CONFIDENTIAL
055377
MDHIAN 7023
ANOTHER, TROUILLIER, IMMEDIATELY BELOW HIM, AND THE REPLACEMENT OF THEIR SITE MANAGER. THESE WERE CLEARLY WELL RECEIVED.
3. THE CRITICISMS AT THE MEETING WERE MADE AT LENGTH BY THE GENERAL MANAGER OF THE JOINT-VENTURE COMPANY, XAN YU LONG, BY THE NEW AND IMPRESSIVE PROJECT MANAGER, NUTWELL OF BECHTEL, AND ANOTHER BECTEL REPRESENTATIVE, GREENWELL. STONES WAS GENERALLY HELPFUL THROUGHOUT AND HELPED ENSURE THAT THE ATMOSPHERE BY THE END WAS CONCILIATORY WITH ASSURANCES ALL ROUND THAT THE PROJECT WAS EQUALLY IMPORTANT TO ALL PARTIES AND THAT EVERYTHING POSSIBLE WOULD BE DONE TO BRING IT
IN ON TIME AND ON BUDGET.
4. XAN YU LONG SUGGESTED THAT DESPITE MANY PROMISES TO IMPROVE, GEC EQUIPMENT CONTINUED TO SHOW ABNORMAL PROBLEMS, AND EQUIPMENT WHEN DELIVERED WAS TOO OFTEN EITHER DAMAGED OR DID NOT PERFORM TO SPECIFICATIONS. (WIRE DAMAGED ON THE GENERATOR, TRANSFORMER DAMAGED, HIGH PRESSURE BOOSTER PUMP FAILED VIBRATION TESTS ETC). HE SAID GEC NEEDED TIGHTER QUALITY CONTROL OVER THEIR EQUIPMENT DURING ITS MANUFACTURE AND PRIOR TO SHIPMENT. SECONDLY THERE WERE PROBLEMS ON THE SITE E.G. LATE SUPPLY OF STEEL WORKS, BEHIND ON ERECTION SCHEDULES ETC. ABOVE ALL THE DAVY MORRIS CRANES IN THE TURBINE HALL WERE NOT PERFORMING TO SPECIFICATION AND WERE BEING MODIFIED ON THE SITE. THEY WILL BE UNDERGOING FURTHER TESTS AT THE END OF DECEMBER OR EARLY JANUARY. THIRDLY, HE DID NOT BELIEVE GEC HAD ADEQUATE QUALITY CONTROL MANAGEMENT IN SENIOR ENOUGH POSITIONS NOR SUFFICIENTLY INDEPENDENT OF THE MANUFACTURING PROCESS. HE COMPARED THE PERFORMANCE OF GEC EQUIPMENT UNFAVOURABLY WITH THAT OF FRAMATOME, AND DAVY MORRIS WITH THE PERFORMANCE OF THE CRANE SUPPLIED BY FRAMATOME'S SUBCONTRACTOR WHICH HAD ENABLED THEM TO PUT THE UNIT I DOME IN PLACE ON SCHEDULE. HE SUGGESTED THAT PERHAPS GEC'S ENERGIES HAVE BEEN DRAINED BY THEIR MERGER WITH ALSTHOM AND
THAT THEY HAD NOT GIVEN SUFFICIENT MANAGEMENT RESOURCES TO THIS PROJECT. HE THOUGHT IT UNFORTUNATE THAT GEC'S MANAGER FOR ELECTRICAL AND MECHANICAL ENGINEERING HAD NOT COME WITH SIR R DAVIDSON TO HEAR THE CRITICISMS OF THE EQUIPMENT.
5. NUTWELL, THE BECHTEL PROJECT MANAGER, WHO WAS APPOINTED FOUR MONTHS AGO, SAID THAT HE SAW THREE MAJOR PROBLEMS. FIRST, GEC FAILED TO APPRECIATE THE MAGNITUDE OF SOME OF THE PROBLEMS AND
DISMISSED THEM TOO LIGHTLY: THEY NEEDED TO REACH A MUTUAL
UNDERSTANDING ON THE SEVERITY OF THESE BEFORE ADEQUATE MEASURES COULD BE TAKEN TO PUT THEM RIGHT. HE SAID THAT AT ALL THEIR MAJOR MEETINGS THEIR SIDE HAD ALWAYS FIELDED THE HEAD OF THEIR QUALITY ASSURANCE DEPARTMENT AND THIS ILLUSTRATED THE IMPORTANCE THEY
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