Friday, December 31, 2010
Sunday, December 19, 2010
Allegheny Township Giant Eagle ceases food collections - Pittsburgh Tribune-Review
Here we find a more local followup to my previous blog about large corporations taking over the sense of community.
I am aware of these local towns and Giant Eagle, the largest grocery purveyor in W. PA and NE Ohio.
Long ago, Giant Eagle was a small local geoup with a strong sense of community, local roots, and a humanitatian outlook.
In fact, 30 or 35 years ago, Giant Eagle corporate owned stores encouraged such drives covering a plethora of causes.
I personally participated in one for the Johnstown, PA flood of 1976 and management was very co-operative in all aspects of the drive.
But, as all good things Giant Eagle became a mega corporation with large overstocked stores that make shopping a dreaded chore with the choices, artfully laid out aisles to induce one to buy, the cooking & baking aromas used to lure shoppers to high priced items & precooked meals that are probably over purchased and wasted, indifferent management & staff, and the privacy killing policy of tracking purchases. Self serve checkouts, which are often proven to be inacurrate & hard to rectify were started, furthur reducing the work staff at a closely held & privately owned business.
The edges lost by these self serving corporate decesions hopefully take the edge off Giant Eagle and other mega stores, returning to the pleasurable and customer service oriented experiences of the smaller locally owned and charitable stores.
Somewhere the mega store concept has to be challenged as it destroys jobs and charity. I for one, a Giant Eagle shopper in the past, stopped shopping there because of over priced goods, poor customer service, and do as much small store shopping as I can, including independently owned stores that purvey fresher meats, fruits, & vegetables, serve with a smile and helpful attitude, and even small stores like ALDI and Save-A-Lot that do not overwhelm me. The selections at the smaller stores change more often and allow me to try different foods that I would not find in the mega supermarkets. And these small stores often offer local products that cannot compete with food manufacurer paid for shelf space at the mega stores, furthuring decimating the economy. It is indecent, immoral, and unethical that manufacturers actually pay for the best shelf space and crowd out the local fresher products.
Think factory farms like Tyson, Smithfield & others and their inhumane treatment of animals, antibiotics, cancerous tumors, and the rest that gets reported. I am not an animal rights advocate, but I believe that we deserve freedom from over medicated sources, freedom from the gross use of antibiotics, freedom from genticially manipulated foods, and just all around cleaner foods that are more often found in community based farms.
Allegheny Township Giant Eagle ceases food collections - Pittsburgh Tribune-Review
I am aware of these local towns and Giant Eagle, the largest grocery purveyor in W. PA and NE Ohio.
Long ago, Giant Eagle was a small local geoup with a strong sense of community, local roots, and a humanitatian outlook.
In fact, 30 or 35 years ago, Giant Eagle corporate owned stores encouraged such drives covering a plethora of causes.
I personally participated in one for the Johnstown, PA flood of 1976 and management was very co-operative in all aspects of the drive.
But, as all good things Giant Eagle became a mega corporation with large overstocked stores that make shopping a dreaded chore with the choices, artfully laid out aisles to induce one to buy, the cooking & baking aromas used to lure shoppers to high priced items & precooked meals that are probably over purchased and wasted, indifferent management & staff, and the privacy killing policy of tracking purchases. Self serve checkouts, which are often proven to be inacurrate & hard to rectify were started, furthur reducing the work staff at a closely held & privately owned business.
The edges lost by these self serving corporate decesions hopefully take the edge off Giant Eagle and other mega stores, returning to the pleasurable and customer service oriented experiences of the smaller locally owned and charitable stores.
Somewhere the mega store concept has to be challenged as it destroys jobs and charity. I for one, a Giant Eagle shopper in the past, stopped shopping there because of over priced goods, poor customer service, and do as much small store shopping as I can, including independently owned stores that purvey fresher meats, fruits, & vegetables, serve with a smile and helpful attitude, and even small stores like ALDI and Save-A-Lot that do not overwhelm me. The selections at the smaller stores change more often and allow me to try different foods that I would not find in the mega supermarkets. And these small stores often offer local products that cannot compete with food manufacurer paid for shelf space at the mega stores, furthuring decimating the economy. It is indecent, immoral, and unethical that manufacturers actually pay for the best shelf space and crowd out the local fresher products.
