Originally Posted by Rusty (Post 3994849)

A lot of the technology they pushed aside for now just isn't cost efficient yet. Once they get the cost under control, then we will see it. 10 to 15 yrs later. If NASA ever at their act together like they did for the Apollo missions. You would see an explosion of tech. Funny thing is. NASA can't build the F1 rocket motors for the Saturn booster any more. They don't know how the engineers did it back then. All the notes were lost.

Originally Posted by sx moneypit (Post 3994874)

Another day in paradise.:rolleyes:

Originally Posted by old guy (Post 3994876)

:iagree:

Originally Posted by madwi (Post 3994878)

Call me Thursday or Friday and we'll get you squared away with your tech woes.

Originally Posted by Leingod (Post 3994879)

Get me in the call as well. If it really comes down to it, bring your modem, router, and computer with you to the June meet.

Originally Posted by madwi (Post 3994880)

It aint all that lol. maybe need apple support but I doubt it.

Originally Posted by JLarson (Post 3994864)

This brings to mind an interesting story from Boeing a while back, as told to me by our consultant, an ex-Boeing guy from way back. I'm not sure on time frame, but following a massive wave of retirements from older Boeing personnel, Boeing's assembly lines abruptly found themselves unable to fabricate several of their aircraft. They had to call back the retirees, because of all the custom or one-off stuff the retirees actually did to make components fit - shims, special custom tools, that kind of thing. It was a metric buttload of stuff that those fellas knew, and which had never been documented anywhere.

The whole clause 7.1.6 Organizational Knowledge was written into ISO9001:2015 partly as a result of trying to make organizations capture that kind of knowledge proactively, instead of reactively.

Originally Posted by Leingod (Post 3994881)

What even happens specifically?

Originally Posted by Spooler (Post 3994882)

This should tell the employers one thing. Don't treat the folks that work for you like crap. They are the reason you are successful. With all of the outsourcing, layoffs over the years, etc. Little nuggets of data are being kept private. Sometimes on purpose, sometimes not. Like Rusty for instance and the power plant he use to work at. New company bought the place and some higher up manager some where caused all kinds of grief for the employees. You reap what you sow.

I deal with this crap all the time. Sometimes I speak up, sometimes I don't.

Originally Posted by JLarson (Post 3994885)

Absolutely agreed. I really hate outsourcing, I hate layoffs, and at my company we've been fortunate that we've managed to preserve manufacturing here in the US for as long as we have. We just had a 40 year employee retire, and we've got a fair number with 25 - 38 years here. However, we do need to capture their knowledge, because eventually they are going to depart, one way or another.

Originally Posted by Ghostvette (Post 3994886)

The challenge is identifying what precisely they know. Sometimes it something as simple as how to use a tool or how to get things to work with what's on hand. Tribal knowledge is hard to put down on paper, most of what I know didn't come from a book. It came from doing things the hard way, breaking what I was trying to work on and figuring out the right way to fix it. You can be told and shown how to do something, but until you do it, and fail doing it, it doesn't stick.

I suppose the best way is to have each SME have a shadow that can learn from them, but that is an expense that most companies won't do. Most SMEs have knowledge that the company isn't paying for, the company pays for what they know to do their job and that's it. It's unfortunate.

Originally Posted by Spooler (Post 3994887)

It is the thought process that needs to be learned and it takes years to master. I have done power points over the years to explain what to do. The thing that is a challenge is teaching folks how I know what to do and when to do it. Very few can pick up on the process. I can fix things in an hour while other folks take 2 days to do it.

Originally Posted by JLarson (Post 3994864)

This brings to mind an interesting story from Boeing a while back, as told to me by our consultant, an ex-Boeing guy from way back. I'm not sure on time frame, but following a massive wave of retirements from older Boeing personnel, Boeing's assembly lines abruptly found themselves unable to fabricate several of their aircraft. They had to call back the retirees, because of all the custom or one-off stuff the retirees actually did to make components fit - shims, special custom tools, that kind of thing. It was a metric buttload of stuff that those fellas knew, and which had never been documented anywhere.

The whole clause 7.1.6 Organizational Knowledge was written into ISO9001:2015 partly as a result of trying to make organizations capture that kind of knowledge proactively, instead of reactively.