THE HOUSE MAGAZINE OF RANK XEROX MITCHELDEAN Power to Survive The recent energy crisis generated a great deal of activity in Maintenance Department, and the weather became top of the conversation charts. Before the emergency regulations on office temperatures were introduced we had to reduce consumption of oil, and attention was focussed on our three boilerhouses where water is heated — 90 per cent for heat/ environment and 10 per cent for process heating, plating and degreasing. Said John Denton, Manager, Mechanical Maintenance, 'We threw all our standard practices out of the window and operated the system on as low a temperature as possible without causing boiler shock.' By recording tank stocks and fuel used daily, and by strategic switching of supplies, allocations were matched to requirements. We managed to get hold of 100 portable gas heaters; located throughout the Plant they helped to keep up temperatures — and spirits. If energy resources were failing us, there was plenty of resourcefulness among those upon whom we depended for survival at Mitcheldean. Our article on pages 2 and 3 tells the full story. The heart of our heating system, boilers such as this one constantly pump out hot water to warm us while we work. Boilerman George Pitt understands their ways. '/ can tell by the sound if there's anything wrong with 'em,' he says. ' Think tank' — the weekly Energy Crisis Meeting when Works Manager Don Elliott and union representatives pooled ideas for keeping our activity at as high a level as possible. Left: 'Our insurance' — this 1000 hp generator receiving the attention of Maintenance men supplied 30 per cent of the Plant's requirements. OUT OF CRISIS.. The announcement of an impending of survival by joint co-operation that National Energy Crisis during existed among Plant people at every November last could hardly have level. come at a worse time for Mitcheldean Right from the start, our directors Plant, particularly as we were took the lead in confirming a positive approaching the build-up to increased policy, realising that, however well production programmes. we coped within the Plant, one of Christmas break was inevitably a our major obstacles would be the worrying period for employees at all gradual strangling of supplies from levels, considering the uncertainties our many hundreds of suppliers. of 1974. That the power crisis would affect The days up to Christmas saw Mitcheldean production there was managers frantically dashing to little doubt, but the extent of the Departments of Trade, etc., at Bristol, reduction in output was largely or making late night 'phone calls in a influenced by the way in which our desperate effort to minimise the work force used the stringently effects of the severe 'three-day week' rationed working hours and energy energy regulations. resources. We at Mitcheldean were not It came as a considerable relief at unprepared for some sort of crisis, Christmas to learn that, for having survived the previous coal Mitcheldean at least, five-day industry dispute. Our 'insurance' working would be allowed, but at included the provision of two only 65 per cent of our previous generators, standby liquid gas consumption and maximum demand supplies and additional fuel oil tank —this together with at least a capacity. 10 per cent reduction in oil supplies. However, one of the most important Unhappily our Cinderford colleagues support aspects was the latent spirit had to face the socially unpopular 'Items for concern' — in 4000 Progress, Roger Smith and his team met frequently to assess the availability of parts in relation to 4000 production. the gradual drying up of bought-out parts and material supplies, particularly where three-day working existed for our suppliers. The daily emergency meetings on this aspect, and some of the mind-boggling exercises to minimise hold-ups, needed to be seen to be believed. On one occasion an RX member of our USA Task Force joined the 'jet set' with a suitcase full of parts; his efforts in travelling across from USA to hand over at Heathrow, plus a fast car, resulted in the 4000 Assembly line being saved from lay-off with ten minutes' stoppage only. As we progressed through the crisis, we saw quite clearly the spirit of co-operation paying off. The completion of petrol rationing arrangements, culminating in a safe full of coupons; less parts hold-ups; boilermen squeezing more efficiency GO-OPERATION from their boilers, staff looking larger three-day week including Saturday 'maximum demand', 'kilo-volt with extra layers of clothing. as a normal working day. hours/boiler shock', 'phased As if by magic, various working switch-on'. It was clear each employee had parties suddenly became the order of But the conspiratorial and frenzied assumed some responsibility for the day — some re-activated, some beginnings of the crisis soon gave economies— machine operators, new — to face the greater challenges : way to routine work and a office staff, supervisors, managers