Recently I recounted my nightmare of working at Northrop Grumman and having no desk, chair or phone. It was just a bad dream.
However, it was not just a bad dream for three young men who were hired by the Systems Analysis group at Northrop Grumman a few years ago. They were young guys not long out of school: Justin Smith, Arthur Hutchinson, and Eric Gardenhire.
I am certain that Northrop Grumman management went through a process of some sort in hiring these three guys: certain decisions were decided, budget money budgeted, analysis work anticipated, staffing arrangements arranged etc. prior to their arrival.
What was really interesting then was that the day they came to our group (they all started on the same day) was that they had 1) no desk at which to sit; 2) no chair on which to sit; 3) no phone/phone number of their own to use; and 4) no computer to use.
They had my nightmare.
They had the honor and privilege of floating around, landing at any desk that happened to be vacant that day. Someone would be the recipient of their phone calls, as they did not have their own phone number to give out.
Jason Pfefferkorn and I made it a point to give to each one of them their own pad of paper and two sharpened no. 2 pencils. We did our best to make them feel welcomed.
By the way, not one of these three young men are at Northrop Grumman today.
Perhaps they went somewhere else without the nightmare?
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
Monday, November 30, 2009
Sunday, November 29, 2009
My Nightmare Last Night
I had a nightmare last night.
I dreamt that I was working at Northrop Grumman for some reason, and that the group had moved and thus things were in packing boxes and in general disarray.
What was really scary was that in this nightmare I was working with James Lamar. When I asked him about my getting a desk, chair, and phone, he just smirked and did his best to withhold his laughter.
Randy Yates made an appearance. When I asked him about the desk, chair, and phone, I got the same smirk and withholding of laughter.
I remember saying, "Just tell me, 'yes' or 'no' - I will sit in the lobby where there is open space for me to sit". I was not complaining about not having a desk, chair, or phone.
That was one nightmare!
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
I dreamt that I was working at Northrop Grumman for some reason, and that the group had moved and thus things were in packing boxes and in general disarray.
What was really scary was that in this nightmare I was working with James Lamar. When I asked him about my getting a desk, chair, and phone, he just smirked and did his best to withhold his laughter.
Randy Yates made an appearance. When I asked him about the desk, chair, and phone, I got the same smirk and withholding of laughter.
I remember saying, "Just tell me, 'yes' or 'no' - I will sit in the lobby where there is open space for me to sit". I was not complaining about not having a desk, chair, or phone.
That was one nightmare!
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
Wednesday, November 25, 2009
I am writing this blog for my health
Why am I writing about my last two years at Northrop Grumman?
I came across this in one of the health related newsletters that I receive:
I came across this in one of the health related newsletters that I receive:
"Men who bottle up their anger over unfair treatment at work could be hurting their hearts, a new Swedish study indicates.
Men who consistently failed to express their resentment over conflicts with a fellow worker or supervisor were more than twice as likely to have a heart attack or die of heart disease as those who vented their anger, claims a report in the Nov. 24 online edition of the Journal of Epidemiology and Community Health.
I am writing this blog for my health - what is left of it!
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
Tuesday, November 24, 2009
A Small Story Many Years Ago of William E. Maillard and Craig Bogley
William E. Maillard (long since retired) was a senion analyst in Systems Analysis, a Northrop Grumman lifer who worked his entire life at Northrop, having starting as an intern while still a student. He also was one of the smartest guys I have ever met at Northrop Grumman.
Craig Bogley (also long since retired), on the other hand, was some Northrop mucky-muck's staff guy who had a smug air of self-importance who wanted people to think that he was smarter than he really was.
Mr. Bogley had come to Systems Analysis for some real analysis that required genuine mathematical methods. Mr. Maillard, who had a Master's in Mathematicas from UCLA, actually used real mathematics when doing his analysis and writing his computer programs. He was working with Mr. Bogley on some problem that I don't remember.
What I do remember is that the discussion between Mr. Bogley and Mr. Maillard involved Mr. Maillard explaining a five step process to Mr. Bogley.
Mr. Maillard goes through the first step with Mr. Bogley. There is much nodding of head, and mutterings of "Yes, of course!" on Mr. Bogley's part.
Same thing with the second step step, and the third step of the explanation by Mr. Maillard.
Then it happened. Mr. Bogley had a question. The problem was that the question revealed that Mr. Bogley had no comprehension of step one, let alone steps two and three of the explanation!
The normally VERY PATIENT Mr. Maillard started to show his exasperation with Mr. Bogley, something I very seldom saw in Mr. Maillard. He had been very patient when explaining things to me.
But then, I did not pretend to know something that I did not know.
Stupid people look even more stupid when they pretend to know something that they do not know.
PLEASE NOTE that I did NOT say that Mr. Bogley was stupid.
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
Craig Bogley (also long since retired), on the other hand, was some Northrop mucky-muck's staff guy who had a smug air of self-importance who wanted people to think that he was smarter than he really was.
Mr. Bogley had come to Systems Analysis for some real analysis that required genuine mathematical methods. Mr. Maillard, who had a Master's in Mathematicas from UCLA, actually used real mathematics when doing his analysis and writing his computer programs. He was working with Mr. Bogley on some problem that I don't remember.
What I do remember is that the discussion between Mr. Bogley and Mr. Maillard involved Mr. Maillard explaining a five step process to Mr. Bogley.
Mr. Maillard goes through the first step with Mr. Bogley. There is much nodding of head, and mutterings of "Yes, of course!" on Mr. Bogley's part.
Same thing with the second step step, and the third step of the explanation by Mr. Maillard.
Then it happened. Mr. Bogley had a question. The problem was that the question revealed that Mr. Bogley had no comprehension of step one, let alone steps two and three of the explanation!
