ML20024C825
| ML20024C825 | |
| Person / Time | |
|---|---|
| Site: | Crane  |
| Issue date: | 02/14/1978 |
| From: | Colitz J, Shirk J, Troffer G, Tsaggaris A METROPOLITAN EDISON CO. |
| To: | Herbein J METROPOLITAN EDISON CO. |
| Shared Package | |
| ML20024C826 | List: |
| References | |
| TASK-*, TASK-01, TASK-04, TASK-05, TASK-1, TASK-10, TASK-4, TASK-5, TASK-GB B&W-0843, B&W-843, NUDOCS 8307130379 | |
| Download: ML20024C825 (6) | |
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C0NFIDENTIAL 4P '
METROPOUTAN EDISON COMP AN Y s
,,,, c.,,.i us uru c-OMrW Deft. Exh. For ID. b Location Reading sdjut T:a Mracrc: AUDIT P6Ethde-Ev Data February 1h, 1978 Charles Ship:ro CSR To J. G. m.:: - I Doyle Reporting Inc. 7 ;[Q g,
r Based on the EU !!anagement Audit perfor=ed during the perici of Ja=ua:/ 9-20, 1978, the aniit ter.= hereby submits the Audit Report which identifies proble=
areas aleng with recc==endatic s for corrective a.ctic=.
It see=s ap;repriate to discuss sc=e hey areas related to the audit as part of this cover =e=o.
Os Dece=ber 5,1977 ycu pre;csed sending a =asagenest interview tes= to oc during early' January to interviev selected individuals to ascertain the need fer specific high pricrity a: tic s directed specifically at i=;roviss areas at CC, such as
=anage=ent effectite=ess and efficiency, pr:ductivity, e=picyee =crale, etc.
Costs were solicited concerning the prescsed TE Manage =est Audit frc= the ManaEers a:d G. p. Miller. They were also reglested to provide at the same ti=e s.
a recer_.e:datie: regarding whether to proceed with the audit during the preposed period (Ja=cary 9-20,1978).
Cc==ents fo: rarded to ycu indicated that the time schedule proposed was overly esti=istie to atte=pt to ec duct a =eaningful --age =ent a2dit when ecesidering all t
the other eft:rts in which the tecs =e=bers were involved. The decision ve.s =ade t
to preceed vi-h -he stadit as preposed and that the audit tee = vould ecesist of
- 3. J. Treffer, J. J. Colitz, A. Tsag.7aris, J. L. Shirk.
Preparater
.ne-ines vere held tv the audit team to estr.blish a detailed cudit plan vithin the li.1 ei ti=e fra e.
The sudit tese felt strengly that the timine could h-'."e hem b e-er and ::re re-s.ca-1 = :ine wuld h:.e Ner. heinfi:1.
!* v the.t th:
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=2y be -ha- -.: te:ra:wh W:e.. :: int-inw this tudi-is 1
.- Nr c::t:-le :f ""-! s is **2=. :-.e.t " uni..". 2: ~: cure: "*.'.-r3 hiic.*e te te the 1
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j 2e r.anner in which the endit got underway was an indicator to the audit tea = of
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vhat sc=e of the supervisors com=ents veuld be. The audit team was scheduled to
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=eet with.the superintendents and depart =ent heads en the first dart of the audit at 0930 to explain the pur;cse and scope of the audit. Two pec;1e shewed up at 0930, sai at 09ho ve ve e infomed that the meeting vas, cha=ged to 1000 to corresycad with a scheduled Department Heads Meeting, at a different location.
Others shewed up after 09h0 net kncving of the change. The meeting finally started at 1015 Ma=y of the areas discussed in detail is the report, such as c~-"-4catic s,
vere directly reflected by the.-a-er in which the audit get v=derva7 The audit tea = interviewed a;;rexi=ately fifty superviscry persc==e1 over a paried o
of five days. Sc=e key cencerns of the C-C' Supeeviscry Staff are su==acized belev.
