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HomeMy WebLinkAboutBOARD MINUTES 06-23-94 132 MINUTES OF THE SPECIAL BOARD MEETING OF THE DISTRICT BOARD OF THE CENTRAL CONTRA COSTA SANITARY DISTRICT HELD ON JUNE 23, 1994 The District Board of the Central Contra Costa Sanitary District convened in a special session at its regular place of meeting, 5019 Imhoff Place, Martinez, County of Contra Costa, State of California, at 9:05 a.m. on June 23, 1994. President Rainey called the meeting to order and requested that the Secretary call roll. 1. ROll CAll PRESENT: Members: Menesini, Dalton, Hockett, Clausen, Rainey ABSENT: Members: None 2. PUBLIC COMMENTS None a. 3. WORK REDESIGN OVERVIEW OF WORK REDESIGN EFFORT: TOUR OF SOLIDS FACILITIES: AND PRESENTATION AND DISCUSSION BY DEWATERING PROCESS REDESIGN TEAM (PRT) Mr. Roger J. Dolan, General Manager-Chief Engineer, stated that at the last Board Meeting, background relating to the District's work redesign effort and what staff hoped to accomplish was discussed. Today, the focus will be on the Dewatering Process Redesign Team (PRT) efforts and accomplishments. This is in preparation for a request at the next Board Meeting for funding to continue the work redesign effort. Mr. Dolan introduced Ms. Sue lamb and Mr. Howard lamb, of lamb and lamb. Mr. Howard Lamb described the background and experience of lamb and lamb, stating that for the past 20 years, they have dealt mainly with large-scale organizational change in all types of organizations, but particularly utilities. Mr. lamb stated that it has been a pleasure to work with the District's management team and employees. The District's commitment and dedication are evident. Mr. lamb also thanked the Board for their commitment to the work redesign effort demonstrated by their attendance at this meeting. Ms. Sue lamb described the work redesign approach being used at the District, stating that work redesign is a philosophical approach and a systematic ITH~thodology to figure out how to do the work better, faster, and cheaper than ever before, and to create the culture in which this can happen. The work redesign philosophy emphasizes the need to balance the three bottom lines of: . Customer satisfaction . Cost effectiveness . Employee quality of work life Ms. Lamb stressed the need to keep the focus on the business reasons and goals for change and to thoughtfully plan employee empowerment. A cross-functional approach to process improvement is being used, involving a cross-functional team that has" hands- on" knowledge of the system and the support from all managers in the various functions. The process improvement, focused on business or work-flow processes, emphasizes internal customer-supplier relationships within those processes as well as outside customer-supplier relations when relevant. Ms. Lamb described the flow charting process used to pin-point specific problems in the process. 06 23 94 133 Mr. lamb stated that the District culture must be aligned to support work redesign. In order to help the District align or shift cultural norms, a High Performance leadership Workshop and departmental Cultural Change Workshops were conducted. Ms. lamb described the structure of the work redesign effort at the District, including the Work Redesign Steering Committee providing cooperative management/union leadership, Process Redesign Teams (PRTs) chartered by the Steering Committee to work on streamlining and improving work processes selected as Strategic Initiatives, and Continuous Improvement Teams (CITs) chartered by individual department, division or section managers to work on processes or problems within the scope of the individual manager's functional authority. Ms. Lamb cautioned that there could be unrealistic expectations. Some people will feel they have not been empowered, and there may be inclusion/exclusion issues. Ms. lamb recommended that a slow and steady approach to work redesign be maintained; and that the three bottom lines of customer satisfaction, cost effectiveness, and employee quality of work life be emphasized. Discussion followed with regard to Quality Circles, and the need to communicate this work redesign effort at all levels throughout the organization. Mr. Charles W. Batts, Plant Operations Department Manager, thanked the Board for their continued interest in the plant process and employees, and publicly acknowledged Plant Maintenance Division Manager John Pearl for his strong support of this work redesign effort. Mr. Batts described the flow of the treatment plant in both the primary and secondary areas which contribute to sludge processing, and quickly discussed the centrifuges and sludge cake pumps, two pieces of equipment central to the dewatering process. At 9:40 a.m., the Board adjourned to the control room in the Solids Conditioning Building. Shift Supervisor George Fowler introduced Dewatering PRT Members, Assistant Engineer Don Berger, Plant Engineering Division Manager Bill Brennan, Maintenance Technician III, Mechanical Randy Covey, Plant Operator III Rick Higgs, Maintenance Technician III, Mechanical Dave Hollenbach, Assistant Control System Engineer Bill McEachen, Plant Operator II James Minor, and Plant Operator II Jim Zeiger, and Plant Maintenance Division Manager John Pearl and Co-Op Student Michael Tollas who assisted