The normally VERY PATIENT Mr. Maillard started to show his exasperation with Mr. Bogley, something I very seldom saw in Mr. Maillard. He had been very patient when explaining things to me.
But then, I did not pretend to know something that I did not know.
Stupid people look even more stupid when they pretend to know something that they do not know.
PLEASE NOTE that I did NOT say that Mr. Bogley was stupid.
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
End Stage Renal Failure & Disabled Person Parking Placard, CT/CAT Scan
Today we went to the DMV and got my Disable Person Parking Placard.
This will enable whoever I am riding with to park in the blue handicapped space when I display the Disable Person Parking Placard, as I have temporarily given up my car keys. This will save me from having to make the longer walk when a handicapped parking space is available.
I am not driving because of my health situation. Brother Eric is exercising my Scion XB. I have asked him to maintain it at the Toyota garage facility where he works, as well as touching up the dings as they occur.''
My primary care doctor, who is also my nephrologist, filled out the required DMV form for the Disabled Person Parking Placard, classifying me as "permanently disabled" due to "End Stage Renal Failure" (ESRF).
Yesterday we went to Kaiser diagnostic imaging lab in the basement of 1526 N. Edgemont Ave. Got a CT (CAT) scan to look at my aortic root to see how large it is in preparation for my valve job in January.
A "contrast dye" is given to me through an IV in the arm, EKG leads attached to my chest, and then I am run through the big hole in the CT machine where a rotating x-ray tube and x-ray detector take multiple pictures of my insides and a computer creates a very detailed composite 3-D picture of my insides.
The EKG detects when my heart is beating/not beating, as the movement would cause a distortion in the picture. Also, I am instructed to hold my breath to stop any other movement.
I now know that I am allergic to the contrast dye. My tongue and lips got fat. I was given 50 mg Benedryl to counter this allergic reaction. This has been noted in my charts, the next time I will be pre-medicated the day before being given the contrast dye.
At least I did not go into anaphylactic shock after being administered the contrast dye. Extreme case would show within 15 seconds of administration, lesser symptoms of allergic reaction some time afterwards, as in my case of fat lips.
This will enable whoever I am riding with to park in the blue handicapped space when I display the Disable Person Parking Placard, as I have temporarily given up my car keys. This will save me from having to make the longer walk when a handicapped parking space is available.
I am not driving because of my health situation. Brother Eric is exercising my Scion XB. I have asked him to maintain it at the Toyota garage facility where he works, as well as touching up the dings as they occur.''
My primary care doctor, who is also my nephrologist, filled out the required DMV form for the Disabled Person Parking Placard, classifying me as "permanently disabled" due to "End Stage Renal Failure" (ESRF).
Yesterday we went to Kaiser diagnostic imaging lab in the basement of 1526 N. Edgemont Ave. Got a CT (CAT) scan to look at my aortic root to see how large it is in preparation for my valve job in January.
A "contrast dye" is given to me through an IV in the arm, EKG leads attached to my chest, and then I am run through the big hole in the CT machine where a rotating x-ray tube and x-ray detector take multiple pictures of my insides and a computer creates a very detailed composite 3-D picture of my insides.
The EKG detects when my heart is beating/not beating, as the movement would cause a distortion in the picture. Also, I am instructed to hold my breath to stop any other movement.
I now know that I am allergic to the contrast dye. My tongue and lips got fat. I was given 50 mg Benedryl to counter this allergic reaction. This has been noted in my charts, the next time I will be pre-medicated the day before being given the contrast dye.
At least I did not go into anaphylactic shock after being administered the contrast dye. Extreme case would show within 15 seconds of administration, lesser symptoms of allergic reaction some time afterwards, as in my case of fat lips.
Wednesday, November 18, 2009
What is the EAP for?
Note: I am preparing a letter for George Haley
The Employee Assistance Program is a valuable 24/7 service that Northrop Grumman offers to its employees "free and confidential" counseling for a number of situations.
I was introduced to the EAP by my manager, James Lamar, after I had received my "First Warning". I had been observed sleeping at my desk by three different individuals. I do not know if it was the symptoms of Congestive Heart Failure (fatigue), my failing kidneys (lethargy and fatigue), or the anemia (easy fatigue, loss of energy) that would cause me to doze off at my desk.
Perhaps its the combination of these three conditions that did me in.
As nobody wants to train older/higher paid employees when they can hire new employees just out of school with needed skills, I am of no use to Northrop Grumman. Since I was a "valued" employee, and because I do not currently have any skills, James Lamar outlined a "Performance Improvement Program" (PIP) so that I could learn something that would be useful to Northrop Grumman. He gave me desired results and schedule within which to learn and do a set of tasks.
I got the EAP card with the phone number and a name to call.
UNFORTUNATELY, I only saw that the situations that EAP dealt with
* Managing anxiety and stress
* Parenting education and support
* Conflicts at work or home
* Depression and emotional issues
* Life events and career transitions
* Alcohol and substance abuse
* Loss and grief counseling
* Childcare and eldercare community resources
* Communicating effectively
did not address the effects of my Congestive Heart Failure, kidney failure, anemia, or lack of job skills.
Unfortunately, I again failed to meet the desired outcome and schedule of the Performance Improvement Program as outlined by my manager, James Lamar.
As a result, I received a "Second Warning" and a revised "Performance Improvement Program" from James Lamar.
I soon realized that having already received a "First Warning" and "Second Warning" in the first four months of 2009, that a "Third Warning" and "Termination of Employment with Loss of Pension and Benefits" would soon follow.
"Termination of Employment with Loss of Pension and Benefits" would not be a good thing, and would have a negative impact on my lifestyle.
