior that I kept on the top of the filing cabinet to read during lunch when we couldn’t think of a fitting lunch time topic.  I had another Tom Peters book on the bookshelf Stanley was free to read, “Thriving on Chaos”:

Thriving on Chaos by Tom Peters

Thriving on Chaos by Tom Peters

And a book left over from our “Quality Process” days that I had rushed out to buy the day I first heard about it from our Quality instructor:

Out of the Crisis by W. Edward Deming

Out of the Crisis by W. Edward Deming

Bill Green, our Plant Manager, who had never spent much time in the electric shop quickly learned a lot about me in those few minutes that he never knew.  What he learned was that I was an avid student of just about anything I could learn.  I had read every book in the Electric Company library and was now going through their list of Audio Books.  I showed him the library catalog and explained to Stanley how to check out books.  — Everything was still done through Intra-Company mail in 1997.

Even though I was intent on being as helpful as I could to Stanley (and I think Stanley would back me up on that.  I always supported Stanley any way I could), at the same time I wanted to impress upon Bill Green that if he was really serious about making the Training Supervisor job a real success, he didn’t really pick the most qualified candidate.

With that said, I think Stanley became a great Training Supervisor.  He was forever grateful for the opportunity for this position.  He stated that to me over and over.  I was glad for Stanley.

Stanley Robbins

Stanley Robbins

I was also relieved for myself, because my dream of becoming a “real” programmer was still a possibility.  I continued with my school and was able to graduate in 2001.  That is another story for a later time.

Six months after the training team had been chosen, and the trainers had settled into their positions, we heard that the company had purchased a specialized “Training Package” for about $400,000.  With additional cost for each module that was added.  Ray Eberle can tell me the price for each module, but it ran somewhere in the neighborhood of $40,000 for each one.

Ray Eberle

Ray Eberle

The training modules included one for each type of equipment in the plant.  So, for instance, there was a module for a large vertical pump, and there was one for a large horizontal pump, and one for a small one, etc.  Ray knew the prices because he was evaluating the course material for them to see if they were correct.

Ray came up to me one day and said he was embarrassed for the company who was creating the modules, because between a set of modules, they were nothing more than copying and pasting the same incorrect material in each one of them.  The set of modules he was reviewing added up to $120,000, and they were all wrong.

I had looked at the application that we had bought and I could easily see that I could have written a much better program with the help of people like Ray and the other Power Plant Men to give me information.  We were going to be spending over $750,000 for a computer training program that we could have created ourselves and then the company could have marketed it to other electric companies who were looking for a training program.

After I received my Computer Science degree I spent years working for Dell creating computer applications that performed any sort of feat that was required.

The train wreck finally hit the plant a few years ago, as a mass exodus of retirees left the plant.  I wasn’t there to see it, so I don’t know if the plant ended up with a larger group of employees or not.  I know that Stanley has retired, but I still picture him at the plant training new hires to become Power Plant Men.

Power Plant Confined Space Rescue Team Takes It to the Next Level

Bill Green, the Plant Manager at the Coal-fired Power Plant in North Central Oklahoma stopped me in the hallway August 17, 1998.  He told me that we were going to have a new Plant Engineer working for us in two weeks and she had heard that we had a Confined Space Rescue team and she wanted to join it.  I told Bill that I looked forward to having a new member on our team.  We had been a team for 4 years and some new blood would be great.

Bill Green

Bill Green

Bill told me that the new engineer’s name was Theresa Acedansky and that she was a volunteer fire fighter.  She was coming to work for us from Foster Wheeler I thought that Acedansky was a unique name.  I thought that I would spend some of my spare lunch times looking up Theresa on the Internet.

At the time, there were some Internet search engines such as Excite that would crawl the web looking for all the available pages on the Internet, and give you a complete list of every page found.  In 1998, I think the number of web pages were still in the millions, so it wasn’t the daunting list that we have today.  Google and Bing own the search tools today, and they only give you what they want to show you.  So, back then, when I searched on “Acedansky”, I found basically everything ever written that had that word in it.

By the time that Miss Acedansky arrived at our plant on August 31, 1998, I pretty much knew her work background (Remember, this was before LinkedIn that began in 2003) and where she had graduated high school.  I knew about her sister in Pennsylvania (I think it was), and her mother in Florida who worked at a Catholic Church.  I had basically stalked this person I had never set eyes on for the two weeks prior to her arrival.

I did all this gathering of information because I was (as Bill Bennett used to call me) a “scamp” or a “rascal”.  I figured that anything I could find could be used to introduce Theresa to the fine art of “Power Plant Jokes”.  Just as I had compiled my list for Gene Day in order to help him work through his psychological problems (See the post “The Psychological Profile of a Control Room Operator“), I figured I could offer a similar service to Theresa when she arrived.

I think I might have been able to spook her a little a couple of weeks after she arrived when I pinged her on ICQ, which was one of the few direct chat windows at the time.

The ICQ Logo

The ICQ Logo

She was easy to find since her ICQ number was listed on a fire fighter web site.  When I began asking her about how her sister was doing in whatever town she was in, and how her mom liked Florida since she had moved there (and I knew about when), she said, “Gee, I didn’t realize that I had talked so much about myself.”

What is easy to find on someone today on the Internet took a little more work back then, and people didn’t realize the vast amount of knowledge available at your fingertips.

Since Theresa was joining our Confined Space Team and would need the proper training, we took advantage of the situation to have the rest of us trained again.  It had been four years since we had formal training.  We made arrangements to have a Confined Space Training team from Dallas come up and teach us.

We practiced tying knots in our rescue rope behind our backs in the dark wearing our leather rescue gloves.

Rescue Gloves

Rescue Gloves

The padding across the palm of the rescue gloves we used were to keep from burning your hands when you were rappelling down a rope.  With the formal training we were given the opportunity to once again put on SCBAs and go through a smoke-filled maze crawling through tunnels to rescue someone.

Man wearing an SCBA

Man wearing an SCBA

After our training Randy Dailey, “Mr. Safety” from our team suggested that we meet regularly with the rest of the Confined Space Rescue Teams in order to learn “Best Practices” from each other.  So, we contacted the other teams and began meeting regularly at each of the plants, or some other spot where we could all meet together.

Randy Dailey, known as Mr. Safety to Real Power Plant Men

Randy Dailey, known as Mr. Safety to Real Power Plant Men

When we arrived at the Muskogee Power Plant to meet with  the rest of the Confined Space Teams, we found that the entire team at Muskogee had all become certified EMTs (which means Emergency Medical Technician).

Power Plant in Muskogee Oklahoma

Power Plant in Muskogee Oklahoma

The Muskogee Plant was right across the Arkansas river from Muskogee where Firefighters and rescue teams were close by.  Our plant in North Central Oklahoma was out in the country, 25 miles from the nearest rescue team.

We took the idea that our Confined Space Rescue Team should all be trained EMTs, which was positively received… if we wanted to go out and do it ourselves.  That may have been easy if we all lived in the same town, but as it was, it is 45 miles from Ponca City to Stillwater, or Pawnee, or Perry, the four towns where Power Plant Men in North Central Oklahoma resided.  So, all of us taking training as a team on our own was not practical.  So, that never happened.

We did, however, become very proficient in tying someone down in a stretcher.  Our team practiced tying someone into a stretcher until it took us only one minute and 37 seconds to have someone completely hog-tied down in a stretcher to the point that they couldn’t move.

Rescue Stretcher

Rescue Stretcher

We demonstrated this to our plant during one of our monthly safety meetings by tying up our Plant Manager Bill Green in a stretcher so that he couldn’t move more than an inch in any direction.  Then we proved it by picking him, turning him over so that he was facing the floor.  Then swivelling him around so that he was upside down with his head toward the floor and his feet up in the air.  We showed how his head didn’t slide down to touch the rail on the stretcher.

I think as we were swiveling our  Plant Manager around all tied up in the stretcher, Bill was asking himself if this was such a good idea.  At the same time, the members of the rescue team were thinking this would be a good time to ask Bill again if we could be trained EMTs.  I can say that it felt good to take the Plant Manager and set him on his head, I wish someone had taken a picture… but alas, we didn’t have cell phones with cameras at that time.

In 1999 we held a “Confined Space Rescue Conference” in Oklahoma City.  Harry McRee did some rescue team training for us at the training facility in Oklahoma City where the rescuers had to be lowered down into a tank in the dark in order to rescue their rescue dummy.  It was there that I met with Harry about the Switchman Training I had been doing at our plant (see the post:  “Power Plant Men Learn to Cope with Boring“).  I have kept Harry’s card since the first day I met him.  He was a very likable person and I suppose still is to this day.

Harry McRee's Business Card

Harry McRee’s Business Card

Because we had officially called this a “Conference” (I think so that we could repeat it each year around the same time), we had T-Shirts made:

We even had T-Shirts made for our Confined Space Rescue Conference in 1999

We even had T-Shirts made for our Confined Space Rescue Conference in 1999

This has been my favorite “company” shirt I have ever worn (out).  There are various reasons I think that I like this shirt so much.  One reason may be that it is made with very sturdy material.  Sure, it’s cotton, but it’s made with what is called “SuperWeight” cotton (from Gildan Activewear).  It has kept this shirt from falling apart even though I have worn it regularly over the past 16 years.

Or maybe because Green is my favorite color because it reminds me of grass and trees, and um… other green things.  Ok… no…. I admit it…. It’s really because of what the shirt says and what it represents.  See here is what is written on the shirt:

Confined Space Rescue Conference Shirt up close

Confined Space Rescue Conference Shirt up close

There is the pride of having served on the Confined Space Rescue Team for the number one best Electric Company in the country (and therefore in the world).

No.  I think the real reason I like wearing this shirt is because to me, it brings me back to the days when I worked with some of the best people that God ever thought to create.  The Power Plant Men and Women found in North Central Oklahoma.  It is this reason that I keep looking for this shirt to come back to my closet from the laundry so that I can put it on again.  When it does, I wear it for several days at a time.