and Vehicle, Fuel and Employee Travel, disciplined saving of all our resources. assemblers alike. Light/Power Allocation, Transport The reduction in lighting and the care Discomfort, there was indeed a little; Operations and Vendor Supplies, to in machinery use alone accounted lack of enthusiasm, none. The sense quote but a few. for 800 KVA of electrical power. The of cheerfulness in common adversity In order to co-ordinate Plant total saving on demand achieved by is what we have come to expect at activities, the Works Manager was such means, together with relief from Mitcheldean, but the many examples appointed Energy Crisis Co-ordinator; our generator, amounted to over of self-administered restrictions and he held a weekly Energy Crisis 1500 KVA or, on actual consumption, alternative working practices must Meeting, attended by officers and to approximately half a million Kw have warmed the hearts of representatives of all union bodies hours during the dark winter months. management and trade union representatives alike. on site, at which they were invited In simpler terms, we saved enough to put forward ideas, state their electricity to supply 600 homes for The co-operation extended between views and generally participate in a month — a worthwhile contribution Plants when Welwyn, once coping with the common problem so to the community by any standards. established in their power reductions, as to ensure as high a level of loaned Cinderford their standby activity as possible at the Plant. Even more important, none of our generator, so allowing a return to inevitable assembly hold-ups were five-day working at full power. Such was the general enthusiasm caused by energy problems inside the that ideas poured in from all levels — Plant. Almost unbelievably, Not once during the weekly Energy constructive criticisms too. We saw Cinderford, despite a three-day week Crisis Meeting, held without fail Works Engineering staff rushing for the majority of the time, managed every Thursday, did one see anything around removing lamps, brandishing to avoid causing a major Mitcheldean but a determined 'common problem' meters, thermometers, and strange- hold-up — a fine achievement indeed. approach, and this example of what looking charts, and muttering — can be achieved from a joint under the hum of thirsty generators — The occasional Assembly Department union/management involvement in about strange things such as layoffs were, as expected, caused by meeting a crisis situation must surely give us encouragement for the future. 'Fingers on the pulse' — checking readings from the switch rooms to ensure that our power Perhaps the crisis has taught us, usage fell within the limits laid down. From the left are: electrician Frank Coleman, quite apart from mere survival, a Manager Keith Jones, and supervisors Eric Morgan and Ray Powell of Electrical more practical lesson on how to Maintenance. conserve our precious resources. There is no doubt we have all been to some extent wasteful, a legacy of bygone plentiful supplies. We must now remember that future energy requirements have taken on a new importance, because they will represent a major yardstick of future industrial efficiency, the savings achieved during the crisis perhaps amplifying our need to assess these requirements. Leaving aside pessimism and the 'world shortage' syndrome, there are signs that we are coming to terms Continued on page 4 3 'You're so adaptable,' says Peter Broomer, formerly Manager, Geoff Darke, formerly Quality Mr Pippitt Stock Control in Production Control Assurance Foreman, 4000 Assembly, Department, has transferred to has been promoted to Assistant 'A vast ranging area of involvement Manufacturing Group to take up an Manager, Assembly Quality Control. with one common feature — appointment as Production Control Pending the appointment of a QC problems,' was how Bob Pippitt, our Resident at Xerox Corporation. Manager in the assembly area, Geoff former Managing Director and Chief will be Acting Manager, reporting to Operations Executive, described his Ron Teague, Manager, Quality new job as Senior Vice-President and Assurance. Senior Staff Officer at Xerox Jack Turley and Dennis Beddis have Corporation HQ. both been promoted to Assistant He was speaking at a farewell Managers, Quality Control — Jack in luncheon given for him at the Parts Manufacturing area, and Mitcheldean on March 26. Dennis in Tool Inspection and Small Batch. Both report to Henry Phillips, Roger Haggett, Director of Manager, Manufacturing OA. Manufacturing Operations (UK), thanking him for all he had done for Mitcheldean, said : 'It seems that we collectively have done such a good job, we've created a first-class David Sanderson problem solver and got our boss David Sanderson, previously Manager, promoted !' Electrical Sub-Assembly and Sorter There was praise from Mr Pippitt for (9100 Dept), has replaced Manufacturing Group's 'outstanding Mr Broomer with effect from achievement' in 1973.