I had a epiphany of "FORNICATE this DEFECATION, I don't need to do this DEFECATION anymore! The house is paid for, the youngest daughter is graduating this June!" I called the nice young lady in Human Resources, asking "Would this (the First and Second Warnings) affect my ability to retire?"
After she assured me that it would not, I soon determined that July 1 was the earliest possible date to retire.
James Lamar was happy to see that he would be rid of me when I told him that I decided to retire, as the company could not afford to carry an employee like me any longer because of its financial situation
Conclusion: the EAP was of no use to me. No amount of counseling was going to fix my Congestive Heart Failure, kidney failure, anemia, or lack of job skills.
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
The Employee Assistance Program is a valuable 24/7 service that Northrop Grumman offers to its employees "free and confidential" counseling for a number of situations.
I was introduced to the EAP by my manager, James Lamar, after I had received my "First Warning". I had been observed sleeping at my desk by three different individuals. I do not know if it was the symptoms of Congestive Heart Failure (fatigue), my failing kidneys (lethargy and fatigue), or the anemia (easy fatigue, loss of energy) that would cause me to doze off at my desk.
Perhaps its the combination of these three conditions that did me in.
As nobody wants to train older/higher paid employees when they can hire new employees just out of school with needed skills, I am of no use to Northrop Grumman. Since I was a "valued" employee, and because I do not currently have any skills, James Lamar outlined a "Performance Improvement Program" (PIP) so that I could learn something that would be useful to Northrop Grumman. He gave me desired results and schedule within which to learn and do a set of tasks.
I got the EAP card with the phone number and a name to call.
UNFORTUNATELY, I only saw that the situations that EAP dealt with
* Managing anxiety and stress
* Parenting education and support
* Conflicts at work or home
* Depression and emotional issues
* Life events and career transitions
* Alcohol and substance abuse
* Loss and grief counseling
* Childcare and eldercare community resources
* Communicating effectively
did not address the effects of my Congestive Heart Failure, kidney failure, anemia, or lack of job skills.
Unfortunately, I again failed to meet the desired outcome and schedule of the Performance Improvement Program as outlined by my manager, James Lamar.
As a result, I received a "Second Warning" and a revised "Performance Improvement Program" from James Lamar.
I soon realized that having already received a "First Warning" and "Second Warning" in the first four months of 2009, that a "Third Warning" and "Termination of Employment with Loss of Pension and Benefits" would soon follow.
"Termination of Employment with Loss of Pension and Benefits" would not be a good thing, and would have a negative impact on my lifestyle.
I had a epiphany of "FORNICATE this DEFECATION, I don't need to do this DEFECATION anymore! The house is paid for, the youngest daughter is graduating this June!" I called the nice young lady in Human Resources, asking "Would this (the First and Second Warnings) affect my ability to retire?"
After she assured me that it would not, I soon determined that July 1 was the earliest possible date to retire.
James Lamar was happy to see that he would be rid of me when I told him that I decided to retire, as the company could not afford to carry an employee like me any longer because of its financial situation
Conclusion: the EAP was of no use to me. No amount of counseling was going to fix my Congestive Heart Failure, kidney failure, anemia, or lack of job skills.
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
No Data, No Model, No Technical Support, No Problem?
Note: I am preparing a letter for George Haley
I did my best to produce the desired results on schedule within budget for Thomas Lee Hull.
My best efforts were not good enough for Thomas Lee Hull.
I cannot do better than my best.
At the risk of sounding like one of those Ungrateful Whiny Cry-Baby Excuse-Making-Why-I-Can't-Do-the-Work Goof-Off Northrop Grumman Employees that management seem to see in their employees, I will attempt offer some possible reasons why I had problems doing the NXX work using the THUNDER campaign model for Thomas Lee Hull in 2008.
In 2007, I was informed that I was the Northrop Grumman "Expert" on the THUNDER Campaign model, despite having only rated myself a "3" or "Competent" on Xref for the THUNDER model, and that I was chosen to work the NXX analysis by Thomas Lee Hull.
I told Thomas Lee Hull that I required three things:
1) a current set of data sets for the the scenario in question;
2) the current street version of the THUNDER model; and
3) technical support for all of the inevitable questions and problems that come up when working with these large models
The problem is that Northrop Grumman's membership in the User Group was terminated by Air Forces Studies and Analysis years previous for some obscure political reason, our User Group fee being refunded on a pro-rated basis. This meant that NO THUNDER data, model distribution, and technical support would be available to our study efforts. Only government agencies that were User Group members, and commercial users with an active contract with a sponsoring government agency that was a member of the User Group had access to the data, model distributions, and technical support.
However we did have:
1) previously acquired THUNDER data for a long-range heavy bomber study;
2) a repaired version of a modification of the THUNDER that was provided to us for an unmanned air vehicle study by a government agency;
3) other THUNDER users at Northrop Grumman.
The NXX study was to look at future U.S.Navy requirements for a particular scenario. Our data, being several years old and created for a long-range heavy bomber study, was seriously lacking in several areas.
One OBVIOUS example of the data deficiency was that the carrier aircraft were not being permitted to fly by the THUNDER mjodel. Being a long-range heavy bomber oriented data set, there were NO air-to-air missiles required by the carrier aircraft that were not used in the long range bomber study. Modifying and adding the three air-to-air missiles to the relevant files was easy.
The other obvious example was that the thousands of targets shown in current intelligence documents were not in our data set.
What was more difficult was determining what other non-obvious deficiencies there were in the data.
Thomas Lee Hull had major heartburn when he told me to reassure him that we had "good data" as he would be briefing this work in front of admirals and did not want to look like a fool. I did not want to lie to his face by telling him that I thought the data was complete and good, BUT told him that I would not say that the data was "good".