It isn’t that I wear it because of Pride.  I wear it for comfort.  Not the comfort from wearing a shirt with a fraying collar, but the comfort that I receive by flying back to the time we spent together as a Power Plant Team.  I wear this shirt for the same reason that I write these Power Plant Man Posts.  I wear this shirt to celebrate their lives.

So, whatever happened to Theresa Acedansky?

Since I have left the Power Plant, I have been able to return to visit four times.  One time I visited in 2004 and David Evans, a Control Room Operator told me that Theresa Acedansky, who I knew had moved to the Muskogee Power Plant, had married a Power Plant Man at the Muskogee Plant.

David Evans waits for Jim Padgett to get a cup of coffee -- Thanks Jim Cave for the picture

David Evans waits for Jim Padgett to get a cup of coffee — Thanks Jim Cave for the picture

David couldn’t remember the name of the person that she married.  Today, that isn’t hard to find.  Just this morning, I looked it up and found that Theresa married Tommy Seitz.  Knowing that, I was able then to find her on LinkedIn, only to find that we already share 35 connections.  So, I sent her a connection request.

I also learned that Theresa and Tommy now live in Oklahoma City, and that Tommy’s father died in 2010… Ok… I know… creepy huh?  We know everything we want to know about each other these days.  So… you would think I would be able to come up with a picture of Theresa….

That was a difficult one, but I did finally find one.  You see, I know that when Theresa gets involved in something she is the type of person that dives right in and puts all of her effort forward…. She did that when she was a firefighter.  She did that when she was a confined space rescuer.  She also does this with her current job as the Director of Utility Technical Learning at the Electric Company.

I knew from back in 1998 that Theresa’s middle initial was M.  I think I actually knew what the M stood for, but I can’t remember today… Maybe Maria or Mary.  This helped the search this morning.  What I did find was that Theresa is a member of a group called PRB Coal Users’ Group.  PRB stands for Powder River Basin… Which happens to be where the Electric Company buys the coal used at the Coal-fired plants.  Not only is she in the group, but she is the Vice Chairperson on the Board of Directors for this group.  Why doesn’t this surprise me?

Theresa Acedansky is the Vice Chairperson for the Power River Basin Coal Users' Group. The only woman on the Board of Directors

Theresa Acedansky (Seitz) is the Vice Chairperson for the Power River Basin Coal Users’ Group. The only woman on the Board of Directors and probably the person really in charge.

And as Paul Harvey would say, “Now we know the rest of the story…..”

A Chance for Power Plant Men to Show Their Quality

Originally posted June 21, 2014.  I updated dates and added some new things.

I don’t know if anyone of us knew what to expect  Wednesday morning January 13 , 1993 when we were told to go to a meeting in the break room that was going to take all day.  We were supposed to be in some kind of training.  Everyone at the plant was going to have to go through whatever training we were having.  Training like this always seemed funny to me for some reason.  I think it was because the hodgepodge of welders, mechanics, machinists, electricians and Instrument and Controls guys seemed so out of place in their coal-stained worn out old jeans and tee shirts.

I remember walking into the break room and sitting down across the table from Paul Mullon.  He was a new chemist at the time.  He had just started work that day.  We became friends right away.  Scott Hubbard, Paul and I were carpooling buddies.  He always looked a lot younger than he really was:

Paul Mullon when he was 90 years old

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

See how much younger he looks?  — Oh.  That’s what I would always say about Gene Day because he was always as old as dirt.  Even when he was young.  Paul is only four years older than I am, but he still looks like he’s a lot younger than 70.  Even his great great grand daughter is saluting him in this photo.  Actually.  I love Paul Mullon as if he was my own brother.  He still looks younger than my younger brother who is four years younger than I am.  People used to think that he was his own daughter’s boyfriend.

When our training began, the plant manager at the coal-fired power plant in North Central Oklahoma, Ron Kilman came in and told us that we were going to learn about the “Quality Process”.  He explained that the Quality Process was a “Process”, not a “Program” like the “We’ve Got The Power Program” we had a few years earlier.  This meant that it wasn’t a one time thing that would be over any time soon.  The Quality Process was something that we will be able to use the rest of our lives.

At this point they handed out a blue binder to each of us.  The title on the front said, “QuickStart – Foundations of Team Development”.  A person from a company called “The Praxis Group”, Rick Olson from Utah (when I originally posted this last year, I couldn’t remember his name.  Then I found my Quality book and it had Rick’s name in it).  I had looked Rick Olson up to see if he was a member of CompuServe and there was Rick Olson from Ogden, Utah.  When I asked him if he was from Ogden, he told me he was from Provo, Utah.

One of the first things Rick asked us to do was to break up into teams of four or five and we were asked to come up with 3 facts about ourselves.  Two of which were true and one that was false.  Then our team mates were asked to vote on which fact they thought was the false one.  The only one I remember from that game was that Ben Brandt had dinner with the Bill Clinton on one occasion when he was Governor of Arkansas.  — At least, I think that was what it was…  Maybe that was the fact that was false.

The purpose of this game was to get to know each other….  Well….  We had all been working with each other for the past 15 years, so we all knew each other pretty good by that time.  Except for someone new like Paul.  I think my false fact was that I had hitchhiked from Columbia, Missouri to New Orleans when I was in college.  — That was an easy one.  Everyone knew that I had hitchhiked to Holly Springs National Forest in Mississippi, not New Orleans.

Anyway, after we knew each other better, we learned about the different roles that members of our teams would have.  Our “Quality” teams were going to be our own crews.  Each team was going to have a Leader, a Facilitator, a Recorder, and if needed (though we never really needed one), a Logistics person.  The Logistics person was just someone that found a place where the team could meet.  We always just met in the Electric Shop office.  I wanted to be “Facilitator”.

We learned about the importance of creating Ground Rules for our Quality Meetings.  One of the Ground rules we had was to be courteous to each other.  Another was to “Be willing to change” (I didn’t think this really belonged as a “Ground Rule”.  I thought of it more as a “Nice to have” given the present company).  Another Ground Rule was to “Discuss – Don’t Lecture”.  One that I thought was pretty important was about “Confidentiality”.  We had a ground rule that essentially said, “What happens in a team meeting… Stays in the team meeting.”

I recently found a list of the Quality teams that were formed at our plant.  Here is a list of the more interesting names and which team it was:  Barrier Reliefs (that was our team — Andy Tubbs team).  Rolaids (Ted Holdges team).  Elmore and the Problem Solvers (Stanley Elmore’s team… of course).  Spit and Whittle (Gerald Ferguson’s Team).  Foster’s Mission (Charles Foster’s team).  Sooner Elite (Engineer’s team).  Boiler Pukes (Cleve’s Smith’s Welding crew I believe).  Quality Trek (Alan Kramer’s Team).  Designing Women (Linda Dallas’s Team).  There were many more.

I think all the Power Plant Quality Teams had the same “Mission Statement”.  It was “To Meet or Exceed our Customer’s Expectations”.  I remember that the person that was teaching all this stuff to us was really good at motivating us to be successful.  As we stepped through the “QuickStart” training manual, the Power Plant He-men were beginning to see the benefit of the tools we were learning.  There were those that would have nothing to do with anything called “Quality”, just because… well…. it was a matter of principle to be against things that was not their own idea.

Later they gave us a the main Quality binder that we used for our team meetings:

Our Quality Manual

Our Quality Manual

When we began learning about the different quality tools that we could use to solve problems, I recognized them right away.  I hadn’t learned any “Quality Process” like Six Sigma at that time, but I was about to graduate from Loyola University in New Orleans in a couple of months with a Masters of Religious Education (MRE) where I had focused my courses on Adult Education.  Half of my classes were about Religious topics, and the other half was about how to teach adults.  The same methods  were used that we learned about in this training.

It just happened that I had spent the previous three years learning the same various quality tools that the Power Plant Men were being taught.  We were learning how to identify barriers to helping our customers and breaking them down one step at at time.  We also learned how to prioritize our efforts to break down the barriers by looking at where we had control and who we were trying to serve… such as ourselves or others.  I remember we tried to stay away from things that were “Self Serving.”

We learned how to do something called a “Barrier Walk”.  This was where we would walk around the plant almost as if we were looking at it for the first time to find barriers we hadn’t noticed before.  We also learned how to brainstorm ideas by just saying whatever came to our minds no matter how silly they may sound without anyone putting anyone down for a dumb idea.  Rick called each barrier that your customer encountered a “SPLAT”.  Our goal was to reduce “SPLAT”s.  I think at one point we even discussed having stickers that said “SPLAT” on them that we could put on barriers when we located them.

When we implemented a quality idea, we were taught to do a “Things Gone Right, Things Gone Wrong” exercise so that we could improve future projects.  This had two columns.  On one side you listed all the good things (which was generally fairly long), and on the other, all the things that went wrong (which was a much shorter list).  This was done so that we could consider how to avoid the things that didn’t work well.

We learned how to make proposals and turn them into a team called “The Action Team”.  I was on this team as the Facilitator for the first 6 months.  Sue Schritter started out as our Action Team Leader.  The other Action team members in the beginning were:  Richard Allen, John Brien, Jim Cave, Robert Grover, Phil Harden, Alan Hetherington, Louise Kalicki, Bruce Klein, Johnnie Keys, Kerry Lewallen, Ron Luckey and George Pepple.

The Power Plant Men learned that there were five S’s that would cause a proposal to fail.

One of those was “Secrecy”.  If you are going to propose something that affects others, then you have to include them in the decision making up front or else even if you think it’s a great idea, others may have legitimate reasons for not implementing it, and you would have wasted your time.

The second was “Simplicity”.  It follows along with Secrecy in that if you just threw the idea together without considering all the others that will be affected by the change, then the proposal would be sent back to you for further study.

The third was “Subjectivity”.  This happens when something just sounds like a good idea.  All the facts aren’t considered.  The solutions you may be proposing may not be the best, or may not even really deal with the root of a problem.  You might even be trying to solve a problem that doesn’t really exist, or is such a small problem that it isn’t worth the effort.

The fourth was “Superficiality”.  This happens when the outcomes from the proposal are not carefully considered.  Things like, what are the long term effects.  Or, What is the best and worst case of this proposal…  Those kind of things are not considered.

