Issue link: http://psai.uberflip.com/i/599004
Page 17 PSAI Industry Retrospective - the 00s As Barry Gump points out, "More units were required because user time is doubled due to patrons wearing heavy layers of clothing. In addition, people consumed large amounts of liquids, so usage was further increased." Nighttime servicing would be required during the "dark hours" of three hours aer an event is over until three hours until the next one starts. As previously stated, security was extremely intense and the Secret Service and National Guard presence was formidable. Delays began three weeks before the Opening Ceremonies. FINAL INSTALLATION e timeline for the Games continued to march forward. From January 4th to 13th, some 346 units were delivered to various venues. Soon 25 percent of all units were operational, "only" 600 units. By February 3rd, all 2,333 units were operational. Special winterization of each of the 125 holding tanks was required. Each tank was wrapped in foam with a water bed heater enclosed. e tank was then wrapped in a tarp for additional protection. Restroom trailers (all 31) were skirted with heaters underneath to protect the waste holding tanks on the underside. Jacks ended up freezing but, generally, this did not present any problems. "LET THE GAMES BEGIN" e 24-7 Command Center coordinated the efforts of this massive team. e best people and the best equipment from each of the five individual companies melded into an 80-person work force that conquered the bitter cold and the tremendous crowds. Communication and coordination of effort was almost flawless, save some Nextel reception (or lack thereof ) in certain mountainous areas. e forethought of having a storage warehouse for supplies, adequate indoor parking for service vehicles, and a team of five mechanics helped to prepare for almost every eventuality. A local empty home owned by a member of the Marriott family was rented to house 27 workers during this time. ere are a multitude of stories from those that lived here – some true and some "questionable." From sleeping in huge walk-in closets to sharing a living space with former unknown service techs, many new friendships were forged in the midst of the long work hours of this event. e Games ended on February 24, 2002. e Paralympics were conducted from March 7th to 16th and went incredibly well. By March 31, 2002, all equipment was removed from all venues. This massive, multi-year, multi-company project was finished. LESSONS LEARNED e five member companies made the following observations: • Always have a Plan C. Plan A and B might not work out. • Don't weaken the structure of your home business for a one-time event. • Appreciate the team at home that kept the business running. • Plan well, have well-maintained equipment and enthusiastic and motivated people. • Drivers should work under their company's supervision. • Talking to the press is tricky. You never really know what you will get. MEASURING SUCCESS Ron Inman does an excellent job in summarizing the 2002 Salt Lake Olympics. 1. We were safe. 2. We did a great job of planning and responding to changes in the plan. 3. We held the quality of the work that we did at a very high level. 4. We were profitable. 5. We treated each other with dignity and respect, despite our differences. 6. Our customers were very happy with our performance.