Despite reassurances from Thomas Lee Hull that the customer was going to someday provide THUNDER data, Northrop Grumman never received any data.
We never saw the current street version of the THUNDER model.
GOOD NEWS: technical support was finally bought and paid for by Northrop Grumman.
BAD NEWS: Garth Morgan of S3I did not arrive until the second to the last week of 2008 in late December.
We briefed Garth Morgan, S3I's Vice-President and Chief Technology Officer, on the THUNDER work we had done in 2008. Garth Morgan and Wayne Zandbergen had written the code for the THUNDER model back in the 1980's.
Garth Morgan made several observations, including the following two that I consider relevant to my difficulties in producing the desired results on schedule within the budget for Thomas Lee Hull.
1) the long range heavy bomber study data we were trying to use "TOTALLY SUCKS". If Northrop Grumman were to spend large amounts of money, time, and labor, the data could be made such that it "ONLY SUCKS". At least we would then have some understanding of the data and why results "SUCKS".
2) one of the major problems that I could not solve despite much effort by myself and Christopher Vincent who was enrolled to assist me for a few weeks was figuring out why the carrier aircraft carrying a specific weapon against ground targets would "Return Before Target". The THUNDER campaign would report that these carrier aircraft would return to base before attacking its targets.
By the way, Christopher Vincent previously helped write and used regularly the ATCOM model – Advanced Tactical Combat Model. It’s the standard the Army uses for aviation requirements & training and is recognized as an Air Force standard tool as well. Google will give you more info on it. Having experience with a large model using multiple data sets, he agreed with me that I had a very difficult task.
We tried testing all of the possible reasons that would make the carrier aircraft abort its mission with no success.
Garth Morgan laughed and explained that he and Wayne Zandbergen originally wrote the THUNDER campaign model for the Air Force. They programmed THUNDER to make check that the aircraft had appropriate weapons before attacking targets. HOWEVER, the Navy weapon that we specified for the carrier aircraft to deliver against its targets is NOT considered a suitable air-to-ground target by the Air Force.
This weapons test was hard-wired into the code somewhere and not in the data; this was the reason that the carrier aircraft with that particular weapon would "Return Before Target".
IMAGINE my surprise and disappointment on learning this.
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
I did my best to produce the desired results on schedule within budget for Thomas Lee Hull.
My best efforts were not good enough for Thomas Lee Hull.
I cannot do better than my best.
At the risk of sounding like one of those Ungrateful Whiny Cry-Baby Excuse-Making-Why-I-Can't-Do-the-Work Goof-Off Northrop Grumman Employees that management seem to see in their employees, I will attempt offer some possible reasons why I had problems doing the NXX work using the THUNDER campaign model for Thomas Lee Hull in 2008.
In 2007, I was informed that I was the Northrop Grumman "Expert" on the THUNDER Campaign model, despite having only rated myself a "3" or "Competent" on Xref for the THUNDER model, and that I was chosen to work the NXX analysis by Thomas Lee Hull.
I told Thomas Lee Hull that I required three things:
1) a current set of data sets for the the scenario in question;
2) the current street version of the THUNDER model; and
3) technical support for all of the inevitable questions and problems that come up when working with these large models
The problem is that Northrop Grumman's membership in the User Group was terminated by Air Forces Studies and Analysis years previous for some obscure political reason, our User Group fee being refunded on a pro-rated basis. This meant that NO THUNDER data, model distribution, and technical support would be available to our study efforts. Only government agencies that were User Group members, and commercial users with an active contract with a sponsoring government agency that was a member of the User Group had access to the data, model distributions, and technical support.
However we did have:
1) previously acquired THUNDER data for a long-range heavy bomber study;
2) a repaired version of a modification of the THUNDER that was provided to us for an unmanned air vehicle study by a government agency;
3) other THUNDER users at Northrop Grumman.
The NXX study was to look at future U.S.Navy requirements for a particular scenario. Our data, being several years old and created for a long-range heavy bomber study, was seriously lacking in several areas.
One OBVIOUS example of the data deficiency was that the carrier aircraft were not being permitted to fly by the THUNDER mjodel. Being a long-range heavy bomber oriented data set, there were NO air-to-air missiles required by the carrier aircraft that were not used in the long range bomber study. Modifying and adding the three air-to-air missiles to the relevant files was easy.
The other obvious example was that the thousands of targets shown in current intelligence documents were not in our data set.
What was more difficult was determining what other non-obvious deficiencies there were in the data.
Thomas Lee Hull had major heartburn when he told me to reassure him that we had "good data" as he would be briefing this work in front of admirals and did not want to look like a fool. I did not want to lie to his face by telling him that I thought the data was complete and good, BUT told him that I would not say that the data was "good".
Despite reassurances from Thomas Lee Hull that the customer was going to someday provide THUNDER data, Northrop Grumman never received any data.
We never saw the current street version of the THUNDER model.
GOOD NEWS: technical support was finally bought and paid for by Northrop Grumman.
BAD NEWS: Garth Morgan of S3I did not arrive until the second to the last week of 2008 in late December.
We briefed Garth Morgan, S3I's Vice-President and Chief Technology Officer, on the THUNDER work we had done in 2008. Garth Morgan and Wayne Zandbergen had written the code for the THUNDER model back in the 1980's.
Garth Morgan made several observations, including the following two that I consider relevant to my difficulties in producing the desired results on schedule within the budget for Thomas Lee Hull.
1) the long range heavy bomber study data we were trying to use "TOTALLY SUCKS". If Northrop Grumman were to spend large amounts of money, time, and labor, the data could be made such that it "ONLY SUCKS". At least we would then have some understanding of the data and why results "SUCKS".