The last one is “Self-Serving”.  If you are doing this just because it benefits only your own team and no one else, then you aren’t really doing much to help your customers.  Most likely it may even be causing others an inconvenience for your own benefit.

I know this is becoming boring as I list the different things we learned that week in 1993.  Sorry about that.  I will cut it short by not talking about the “Empowerment Tool” that we learned about, or even the importance of Control Charts and go right to the best tool of them all.  One that Power Plant Men all over can relate to.  It is called the “Fishbone Diagram”.

Fishbone Diagram

Fishbone Diagram

There are few things that Power Plant Men like better than Fishing, so when we began to learn about the Fishbone diagram I could see that even some of the most stubborn skeptics couldn’t bring themselves to say something bad about the Fishbone diagram.  Some were even so enthusiastic that they were over-inflating the importance (and size) of their Fishbone diagrams!  — This along with the Cause and Effect chart were very useful tools in finding the root cause of a problem (or “barrier” as we referred to them).

All in all, this was terrific training.  A lot of good things were done as a result to make things more efficient at the plant because of it.  For the next year, the culture at the plant was being molded into a quality oriented team.  This worked well at our particular plant because the Power Plant Men employed there already took great pride in their work.  So, the majority of the crews fell in behind the effort.  I know of only one team at the coal yard where the entire team decided to have nothing to do with it.

When training was done, I told Rick that I thought that his company would really benefit by having a presence on the Internet.  As I mentioned in last week’s post “Turning the Tables on a Power Plant Interloper”  During this time the World Wide Web did not have browsers and modems did not have the bandwidth at this point, so CompuServe was the only service available for accessing the Internet for the regular population.

I asked Rick if he had heard about CompuServe.  He said he had not heard of it.  I told him that I thought the Internet was going to be the place where training would be available for everyone eventually and he would really benefit by starting a “Quality” Forum on CompuServe, because there wasn’t anything like that on the Internet at the time.  I remember the puzzled look he gave me as he was leaving.  I realized he didn’t have a clue what I was talking about.  Few people knew about the Internet in those days….

I have a number of stories about how the Quality Process thrived at the Power Plant over the next year that I will share.  I promise those stories will not be as boring as this one.

Power Plant Train Wreck

I always loved playing with numbers, and thanks to the Birthday Phantom at the Coal-fired Power Plant in North Central Oklahoma, I knew everyone’s birthdays. so in 1996 I decided that I would chart them all on a graph.  When I compiled them all, I found that the Power Plant was in for one heck of a train wreck.  The entire basis that enabled the plant the size of a small city to run with a total of 121 employees was going to start crumbling within the next 13 years.

The original chart I made was in pencil.  Here is a simple column chart of the employee ages from Excel:

Age of the employees at the Power Plant in 1996

Age of the employees at the Power Plant in 1996

Now study this chart for a minute….  The youngest person in the plant was 31.  There was one.  The oldest were four who were 56.  If you take everyone from age 40 to 49, you have 70 employees, or  58% of the entire Power Plant population.  So, in a 10 year period, the plant was going to lose a majority of their employees due to retirement.  35% were going to be retired within a 5 year period.

How did this happen?  How is it that the youngest Power Plant Man was 31 years old and the age between the oldest and the youngest was only 26 years?  This happened because of two situations.

The first one is that people rarely ever left the Power Plant, so new hires were rare.  The second situation was that we had a downsizing in 1988 when the employees 55 and older were early retired.  Then in 1994, we had another downsizing where everyone over 50 years old were early retired.  So, we kept lopping off the older employees, without a need to hire anyone new.

There were three entry level jobs when I first hired on as a full time employee.  I went through all of them.  Summer Help, Janitor and Laborer.  None of these jobs existed at the plant anymore.  This had given new employees an introduction into Power Plant Life.  It also gave the foremen an opportunity to pick those employees that had the natural “Power Plant Man” quality that was needed to work in this particular environment.

I brought my chart to the team and showed them how a train wreck was just down the road.  Someone at Corporate Headquarters must have figured this out, so a couple of things were done to try and combat this situation.  I’m sure the same problem must have existed at all of the power plants.

The first thing that was done was that the retirement policy was changed.  Instead of having to wait until you were 60 to retire with full benefits, you could retire with full benefits when your age and your years of service added up to 80 or more.  A couple of years after that policy went into effect, we calculated that Jim Arnold had 100 points when you added his age and his years of service.

As a side note:

When we added up Gene Day’s years of Service and his age it added up to 80.  That’s because, even though he was 80 years old, no one could remember whether he ever did any service….  That’s why I didn’t include him in the chart above.

Gene Day is the one standing on the right with the Orange shirt.

Gene Day is the one standing on the right with the Orange shirt.

Sure.  Gene had been hanging around at the Power Plants since they discovered electricity, but it never occurred to him to retire.  He just walked around with his orange stapler (an Oklahoma State University fan). Anyway… I digress…  Somehow, whenever I talk about being old, Gene Day always seems to pop up in my mind.  I can see him waving his finger at me now (In case you’re wondering… read this post:  “Power Plant Humor and Joking With Gene Day“, or “Psychological Profile of a Power Plant Control Room Operator“).

Back to the story:

The idea was that we should have people begin to leave the plant now instead of all waiting until they were the regular retirement age, so they could be replaced with younger souls.  There was only one catch and the reason why a Power Plant this size could be run with only 121 employees…. well… it had grown to 122 by this time since Brent Kautzman had been hired in the Instrument and Controls department.  He was 31 years old when he was hired.  I remember his birthday since it was the same date as my parent’s anniversary.

Brent Kautzman

Brent Kautzman

The reason that the Power Plant could operate with so few employees was because the majority of the employees at the plant had many years of experience.  The majority of the employees had over 20 years or more with the company.  In fact, I had another chart that I had made at the time that showed how many years of experience we would lose each year that we had a large number of people retiring.  In just one year we would have lost over 220 years of experience if something hadn’t been done soon.

The company decided to hire young inexperienced employees fresh out of vo-tech and begin training them to work at a power plant.  They opened a new position at each of the plants to lead the training efforts.  Someone that had some computer skills and could work with employees to help teach them in the ways of Power Plant Maintenance.  A training program to head off an impending train wreck.

I won’t go into too much detail about how this worked but it consisted of building a training room where new hires would take computer courses then would work part time in the plant learning how things worked.  Then they would take tests and if they passed them, they could move forward with the next part of their training.  All they needed were people willing to give it a try with the understanding that if they didn’t pass their tests, they would lose their jobs by a certain time period.

Training Supervisor…. I think that was the name of the job opening that came out in October, 1997.  I was ready for this one.  I had a Masters in Religious Education from Loyola University in New Orleans, with an emphasis on Adult Education.  I was the computer whiz at the plant.  I could even write the entire training software from scratch with the help and knowledge of the Power Plant Men and Women.

The only problem with this job was that it was understood that at first the new training supervisor was going to have to be spending a lot of time going between the different plants with the training supervisors at each of the plants.  I had just started going back to school at Oklahoma State University to work toward a Computer Science degree.  If I had to travel a lot right away, my studies were going to have to be put on hold.

Even though I was looking forward to earning a Computer Science degree in the next four years, I thought that the Training Supervisor job would be a dream job for me, so I applied for it.  My education could wait.  I interviewed for it with Bill Green, the plant manager, who was the reporting manager for the job.

Bill Green

Bill Green

I explained to him that 50% of the work that I did when studying for my Masters in Religious Education (MRE) was learning techniques on how to teach adults.  I had already shown my ability to do this using the computer when I taught the Switchman Training (see the post: “Power Plant Men Learn to Cope with ‘Boring’“).  I had also taught almost the entire plant how to use Windows when it first came out.

I had created my own little Windows Manual that stepped people through opening up Microsoft Applications and how to maneuver around.

My instruction manual on how to use Windows

Here is my instruction manual on how to use Windows

The Windows Icon was actually the Window Wingding character used for the Flying Windows Screensaver.  I just added the colors to it.

Most of the people at the plant thought that I was a shoe-in for this job.  I was custom designed for it.  When the job was given to someone else, I was a little disappointed, but I was also relieved.  This meant that I could go on with my work toward my degree.  The job was given to Stanley Robbins.  Stanley was a coal yard operator, and a very nice person.

One thing I had learned a long time ago with Scott Hubbard was that when someone is given a job that you really want, it isn’t the person who receives the job that should upset you.  They were chosen by someone else.  Through no fault of their own.  This was a terrific opportunity for Stanley.

So, the day that Stanley began his new job, Bill Green was seen showing him around the plant, since he had spent most of his 18 year career up the hill at the coal yard.  Stanley and Bill entered the electric shop and Bill asked where we kept the Electric Shop copy of the electrical blueprints.  I showed him the cabinets where they were kept. Then they left.

About an hour later, Bill and Stanley returned to the shop and Bill came up to me and said that he had talked to Jerry McCurry in the training department in Oklahoma City (that is Corporate Headquarters), and he was looking for an audio book by Tom Peters, but Jerry said that I had checked it out.  He wanted Stanley to read it.  I told him that I had returned that audio book a couple of months ago, and now had a different audio book checked out at the time.

I took Bill and Stanley into the Electric Shop office and showed them a copy of a Tom Peters audio book that was my own personal copy “In Search of Excellence”, and gave it to Stanley and told him he was free to borrow it, as well as any of the other “motivational” business books I had, including a textbook on Organizational Behavior that I kept on the top of the filing cabinet to read during lunch when we couldn’t think of a fitting lunch time topic.  I had another Tom Peters book on the bookshelf Stanley was free to read, “Thriving on Chaos”:

Thriving on Chaos by Tom Peters

Thriving on Chaos by Tom Peters

And a book left over from our “Quality Process” days that I had rushed out to buy the day I first heard about it from our Quality instructor:

Out of the Crisis by W. Edward Deming

Out of the Crisis by W. Edward Deming

Bill Green, our Plant Manager, who had never spent much time in the electric shop quickly learned a lot about me in those few minutes that he never knew.  What he learned was that I was an avid student of just about anything I could learn.  I had read every book in the Electric Company library and was now going through their list of Audio Books.  I showed him the library catalog and explained to Stanley how to check out books.  — Everything was still done through Intra-Company mail in 1997.