Think factory farms like Tyson, Smithfield & others and their inhumane treatment of animals, antibiotics, cancerous tumors, and the rest that gets reported. I am not an animal rights advocate, but I believe that we deserve freedom from over medicated sources, freedom from the gross use of antibiotics, freedom from genticially manipulated foods, and just all around cleaner foods that are more often found in community based farms.
Allegheny Township Giant Eagle ceases food collections - Pittsburgh Tribune-Review
Saturday, December 18, 2010
PittsburghTrib.com
PittsburghTrib.com
Another business that was a participant of the community, not just a distant corporation that takes out the local dollars, sends most away, and contributes little to the community.
How far we have fallen as a people to not patronize our own!
Though I have never been in Lake City or shopped at Weislogel's I see it as I travel the country and now, even in other nations. At present, I am working in Birmingham, Al and find after a 10 year hiatus, the quality of life and social responsibility has fallen to a point I never would have suspected. "Southern Hospitality" is very hard to find here now, but if you want big box stores and chain restaurants with poor service and uninformed staff with no concept of customer service, it has arrived.
Dining, shopping, whatever, I try to patronize the small local establishments, but too many of our locals do not see the ramifications and the degradation happening in our communities and overshop in the chains. Sadly, in Western PA, where I live, I find retirees the worst offenders, shopping instead of socializing and having hobbies.
And this is the generation that fought labor wars for equity in the workplace and once believed in community.
Oh well, another rant here, I hope it strikes a chord with someone.
Another business that was a participant of the community, not just a distant corporation that takes out the local dollars, sends most away, and contributes little to the community.
How far we have fallen as a people to not patronize our own!
Though I have never been in Lake City or shopped at Weislogel's I see it as I travel the country and now, even in other nations. At present, I am working in Birmingham, Al and find after a 10 year hiatus, the quality of life and social responsibility has fallen to a point I never would have suspected. "Southern Hospitality" is very hard to find here now, but if you want big box stores and chain restaurants with poor service and uninformed staff with no concept of customer service, it has arrived.
Dining, shopping, whatever, I try to patronize the small local establishments, but too many of our locals do not see the ramifications and the degradation happening in our communities and overshop in the chains. Sadly, in Western PA, where I live, I find retirees the worst offenders, shopping instead of socializing and having hobbies.
And this is the generation that fought labor wars for equity in the workplace and once believed in community.
Oh well, another rant here, I hope it strikes a chord with someone.
Wednesday, December 8, 2010
Scott Gerber On 10 Principles For Young Entrepreneurs - Views - Portfolio.com
Scott Gerber On 10 Principles For Young Entrepreneurs - Views - Portfolio.com
Being 64 and an "Old People", I so believe this to be true and these points have been long a mantra of mine.
In fact, I often encourage young folks to pick up the chant and go forth. Be I damned or forgiven, as I seen the "benefits" of education years ago, I also seen the down side as I traveled the world.
1) Wages went down
2) Unnecessary division, strife, and competition were pushed hard by upper management to control the work force that no longer was strongly organized, either by Unions or Common Goals and Environments. Greed became the motivator and as new entries came on hire, it was either board the vessel or stay on the dock.
3) And now, since I am on the subject the Medical Profession also contributed to this strife, falling wages, and soon having grads pondering where they went wrong.
4) There is always a need for entrepreneurs and blue collar workers in the world. Someone has to find a need for progress (it is usually a blue collar worker, by the way), someone to design and manufacture it, and someone to make it work.
5) One of the new mantras is to start a company doing what you are good at or know best. I think this may be wrong, because doing what you like should be an outlet for stress. Perhaps what you know best should be included in the relaxation category.
6) So, what do you do? Look around every where for needs, a better or cheaper way of delivery a service you yourself might use.
7) then, you do not need to go it alone, surround yourself with knowledgeable people of all ages who you can share your concerns and future profits with.
8) Facebook and Google type things are rarer than Ruthenium, as are "professional athletes" (That always strikes me as a conundrum).
9) Now, you need to think slow and steady, pump money back into the business, out in those on godly hours that the young can do (I still frequently work 80 plus hours for weeks at a time to satisfy a client), live modestly, do relax and socialize, and constantly look for the new opportunity. I have found them, as I still do in some of the most unusual conservations, news articles, and situations.
10) Don't forget what you may perceive as low tech; those businesses have been around for ages, always will be, and you will find a lot more young entrepreneurs entering those fields.
11) Go forth and succeed, I have faith in you!