2) one of the major problems that I could not solve despite much effort by myself and Christopher Vincent who was enrolled to assist me for a few weeks was figuring out why the carrier aircraft carrying a specific weapon against ground targets would "Return Before Target". The THUNDER campaign would report that these carrier aircraft would return to base before attacking its targets.
By the way, Christopher Vincent previously helped write and used regularly the ATCOM model – Advanced Tactical Combat Model. It’s the standard the Army uses for aviation requirements & training and is recognized as an Air Force standard tool as well. Google will give you more info on it. Having experience with a large model using multiple data sets, he agreed with me that I had a very difficult task.
We tried testing all of the possible reasons that would make the carrier aircraft abort its mission with no success.
Garth Morgan laughed and explained that he and Wayne Zandbergen originally wrote the THUNDER campaign model for the Air Force. They programmed THUNDER to make check that the aircraft had appropriate weapons before attacking targets. HOWEVER, the Navy weapon that we specified for the carrier aircraft to deliver against its targets is NOT considered a suitable air-to-ground target by the Air Force.
This weapons test was hard-wired into the code somewhere and not in the data; this was the reason that the carrier aircraft with that particular weapon would "Return Before Target".
IMAGINE my surprise and disappointment on learning this.
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
Might be a correlation . . .
Note: I am preparing a letter for George Haley
There MIGHT be a correlation between my working with Thomas Lee Hull on the NXX project using the THUNDER campaign model in 2008 and the diagnosis of "congestive heart failure" and the decline of my kidney function. Can this be "stress" related?
The following table is from my Kaiser Permanente test results.
NOTE THE 30% DROP IN KIDNEY FUNCTION BETWEEN MAY 2008 and JUNE 2008 AFTER THOMAS LEE HULL STEPPED UP HIS "REMINDERS" AND ADDITIONAL "ENCOURAGEMENT" TO "CATCH UP" AFTER MY MISSING A WEEK OF WORK BECAUSE OF THE "CONGESTIVE HEART FAILURE" IN EARLY MAY.
I was keeping all of my doctor's appointments, and took my meds as directed. The kidneys seemed to be getting better in the early part of 2008 under the care of the good doctor at Kaiser Permanente.
Having started the THUNDER work in January 2008, I made some progress, but not enough to satisfy Thomas Lee Hull, as I was not producing the desired results on schedule within budget.
He periodically reminded me of this by visiting me in my cubicle the mornings several times a week. Using his "command" voice (he's retired Navy), he would speak to me and tell me that I was failing to do what he wanted in such a manner that my cubicle mate, Joseph Kieras, thought that he was "yelling" at me.
This constant reminding continued, as he was very anxious about having his THUNDER work done. In the month of May, I was already growing weary, having to drag myself into work in the mornings, stopping every four or five steps to catch my breath coming in from the parking lot. I was concerned enough to make a visit to the doctor's office.
There the doctor had me walk down to get an EKG, and to the lab for blood tests. When he got the results, he sat me down, gave me a couple of aspirin with a Dixie cup of water.
The L.A.County Fire Department Paramedics were called. With lights flashing and siren blaring, they parked facing the wrong way in traffic at the curb in front of the building on Sunset Blvd where the doctor's office is located. The two nice young men strapped me onto their gurney and transported me with lights flashing and siren blaring to the to the other side of Sunset Blvd to the Emergency Room at Kaiser Permanente Hospital.
I spent the night in the hospital for observation. The diagnosis was "Congestive Heart Failure", or CHF. The doctor had me stay home for a whole week.
Upon my returning to work, Thomas Lee Hull greeted me with some questions, making sure that I was not going to die soon (somebody had to do the work). He told me that his schedule had been set back ANOTHER week because of my absence and that I needed to work HARDER and do whatever was necessary to get the study effort back on track and on schedule.
COINCIDENTALLY(??!), my kidney function fell by almost 30% from May to June after the "Congestive Heart Failure" diagnosis and increased pressure from Thomas Lee Hull to get his work back on track.
Maybe a correlation . . . ???
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
There MIGHT be a correlation between my working with Thomas Lee Hull on the NXX project using the THUNDER campaign model in 2008 and the diagnosis of "congestive heart failure" and the decline of my kidney function. Can this be "stress" related?
The following table is from my Kaiser Permanente test results.
NOTE THE 30% DROP IN KIDNEY FUNCTION BETWEEN MAY 2008 and JUNE 2008 AFTER THOMAS LEE HULL STEPPED UP HIS "REMINDERS" AND ADDITIONAL "ENCOURAGEMENT" TO "CATCH UP" AFTER MY MISSING A WEEK OF WORK BECAUSE OF THE "CONGESTIVE HEART FAILURE" IN EARLY MAY.
| GLOMERULAR FILTRATION RATE | |
| Date | GFR |
| | 56.00 |
| | 56.00 |
| | 39.00 |
| | 39.00 |
| | 37.00 |
| | 30.00 |
| | 47.00 |
| | 47.00 |
| | 47.00 |
| | 33.00 |
| | 33.00 |
| | 33.00 |
| | 31.00 |
| | 31.00 |
| | 33.00 |
| | 27.00 |
| | 28.00 |
| | 27.00 |
| | 22.00 |
| | 21.00 |
| | 21.00 |
| | 20.00 |
| | 21.00 |
| | 16.00 |
| | 18.00 |
| | 16.00 |
| | 16.00 |
| | 14.00 |
| | 10.00 |
| | 9.00 |
| | 5.00 |
| | 5.00 |
I was keeping all of my doctor's appointments, and took my meds as directed. The kidneys seemed to be getting better in the early part of 2008 under the care of the good doctor at Kaiser Permanente.