Many people questic ed the pur;cse of the audit. There is a general feeling that there have never teen any ;csitive results frc= any previous audits perfo=ed at s
n 04I. Even worse, there is never a=y feedback en-the fi=di=gs. State =ents were
=sde to the effect that an audit like this is perfe=ei to give the perscanel at CC the feeling that '*=asage=ent is concer=ed", only to eventually "whitevash" the I
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re;crt in the end. The audit tess feels it is extre=ely i=portant that the findi=gs of this re;crt be =ade hecvn to the supervisers at TMI, including the feedback c corrective steps to be takes.
Cne of the ajor areas of conce= of =ost individuals was the practice of bypassing the chain of ec==and frem the top on devn. Bypassing the chain of ce==aci in tur:
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results is many cases' in duplication of efforts. Duplication of efforts takes The " Shot 02:
a rat one's pride and gives an individus1 a feeling of ince=;etence.
l 2;;rcach of assi.ning two cr three individuals the ss=e tssh to ensure it gets s:ce -dished was ancther verv cere spot. Sc=e referred to it as "Orisis A* ann,e=ent'*.
'laless a chnin cf cerran2 is esta.bliched. understeel sni Odheref. -c b.r all, the
'O.vt. nt=cephere.-11) centinue te crevnt*.
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- Another key concern is the lack of authority that Supervision has to carry out its responsibili-ies.
'"here is a strong feeling th'at Reading !!anagement is too
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involved with =any de:isions which should be =sde at TMI. Directly related to i
I this is a strong c:ncern that when CE Supervision must go to Reading for a 1
i decision, they can't see= to get anything in the way of a final decision is a timely fashion. There see=s to be no process established to acce=;11sh this, 1'
We need to put more trust in our Supervisors, give the= the authority to aske s
i decisicus ami get the job d' ne, and hold them accountable. Mest supervisors feel a
c ve do not hold our people accoustable, which in turn creates a" buck-passing" at=csphere i
i and allevs veak Supervisi.cs,to centinue to perfor= is such a fashics. Not only do
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i ve need to give TMI the authority to ~*e more decisiens but we need to push many 8
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cf these decisicus devs a level or two within the TMI crganization. Attached as 2
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Adde =dum No.1 is a curve depicting the general feeling of the "i= pact of decisic="
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vs. the level of Supervisics at which the decision was made.-
I.cr.g hears asi the lack cf a satisfactory everti=e policy see=s to have.the Attached as Addenda-largest effect c: the = orale of the CC Supervisory Staff.
1 a
I No. 2 is ene individuals view;cints on hev the overti=e policy affected him vs.
I a bargaining unit e=ployee.
This Cc_:.::iestic=s needs to be i=preved both at TMI and between CC and Reading.
l c=e ite= causes er ec: tributes to es:7 of the problem areas discussed. Many ti=es I
I the word is extre=ely slev getting devn to so=a of the junier pecple and in many cases, Supervisica receives the infer =atica frc= the union prior to hesring it 1
This area needs the attentien of all personnel.
t frem the Cc=pany.
The above concer.s c the trc;er use of the Chain of Co -*-d, givin;: super.-isers the-needed auth:ri v and h:1 din.- the.. a:cc.:ntable, allevin-C*I to make more 6:isions at CC ra-her than havin,- *.ce.1:;; =:he the. for the 2n.1 the nac.i for W.tep ec==unics:1:ns nre ::=e of -hc n.*er c:n. erns of the ?Jorif" of the reci:le W
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FEBMJARY ik,1978 "o
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J.fis HER3EC recuiring sene tyce of his;b priority l
l which are identified in the report as areas I
correcti're action.
latter part cf 1977 it was InMet-IdGeneratioE"5Yearplas'presentedduringthet practices i stated we would develop a=1 =aintain good nanagement d authority an 1
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l organizatica with defined reporting lines, de ega e l
i by It stated we vould create a high level of job satisfact ca responsibilities.
ide where jobs are extremely-develeping perscnal satisfaction, self-estees and prTh A.,-a-ding and ti=e cons" d g.
goals.
with the actions necessary to attain the above l
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