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Some Management and Engineering Project Accomplishments of Terry V. Molloy, PE
Pacific Gas & Electric Co.
1991-92 Setup and implemented a plan for the transition to a
new cost management system for the 120 member Mechanical & Nuclear Engineering
Department. This department was to first large department to be trained on the use of this
system. The critical component was the need to transfer all project cost tracking,
including payroll, to this system during a one week period.
1990 - 92 Managed the project to move the EPRI PIN, a data model
of the life cycle of a power plant, from a paper and dBase III format to a CASE tool. This
project required to coordination of work between three electric utilities and a large
engineering consulting firm.
1988-91 Guide the work of the U.C. Davis Minority
Engineering Program (MEP) Industry Advisory Board to identify and serve the needs of the
MEP students as opposed to focusing on recruiting these students to meet affirmative
action goals.
1984-89 Initiated changes to the PG&E College Relations
Department policies for participation in the corporate Summer Technical Intern Program
(STIP). The changes also impacted the way and type of students selected to participate in
STIP. The results were positive for both the students and the company. We reduced
recruiting cost, increased the quality of the tours, and significantly improved the
full-time job acceptance rate of previous STIP participants.
1983-92 Designed and implemented a professional development
program for new engineering graduates that integrated with the PG&E Mechanical &
Nuclear Engineering (M&NE) department's summer intern program and recruiting strategy.
While responsible for the professional development program, recruiting program, and summer
intern program in M&NE, we hired over fifty percent of our new engineering graduates
from our summer intern program. The coordination of the three programs resulted in a
reduction of new hire costs to well below the company average, maintaining an average GPA
of 3.2 for new hires, and exceeding affirmative action goals without compromising the
quality standards for any of the new hires.
1984-85 Selected by the Vice President of Engineering to
lead the productivity measurement and improvement effort in the 1100 employee Engineering
Department. The results of this effort were a set of performance measures to give the
organization's management a better understanding of how resources were being used.
1979-81 Functioned as the Project Engineer and Manager for a
full scale Hydrogen Sulfide abatement system to be designed and installed upstream of an
operating geothermal power plant unit at the Geysers. The detail design work started in
September of 1980. The project was canceled in June of 1991, for a combination of
political and technical reasons beyond Engineering’s control. At the time the project
was canceled it was four months ahead of schedule and all major technical issues had been
identified and resolved.
1979-80 Functioned as the Project Engineer and Manager for
the demonstration and test of the "Coury Process" to remove Hydrogen Sulfide
from the steam upstream of the power generation facility. This process was successfully
demonstrated at the Geyser's Power Plant Unit 7. A project was initiated that would allow
a controlled evaluation of the process concepts for a wider range of Hydrogen Sulfide,
CO2, and Ammonia concentrations in the steam. This project was to be implemented at
Geysers Unit 13, the unit with the lowest H2S content. This Coury Process, in the opinion
of the M&NE Department's H2S abatement consultant, had the greatest potential to
reduce the cost of geothermal power generated at The Geysers. The demonstration project at
unit 13 was canceled due to funding constraints and EPRI / Coury patient rights issues.
1976 Lead the team of engineers that designed and started up the
first implementation of electronic control system instrumentation at The Geysers Power
Plant. This effort resulted in the acceptance of the use of electronic equipment for all
future units. This resulted in significant savings through reduced design, initial
equipment, installation, and O&M costs for the new units.
1976 Lead the team of engineers that supported the
installation and startup of the sludge removal systems being installed as temporary
measures on The Geysers Power Plant units 3, 4, and 11. The operational date for the
systems was December 31, 1976. The construction of these facilities was
well behind schedule when our team arrived on site in early November. The team was able to
support the construction group, resolving design questions, expediting equipment
deliveries, and providing inspecting support. The advance testing of electronic
systems isolated equipment malfunctionson during the startup phase to field wiring errors.
Unit 11 was operational on December 15, 1976. Units 3 & 4 became operational on
December 23.
1974 Provided the design, construction, and startup support
for the first Non-condensable Gas Incinerator System at The Geysers Power Plant. This
project was part of PG&E's commitment to reduce Hydrogen Sulfide emissions from the
units at The Geysers and was on a critical schedule. An engineering consulting company
with construction support from PG&E's General Construction (GC) Department was
originally doing the project. When the responsibility for on-site was transferred our
group, the project was well behind schedule. With the help of GC the project was brought
on line in time to meet the regulatory commitments.
Grove Valve & Regulator Co.
1969 Wrote a Timeshare program to support a management
decision making process relative to production and shipping schedules. This program
allowed the management to evaluate different scenarios related to production, cash flow,
and promised shipping dates.