Paul,
Good posting.
As an example I have a business undertaking waterhammer analysis in Australia. I have worked for most of the major and minor consultants and design/construct contractors.
Why? They have bought the software trained & the engineers up. The trained engineer wants more money as they now have the expertise or they get the "rats" because they are never promoted (too valuable doing the waterhammer stuff) or up and leave and go and work for the opposition.
Whereas I just do waterhammer analysis, am always there, dont care who I work for, have up to date software and computers. Its my marketing tool. Even the "beanies" can see paying me only when they need me is like owning a car but when you want a crane hire it. Its cost effective to hire the specialist when needed.
Geoff
"Hawco, Paul R." <PHawco@NGNS.com> wrote: Hey Jack,
I promise to not go off on you this time - my caffeine intake is a little more tolerable today.
As someone whose job is to implement a lot of this ever-changing technology - I agree whole heartedly with what you are saying.
A lot of this software takes years of work to master - it is too complicated for casual use. It needs to be compartmentalized - most users handle most tasks and you develop specialized discipline leads to look after the more complex tasks. It is pointless to try and turn everyone into a super user - not everyone is up to it and some of the tasks are one time only in nature.
In my mind this is the heart of the problem - many managers do not understand the technical requirements of the tools that are being used - they will pay for the PC and the software but will often hold back on training - "can't train people, they might leave". They expect them to intuitively know how to use the software. I get a good laugh off of the positions advertised looking for a PDS administrator with 1-2 years experience (not putting anyone down, just reflecting on what I knew at 2 years and what I know now).
This stuff really works but you have to plan how to get there - if you want to have a world class team you might need to import a few heavy hitters until you get your staff up to speed.
One other note - I've been in the engineering departments of some companies and charged my time to the project effort and been warmly welcomed, I've also performed the same tasks as a member of the IT department and been run off as quickly as possible because I was an overhead cost.
Unfortunately it is very easy to misuse these tools and very difficult to use them to their potential. Ultimately, it all comes down to office politics and how good the people at the top are. All these plants still get built but the B.S. drives (burns out) a lot of good engineers out of the business.
Paul Hawco
Mechanical Engineer
Neill & Gunter (Nova Scotia) Limited
<a href="http://www.neillandgunter.com">http://www.neillandgunter.com</a> <<a href="http://www.neillandgunter.com/">http://www.neillandgunter.com/</a>>
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Dartmouth, NS, Canada B3B 2C4
Phone 902-434-7331 x1296
Fax 902-462-1660
From: <a href="/group/PipingDesign/post?postID=pA5Y6ruSv_fyEZ1KM9MJNUyg_rbOLjKSHuZyT6g_oaGv5jC44P17bgku_iitOH60GShdc9RbZ1KKtReqbaRPmrYJ1g">PipingDesign@yahoogroups.com</a> [mailto:<a href="/group/PipingDesign/post?postID=pA5Y6ruSv_fyEZ1KM9MJNUyg_rbOLjKSHuZyT6g_oaGv5jC44P17bgku_iitOH60GShdc9RbZ1KKtReqbaRPmrYJ1g">PipingDesign@yahoogroups.com</a>]
On Behalf Of Jack Osborn
Sent: Tuesday, September 06, 2005 12:06 PM
To: <a href="/group/PipingDesign/post?postID=pA5Y6ruSv_fyEZ1KM9MJNUyg_rbOLjKSHuZyT6g_oaGv5jC44P17bgku_iitOH60GShdc9RbZ1KKtReqbaRPmrYJ1g">PipingDesign@yahoogroups.com</a>
Subject: [PipingDesign] Re: simple taskes turned complicated
Hi Ralph....
....just wanted to chime in (but not to complain.....smile). I think you've hit on something that many people have talked about, the complications of every day tasks, It seems that we have a difficult time managing the technology. With all the complexities of our so-called modern world (especially considering some of the things you've outlined below), it takes a tremendous amount of discretion and foresight to push back on what is complicated but really need not be. Having the technology is useful, but it allowing it spiral into a complex process when it fact it can be made simpler is something that needs to be monitored by everyone involved. ....Kind of like being able to see the forest, despite the trees.
I know I am always complaining (me?....just don't ask the other folks in the group) that even what people think are the simplest of tasks, can be mind boggling complicated. I know our project teams, which can be spread out through out the country, or the world, have trouble getting a set of documents for the project to print as a submittal to clients, this requires a Phd in plotting and CAD. I drives me nuts (I know...short drive.....). After a while, I start to see the real value in people who can strip out the nonsense and glean just the necessary. Whether it is running a plant, maintaining the piping and pumps of a process, or getting a set of documents and plans together, every step is chalk full of overly complicated tasks.
....just a simple minded person I guess....(one of my pet peeves....)
Jack
At 11:40 PM 9/5/2005, you wrote:
>increasing the production rate) or simplying reducing the incident
rate.
>
>With all these ERP, CMMS, high cost engineering software, ISO
certification,
>enviromental release, meeting project schedules, safety audits, keeping
the
>expense down etc etc - what was once a simple engineering undertaking
>(like piping) has just gone way way very complicated. Is this true with
>others? Or its justme.
>
>
>----------
:-)
Jack Osborn, PE
Mechanical Engineer
MWH Global
925 274 2277
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[Non-text portions of this message have been removed] Received on Wed Sep 07 18:44:00 2005
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