Baytown Briefs (Baytown, Tex.), Vol. 20, No. 10, Ed. 1 Friday, October 27, 1972 Page: 2 of 12
This newspaper is part of the collection entitled: Humble Bee and Baytown Briefs and was provided to The Portal to Texas History by the Sterling Municipal Library.
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Baytown Briefs • October 27, 1972
2
Are All Good Ideas New?
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V. R. Gourlay, J. W. Fowler, and T. M. Terry. Sam
Tiedemann, Haddock
Named To New Posts
T. H. Tiedemann, Jr., has been
designated coordinator of the
*1
e
ir
conditions at the
S0-2 Plant.
He pointed out
that a propane re-
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For Years Best Suggestions
Six Employees Get
Top Safety Awards
leas
be
Cor
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M
an idea which re-
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proved safety installed from the pumps to a
tank at the CLEU for mixing
purposes. A malfunction in a
level controller could result in
unusually large amounts of ethy-
lene being mixed with the air
going into the tank, creating an
explosive mixture.
Operations were revised at the
unit to eliminate the possibility
of a combustible mixture being
formed in the vessel.
J. W. Fowler, process tech-
nician in Specialties, suggested a
safer way to test pumps at Phenol
Plant No. 2 for leakage following
repairs. He suggested using seal
oil for testing purposes before hot
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H. D. Evans, process techni-
cian at the Plastics Unit, devised
n a way to prevent
A buildup of light
g . ■ hydrocarbon va-
in g a valve in a
sewer near the
firewall of Tank
No. 1123. The
valve is operated
by pulling a steel
rod through a
hole in the sewer
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to keep the tank nitrogen-blan- technician, spotted a hazard in
opening or clos-
common header. The header is
discharged into a large existing
drum.
[ a., ‘v suited in
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hpe.
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Managers'
Corner
one hour before retiring Satur- malic; it should be earned and Capital Safety Award winners above, from left, are
day night. deserved by the individual. Bozich, Central Safety Committee, presents checks.
On a cold day last February,
T. M. Terry, process technician
in Specialties, spotted a situation
T , , . P I ..... iiii i- which could have been hazardous
in the history of our compan- • Recognize the desire in- Each man should keep his because of the cool weather,
les, few men left their marks as herent in most people to know superior properly advised with- He noted that a tank being
did Herb H. Meier and Henry what they are doing, why they out feeling he is relinquishing c ” ’a “ ,
J. Voorhies. Both were especially are doing it, and how it fits into responsibility by doing so. There vg p] . . >
adept at training and develop- the general scheme of things. A are times when he should inform . .0-
. .1 j n r a- i • f , solvent pumped into it. In winter,
mg good employees and at mo- reasonable amount of enort ex- his superior of proposed action . . . ...
tivating people to work together pended in satisfying this desire and possible consequences even . 6 S06n 10 du -1m-
effectively. generally pays dividends. though he does not seek approval. in a Pressure droP andj 18
We arc fortunate that before . Set high standards of work REASONABLE ACTIONS- lemwas that MEK solvent and
they retired several years ago performance—both as to quality Decisions and actions should oxygen, when mixed in certain
they set down some of their basic and quantity—for ourselves and make sense, should be supported quantities, can be explosive,
beliefs about management devel- those under our supervision. In- by good and sufficient reasons, Terry set out to eliminate the
opment and the relationship be- sist that these standards be met. and should be based on good hazard. He submitted an idea
tween supervisors and their em Adherence to this principle not judgment rather than on rules through the Refinery-Chemical phenol is injected into the pumps.
P IX 55 . , gUL, only improves work efficiency, it or past practices. Management Plant Central Safety Committee T. A. Coker, Chemicals process
Meier had worked lor Humble also gives meaning and purpose should have nothing to hide, and - - ... - - •
for 41 years before he retired to what people do. Basically, al- should welcome opportunities to keted to safeguard against igni- e
in 1968 as general manager at most everyone wants to do a good explain its decisions or answer tion of the explosive mixture. 4 PA
Baytown. v. , job and to know that his su- questions. Terri u0estion was readily l h)
How a thing is done can be perior really cares about the way FREEDOM OF THOUGHT accqtd H8sas presented a i—>c-
almost as important as what is he does it. AND ACTION-ManaSement ’3.'capital award-X is A
done"phewwrotsranetimecinadis- Henry Voorhies was a vice should encourage perS°nal ini his suggestion was judged to be .—)
usngnsupervisionoslouraati president of EsSO Standard Oil tiative and freedom of thought the besof the month. p
nificant bearing on the efficiency Company and had been general and action. It should be recep- Then, at the end of the Safely ■ V A
with which work is performed manager at Baton Rouge for16 tive to new ideas and new ways Award Plan year August 31, Coker
and on job satisfaction. years when he retired in 1965 of doing things to such an extent when the committee looked at the cover. Coker pointed out that a
Herb Meier listed nine things with 43 years of company ser- that the organization knows it top ideas submitted during the spark from the rod could ignite
which he felt supervisors should vice. and individuals do not hesitate year, Terry’s suggestion was a vapors in the sewer. He suggested
attempt to do consistently day In 1957 he authored a booklet ? suggest change. Management winner again. He was presented several ways this could be pre-
in and day out: ‘ titled Management Development. should foster this spirit by ag- the annual Capital Safety Award vented. The rod was wrapped
• Learn to appreciate the in- In it he discussed his personal 8ressiey seeking ways to make of $75 for the best safety sugges- with tape Ito prevent sparking,
herent worth of people giving observations on how to develop 1 0 tion of the year.