Being 64 and an "Old People", I so believe this to be true and these points have been long a mantra of mine.
In fact, I often encourage young folks to pick up the chant and go forth. Be I damned or forgiven, as I seen the "benefits" of education years ago, I also seen the down side as I traveled the world.
1) Wages went down
2) Unnecessary division, strife, and competition were pushed hard by upper management to control the work force that no longer was strongly organized, either by Unions or Common Goals and Environments. Greed became the motivator and as new entries came on hire, it was either board the vessel or stay on the dock.
3) And now, since I am on the subject the Medical Profession also contributed to this strife, falling wages, and soon having grads pondering where they went wrong.
4) There is always a need for entrepreneurs and blue collar workers in the world. Someone has to find a need for progress (it is usually a blue collar worker, by the way), someone to design and manufacture it, and someone to make it work.
5) One of the new mantras is to start a company doing what you are good at or know best. I think this may be wrong, because doing what you like should be an outlet for stress. Perhaps what you know best should be included in the relaxation category.
6) So, what do you do? Look around every where for needs, a better or cheaper way of delivery a service you yourself might use.
7) then, you do not need to go it alone, surround yourself with knowledgeable people of all ages who you can share your concerns and future profits with.
8) Facebook and Google type things are rarer than Ruthenium, as are "professional athletes" (That always strikes me as a conundrum).
9) Now, you need to think slow and steady, pump money back into the business, out in those on godly hours that the young can do (I still frequently work 80 plus hours for weeks at a time to satisfy a client), live modestly, do relax and socialize, and constantly look for the new opportunity. I have found them, as I still do in some of the most unusual conservations, news articles, and situations.
10) Don't forget what you may perceive as low tech; those businesses have been around for ages, always will be, and you will find a lot more young entrepreneurs entering those fields.
11) Go forth and succeed, I have faith in you!
Saturday, December 4, 2010
Quality
Properly ideated, correctly implemented, and wisely performed Quality is the major profit center for any company wishing to succeed.
Kudos to the old denizens of Possum Hollow and the ones who lived on top of the hill.
"If it ain't broke don't fix" and "Don't reinvent the wheel"
Seriously, the old timers from all walks of life on old PA Route 80 or now PA 286, where I grew up, had the real skinny on the Quality Concept.
I carry those taught bits with me today as I successfully meander my way through the world I know as 3rd Party Inspection.
All of my peers, mentors, and associates from my youth constantly come back in fond memory reminding me of the basic concepts of life, integrity, grace, and values.
We made our deals on a handshake and honored them.
The heirs of this training know who they are and probably still mourn for that simple, but almost perfect way of dealing in the world.
You know who you are.
Who would have ever thought that a shy guy from The Hollow would have ever been privileged to travel the world and meet some of the people I have met.
It was the values taught, cherished, and honored back in the 1950's and 1960's.
In long overdue tribute, I recognize those mentors. May we fondly remember a bit of them every waking day.
The originals and mentors in My life and Yours may now all be gone, let us reinstate the tradition. I know that with the new technical school we are prepping back in the area of The Hollow will continue the concept of integrity.
Kudos to the old denizens of Possum Hollow and the ones who lived on top of the hill.
"If it ain't broke don't fix" and "Don't reinvent the wheel"
Seriously, the old timers from all walks of life on old PA Route 80 or now PA 286, where I grew up, had the real skinny on the Quality Concept.
I carry those taught bits with me today as I successfully meander my way through the world I know as 3rd Party Inspection.
All of my peers, mentors, and associates from my youth constantly come back in fond memory reminding me of the basic concepts of life, integrity, grace, and values.
We made our deals on a handshake and honored them.
The heirs of this training know who they are and probably still mourn for that simple, but almost perfect way of dealing in the world.
You know who you are.
Who would have ever thought that a shy guy from The Hollow would have ever been privileged to travel the world and meet some of the people I have met.
It was the values taught, cherished, and honored back in the 1950's and 1960's.
In long overdue tribute, I recognize those mentors. May we fondly remember a bit of them every waking day.
The originals and mentors in My life and Yours may now all be gone, let us reinstate the tradition. I know that with the new technical school we are prepping back in the area of The Hollow will continue the concept of integrity.
Thursday, October 14, 2010
Tuesday, October 12, 2010
Friday, October 1, 2010
Oil players move towards Iran exit - Upstream Online
Imperialism and threat at it's greatest. It is so sad to see other nations backing down from their moral and economic stances because of posturing and political correctness.