Even though I was intent on being as helpful as I could to Stanley (and I think Stanley would back me up on that.  I always supported Stanley any way I could), at the same time I wanted to impress upon Bill Green that if he was really serious about making the Training Supervisor job a real success, he didn’t really pick the most qualified candidate.

With that said, I think Stanley became a great Training Supervisor.  He was forever grateful for the opportunity for this position.  He stated that to me over and over.  I was glad for Stanley.

Stanley Robbins

Stanley Robbins

I was also relieved for myself, because my dream of becoming a “real” programmer was still a possibility.  I continued with my school and was able to graduate in 2001.  That is another story for a later time.

Six months after the training team had been chosen, and the trainers had settled into their positions, we heard that the company had purchased a specialized “Training Package” for about $400,000.  With additional cost for each module that was added.  Ray Eberle can tell me the price for each module, but it ran somewhere in the neighborhood of $40,000 for each one.

Ray Eberle

Ray Eberle

The training modules included one for each type of equipment in the plant.  So, for instance, there was a module for a large vertical pump, and there was one for a large horizontal pump, and one for a small one, etc.  Ray knew the prices because he was evaluating the course material for them to see if they were correct.

Ray came up to me one day and said he was embarrassed for the company who was creating the modules, because between a set of modules, they were nothing more than copying and pasting the same incorrect material in each one of them.  The set of modules he was reviewing added up to $120,000, and they were all wrong.

I had looked at the application that we had bought and I could easily see that I could have written a much better program with the help of people like Ray and the other Power Plant Men to give me information.  We were going to be spending over $750,000 for a computer training program that we could have created ourselves and then the company could have marketed it to other electric companies who were looking for a training program.

After I received my Computer Science degree I spent years working for Dell creating computer applications that performed any sort of feat that was required.

The train wreck finally hit the plant a few years ago, as a mass exodus of retirees left the plant.  I wasn’t there to see it, so I don’t know if the plant ended up with a larger group of employees or not.  I know that Stanley has retired, but I still picture him at the plant training new hires to become Power Plant Men.

Power Plant Confined Space Rescue Team Takes It to the Next Level

Bill Green, the Plant Manager at the Coal-fired Power Plant in North Central Oklahoma stopped me in the hallway August 17, 1998.  He told me that we were going to have a new Plant Engineer working for us in two weeks and she had heard that we had a Confined Space Rescue team and she wanted to join it.  I told Bill that I looked forward to having a new member on our team.  We had been a team for 4 years and some new blood would be great.

Bill Green

Bill Green

Bill told me that the new engineer’s name was Theresa Acedansky and that she was a volunteer fire fighter.  She was coming to work for us from Foster Wheeler I thought that Acedansky was a unique name.  I thought that I would spend some of my spare lunch times looking up Theresa on the Internet.

At the time, there were some Internet search engines such as Excite that would crawl the web looking for all the available pages on the Internet, and give you a complete list of every page found.  In 1998, I think the number of web pages were still in the millions, so it wasn’t the daunting list that we have today.  Google and Bing own the search tools today, and they only give you what they want to show you.  So, back then, when I searched on “Acedansky”, I found basically everything ever written that had that word in it.

By the time that Miss Acedansky arrived at our plant on August 31, 1998, I pretty much knew her work background (Remember, this was before LinkedIn that began in 2003) and where she had graduated high school.  I knew about her sister in Pennsylvania (I think it was), and her mother in Florida who worked at a Catholic Church.  I had basically stalked this person I had never set eyes on for the two weeks prior to her arrival.

I did all this gathering of information because I was (as Bill Bennett used to call me) a “scamp” or a “rascal”.  I figured that anything I could find could be used to introduce Theresa to the fine art of “Power Plant Jokes”.  Just as I had compiled my list for Gene Day in order to help him work through his psychological problems (See the post “The Psychological Profile of a Control Room Operator“), I figured I could offer a similar service to Theresa when she arrived.

I think I might have been able to spook her a little a couple of weeks after she arrived when I pinged her on ICQ, which was one of the few direct chat windows at the time.

The ICQ Logo

The ICQ Logo

She was easy to find since her ICQ number was listed on a fire fighter web site.  When I began asking her about how her sister was doing in whatever town she was in, and how her mom liked Florida since she had moved there (and I knew about when), she said, “Gee, I didn’t realize that I had talked so much about myself.”

What is easy to find on someone today on the Internet took a little more work back then, and people didn’t realize the vast amount of knowledge available at your fingertips.

Since we Theresa was joining our Confined Space Team and would need the proper training, we took advantage of the situation to have the rest of us trained again.  It had been four years since we had formal training.  We made arrangements to have a Confined Space Training team from Dallas come up and teach us.

We practiced tying knots in our rescue rope behind our backs in the dark wearing our leather rescue gloves.

Rescue Gloves

Rescue Gloves

The padding across the palm of the rescue gloves we used were to keep from burning your hands when you were rappelling down a rope.  With the formal training we were given the opportunity to once again put on SCBAs and go through a smoke-filled maze crawling through tunnels to rescue someone.

Man wearing an SCBA

Man wearing an SCBA

After our training Randy Dailey, “Mr. Safety” from our team suggested that we meet regularly with the rest of the Confined Space Rescue Teams in order to learn “Best Practices” from each other.  So, we contacted the other teams and began meeting regularly at each of the plants, or some other spot where we could all meet together.

Randy Dailey, known as Mr. Safety to Real Power Plant Men

Randy Dailey, known as Mr. Safety to Real Power Plant Men

When we arrived at the Muskogee Power Plant to meet with  the rest of the Confined Space Teams, we found that the entire team at Muskogee had all become certified EMTs (which means Emergency Medical Technician).

Power Plant in Muskogee Oklahoma

Power Plant in Muskogee Oklahoma

The Muskogee Plant was right across the Arkansas river from Muskogee where Firefighters and rescue teams were close by.  Our plant in North Central Oklahoma was out in the country, 25 miles from the nearest rescue team.

We took the idea that our Confined Space Rescue Team should all be trained EMTs, which was positively received… if we wanted to go out and do it ourselves.  That may have been easy if we all lived in the same town, but as it was, it is 45 miles from Ponca City to Stillwater, or Pawnee, or Perry, the four towns where Power Plant Men in North Central Oklahoma resided.  So, all of us taking training as a team on our own was not practical.  So, that never happened.

We did, however, become very proficient in tying someone down in a stretcher.  Our team practiced tying someone into a stretcher until it took us only one minute and 37 seconds to have someone completely hog-tied down in a stretcher to the point that they couldn’t move.

Rescue Stretcher

Rescue Stretcher

We demonstrated this to our plant during one of our monthly safety meetings by tying up our Plant Manager Bill Green in a stretcher so that he couldn’t move more than an inch in any direction.  Then we proved it by picking him, turning him over so that he was facing the floor.  Then swivelling him around so that he was upside down with his head toward the floor and his feet up in the air.  We showed how his head didn’t slide down to touch the rail on the stretcher.

I think as we were swiveling our  Plant Manager around all tied up in the stretcher, Bill was asking himself if this was such a good idea.  At the same time, the members of the rescue team were thinking this would be a good time to ask Bill again if we could be trained EMTs.  I can say that it felt good to take the Plant Manager and set him on his head, I wish someone had taken a picture… but alas, we didn’t have cell phones with cameras at that time.

In 1999 we held a “Confined Space Rescue Conference” in Oklahoma City.  Harry McRee did some rescue team training for us at the training facility in Oklahoma City where the rescuers had to be lowered down into a tank in the dark in order to rescue their rescue dummy.  It was there that I met with Harry about the Switchman Training I had been doing at our plant (see the post:  “Power Plant Men Learn to Cope with Boring“).  I have kept Harry’s card since the first day I met him.  He was a very likable person and I suppose still is to this day.

Harry McRee's Business Card

Harry McRee’s Business Card

Because we had officially called this a “Conference” (I think so that we could repeat it each year around the same time), we had T-Shirts made:

We even had T-Shirts made for our Confined Space Rescue Conference in 1999

We even had T-Shirts made for our Confined Space Rescue Conference in 1999

This has been my favorite “company” shirt I have ever worn (out).  There are various reasons I think that I like this shirt so much.  One reason may be that it is made with very sturdy material.  Sure, it’s cotton, but it’s made with what is called “SuperWeight” cotton (from Gildan Activewear).  It has kept this shirt from falling apart even though I have worn it regularly over the past 16 years.

Or maybe because Green is my favorite color because it reminds me of grass and trees, and um… other green things.  Ok… no…. I admit it…. It’s really because of what the shirt says and what it represents.  See here is what is written on the shirt:

Confined Space Rescue Conference Shirt up close

Confined Space Rescue Conference Shirt up close

There is the pride of having served on the Confined Space Rescue Team for the number one best Electric Company in the country (and therefore in the world).

No.  I think the real reason I like wearing this shirt is because to me, it brings me back to the days when I worked with some of the best people that God ever thought to create.  The Power Plant Men and Women found in North Central Oklahoma.  It is this reason that I keep looking for this shirt to come back to my closet from the laundry so that I can put it on again.  When it does, I wear it for several days at a time.

It isn’t that I wear it because of Pride.  I wear it for comfort.  Not the comfort from wearing a shirt with a fraying collar, but the comfort that I receive by flying back to the time we spent together as a Power Plant Team.  I wear this shirt for the same reason that I write these Power Plant Man Posts.  I wear this shirt to celebrate their lives.

So, whatever happened to Theresa Acedansky?

Since I have left the Power Plant, I have been able to return to visit four times.  One time I visited in 2004 and David Evans, a Control Room Operator told me that Theresa Acedansky, who I knew had moved to the Muskogee Power Plant, had married a Power Plant Man at the Muskogee Plant.