Having started the THUNDER work in January 2008, I made some progress, but not enough to satisfy Thomas Lee Hull, as I was not producing the desired results on schedule within budget.
He periodically reminded me of this by visiting me in my cubicle the mornings several times a week. Using his "command" voice (he's retired Navy), he would speak to me and tell me that I was failing to do what he wanted in such a manner that my cubicle mate, Joseph Kieras, thought that he was "yelling" at me.
This constant reminding continued, as he was very anxious about having his THUNDER work done. In the month of May, I was already growing weary, having to drag myself into work in the mornings, stopping every four or five steps to catch my breath coming in from the parking lot. I was concerned enough to make a visit to the doctor's office.
There the doctor had me walk down to get an EKG, and to the lab for blood tests. When he got the results, he sat me down, gave me a couple of aspirin with a Dixie cup of water.
The L.A.County Fire Department Paramedics were called. With lights flashing and siren blaring, they parked facing the wrong way in traffic at the curb in front of the building on Sunset Blvd where the doctor's office is located. The two nice young men strapped me onto their gurney and transported me with lights flashing and siren blaring to the to the other side of Sunset Blvd to the Emergency Room at Kaiser Permanente Hospital.
I spent the night in the hospital for observation. The diagnosis was "Congestive Heart Failure", or CHF. The doctor had me stay home for a whole week.
Upon my returning to work, Thomas Lee Hull greeted me with some questions, making sure that I was not going to die soon (somebody had to do the work). He told me that his schedule had been set back ANOTHER week because of my absence and that I needed to work HARDER and do whatever was necessary to get the study effort back on track and on schedule.
COINCIDENTALLY(??!), my kidney function fell by almost 30% from May to June after the "Congestive Heart Failure" diagnosis and increased pressure from Thomas Lee Hull to get his work back on track.
Maybe a correlation . . . ???
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
Last Day at Northrop Grumman
Note: I am preparing a letter for George Haley.
On my last day, Tuesday, June 30, my manager James Lamar came by to see me at approximately
Of course, having never retired before, I did not know of this procedure, and had planned on staying until my normal stop time of
Imagine the excitement I experienced when he started questioning me on the checklist of things needed to be done prior to my leaving - THIS WAS THE FIRST TIME I had heard of several of the items on this checklist!!
I now understood that I needed to go to "Payroll" for my final check at "Douglas and Mariposa". After visiting the building undergoing renovation and talking with the nice construction worker, and making another phone call, I was told that "Payroll" was actually at "Nash and Mariposa".
Of course, "Payroll" closes early -
At "Payroll", the manager also took my badge. I had planned on turning in my badge to the guard at the end of the day, as Beth Fernandez of F-35 Security said that I could during my de-briefing earlier that day.
What I also noticed on the paperwork was that the request for the final check was made at 2:21PM - just a few minutes earlier - Northrop Grumman does things FAST.
Not having a badge, I hung around the parking lot hoping to see an employee who would escort me back into the building so that I could get my stuff and finalize my departure preparations.
Fortunately, I saw Patricia Moore, who escorted me back into the building. Tony Licausi escorted me out after I had completed at
George, perhaps Northrop Grumman might want to have a more clearly defined process and procedure for dealing with retirees.
The only thing that I got from the system was "Go over checklist with Manager", which occurred at
After thirty-four years with Northrop Grumman, I must admit that this seems typical of Northrop Grumman - I am only writing this to make a suggestion for making it "better" for the next retiree.
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
Tuesday, November 17, 2009
Northrop is a Good Place to Work??
On the whole, I enjoyed my employment at Northrop Aircraft Company (joined the company Novembe 12, 1975) which later evolved into what we call Northrop Grumman Corporation. I have met a lot of good people, and done a lot of good things.
The legacy pension is good, and the health plan for retirees is excellent. To see how I using the health plan, look to the links at the upper right corner of this page under "MICHAEL'S HEALTH UPDATES".
My family and I have done well by Northrop Grumman. The house is paid for. With some budgeting and frugality, we were able to put the youngest daughter through private school, and then through MIT. She graduated June 2009 with degrees in Course 11 and Course 14, Urban Planning and Studies, and Economics respectively with NO loans or scholarships (no "financial need" shown). She did turn down scholarships from Harvey Mudd school of engineering, UC Regents Scholarship from UCLA and UC Berkeley, Olin School of Engineering. Caltech and Princeton did not offer any financial aid.
My wife and I gave our daughter our blessings and approval to whatever makes her happy, as she has made the most of all of the opportunities that we were able to offer to her.
Thank You, Northrop Grumman, for the job (certainly not a career) and pay that enabled this to happen!
NOW THIS IS THE GOOD PART
"Northrop is a Good Place to Work" was most true when Jack Northrop was walking amongst the emeployees. He created the Northrop Recreation Club (NRC) for the benefit and recreation of the employees. The NRC sponsored the Toastmasters club in January 1953 which I joined in 1978 and of which I am still a member.
Now it is more about "Shareholder Value" and all the other buzz words we hear as motivation for the worker drones.The typical employee is considered nothing more than an employee ID with a associated skill set, totally interchangeable and replaceable in the interests of efficiency and productivity.
Published company documents on "Quality Policy" show that Integrated Systems employees are dedicated to:
* Relentless pursuit of internal and external customer satisfaction
* Integrating total quality into every aspect of our operations to satisfy all stakeholder requirements
* Continuous improvement in our people, processes, technology and products
Similarly there are buzz words on "Environmental Policy" and "Safety and Health Policy".
UNFORTUNATELY, "Northrop Grumman is a good place to work" is NOWHERE to be found.