Oil players move towards Iran exit - Upstream Online
Oil players move towards Iran exit - Upstream Online
Tuesday, September 21, 2010
Saturday, September 11, 2010
Things to do for Myself!!
Hopefully life slows down as I grow and delegate more than before.
So, it is time to try new things and get back to old loves.
1) Reading more, I always read and I will continue reading something from every genre, every year.
2) Take a course in Classic Latin, something I should have done in high school but didn't. Reading and working with the Romance languages from Romanian to Portuguese, I feel a great need to understand their roots.
3) Continue my metal sculpture, maybe even open a small studio for personal gratification. And, teach these skills to anyone who really shows an interest.
4) After years of traveling, really get back to my Appalachian roots and learn more about the byways from Kentucky to W. PA.
5) Enjoy my new Kentucky home and my old Pennsylvania one, reconnect with old friends and acquaintances and make many new ones.
6) Volunteer, continue a past tradition of storytelling, give of my time, and listen when someone needs it.
7) Start that online or even classroom training school I have threatened to do for quite a few years to teach my skills and share the nuances that I have discovered that made me a success.
8) Revisit Bangkok and share with good friends I have met, relax, and enjoy the Thai culture. ( I will stay away from the Bar girls, I promise lol)
9) Take time for vacations in places like Brasil, Peru, Australia, China, Taiwan, and Italy, places I have worked and also made many great friends. Time to relax with no pressures of schedules.
10) Dang, and anything else that strikes my fancy or comes about on a whim.
So, it is time to try new things and get back to old loves.
1) Reading more, I always read and I will continue reading something from every genre, every year.
2) Take a course in Classic Latin, something I should have done in high school but didn't. Reading and working with the Romance languages from Romanian to Portuguese, I feel a great need to understand their roots.
3) Continue my metal sculpture, maybe even open a small studio for personal gratification. And, teach these skills to anyone who really shows an interest.
4) After years of traveling, really get back to my Appalachian roots and learn more about the byways from Kentucky to W. PA.
5) Enjoy my new Kentucky home and my old Pennsylvania one, reconnect with old friends and acquaintances and make many new ones.
6) Volunteer, continue a past tradition of storytelling, give of my time, and listen when someone needs it.
7) Start that online or even classroom training school I have threatened to do for quite a few years to teach my skills and share the nuances that I have discovered that made me a success.
8) Revisit Bangkok and share with good friends I have met, relax, and enjoy the Thai culture. ( I will stay away from the Bar girls, I promise lol)
9) Take time for vacations in places like Brasil, Peru, Australia, China, Taiwan, and Italy, places I have worked and also made many great friends. Time to relax with no pressures of schedules.
10) Dang, and anything else that strikes my fancy or comes about on a whim.
Friday, August 13, 2010
Friday, August 6, 2010
Monday, May 17, 2010
5 Ways to Ensure Mediocrity in Your Organization
5 Ways to Ensure Mediocrity in Your Organization
by Liz Ryan
Monday, May 17, 2010
provided by
The recession is no excuse for ignoring, misusing, or demeaning talent. But hey, if that's what you really want to do, follow these suggestions.
The last time I checked, the U.S. led the world in productivity per employee. That's the good news. The bad news is that much, if not all, of that boost in productivity has come on the backs of workers, especially salaried types viewed by too many management teams as infinitely elastic resources. As one management consultant told me: "The average company takes better care of its copiers than it does its talent."
Many chief executives use the tough competitive environment as a handy excuse to put off salary increases, tighten the screws on performance, and generally drop any pretense of creating a human-centered workplace. But the tough-economy picture has two sides. Only those companies that make the effort to keep their employees productive by treating them decently can expect to see continued productivity gains. Much of the workforce has tuned out, waiting for a more welcoming job market to make career moves. Those organizations that haven't wavered on their commitments to flexibility, recognition of talent, and transparent leadership will keep A-list players on board as the job market improves. Their competitors may be wishing they'd paid a little more attention to employee TLC as employees start peeling off for greener pastures.
Here are five of the most insulting leadership practices, the ones that virtually guarantee a business will end up with the most self-esteem challenged, optionless team members when the dust settles.