David Evans waits for Jim Padgett to get a cup of coffee -- Thanks Jim Cave for the picture

David Evans waits for Jim Padgett to get a cup of coffee — Thanks Jim Cave for the picture

David couldn’t remember the name of the person that she married.  Today, that isn’t hard to find.  Just this morning, I looked it up and found that Theresa married Tommy Seitz.  Knowing that, I was able then to find her on LinkedIn, only to find that we already share 35 connections.  So, I sent her a connection request.

I also learned that Theresa and Tommy now live in Oklahoma City, and that Tommy’s father died in 2010… Ok… I know… creepy huh?  We know everything we want to know about each other these days.  So… you would think I would be able to come up with a picture of Theresa….

That was a difficult one, but I did finally find one.  You see, I know that when Theresa gets involved in something she is the type of person that dives right in and puts all of her effort forward…. She did that when she was a firefighter.  She did that when she was a confined space rescuer.  She also does this with her current job as the Director of Utility Technical Learning at the Electric Company.

I knew from back in 1998 that Theresa’s middle initial was M.  I think I actually knew what the M stood for, but I can’t remember today… Maybe Maria or Mary.  This helped the search this morning.  What I did find was that Theresa is a member of a group called PRB Coal Users’ Group.  PRB stands for Powder River Basin… Which happens to be where the Electric Company buys the coal used at the Coal-fired plants.  Not only is she in the group, but she is the Vice Chairperson on the Board of Directors for this group.  Why doesn’t this surprise me?

Theresa Acedansky is the Vice Chairperson for the Power River Basin Coal Users' Group. The only woman on the Board of Directors

Theresa Acedansky (Seitz) is the Vice Chairperson for the Power River Basin Coal Users’ Group. The only woman on the Board of Directors and probably the person really in charge.

And as Paul Harvey would say, “Now we know the rest of the story…..”

Power Plant Confined Space Rescue Team Takes It to the Next Level

Bill Green, the Plant Manager at the Coal-fired Power Plant in North Central Oklahoma stopped me in the hallway August 17, 1998.  He told me that we were going to have a new Plant Engineer working for us in two weeks and she had heard that we had a Confined Space Rescue team and she wanted to join it.  I told Bill that I looked forward to having a new member on our team.  We had been a team for 4 years and some new blood would be great.

Bill Green

Bill Green

Bill told me that the new engineer’s name was Theresa Acedansky and that she was a volunteer fire fighter.  She was coming to work for us from Foster Wheeler I thought that Acedansky was a unique name.  I thought that I would spend some of my spare lunch times looking up Theresa on the Internet.

At the time, there were some Internet search engines such as Excite that would crawl the web looking for all the available pages on the Internet, and give you a complete list of every page found.  In 1998, I think the number of web pages were still in the millions, so it wasn’t the daunting list that we have today.  Google and Bing own the search tools today, and they only give you what they want to show you.  So, back then, when I searched on “Acedansky”, I found basically everything ever written that had that word in it.

By the time that Miss Acedansky arrived at our plant on August 31, 1998, I pretty much knew her work background (Remember, this was before LinkedIn that began in 2003) and where she had graduated high school.  I knew about her sister in Pennsylvania (I think it was), and her mother in Florida who worked at a Catholic Church.  I had basically stalked this person I had never set eyes on for the two weeks prior to her arrival.

I did all this gathering of information because I was (as Bill Bennett used to call me) a “scamp” or a “rascal”.  I figured that anything I could find could be used to introduce Theresa to the fine art of “Power Plant Jokes”.  Just as I had compiled my list for Gene Day in order to help him work through his psychological problems (See the post “The Psychological Profile of a Control Room Operator“), I figured I could offer a similar service to Theresa when she arrived.

I think I might have been able to spook her a little a couple of weeks after she arrived when I pinged her on ICQ, which was one of the few direct chat windows at the time.

The ICQ Logo

The ICQ Logo

She was easy to find since her ICQ number was listed on a fire fighter web site.  When I began asking her about how her sister was doing in whatever town she was in, and how her mom liked Florida since she had moved there (and I knew about when), she said, “Gee, I didn’t realize that I had talked so much about myself.”

What is easy to find on someone today on the Internet took a little more work back then, and people didn’t realize the vast amount of knowledge available at your fingertips.

Since we Theresa was joining our Confined Space Team and would need the proper training, we took advantage of the situation to have the rest of us trained again.  It had been four years since we had formal training.  We made arrangements to have a Confined Space Training team from Dallas come up and teach us.

We practiced tying knots in our rescue rope behind our backs in the dark wearing our leather rescue gloves.

Rescue Gloves

Rescue Gloves

The padding across the palm of the rescue gloves we used were to keep from burning your hands when you were rappelling down a rope.  With the formal training we were given the opportunity to once again put on SCBAs and go through a smoke-filled maze crawling through tunnels to rescue someone.

Man wearing an SCBA

Man wearing an SCBA

After our training Randy Dailey, “Mr. Safety” from our team suggested that we meet regularly with the rest of the Confined Space Rescue Teams in order to learn “Best Practices” from each other.  So, we contacted the other teams and began meeting regularly at each of the plants, or some other spot where we could all meet together.

Randy Dailey, known as Mr. Safety to Real Power Plant Men

Randy Dailey, known as Mr. Safety to Real Power Plant Men

When we arrived at the Muskogee Power Plant to meet with  the rest of the Confined Space Teams, we found that the entire team at Muskogee had all become certified EMTs (which means Emergency Medical Technician).

Power Plant in Muskogee Oklahoma

Power Plant in Muskogee Oklahoma

The Muskogee Plant was right across the Arkansas river from Muskogee where Firefighters and rescue teams were close by.  Our plant in North Central Oklahoma was out in the country, 25 miles from the nearest rescue team.

We took the idea that our Confined Space Rescue Team should all be trained EMTs, which was positively received… if we wanted to go out and do it ourselves.  That may have been easy if we all lived in the same town, but as it was, it is 45 miles from Ponca City to Stillwater, or Pawnee, or Perry, the four towns where Power Plant Men in North Central Oklahoma resided.  So, all of us taking training as a team on our own was not practical.  So, that never happened.

We did, however, become very proficient in tying someone down in a stretcher.  Our team practiced tying someone into a stretcher until it took us only one minute and 37 seconds to have someone completely hog-tied down in a stretcher to the point that they couldn’t move.

Rescue Stretcher

Rescue Stretcher

We demonstrated this to our plant during one of our monthly safety meetings by tying up our Plant Manager Bill Green in a stretcher so that he couldn’t move more than an inch in any direction.  Then we proved it by picking him, turning him over so that he was facing the floor.  Then swivelling him around so that he was upside down with his head toward the floor and his feet up in the air.  We showed how his head didn’t slide down to touch the rail on the stretcher.

I think as we were swiveling our  Plant Manager around all tied up in the stretcher, Bill was asking himself if this was such a good idea.  At the same time, the members of the rescue team were thinking this would be a good time to ask Bill again if we could be trained EMTs.  I can say that it felt good to take the Plant Manager and set him on his head, I wish someone had taken a picture… but alas, we didn’t have cell phones with cameras at that time.

In 1999 we held a “Confined Space Rescue Conference” in Oklahoma City.  Harry McRee did some rescue team training for us at the training facility in Oklahoma City where the rescuers had to be lowered down into a tank in the dark in order to rescue their rescue dummy.  It was there that I met with Harry about the Switchman Training I had been doing at our plant (see the post:  “Power Plant Men Learn to Cope with Boring“).  I have kept Harry’s card since the first day I met him.  He was a very likable person and I suppose still is to this day.

Harry McRee's Business Card

Harry McRee’s Business Card

Because we had officially called this a “Conference” (I think so that we could repeat it each year around the same time), we had T-Shirts made:

We even had T-Shirts made for our Confined Space Rescue Conference in 1999

We even had T-Shirts made for our Confined Space Rescue Conference in 1999

This has been my favorite “company” shirt I have ever worn (out).  There are various reasons I think that I like this shirt so much.  One reason may be that it is made with very sturdy material.  Sure, it’s cotton, but it’s made with what is called “SuperWeight” cotton (from Gildan Activewear).  It has kept this shirt from falling apart even though I have worn it regularly over the past 16 years.

Or maybe because Green is my favorite color because it reminds me of grass and trees, and um… other green things.  Ok… no…. I admit it…. It’s really because of what the shirt says and what it represents.  See here is what is written on the shirt:

Confined Space Rescue Conference Shirt up close

Confined Space Rescue Conference Shirt up close

There is the pride of having served on the Confined Space Rescue Team for the number one best Electric Company in the country (and therefore in the world).

No.  I think the real reason I like wearing this shirt is because to me, it brings me back to the days when I worked with some of the best people that God ever thought to create.  The Power Plant Men and Women found in North Central Oklahoma.  It is this reason that I keep looking for this shirt to come back to my closet from the laundry so that I can put it on again.  When it does, I wear it for several days at a time.

It isn’t that I wear it because of Pride.  I wear it for comfort.  Not the comfort from wearing a shirt with a fraying collar, but the comfort that I receive by flying back to the time we spent together as a Power Plant Team.  I wear this shirt for the same reason that I write these Power Plant Man Posts.  I wear this shirt to celebrate their lives.

So, whatever happened to Theresa Acedansky?

Since I have left the Power Plant, I have been able to return to visit four times.  One time I visited in 2004 and David Evans, a Control Room Operator told me that Theresa Acedansky, who I knew had moved to the Muskogee Power Plant, had married a Power Plant Man at the Muskogee Plant.

David Evans waits for Jim Padgett to get a cup of coffee -- Thanks Jim Cave for the picture

David Evans waits for Jim Padgett to get a cup of coffee — Thanks Jim Cave for the picture

David couldn’t remember the name of the person that she married.  Today, that isn’t hard to find.  Just this morning, I looked it up and found that Theresa married Tommy Seitz.  Knowing that, I was able then to find her on LinkedIn, only to find that we already share 35 connections.  So, I sent her a connection request.

I also learned that Theresa and Tommy now live in Oklahoma City, and that Tommy’s father died in 2010… Ok… I know… creepy huh?  We know everything we want to know about each other these days.  So… you would think I would be able to come up with a picture of Theresa….

