In the early nineties I was working for Sunoco in the Tulsa Refinery. An upper level guy comes down in the fall and tells us (thirty managers in the room) margins are down, we won't be taking our maintenance shutdown (turnaround). I raised my hand and asked whether the time to shut down was when you weren't making a lot of money. He said you just don't understand. I understood, he was manipulating the quarterly income figure. So we had to cancel contracts and pay cancellation charges for contractors who had mobilized to begin work. A shutdown was about 30 million.
Same guy comes back in March and says "we're making money, you can shut down in April". I raised my hand and asked whether the time to shut down was when you weren't making a lot of money. He said you just don't understand. We scrambled and spent extra money trying to get contractors lined up and couldn't get the best contractors, settling for lesser ones which cost us time and money during the shutdown.
Sunoco no longer owns any refineries.
It is such a big game. Wall Street uses indexes to measure how they think a company is doing. So every company spends money manipulating those indexes. Like leasing instead of buying so their asset base looks smaller for the same profit, or contract labor so their fixed labor looks smaller, even though they will need that labor every year.
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Today's Featured Article - The Rescue of a Fordson F - by Anthony West. Introduction I live in the UK and have for many years restored Fordson tractors (in the main model N's). I have also restored and shown model F's, E 27N's, Field Marshall Series 2, David Brown Cropmasters and the old rey Fergeson T 20. At one time I had seven restored examples which were shown and used in ploughing matches. As most restorers, I have a number of war stories I can relate on a range of topics that may help other like minded and interested people. Perhaps my first p
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