1. If you desire a mediocre workforce, make sure your employees know you don't trust them.
Nothing spells "You're dirt to us" like a corporate culture that screams, "We don't trust you as far as we can throw you." I refer to company policies that require employees to clock in and out for lunch or software that tracks every keystroke and change of URL in case a molecule of nonwork-related activity squeaks into the workday. When employees know they're not trusted, they become experts at "presenteeism"—the physical appearance of working, without anything getting done. Congratulations! Your inability to trust the very people you've selected to join your team has cost you their energy, goodwill, and great ideas.
2. If you want to drive talented people away, don't tell them when they shine.
Fear of a high-self-esteem employee is prevalent among average-grade corporate leadership teams. Look how hard it is for so many managers to say, "Hey Bob, you did a great job today." Maybe it's a fear that the bit of praise will be met with a request for a pay raise. Maybe it's the fear that acknowledging performance will somehow make the manager look weak. Whatever the reason for silence, leaders who can't say, "Thanks—good going!" can plan on bidding farewell to their most able team members in short order.
3. If you prefer a team of C-list players, keep employees in the dark.
Sharp knowledge workers want to know what's going on in their organizations, beyond their departmental silos. They want some visibility into the company's plans and their own career mobility. Leaders who can't stand to shine a light on their firms' goals, strategies, and systems are all but guaranteed to spend a lot of money running ads on Monster.com. Marketable top performers want a seat at the table and won't stand for being left in the dark without the information they need to do their jobs well.
4. If you value docility over ingenuity, shout it from the rooftops.
I heard from a new MBA who had joined a global manufacturer. "They told me during my first week that I need a manager's signature to organize a meeting," he recalled. "They said I'm too low-level to call a meeting on my own, because unauthorized meetings of nonmanagers are against company policy." How fearful of its employees would a leadership team have to be to forbid people to gather together to solve problems? The most desirable value creators won't stick around to be treated like children. They'll hop a bus to the first employer who tells them, "We're hiring you for your talent—now go do something brilliant."
5. If you fear an empowered workforce more than you fear the competition, squash any sign of individualism.
When you go to college, you learn about Economic Man, but in the corporate workplace we see that real people don't always act rationally. Lots of individual managers and plenty of leadership teams fear nothing more than the idea that a self-directed employee might buck authority. That's equivalent to shaking the organizational power structure to its foundation, possibly a fate worse than death. Leaders who want the most docile, sheep-like employees more than the smartest and ablest ones create systems to keep the C players on board and drive the A team out the door. They do it by instituting reams of pointless rules, upbraiding people for miniscule infractions ("What? Twenty minutes late? Sure you worked here until midnight last night, but starting time is starting time.") and generally replacing trust with fear throughout their organizations. Companies that operate in fear mode will never deliver great products and services to the marketplace. Their efforts will be hamstrung by their talent-repelling management practices.
How long will it take these enterprises to figure out they're shooting themselves in the foot? It doesn't matter—you'll be long gone by then.
Liz Ryan is an expert on the new-millennium workplace and a former Fortune 500 HR executive.
http://finance.yahoo.com/career-work/article/109519/5-ways-to-ensure-mediocrity-in-your-organization?mod=career-leadership
by Liz Ryan
Monday, May 17, 2010
provided by
The recession is no excuse for ignoring, misusing, or demeaning talent. But hey, if that's what you really want to do, follow these suggestions.
The last time I checked, the U.S. led the world in productivity per employee. That's the good news. The bad news is that much, if not all, of that boost in productivity has come on the backs of workers, especially salaried types viewed by too many management teams as infinitely elastic resources. As one management consultant told me: "The average company takes better care of its copiers than it does its talent."
Many chief executives use the tough competitive environment as a handy excuse to put off salary increases, tighten the screws on performance, and generally drop any pretense of creating a human-centered workplace. But the tough-economy picture has two sides. Only those companies that make the effort to keep their employees productive by treating them decently can expect to see continued productivity gains. Much of the workforce has tuned out, waiting for a more welcoming job market to make career moves. Those organizations that haven't wavered on their commitments to flexibility, recognition of talent, and transparent leadership will keep A-list players on board as the job market improves. Their competitors may be wishing they'd paid a little more attention to employee TLC as employees start peeling off for greener pastures.
Here are five of the most insulting leadership practices, the ones that virtually guarantee a business will end up with the most self-esteem challenged, optionless team members when the dust settles.