the PRT. Mr. Fowler indicated that one PRT member, Plant Operator III Bill McDowell, was not able to be present today. Mr. Fowler also introduced Plant Operator III Clint Jackson who was on duty in the control room. Mr. Rick Higgs, Plant Operator III, described the processes and functions overseen in the Solids Building control room. Mr. Randy Covey, Maintenance Technician III, Mechanical, described the centrifuges. Mr. Dave Hollenbach, Maintenance Technician III, Mechanical, and Mr. Jim Zeiger, Plant Operator II, described the sludge cake pumps. The Board then adjourned to the Mechanical Maintenance Lunch Room. Mr. Fowler stated that the Dewatering PRT was asked to look at the solids dewatering process. The only guidelines were to get rid of redundancies and to look at equipment and problems with down time. The PRT was given free rein and the resources needed. Management indicated they were ready to spend money to save money. Three departments and divisions were involved. Everyone got to know each other and came to understand the problems and issues from each other's point of view. The first step in the process was to interview people to try to find out what they thought the problems were. The dewatering process was flow charted and bottlenecks and problems were identified. The problems were then analyzed and the PRT tried to find the root cause. Mr. Fowler stated that management just watched the process and was satisfied with the results. Mr. Fowler stated that four bottleneck/problem areas were identified: 1 ) Repeated and prolonged equipment failure on the sludge cake pumps. 06 23 94 134 2) The need to standardize and/or modify existing procedures, develop new procedures where needed, and provide training on the procedures. Mr. Fowler stated that individual, hands-on training was provided by the operators and maintenance people. 3) The system was performance tested to determine actual capabilities, and to identify what needed to be upgraded and where capacity could be increased. 4) Communication between the groups was lacking. Mr. Fowler stated that improvements were made by performance testing, working together and breaking down the walls. Management watched closely but never stepped in. The work redesign process worked very well. All the old records and work orders were reviewed to determine the parts that failed and now the equipment is serviced before it fails. This has helped reduce down time. The PRT then called the manufacturers to discuss the problems, and gathered input from facilities with similar equipment and from operators and management at the District. Mr. Fowler introduced Mr. Don Berger, Assistant Engineer, who stated that the dewatering process was installed about five or six years ago. It is an excellent, state-of- the-art process but the PRT identified some things to improve it. It was determined that the centrifuges could be operated at a much higher capacity, thus allowing the use of fewer centrifuges and saving energy. In order to do this, it is necessary to eliminate the bottleneck of the cake pump and increase its capacity. It is possible to do this with a minor modification that could pay for itself in about one year. This would also save maintenance time. By reducing down time and operating fewer centrifuges, there is also a cost savings. Mr. Berger stated that it was found that more controls were needed on the cake pumps to give good, stable operation. Control improvements have been identified to improve control of the cake pumps. The PRT will be recommending some control procedures for cake pumps that will help alleviate maintenance problems. Mr. Berger introduced Mr. Jim Zeiger, Plant Operator II, who stated that he did maximum capacity testing on the cake pumps. As a result of the tests, he was asked to show the other operators how to set up the cake pumps to run more efficiently with higher output. Mr. Zeiger conducted two training sessions for the operators. Mr. Zeiger stated that he attended Schwing pump school to learn more about the cake pumps themselves, and he will be setting up more training for the other operators based on the information learned. Discussion followed with regard to the controls for the cake pumps, the information learned at the cake pump school, and the way in which input was gathered from the other maintenance people and operators, particularly those on other shifts. Mr. Fowler stated that one of the big things the PRT learned was that a much dryer cake could be produced, resulting in significant fuel savings. Mr. Fowler presented the PRT recommendation that the size of the cake pump be upgraded. Mr. Randy Covey, Maintenance Technician III, Mechanical, stated that although there has never been an actual failure, one of the biggest problems with the centrifuges is wear. The wear sleeve was one problem area. After considering the problem, it was decided to undercut the wear sleeve and coat it with carbide. Since that was done, we have yet to replace one. This change will result in approximately $5,000 savings to the District per year. Mr. Covey stated that the lower casing liners were another problem area. The PRT decided to replace the kevlar part manufactured by Scharples with high impact polyurethane. Scharples was so impressed with this improvement, that they are now using