That was a difficult one, but I did finally find one.  You see, I know that when Theresa gets involved in something she is the type of person that dives right in and puts all of her effort forward…. She did that when she was a firefighter.  She did that when she was a confined space rescuer.  She also does this with her current job as the Director of Utility Technical Learning at the Electric Company.

I knew from back in 1998 that Theresa’s middle initial was M.  I think I actually knew what the M stood for, but I can’t remember today… Maybe Maria or Mary.  This helped the search this morning.  What I did find was that Theresa is a member of a group called PRB Coal Users’ Group.  PRB stands for Powder River Basin… Which happens to be where the Electric Company buys the coal used at the Coal-fired plants.  Not only is she in the group, but she is the Vice Chairperson on the Board of Directors for this group.  Why doesn’t this surprise me?

Theresa Acedansky is the Vice Chairperson for the Power River Basin Coal Users' Group. The only woman on the Board of Directors

Theresa Acedansky (Seitz) is the Vice Chairperson for the Power River Basin Coal Users’ Group. The only woman on the Board of Directors and probably the person really in charge.

And as Paul Harvey would say, “Now we know the rest of the story…..”

Power Plant Train Wreck

I always loved playing with numbers, and thanks to the Birthday Phantom at the Coal-fired Power Plant in North Central Oklahoma, I knew everyone’s birthdays. so in 1996 I decided that I would chart them all on a graph.  When I compiled them all, I found that the Power Plant was in for one heck of a train wreck.  The entire basis that enabled the plant the size of a small city to run with a total of 121 employees was going to start crumbling within the next 13 years.

The original chart I made was in pencil.  Here is a simple column chart of the employee ages from Excel:

Age of the employees at the Power Plant in 1996

Age of the employees at the Power Plant in 1996

Now study this chart for a minute….  The youngest person in the plant was 31.  There was one.  The oldest were four who were 56.  If you take everyone from age 40 to 49, you have 70 employees, or  58% of the entire Power Plant population.  So, in a 10 year period, the plant was going to lose a majority of their employees due to retirement.  35% were going to be retired within a 5 year period.

How did this happen?  How is it that the youngest Power Plant Man was 31 years old and the age between the oldest and the youngest was only 26 years?  This happened because of two situations.

The first one is that people rarely ever left the Power Plant, so new hires were rare.  The second situation was that we had a downsizing in 1988 when the employees 55 and older were early retired.  Then in 1994, we had another downsizing where everyone over 50 years old were early retired.  So, we kept lopping off the older employees, without a need to hire anyone new.

There were three entry level jobs when I first hired on as a full time employee.  I went through all of them.  Summer Help, Janitor and Laborer.  None of these jobs existed at the plant anymore.  This had given new employees an introduction into Power Plant Life.  It also gave the foremen an opportunity to pick those employees that had the natural “Power Plant Man” quality that was needed to work in this particular environment.

I brought my chart to the team and showed them how a train wreck was just down the road.  Someone at Corporate Headquarters must have figured this out, so a couple of things were done to try and combat this situation.  I’m sure the same problem must have existed at all of the power plants.

The first thing that was done was that the retirement policy was changed.  Instead of having to wait until you were 60 to retire with full benefits, you could retire with full benefits when your age and your years of service added up to 80 or more.  A couple of years after that policy went into effect, we calculated that Jim Arnold had 100 points when you added his age and his years of service.

As a side note:

When we added up Gene Day’s years of Service and his age it added up to 80.  That’s because, even though he was 80 years old, no one could remember whether he ever did any service….  That’s why I didn’t include him in the chart above.

Gene Day is the one standing on the right with the Orange shirt.

Gene Day is the one standing on the right with the Orange shirt.

Sure.  Gene had been hanging around at the Power Plants since they discovered electricity, but it never occurred to him to retire.  He just walked around with his orange stapler (an Oklahoma State University fan). Anyway… I digress…  Somehow, whenever I talk about being old, Gene Day always seems to pop up in my mind.  I can see him waving his finger at me now (In case you’re wondering… read this post:  “Power Plant Humor and Joking With Gene Day“, or “Psychological Profile of a Power Plant Control Room Operator“).

Back to the story:

The idea was that we should have people begin to leave the plant now instead of all waiting until they were the regular retirement age, so they could be replaced with younger souls.  There was only one catch and the reason why a Power Plant this size could be run with only 121 employees…. well… it had grown to 122 by this time since Brent Kautzman had been hired in the Instrument and Controls department.  He was 31 years old when he was hired.  I remember his birthday since it was the same date as my parent’s anniversary.

Brent Kautzman

Brent Kautzman

The reason that the Power Plant could operate with so few employees was because the majority of the employees at the plant had many years of experience.  The majority of the employees had over 20 years or more with the company.  In fact, I had another chart that I had made at the time that showed how many years of experience we would lose each year that we had a large number of people retiring.  In just one year we would have lost over 220 years of experience if something hadn’t been done soon.

The company decided to hire young inexperienced employees fresh out of vo-tech and begin training them to work at a power plant.  They opened a new position at each of the plants to lead the training efforts.  Someone that had some computer skills and could work with employees to help teach them in the ways of Power Plant Maintenance.  A training program to head off an impending train wreck.

I won’t go into too much detail about how this worked but it consisted of building a training room where new hires would take computer courses then would work part time in the plant learning how things worked.  Then they would take tests and if they passed them, they could move forward with the next part of their training.  All they needed were people willing to give it a try with the understanding that if they didn’t pass their tests, they would lose their jobs by a certain time period.

Training Supervisor…. I think that was the name of the job opening that came out in October, 1997.  I was ready for this one.  I had a Masters in Religious Education from Loyola University in New Orleans, with an emphasis on Adult Education.  I was the computer whiz at the plant.  I could even write the entire training software from scratch with the help and knowledge of the Power Plant Men and Women.

The only problem with this job was that it was understood that at first the new training supervisor was going to have to be spending a lot of time going between the different plants with the training supervisors at each of the plants.  I had just started going back to school at Oklahoma State University to work toward a Computer Science degree.  If I had to travel a lot right away, my studies were going to have to be put on hold.

Even though I was looking forward to earning a Computer Science degree in the next four years, I thought that the Training Supervisor job would be a dream job for me, so I applied for it.  My education could wait.  I interviewed for it with Bill Green, the plant manager, who was the reporting manager for the job.

Bill Green

Bill Green

I explained to him that 50% of the work that I did when studying for my Masters in Religious Education (MRE) was learning techniques on how to teach adults.  I had already shown my ability to do this using the computer when I taught the Switchman Training (see the post: “Power Plant Men Learn to Cope with ‘Boring’“).  I had also taught almost the entire plant how to use Windows when it first came out.

I had created my own little Windows Manual that stepped people through opening up Microsoft Applications and how to maneuver around.

My instruction manual on how to use Windows

Here is my instruction manual on how to use Windows

The Windows Icon was actually the Window Wingding character used for the Flying Windows Screensaver.  I just added the colors to it.

Most of the people at the plant thought that I was a shoe-in for this job.  I was custom designed for it.  When the job was given to someone else, I was a little disappointed, but I was also relieved.  This meant that I could go on with my work toward my degree.  The job was given to Stanley Robbins.  Stanley was a coal yard operator, and a very nice person.

One thing I had learned a long time ago with Scott Hubbard was that when someone is given a job that you really want, it isn’t the person who receives the job that should upset you.  They were chosen by someone else.  Through no fault of their own.  This was a terrific opportunity for Stanley.

So, the day that Stanley began his new job, Bill Green was seen showing him around the plant, since he had spent most of his 18 year career up the hill at the coal yard.  Stanley and Bill entered the electric shop and Bill asked where we kept the Electric Shop copy of the electrical blueprints.  I showed him the cabinets where they were kept. Then they left.

About an hour later, Bill and Stanley returned to the shop and Bill came up to me and said that he had talked to Jerry McCurry in the training department in Oklahoma City (that is Corporate Headquarters), and he was looking for an audio book by Tom Peters, but Jerry said that I had checked it out.  He wanted Stanley to read it.  I told him that I had returned that audio book a couple of months ago, and now had a different audio book checked out at the time.

I took Bill and Stanley into the Electric Shop office and showed them a copy of a Tom Peters audio book that was my own personal copy “In Search of Excellence”, and gave it to Stanley and told him he was free to borrow it, as well as any of the other “motivational” business books I had, including a textbook on Organizational Behavior that I kept on the top of the filing cabinet to read during lunch when we couldn’t think of a fitting lunch time topic.  I had another Tom Peters book on the bookshelf Stanley was free to read, “Thriving on Chaos”:

Thriving on Chaos by Tom Peters

Thriving on Chaos by Tom Peters

And a book left over from our “Quality Process” days that I had rushed out to buy the day I first heard about it from our Quality instructor:

Out of the Crisis by W. Edward Deming

Out of the Crisis by W. Edward Deming

Bill Green, our Plant Manager, who had never spent much time in the electric shop quickly learned a lot about me in those few minutes that he never knew.  What he learned was that I was an avid student of just about anything I could learn.  I had read every book in the Electric Company library and was now going through their list of Audio Books.  I showed him the library catalog and explained to Stanley how to check out books.  — Everything was still done through Intra-Company mail in 1997.

Even though I was intent on being as helpful as I could to Stanley (and I think Stanley would back me up on that.  I always supported Stanley any way I could), at the same time I wanted to impress upon Bill Green that if he was really serious about making the Training Supervisor job a real success, he didn’t really pick the most qualified candidate.

With that said, I think Stanley became a great Training Supervisor.  He was forever grateful for the opportunity for this position.  He stated that to me over and over.  I was glad for Stanley.

Stanley Robbins

Stanley Robbins

I was also relieved for myself, because my dream of becoming a “real” programmer was still a possibility.  I continued with my school and was able to graduate in 2001.  That is another story for a later time.

Six months after the training team had been chosen, and the trainers had settled into their positions, we heard that the company had purchased a specialized “Training Package” for about $400,000.  With additional cost for each module that was added.  Ray Eberle can tell me the price for each module, but it ran somewhere in the neighborhood of $40,000 for each one.