1. If you desire a mediocre workforce, make sure your employees know you don't trust them.
Nothing spells "You're dirt to us" like a corporate culture that screams, "We don't trust you as far as we can throw you." I refer to company policies that require employees to clock in and out for lunch or software that tracks every keystroke and change of URL in case a molecule of nonwork-related activity squeaks into the workday. When employees know they're not trusted, they become experts at "presenteeism"—the physical appearance of working, without anything getting done. Congratulations! Your inability to trust the very people you've selected to join your team has cost you their energy, goodwill, and great ideas.
2. If you want to drive talented people away, don't tell them when they shine.
Fear of a high-self-esteem employee is prevalent among average-grade corporate leadership teams. Look how hard it is for so many managers to say, "Hey Bob, you did a great job today." Maybe it's a fear that the bit of praise will be met with a request for a pay raise. Maybe it's the fear that acknowledging performance will somehow make the manager look weak. Whatever the reason for silence, leaders who can't say, "Thanks—good going!" can plan on bidding farewell to their most able team members in short order.
3. If you prefer a team of C-list players, keep employees in the dark.
Sharp knowledge workers want to know what's going on in their organizations, beyond their departmental silos. They want some visibility into the company's plans and their own career mobility. Leaders who can't stand to shine a light on their firms' goals, strategies, and systems are all but guaranteed to spend a lot of money running ads on Monster.com. Marketable top performers want a seat at the table and won't stand for being left in the dark without the information they need to do their jobs well.
4. If you value docility over ingenuity, shout it from the rooftops.
I heard from a new MBA who had joined a global manufacturer. "They told me during my first week that I need a manager's signature to organize a meeting," he recalled. "They said I'm too low-level to call a meeting on my own, because unauthorized meetings of nonmanagers are against company policy." How fearful of its employees would a leadership team have to be to forbid people to gather together to solve problems? The most desirable value creators won't stick around to be treated like children. They'll hop a bus to the first employer who tells them, "We're hiring you for your talent—now go do something brilliant."
5. If you fear an empowered workforce more than you fear the competition, squash any sign of individualism.
When you go to college, you learn about Economic Man, but in the corporate workplace we see that real people don't always act rationally. Lots of individual managers and plenty of leadership teams fear nothing more than the idea that a self-directed employee might buck authority. That's equivalent to shaking the organizational power structure to its foundation, possibly a fate worse than death. Leaders who want the most docile, sheep-like employees more than the smartest and ablest ones create systems to keep the C players on board and drive the A team out the door. They do it by instituting reams of pointless rules, upbraiding people for miniscule infractions ("What? Twenty minutes late? Sure you worked here until midnight last night, but starting time is starting time.") and generally replacing trust with fear throughout their organizations. Companies that operate in fear mode will never deliver great products and services to the marketplace. Their efforts will be hamstrung by their talent-repelling management practices.
How long will it take these enterprises to figure out they're shooting themselves in the foot? It doesn't matter—you'll be long gone by then.
Liz Ryan is an expert on the new-millennium workplace and a former Fortune 500 HR executive.
http://finance.yahoo.com/career-work/article/109519/5-ways-to-ensure-mediocrity-in-your-organization?mod=career-leadership
Saturday, May 1, 2010
Consolidating Years of Technical Experience & Inspection Here In The Marcellus
After many combined years and experience working in the Inspection Field, a group of 3 seasoned Technical guys, including an inspector, an auditor, and a manager have decided to consolidate our skills and offer services to the many firms positioned and working in the Marcellus Shale.
The area, the many vendors based here, the lack of local companies with the special knowledge needed to service the many companies involved, and bringing it home were the deciding factors in pursuing this venture.
From Tubular Mechanical Integrity and Manufacturing through the Rotating Equipment, Pumps, Valves, Tanks, and Steel Fabrications a local firm can now mobilize and handle Inspection Requests in a more timely style.
We have a USA and Canada wide network of some of the most skilled people in the business available to visit any vendor and assure that all of your equipment specifications and requirements are met.
Digital photography, Power Point Presentations, Videos, and Word Based Reporting has been acknowledged as some of the best in the industry and will be used for your assignment as requested.
Our head guru, Don C has over 35 years of practical experience in QA/QC/NDE with the education and research capabilities to lead and manage crews from 1 person to a full compliment.
Marcellus' experience and offerings cover all facets of Energy from E&P to Distribution and in the Natural Gas, Oil, Coal, Nuclear, Windpower, and other alternatives.
Stay with us as this blog grows, depicting projects, clients, and news.
Subscribe to:
Posts (Atom)