it. Mr. Covey stated that it was determined that polymer was wearing the feed cone inserts. Rather than buying new parts at $2,700 each, the machine shop has been able to repair them for approximately $450 each. The PRT is also looking at installing carbide plugs. The casing seal where the metal hubs pass through was leaking and messy, and it was also wearing. The repair costs $800 and takes three weeks. The PRT came up with the idea of installing a split lip seal in place of the original casing seal. Seals can now be replaced without taking the equipment apart. Scharples is implementing this idea as well. Polymer nozzles cost $97 each and must be replaced frequently. The machine shop can fabricate them for half the cost. 06 23 94 135 President Rainey suggested that PRT members look into patenting these improvements. Mr. Dolan indicated that staff will check into this. Mr. James Minor, Plant Operator II, stated that Plant Operations Department Manager Chuck Batts was invited to a PRT meeting. At that meeting, the need for a $12,000 microwave to dry and weigh sludge was discussed. Mr. Batts indicated that funds were not budgeted for this, but that he would look into it. With Mr. Batts' support, a $200 microwave was purchased; and with some ingenuity and the addition of a fan to drive off the moisture and an inexpensive balance to calculate and weigh, it was modified to do the job. In response to a question from Member Clausen, Mr. Bill McEachen, Assistant Control System Engineer, stated that the PAT has decided to continue to meet on a quarterly basis. The PRT is very sensitive to the need for a flat budget and the efforts of the PRT have been focused on that goal. Savings generated in this fiscal year, will continue to be savings into the future. In addition, communications have improved greatly. Plant Operator III Rick Higgs noted that there are other system improvements under consideration. There is an ongoing effort to look at changing the lime addition point and hopefully use smaller quantities while getting greater pH increase. Mr. Fowler stated that staff is looking at this very carefully to ensure that there would be no permit violations. This will be a pilot project at no additional cost to the District for equipment. Mr. Dave Hollenbach, Maintenance Technician III, Mechanical, stated that before the Dewatering PRT began work, he was spending about 90 percent of his time on the cake pumps. Through the efforts of Jim Zeiger, Rick Higgs, and the PRT, the time spent on the cake pumps has been reduced to a minimal level. Mr. Dolan, General Manager-Chief Engineer, stated that the PRT has requested the several members visit a similar operation in Durham, Oregon. The Durham facility has an ultrasonic level sensor system which can be used to monitor sludge levels in the hopper. This system is of interest to the District since it will protect against the cake pump running dry. The team feels it would be beneficial to visit the facility to view and discuss the installation, operation, and maintenance problems, as well as the recommended upgrade to the cake pumps. The Board voiced no objection. Mr. Fowler stated that there was always a little discrepancy between what the District received from the vendor with regard to training and what staff needed or thought they were going to get. This has been a problem. Because of the improved communications, Plant Operations and Engineering Department people met to discuss this issue. As a result, even though the Headworks Project is well underway, steps have been taken to ensure that the needed training will be provided. The Ultraviolet Disinfection Project is still in the design stage, but Plant Operations Department employees have been contacted for input on the training that will be needed. Mr. McEachen introduced Mr. Michael Tollas, UC Davis Co-op student, whose help has been invaluable to the PRT. On behalf of the Board of Directors, President Rainey thanked the PRT members for their interesting and informative reports and stated that she was very impressed with the accomplishments of the PRT. Improving processes and saving time, allows employees to do other, more productive work. President Rainey stated that the District is fortunate to have established this work redesign setting where employees can do these things without fear for their jobs. Mr. Dolan stated that efforts using District employees is proceeding with the A&N Tanks to improve operations and save money. AB 3282, which would allow the District to do more of these projects, was approved by the Senate on June 22, 1994. While the bill is still not through the entire process, staff is very optimistic. Ms. Sue lamb stated that she and Howard lamb have worked with over 300 organizations throughout the country, and rarely have they encountered such dedicated management and PRT members as at the District. 06 23 94 136 4. ANNOUNCEMENTS None 5. ADJOURNMENT There being no further business to come before the Board, the Board returned to the Board Room and President Rainey adjourned the meeting at the hour of 11 :22 a.m. President of the Board of Direc s, Central Contra Costa Sanitary District, County of Contra Costa, State of California COUNTERSIGNED: I) S et ry of the Central Co a Còsta Sanitary District, County of Contra Costa, State of California 06 23 94