Management is done through intimidation and humiliation, with fear and shame thrown in. Many of our employees are fearful of their livelihood being taken away from them. The manager is the boss who demands respect from the employees, but gives very little respect, if any, to the employees.
The manager has to be bold and tough, a take-charge person. Let the employee be the humble one. After all, the manger has the title, and all that the employee have are the technical degrees, and years of prior experience. The manager has the certificate to "manage processes".
Despite not knowing as much the the employee might know, the manager will decide the "desired results" BEFORE the work is done, not necessarily right way or wrong way, but done the Northrop Grumman way. After all, through the skillful manipulation of assuptions and inputs, the employee comes up with the necessary "Garbage In" to get the desired "Garbage Out."
The manager will in addition to the desired outcome, decide what methodology to use, along with the budget and schedule.
Sometimes an experienced employee with 20 - 30 years of relevant experience will see the flaws in the approach and methodology, and that it would be near impossible to meet the budget and schedule. If the employee DARES to voice his opinion and not agree completely with the manager, the employee is not a "team player". In extreme cases, the employee will receive a "First Warning" and "Performance Improvement Program" as part of his rehabilitation.
The employee experiences fear and shame of possibly losing his livelihood.
The employee suffers intimidation and humiliation of giving in to the manager's directions and doing what the employee knows to not be right.
This is why new employees fresh out of school are SO VALUABLE - they don't know any better and will always agree with the manager.
What would it be like IF THE EMPLOYEES ARE RESPECTED UP FRONT, and MOTIVATED TO MAINTAIN and NOT LOSE THIS RESPECT?
Too much to imagine.
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
The legacy pension is good, and the health plan for retirees is excellent. To see how I using the health plan, look to the links at the upper right corner of this page under "MICHAEL'S HEALTH UPDATES".
My family and I have done well by Northrop Grumman. The house is paid for. With some budgeting and frugality, we were able to put the youngest daughter through private school, and then through MIT. She graduated June 2009 with degrees in Course 11 and Course 14, Urban Planning and Studies, and Economics respectively with NO loans or scholarships (no "financial need" shown). She did turn down scholarships from Harvey Mudd school of engineering, UC Regents Scholarship from UCLA and UC Berkeley, Olin School of Engineering. Caltech and Princeton did not offer any financial aid.
My wife and I gave our daughter our blessings and approval to whatever makes her happy, as she has made the most of all of the opportunities that we were able to offer to her.
Thank You, Northrop Grumman, for the job (certainly not a career) and pay that enabled this to happen!
NOW THIS IS THE GOOD PART
"Northrop is a Good Place to Work" was most true when Jack Northrop was walking amongst the emeployees. He created the Northrop Recreation Club (NRC) for the benefit and recreation of the employees. The NRC sponsored the Toastmasters club in January 1953 which I joined in 1978 and of which I am still a member.
Now it is more about "Shareholder Value" and all the other buzz words we hear as motivation for the worker drones.The typical employee is considered nothing more than an employee ID with a associated skill set, totally interchangeable and replaceable in the interests of efficiency and productivity.
Published company documents on "Quality Policy" show that Integrated Systems employees are dedicated to:
* Relentless pursuit of internal and external customer satisfaction
* Integrating total quality into every aspect of our operations to satisfy all stakeholder requirements
* Continuous improvement in our people, processes, technology and products
Similarly there are buzz words on "Environmental Policy" and "Safety and Health Policy".
UNFORTUNATELY, "Northrop Grumman is a good place to work" is NOWHERE to be found.
Management is done through intimidation and humiliation, with fear and shame thrown in. Many of our employees are fearful of their livelihood being taken away from them. The manager is the boss who demands respect from the employees, but gives very little respect, if any, to the employees.
The manager has to be bold and tough, a take-charge person. Let the employee be the humble one. After all, the manger has the title, and all that the employee have are the technical degrees, and years of prior experience. The manager has the certificate to "manage processes".
Despite not knowing as much the the employee might know, the manager will decide the "desired results" BEFORE the work is done, not necessarily right way or wrong way, but done the Northrop Grumman way. After all, through the skillful manipulation of assuptions and inputs, the employee comes up with the necessary "Garbage In" to get the desired "Garbage Out."
The manager will in addition to the desired outcome, decide what methodology to use, along with the budget and schedule.
Sometimes an experienced employee with 20 - 30 years of relevant experience will see the flaws in the approach and methodology, and that it would be near impossible to meet the budget and schedule. If the employee DARES to voice his opinion and not agree completely with the manager, the employee is not a "team player". In extreme cases, the employee will receive a "First Warning" and "Performance Improvement Program" as part of his rehabilitation.
The employee experiences fear and shame of possibly losing his livelihood.
The employee suffers intimidation and humiliation of giving in to the manager's directions and doing what the employee knows to not be right.
This is why new employees fresh out of school are SO VALUABLE - they don't know any better and will always agree with the manager.
What would it be like IF THE EMPLOYEES ARE RESPECTED UP FRONT, and MOTIVATED TO MAINTAIN and NOT LOSE THIS RESPECT?
Too much to imagine.
Disclaimer: SORRY - This is only what I know from my point of view. No lies, just what I see as the truth.
Meeting the Man and Getting Lasered - November 17, 2009
Went to visit the Chief Cardiac Surgeon that Lily saw Novembe 9 when I was in the ER. The good doctor wants to meet the people that he is going to cut into, and not just talk to the wife.
Plan on removal and replacement of aortic valve with a pig valve in late January - no urgency, need to have certain tests done and check things out. This include a neurological exam to make sure the muscle tremors I exhibit is not due to a brain tumor. (Don't want to waste a pig valve.)