due regard to the fact tht the supervisors and build effective DEMANDING THE BEST- Five other safety ideas sub-
work done at each and every organizations. Management should demand the mitted by Refinery and Chemical
level is necessary and worth- “These principles,” he wrote, best people, the best equipment, Plant employees during the year
while, and that its proper per- “should be reduced to simple the. best organization, and the were also selected for capital
formance entitles the doer to a language and stated and restated best performance. It should never awards. Their authors were given
dignity that we should respect. until they are understood, be- be content .with second best, and $25 awards.
. Develop a real interest in lieved, and practiced by the en- should resist any pressure to re- K. T. Howell, a process tech-
each person. tire organization.” lax high standards for the sake nician in Specialties, submitted
• Use a courteous and sym- I .of expediency.
pathetic approach at all times. . here are some o ose pi in PRIDE IN ACCOMPLISH-
. Learn to listen with under- ciples as Henry Voorhies saw VENTS OF OTHERS—True
standing, without prejudging a mj pride in the success of others is
case or situation before all the FACING DIFFICULT PROB- a major step in a man’s own
essential facts are in, and with- LEMS—Difficult personnel and development. The most capable
out interrupting. plant problems should be faced supervisors learn that the great-
• Be ready to admit error and and solved promptly. Manage- est satisfaction comes from pride S
to take prompt and proper cor- ment should be courageous and in accomplishments of those they
rective action. should not side-step difficult or have assisted. They learn that this have to be blocked off quickly in
• Know the rules and the unpleasant issues. It should be pride goes deeper and is more the event of a fire or line break,
union contracts under which we courageous in overcoming re- satisfying than pride in their To close the valve, however, a
work and carry out these rules sistance to change when change own accomplishments. Pride in person had to climb to the SO-2 Compensation and Benefits Sec-
and obligations in every instance from established practice is de- the accomplishments of other Plant roof and walk down the tion in Humble’s Headquarters
so long as they are in effect. If sirable. Management should not people can be a tremendous force roof about 20 feet. Following Employee Relations Department,
they are wrong, make recom- take the easy way out, unless it in good management develop- Howell’s suggestion, the valve effective November 1. Tiedemann
mendations for changes, but do is the best way. ment.” wheel was re-located and a chain formerly served as administra-
not attempt to nullify them by COMBINED JUDGMENT— In an era marked by change, was secured to the wheel in such tive manager in Humble’s Re-
manipulations that are within All information and assistance it is reassuring to know that the a manner that the valve could be fining headquarters.
the letter, but outside the spirit, available from associates, service principles so eloquently taught closed from the ground level. R. W. Haddock has been
of the rule or contract provision, groups, and central staff offices by our predecessors like Herb A potential hazard at Catalytic named administrative manager
• Learn to keep emotions un- should be obtained before mak- Meier and Henry Voorhies are Light Ends Unit No. 3 was elimi- in Refining Department head-
der control. This can be ex- ing decisions. There should be no as valid today as they were in the nated as the result of a sugges- quarters, replacing Tiedemann,
tremely difficult, particularly room for foolish pride in doing 1950s—we have the feeling that tion from V. R. Gourlay, process Haddock was head of Specialties
when the other person becomes the job alone. Combined judg- they will be equally applicable technician in Fuels. He noted Coordination in Refining head-
angry, discourteous, and unrea- ment is usually belter than the in the next century. that a continuous stream of air quarters.
sonable. On the other hand, the judgment of any individual and ________________________________ was being injected into a caustic _______________________________
ability to avoid responding in should be used in evaluating and ”
kind under such circumstances promoting people as well as in
represents a real source of making decisions about running
strength, the business.
DELEGATION—Effective dele-
Time Changes Back Mhngmment N
Sunday, October 29 Proper delegation encourages
a i , . i people to develop to their fullest,
bunday, October 29, is the day
the nation changes back from T 6 e8ation is a moving target.
Daylight Saving Time to Stan- it should not be defined, pre-
dard Time. The official change- scribed or limited. It should vary
over time is at 2 a.m. Sunday. with individual ability and per-
To be sure your clock is right formance rather than with job i
Sunday morning, just set it back level. Delegation is not auto-
M ceiving line to
Howell the plant would
* " D pors from pumps
7 being cleared for
" 2 mechanical work.
Following his
N J. suggestion, vapor
Evans lines have been
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Lee, O. B. Baytown Briefs (Baytown, Tex.), Vol. 20, No. 10, Ed. 1 Friday, October 27, 1972, newspaper, October 27, 1972; Baytown, Texas. (https://texashistory.unt.edu/ark:/67531/metapth1433573/m1/2/?q=%22%22~1: accessed July 15, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu.; crediting Sterling Municipal Library.