Blown for Good - Marc Morgan Headley [52]
5. Quality Control – The Quality Control was done by objective decision and was not computerized.
Dave Miscavige had visited us in the tapes area at least 50 times over the course of all of these discoveries. He had told us that once we fixed everything, we had to be able to produce 50,000 cassettes per week in order to catch up the backlog of cassettes that were needed by public Scientologists.
With the production line now working we had to document everything and take pictures of all of the electronic components and every single piece of equipment. This was so that if anything went wrong, the original documentation could be referred to. If anyone changed any procedure, modified any piece of equipment or changed anything on the production line whatsoever, they would be instantly declared a Suppressive Person. The charge would be a “high crime” and suppressive act — Unmocking a Working Installation.
As we documented everything and got the machines running smoothly, more and more people were starting to show up from LA. Even my sister finally showed up. We were supposed to have enough people for both the day and night shifts and run the line 24 hours per day. We had:
1. Rosi Kamman
2. Clarisse Brousseau (Barnett)
3. Tony Cifarelli
4. Agnese Bertolina Johnson
5. Lynnea Baker
6. Marc Headley
7. Bob Ferris
8. Stephanie Headley
9. Dan Crocini
10. Jessica Thompson
11. Caroline Buri
12. Carlo Russo
My job was to check the pancakes of tapes after they came off the copy line. My official post title was Pancake Quality Control Officer. My boss was a girl named Lynnea Baker. She essentially did the exact same thing I did but also had to spot check stuff from the final packaging area as well. We were running the line 24 hours per day and we were not producing 25,000 cassettes per week. Jason Bennick was the General Manager and he was the one who would report up to COB on how many cassettes we were producing. Even though there were over 10 people working in the area, it was decided that it would only take three people to run the night shift. It ended up being Clarisse, Tony and me.
We would come in on the bus around 4:45 p.m. and leave at 8:00 a.m. to go home. Our full schedule was as follows:
4:45 - 5:00 TRAVEL TO BASE
5:00 - 5:30 DINNER AND MUSTER
5:30 - 6:30 PRODUCTION
6:30 - 9:00 STUDY
9:00 - 11:30 PRODUCTION
11:30 - 12:00 MIDNIGHT RATIONS (MID RATS)
12:00 - 7:30 PRODUCTION
7:30 - 8:00 BREAKFAST
8:00 - 8:15 TRAVEL TO BERTHING
Based on this schedule, if you went straight to sleep after getting home and taking a shower and got up and got dressed quickly, you could somehow get in seven hours of sleep. We were working over one hundred hours per week. On paper it looked okay and comparable to the day shift schedule. But there were a few things not factored in.
Daylight – When we went home to go to sleep, it was daylight. I had blankets over my windows in my room to try and black out as much light as possible. Still, the light would leak through a few spots and that alone could light up a room without effort. Also, Hemet, California, in the summer is completely immune to clouds. It is bright during the day.
Temperature - When we went onto the nightshift it was anywhere from 100-120 degrees in Hemet during a summer day. No matter what kind of air conditioner you had, it was not meant to successfully counteract temperatures that hot. I can remember sleeping on top of my sheets with the A/C set to 70 degrees and still breaking a sweat.
Daytime Activity – The area where we had our housing in town was being developed all around. An entire community was being built across the street from where I lived and during the week, there were hammers, pneumatic nail guns, cement trucks backing up, or kids screaming and playing outside during the hours I was supposed to be sleeping.
After I had been on the night shift for some time, I had perfected how to keep out of trouble