Afterwards I went to the opthamologist to have the blood vessels retinas of both eyes lased (yellow laser) to stop bleeding into the eye. Right eye needed more work that the left - flashes of light while wearing a lens attachment on the eyeball (?!)
Plan on removal and replacement of aortic valve with a pig valve in late January - no urgency, need to have certain tests done and check things out. This include a neurological exam to make sure the muscle tremors I exhibit is not due to a brain tumor. (Don't want to waste a pig valve.)
Afterwards I went to the opthamologist to have the blood vessels retinas of both eyes lased (yellow laser) to stop bleeding into the eye. Right eye needed more work that the left - flashes of light while wearing a lens attachment on the eyeball (?!)
Sunday, November 15, 2009
Results of Consultation with Chief of Surgery Regarding Angiogram
Results of October 13 Angiogram
Diagnoses: (taken from report)
Aortic Valve Regurgitation
CHF (Congestive Heart Failure)
Depression
Diabetes Mellitus Type 2 W/Complications
Essential Hypertension
Anemia
Coronary Artery Disease in Native Artery
Review Committee recommended surgery to replace Aortic Valve with pig valve and procedures to improve blood flow to the heart.
Good News: Operation would have 85% probability of survival.
Bad News: If I did not have the operation, I will die within two years.
Good News: Definite NO BRAINER! I will have the operation when my Peritoneal Dialysis situtation is stabilized, my hemoglobin blood count is increased, and I am stronger.
There is concern that if I wait too long I will not tolerate the surgery.
NOTE: The kidney failure is partly due to the "Diabetes Mellitus Type 2 W/Complications"
The Details - November 9 Visit to Emergency Room
On November 9, Monday morning I had a continuation of weekend vomiting, nausea, cramping/twitching.
Phone call to the Peritoneal Dialysis clinic resulted in a visit to the Emergency Room, my wife Lily being my driver.
Blood Pressure was 70/35 at one point, Blood Urea Nitrogen (BUN) value of 140 (normal range = 7 - 20). Admitted to Kaiser Permanente hospital.
Hemoglobin count 8; normal range 12 - 16.
Phosphorous 10; normal range 2.7 - 4.5.
Treatment: 24 hour a day continuous Peritoneal Dialysis Monday through Saturday.
Relevant test numbers gradually came down from high values, my numbers will never be "normal".
Received many phone calls and visitors.
Flirted with nursing staff, especially the young and pretty nurses. and annoyed the doctors.
Lost 15 pounds on four days liquid diet (ate nothing all day Monday) - Breakfast: herbal tea, broth, Jello cup, fruit juice; Lunch: herbal tea, broth, Jello cup, fruit juice; Dinner: herbal tea, broth, Jello cup, fruit juice. Began solid food Renal Diet at Friday Lunch.
Came home Saturday, November 14 with new instructions. Performing PD exchanges five times a day. Will receive training on PD Cycler on Friday Novemer 20.
Phone call to the Peritoneal Dialysis clinic resulted in a visit to the Emergency Room, my wife Lily being my driver.
Blood Pressure was 70/35 at one point, Blood Urea Nitrogen (BUN) value of 140 (normal range = 7 - 20). Admitted to Kaiser Permanente hospital.
Hemoglobin count 8; normal range 12 - 16.
Phosphorous 10; normal range 2.7 - 4.5.
Treatment: 24 hour a day continuous Peritoneal Dialysis Monday through Saturday.
Relevant test numbers gradually came down from high values, my numbers will never be "normal".
Received many phone calls and visitors.
Flirted with nursing staff, especially the young and pretty nurses. and annoyed the doctors.
Lost 15 pounds on four days liquid diet (ate nothing all day Monday) - Breakfast: herbal tea, broth, Jello cup, fruit juice; Lunch: herbal tea, broth, Jello cup, fruit juice; Dinner: herbal tea, broth, Jello cup, fruit juice. Began solid food Renal Diet at Friday Lunch.
Came home Saturday, November 14 with new instructions. Performing PD exchanges five times a day. Will receive training on PD Cycler on Friday Novemer 20.
Update - November 15, 2009 - Many Things Happening!
Stuff happens!
SIGNIFICANT EVENTS:
July 1 - District ONE is Distinguished, second year in a row. District ONE has not been Distinguished two years in a row since 1989?
July 1 - Retired from Northrop Grumman Corporation after almost 34 years
July 8 - My catheter for Peritoneal Dialysis surgically implanted
August 31 -First day of Peritoneal Dialysis
October 13 - Underwent Angiogram
November 9 - Went to Emergency Room with blood pressure 70/35. Begin 24-hour a day continuous Peritoneal Dialysis treatment.
November 9 - Lily met with Chief Cardiac Surgeon to discuss results of October 13 Angiogram. Good News: 85% chance of surviving recommended. Bad News: if surgery not done, will die within two years.
November 14 - Came home from hospital, now doing five Peritoneal Dialysis exchanges a day.
Will Follow Up with more postings in near future!
SIGNIFICANT EVENTS:
July 1 - District ONE is Distinguished, second year in a row. District ONE has not been Distinguished two years in a row since 1989?
July 1 - Retired from Northrop Grumman Corporation after almost 34 years
July 8 - My catheter for Peritoneal Dialysis surgically implanted
August 31 -First day of Peritoneal Dialysis
October 13 - Underwent Angiogram
November 9 - Went to Emergency Room with blood pressure 70/35. Begin 24-hour a day continuous Peritoneal Dialysis treatment.
November 9 - Lily met with Chief Cardiac Surgeon to discuss results of October 13 Angiogram. Good News: 85% chance of surviving recommended. Bad News: if surgery not done, will die within two years.
November 14 - Came home from hospital, now doing five Peritoneal Dialysis exchanges a day.
Will Follow Up with more postings in near future!
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