Ray Eberle

Ray Eberle

The training modules included one for each type of equipment in the plant.  So, for instance, there was a module for a large vertical pump, and there was one for a large horizontal pump, and one for a small one, etc.  Ray knew the prices because he was evaluating the course material for them to see if they were correct.

Ray came up to me one day and said he was embarrassed for the company who was creating the modules, because between a set of modules, they were nothing more than copying and pasting the same incorrect material in each one of them.  The set of modules he was reviewing added up to $120,000, and they were all wrong.

I had looked at the application that we had bought and I could easily see that I could have written a much better program with the help of people like Ray and the other Power Plant Men to give me information.  We were going to be spending over $750,000 for a computer training program that we could have created ourselves and then the company could have marketed it to other electric companies who were looking for a training program.

After I received my Computer Science degree I spent years working for Dell creating computer applications that performed any sort of feat that was required.

The train wreck finally hit the plant a few years ago, as a mass exodus of retirees left the plant.  I wasn’t there to see it, so I don’t know if the plant ended up with a larger group of employees or not.  I know that Stanley has retired, but I still picture him at the plant training new hires to become Power Plant Men.

A Chance for Power Plant Men to Show Their Quality

Originally posted June 21, 2014.  I updated dates and added some new things.

I don’t know if anyone of us knew what to expect  Wednesday morning January 13 , 1993 when we were told to go to a meeting in the break room that was going to take all day.  We were supposed to be in some kind of training.  Everyone at the plant was going to have to go through whatever training we were having.  Training like this always seemed funny to me for some reason.  I think it was because the hodgepodge of welders, mechanics, machinists, electricians and Instrument and Controls guys seemed so out of place in their coal-stained worn out old jeans and tee shirts.

I remember walking into the break room and sitting down across the table from Paul Mullon.  He was a new chemist at the time.  He had just started work that day.  We became friends right away.  Scott Hubbard, Paul and I were carpooling buddies.  He always looked a lot younger than he really was:

Paul Mullon when he was 90 years old

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

See how much younger he looks?  — Oh.  That’s what I would always say about Gene Day because he was always as old as dirt.  Even when he was young.  Paul is only four years older than I am, but he still looks like he’s a lot younger than 70.  Even his great great grand daughter is saluting him in this photo.  Actually.  I love Paul Mullon as if he was my own brother.  He still looks younger than my younger brother who is four years younger than I am.  People used to think that he was his own daughter’s boyfriend.

When our training began, the plant manager at the coal-fired power plant in North Central Oklahoma, Ron Kilman came in and told us that we were going to learn about the “Quality Process”.  He explained that the Quality Process was a “Process”, not a “Program” like the “We’ve Got The Power Program” we had a few years earlier.  This meant that it wasn’t a one time thing that would be over any time soon.  The Quality Process was something that we will be able to use the rest of our lives.

At this point they handed out a blue binder to each of us.  The title on the front said, “QuickStart – Foundations of Team Development”.  A person from a company called “The Praxis Group”, Rick Olson from Utah (when I originally posted this last year, I couldn’t remember his name.  Then I found my Quality book and it had Rick’s name in it).  I had looked Rick Olson up to see if he was a member of CompuServe and there was Rick Olson from Ogden, Utah.  When I asked him if he was from Ogden, he told me he was from Provo, Utah.

One of the first things Rick asked us to do was to break up into teams of four or five and we were asked to come up with 3 facts about ourselves.  Two of which were true and one that was false.  Then our team mates were asked to vote on which fact they thought was the false one.  The only one I remember from that game was that Ben Brandt had dinner with the Bill Clinton on one occasion when he was Governor of Arkansas.  — At least, I think that was what it was…  Maybe that was the fact that was false.

The purpose of this game was to get to know each other….  Well….  We had all been working with each other for the past 15 years, so we all knew each other pretty good by that time.  Except for someone new like Paul.  I think my false fact was that I had hitchhiked from Columbia, Missouri to New Orleans when I was in college.  — That was an easy one.  Everyone knew that I had hitchhiked to Holly Springs National Forest in Mississippi, not New Orleans.

Anyway, after we knew each other better, we learned about the different roles that members of our teams would have.  Our “Quality” teams were going to be our own crews.  Each team was going to have a Leader, a Facilitator, a Recorder, and if needed (though we never really needed one), a Logistics person.  The Logistics person was just someone that found a place where the team could meet.  We always just met in the Electric Shop office.  I wanted to be “Facilitator”.

We learned about the importance of creating Ground Rules for our Quality Meetings.  One of the Ground rules we had was to be courteous to each other.  Another was to “Be willing to change” (I didn’t think this really belonged as a “Ground Rule”.  I thought of it more as a “Nice to have” given the present company).  Another Ground Rule was to “Discuss – Don’t Lecture”.  One that I thought was pretty important was about “Confidentiality”.  We had a ground rule that essentially said, “What happens in a team meeting… Stays in the team meeting.”

I recently found a list of the Quality teams that were formed at our plant.  Here is a list of the more interesting names and which team it was:  Barrier Reliefs (that was our team — Andy Tubbs team).  Rolaids (Ted Holdges team).  Elmore and the Problem Solvers (Stanley Elmore’s team… of course).  Spit and Whittle (Gerald Ferguson’s Team).  Foster’s Mission (Charles Foster’s team).  Sooner Elite (Engineer’s team).  Boiler Pukes (Cleve’s Smith’s Welding crew I believe).  Quality Trek (Alan Kramer’s Team).  Designing Women (Linda Dallas’s Team).  There were many more.

I think all the Power Plant Quality Teams had the same “Mission Statement”.  It was “To Meet or Exceed our Customer’s Expectations”.  I remember that the person that was teaching all this stuff to us was really good at motivating us to be successful.  As we stepped through the “QuickStart” training manual, the Power Plant He-men were beginning to see the benefit of the tools we were learning.  There were those that would have nothing to do with anything called “Quality”, just because… well…. it was a matter of principle to be against things that was not their own idea.

Later they gave us a the main Quality binder that we used for our team meetings:

Our Quality Manual

Our Quality Manual

When we began learning about the different quality tools that we could use to solve problems, I recognized them right away.  I hadn’t learned any “Quality Process” like Six Sigma at that time, but I was about to graduate from Loyola University in New Orleans in a couple of months with a Masters of Religious Education (MRE) where I had focused my courses on Adult Education.  Half of my classes were about Religious topics, and the other half was about how to teach adults.  The same methods  were used that we learned about in this training.

It just happened that I had spent the previous three years learning the same various quality tools that the Power Plant Men were being taught.  We were learning how to identify barriers to helping our customers and breaking them down one step at at time.  We also learned how to prioritize our efforts to break down the barriers by looking at where we had control and who we were trying to serve… such as ourselves or others.  I remember we tried to stay away from things that were “Self Serving.”

We learned how to do something called a “Barrier Walk”.  This was where we would walk around the plant almost as if we were looking at it for the first time to find barriers we hadn’t noticed before.  We also learned how to brainstorm ideas by just saying whatever came to our minds no matter how silly they may sound without anyone putting anyone down for a dumb idea.  Rick called each barrier that your customer encountered a “SPLAT”.  Our goal was to reduce “SPLAT”s.  I think at one point we even discussed having stickers that said “SPLAT” on them that we could put on barriers when we located them.

When we implemented a quality idea, we were taught to do a “Things Gone Right, Things Gone Wrong” exercise so that we could improve future projects.  This had two columns.  On one side you listed all the good things (which was generally fairly long), and on the other, all the things that went wrong (which was a much shorter list).  This was done so that we could consider how to avoid the things that didn’t work well.

We learned how to make proposals and turn them into a team called “The Action Team”.  I was on this team as the Facilitator for the first 6 months.  Sue Schritter started out as our Action Team Leader.  The other Action team members in the beginning were:  Richard Allen, John Brien, Jim Cave, Robert Grover, Phil Harden, Alan Hetherington, Louise Kalicki, Bruce Klein, Johnnie Keys, Kerry Lewallen, Ron Luckey and George Pepple.

The Power Plant Men learned that there were five S’s that would cause a proposal to fail.

One of those was “Secrecy”.  If you are going to propose something that affects others, then you have to include them in the decision making up front or else even if you think it’s a great idea, others may have legitimate reasons for not implementing it, and you would have wasted your time.

The second was “Simplicity”.  It follows along with Secrecy in that if you just threw the idea together without considering all the others that will be affected by the change, then the proposal would be sent back to you for further study.

The third was “Subjectivity”.  This happens when something just sounds like a good idea.  All the facts aren’t considered.  The solutions you may be proposing may not be the best, or may not even really deal with the root of a problem.  You might even be trying to solve a problem that doesn’t really exist, or is such a small problem that it isn’t worth the effort.

The fourth was “Superficiality”.  This happens when the outcomes from the proposal are not carefully considered.  Things like, what are the long term effects.  Or, What is the best and worst case of this proposal…  Those kind of things are not considered.

The last one is “Self-Serving”.  If you are doing this just because it benefits only your own team and no one else, then you aren’t really doing much to help your customers.  Most likely it may even be causing others an inconvenience for your own benefit.

I know this is becoming boring as I list the different things we learned that week in 1993.  Sorry about that.  I will cut it short by not talking about the “Empowerment Tool” that we learned about, or even the importance of Control Charts and go right to the best tool of them all.  One that Power Plant Men all over can relate to.  It is called the “Fishbone Diagram”.

Fishbone Diagram

Fishbone Diagram

There are few things that Power Plant Men like better than Fishing, so when we began to learn about the Fishbone diagram I could see that even some of the most stubborn skeptics couldn’t bring themselves to say something bad about the Fishbone diagram.  Some were even so enthusiastic that they were over-inflating the importance (and size) of their Fishbone diagrams!  — This along with the Cause and Effect chart were very useful tools in finding the root cause of a problem (or “barrier” as we referred to them).

All in all, this was terrific training.  A lot of good things were done as a result to make things more efficient at the plant because of it.  For the next year, the culture at the plant was being molded into a quality oriented team.  This worked well at our particular plant because the Power Plant Men employed there already took great pride in their work.  So, the majority of the crews fell behind the effort.  I know of only one team at the coal yard where the entire team decided to have nothing to do with it.

When training was done, I told Rick that I thought that his company would really benefit by having a presence on the Internet.  As I mentioned in last week’s post “Turning the Tables on a Power Plant Interloper”  During this time the World Wide Web did not have browsers and modems did not have the bandwidth at this point, so CompuServe was the only service available for accessing the Internet for the regular population.

I asked Rick if he had heard about CompuServe.  He said he had not heard of it.  I told him that I thought the Internet was going to be the place where training would be available for everyone eventually and he would really benefit by starting a “Quality” Forum on CompuServe, because there wasn’t anything like that on the Internet at the time.  I remember the puzzled look he gave me as he was leaving.  I realized he didn’t have a clue what I was talking about.  Few people knew about the Internet in those days….

I have a number of stories about how the Quality Process thrived at the Power Plant over the next year that I will share.  I promise those stories will not be as boring as this one.

A Chance for Power Plant Men to Show Their Quality

I don’t know if anyone of us knew what to expect  Tuesday morning June 1, 1993 when we were told to go to a meeting in the break room that was going to take all day.  We had just been off the previous day for Memorial Day.  We were supposed to be in some kind of training.  Everyone at the plant was going to have to go through whatever training we were having.  Training like this always seemed funny to me for some reason.  I think it was because the hodgepodge of welders, mechanics, machinists, electricians and Instrument and Controls guys seemed so out of place in their coal-stained worn out old jeans and tee shirts.

I remember walking into the break room and sitting down across the table from Paul Mullon.  He was a new chemist at the time.  He had started about 5 months earlier and we had become friends right away.  Scott Hubbard, Paul and I were carpooling buddies.  He always looked a lot younger than he really was:

Paul Mullon when he was 90 years old

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

See how much younger he looks?  — Oh.  That’s what I would always say about Gene Day because he was always as old as dirt.  Even when he was young.  Paul is only four years older than I am, but he still looks like he’s a lot younger than 70.  Even his great great grand daughter is saluting him in this photo.  Actually.  I love Paul Mullon as if he was my own brother.  He still looks younger than my younger brother who is four years younger than I am.  People used to think that he was his own daughter’s boyfriend.

When our training began, the plant manager at the coal-fired power plant in North Central Oklahoma, Ron Kilman came in and told us that we were going to learn about the “Quality Process”.  He explained that the Quality Process was a “Process”, not a “Program” like the “We’ve Got The Power Program” we had a few years earlier.  This meant that it wasn’t a one time thing that would be over any time soon.  The Quality Process was something that we will be able to use the rest of our lives.

At this point they handed out a blue binder to each of us.  The title on the front said, “QuickStart – Foundations of Team Development”.  A person from a company called “The Praxis Group” (I think his name was Chris.  — I don’t remember for sure, but just for this post I’ll call him Chris).  Now, whenever I think about this guy, I think that his name was Chris Ogden, though, I know that wasn’t his name.  The reason I think about his last name being Ogden was because he was from Utah and either he was from Ogden, Utah, or someone else with his same name that was a member of CompuServe was from Ogden, Utah and he was from Provo, Utah.  — Strange how that happens.  (Maybe Ron Kilman who often reads these posts can remember his name will leave a comment below).  — At least I remembered Paul’s name…  He was my friend after all.  But you know how it is when you get older…

One of the first things Chris asked us to do was to break up into teams of four or five and we were asked to come up with 3 facts about ourselves.  Two of which were true and one that was false.  Then our team mates were asked to vote on which fact they thought was the false one.  The only one I remember from that game was that Ben Brandt had dinner with the Bill Clinton on one occasion when he was Governor of Arkansas.  — At least, I think that was what it was…  Maybe that was the fact that was false.

The purpose of this game was to get to know each other….  Well….  We had all been working with each other for the past 15 years, so we all knew each other pretty good by that time.  Except for someone new like Paul.  I think my false fact was that I had hitchhiked from Columbia, Missouri to New Orleans when I was in college.  — That was an easy one.  Everyone knew that I had hitchhiked to Holly Springs National Forest in Mississippi, not New Orleans.

Anyway, after we knew each other better, we learned about the different roles that members of our teams would have.  Our “Quality” teams were going to be our own crews.  Each team was going to have a Leader, a Facilitator, a Recorder, and if needed (though we never really needed one), a Logistics person.  The Logistics person was just someone that found a place where the team could meet.  We always just met in the Electric Shop office.  I wanted to be “Facilitator”.

We learned about the importance of creating Ground Rules for our Quality Meetings.  One of the Ground rules we had was to be courteous to each other.  Another was to “Be willing to change” (I didn’t think this really belonged as a “Ground Rule”.  I thought of it more as a “Nice to have” given the present company).  Another Ground Rule was to “Discuss – Don’t Lecture”.  One that I thought was pretty important was about “Confidentiality”.  We had a ground rule that essentially said, “What happens in a team meeting… Stays in the team meeting.”

I think all the Power Plant Quality Teams had the same “Mission Statement”.  It was “To Meet or Exceed our Customer’s Expectations”.  I remember that the person that was teaching all this stuff to us was really good at motivating us to be successful.  As we stepped through the “QuickStart” training manual, the Power Plant He-men were beginning to see the benefit of the tools we were learning.  There were those that would have nothing to do with anything called “Quality”, just because… well…. it was a matter of principle to be against things that was not their own idea.

When we began learning about the different quality tools that we could use to solve problems, I recognized them right away.  I hadn’t learned any “Quality Process” like Six Sigma at that time, but I had just graduated from Loyola University in New Orleans less than a month earlier with a Masters of Religious Education (MRE) where I had focused my courses on Adult Education.  Half of my classes were about Religious topics, and the other half was about how to teach adults.  The same methods  were used that we learned about in this training.

It just happened that I had spent the previous three years learning the same various quality tools that the Power Plant Men were being taught.  We were learning how to identify barriers to helping our customers and breaking them down one step at at time.  We also learned how to prioritize our efforts to break down the barriers by looking at where we had control and who we were trying to serve… such as ourselves or others.  I remember we tried to stay away from things that were “Self Serving.”

We learned how to do something called a “Barrier Walk”.  This was where we would walk around the plant almost as if we were looking at it for the first time to find barriers we hadn’t noticed before.  We also learned how to brainstorm ideas by just saying whatever came to our minds no matter how silly they may sound without anyone putting anyone down for a dumb idea.  Chris called each barrier that your customer encountered a “SPLAT”.  Our goal was to reduce “SPLAT”s.  I think at one point we even discussed having stickers that said “SPLAT” on them that we could put on barriers when we located them.

When we implemented a quality idea, we were taught to do a “Things Gone Right, Things Gone Wrong” exercise so that we could improve future projects.  This had two columns.  On one side you listed all the good things (which was generally fairly long), and on the other, all the things that went wrong (which was a much shorter list).  This was done so that we could consider how to avoid the things that didn’t work well.

We learned how to make proposals and turn them into a team called “The Action Team”.  I was on this team as the Facilitator for the first 6 months.  Sue Schritter started out as our Action Team Leader.

The Power Plant Men learned that there were five S’s that would cause a proposal to fail.

One of those was “Secrecy”.  If you are going to propose something that affects others, then you have to include them in the decision making up front or else even if you think it’s a great idea, others may have legitimate reasons for not implementing it, and you would have wasted your time.

The second was “Simplicity”.  It follows along with Secrecy in that if you just threw the idea together without considering all the others that will be affected by the change, then the proposal would be sent back to you for further study.

The third was “Subjectivity”.  This happens when something just sounds like a good idea.  All the facts aren’t considered.  The solutions you may be proposing may not be the best, or may not even really deal with the root of a problem.  You might even be trying to solve a problem that doesn’t really exist, or is such a small problem that it isn’t worth the effort.

The fourth was “Superficiality”.  This happens when the outcomes from the proposal are not carefully considered.  Things like, what are the long term effects.  Or, What is the best and worst case of this proposal…  Those kind of things are not considered.

The last one is “Self-Serving”.  If you are doing this just because it benefits only your own team and no one else, then you aren’t really doing much to help your customers.  Most likely it may even be causing others an inconvenience for your own benefit.

I know this is becoming boring as I list the different things we learned that week in 1993.  Sorry about that.  I will cut it short by not talking about the “Empowerment Tool” that we learned about, or even the importance of Control Charts and go right to the best tool of them all.  One that Power Plant Men all over can relate to.  It is called the “Fishbone Diagram”.

Fishbone Diagram

Fishbone Diagram

There are few things that Power Plant Men like better than Fishing, so when we began to learn about the Fishbone diagram I could see that even some of the most stubborn skeptics couldn’t bring themselves to say something bad about the Fishbone diagram.  Some were even so enthusiastic that they were over-inflating the importance (and size) of their Fishbone diagrams!  — This along with the Cause and Effect chart were very useful tools in finding the root cause of a problem (or “barrier” as we referred to them).

All in all, this was terrific training.  A lot of good things were done as a result to make things more efficient at the plant because of it.  For the next year, the culture at the plant was being molded into a quality oriented team.  This worked well at our particular plant because the Power Plant Men employed there already took great pride in their work.  So, the majority of the crews fell behind the effort.  I know of only one team at the coal yard where the entire team decided to have nothing to do with it.

When training was done, I told Chris (or was it Craig Brown…), that I thought that his company would really benefit by having a presence on the Internet.  As I mentioned in last week’s post “Turning the Tables on a Power Plant Interloper”  During this time the World Wide Web did not have browsers and modems did not have the bandwidth at this point, so CompuServe was the only service available for accessing the Internet for the regular population.

I asked Chris if he had heard about CompuServe.  He said he had not heard of it.  I told him that I thought the Internet was going to be the place where training would be available for everyone eventually and he would really benefit by starting a “Quality” Forum on CompuServe, because there wasn’t anything like that on the Internet at the time.  I remember the puzzled look he gave me as he was leaving.  I realized he didn’t have a clue what I was talking about.  Few people knew about the Internet in those days….

I have a number of stories about how the Quality Process thrived at the Power Plant over the next year that I will share.  I promise those stories will not be as boring as this one.