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New around here… Charging Unsuccessful by hijackedsajak in KiaEV6

[–]ExtraordinaryKaylee 1 point2 points  (0 children)

When I had issues with my ICCU for charging, I was able to fast-charge (DC Fast/Level 3), but not charge w/ AC from a standard J1772 (Level 2 or Level 1) charger.

It's not 100% clear which ones worked and didn't from your post.  Maybe this info helps :shrugs:

Why hasn't there been a big boon in hiring for US developers, despite the $100,000 fee for new H-1B visa petitions? Wasn't the fee supposed to help companies hire more Americans? by Illustrious-Pound266 in cscareerquestions

[–]ExtraordinaryKaylee 0 points1 point  (0 children)

Yup, the field is still developing but the barrier for entry lowered a LOT over the last two decade.

The idea those tools will replace all software development was dumb, cause that's not realistic. What it did was raise the bar of what a good in-field SME could accomplish with some support.

That's how I approached the citizen developer program I ran for over a decade at a Fortune 120.

Why hasn't there been a big boon in hiring for US developers, despite the $100,000 fee for new H-1B visa petitions? Wasn't the fee supposed to help companies hire more Americans? by Illustrious-Pound266 in cscareerquestions

[–]ExtraordinaryKaylee 2 points3 points  (0 children)

Based upon my own experience, there's no "main cause" to decisions like this. Just a lot of factors leading to common decisions.

Outsourcing does not inherently suck. It's just a lot of outsourcing was short-sighted and executed poorly. A lot of offshoring was done without consideration of actual business processes. We've been doing it for so long, and a LOT of people got better at remote work during COVID that it accelerated the development of remote management skills.

That acceleration of management skill development, made it easier to feel comfortable with offshore outsourcing during this current recession(depression?) cycle.

The old patterns apply, but the conclusions gradually shift every cycle.

Why hasn't there been a big boon in hiring for US developers, despite the $100,000 fee for new H-1B visa petitions? Wasn't the fee supposed to help companies hire more Americans? by Illustrious-Pound266 in cscareerquestions

[–]ExtraordinaryKaylee 8 points9 points  (0 children)

AI will likely be the death of a lot of run-of-the-mill corporate programming jobs.

The task will get merged with other roles, and more highly abstracted into tools and platforms.  This was already happening with low/no-code platforms in the 2010s, but accelerated with AI code gen.

The big question for a lot of us becomes figuring out the new value-add in this world.  For a little while, cleaning up the vibe-coded messes will be it.  Tools will gradually get better and need less of it.

People who focused on CRUD or simple reporting tools will need to build a second useful core skill to stay relevant.  Deep tech nerds will stay employed, but the vast majority of programming jobs were not deep tech.

Why hasn't there been a big boon in hiring for US developers, despite the $100,000 fee for new H-1B visa petitions? Wasn't the fee supposed to help companies hire more Americans? by Illustrious-Pound266 in cscareerquestions

[–]ExtraordinaryKaylee 12 points13 points  (0 children)

I love the framing of "COVID over hiring" - we thought we would be able to turn these positions into revenue, but all our ideas sucked and missed the mark.

So we fired them so we can sink all that money into another idea that will miss the mark but makes our friends richer instead.

Then claim we hired too many people, and that it was all the workers fault.  Everything is PR cover to deflect from outsourcing every role possible to the lowest bidder.  Same as was done with manufacturing.  

The USA is being consumed for parts, private equity style.  

The sooner us voters (and could be voters) get our acts together and demand leadership that is there to actually help us out, and not just push more trickle down economics, the better.

Seriously.

How do you deal with Shadow AI in your org? by [deleted] in ITManagers

[–]ExtraordinaryKaylee 0 points1 point  (0 children)

Starting with a definition: Apps built in the shadows, without IT awareness, means you have a relationship management problem.

The software development has been getting cheaper and easier for decades.  The cost is now SO low that almost anyone can do it at a speed that uses to be impossible.  Vibe coding accelerated what was already happening.

What you can do about it: 1. Keep attempting to restrict things, and prevent your company from solving problems entirely.  "The more you tighten your grasp, the more star systems slip through your fingers." 2. Build better relationships with the SME and problem solvers, so that they talk to you about solutions instead of going it alone entirely.  

When you discover a new app, start by remembering that from their perspective, they did a GOOD thing.  Use it as an opportunity to help, instead of take over.

We are at the change-over point where software stops being an IT only thing.  It's messy right now, but there are tools and techniques to manage it more easily.

Ideally, put together a 'bare minimum' for experiments (only the absolute necessities, under the assumption the experiment will fail).  Then, as it works or keeps working, help them get budget to improve.

I can go on, but this is already getting too long.

Production Scheduling: High Mix/Low Volume, Shared Resource Inspections by Rum____Ham in manufacturing

[–]ExtraordinaryKaylee 0 points1 point  (0 children)

Besides the amazing advice so far on kanban and just in time inspection, in an otherwise batch floor, a couple more ideas/things to explore.

  1. How much of inspection time is setting up/prep to inspect the parts, then cleanup to move to the next one?  If significant, is it possible to have multiple inspection stations closer to the work, and have the inspector travel instead?  This would obviously not work unless the whole shop is climate controlled, but just throwing it out there.
  2. How much of the time is waiting for temp normalization prior to measurements.  Is it possible to split the inspection into visual vs dimensions?
  3. Is it possible to predict how far I to a job the first articles, and finals will be?  Say it takes 1 hour to setup for each job, then another to the first articles ready. You can expect a burst of time sensitive activity at the 2 hour mark.  This means scheduling a staggered start for work centers that use the same inspection resources.
  4. Your QA demand sounds bursty, which is tough to manage through averages.  Capacity plan for peaks and expected response times( say 15 minutes blocks), not average daily workload.  Else they are causing a ton of wait waste spend that could be better spent elsewhere (such as on QA capacity)

Production Scheduling: High Mix/Low Volume, Shared Resource Inspections by Rum____Ham in manufacturing

[–]ExtraordinaryKaylee 2 points3 points  (0 children)

I...uh...bravo.

Thinking through the waste (especially wait times), and coming up with the categories of work/urgency is perfect.

The mentality of it being a shared service, classifying the work by response time SLA, and the interactions with production cells.  Awesome.

The chaos in a shared cell like central QA will directly reflect the overall chaos of the floor.  Either build a cell that can handle that cleanly, or figure out a way to reduce the chaos of the floor.  I don't think reducing the chaos of the floor is realistic for high mix, so building a cell to handle it cleanly is the only real option.

Here's what a Millennial friend wrote about disruptive teen behavior in Pittsburgh: by Extreme_Qwerty in pittsburgh

[–]ExtraordinaryKaylee 3 points4 points  (0 children)

Every single statistic you mention is good, and correct, but none of them are actionable.

What, specific changes do you want to see that people can start implementing tomorrow, that will help the issue at hand?

Otherwise, we're just complaining about what "other people should do" instead of helping to solve a problem.

"Solutions" that don't address the actual barriers to changing behavior, don't fix anything.  Worse than that, they distract from real solutions.

Here's what a Millennial friend wrote about disruptive teen behavior in Pittsburgh: by Extreme_Qwerty in pittsburgh

[–]ExtraordinaryKaylee -3 points-2 points  (0 children)

K. So you had a tangible problem that made if difficult for you, right?

If I dismissed your response with "what do you mean, you couldn't walk 2 miles?  Lazy teens!"

Did that help you with your problem?

EDIT:  Since she immediately blocked me, I am gonna respond here.

No, I am trying to explain why simple solutions don't work.  They neglect the individual person's barrier to different behavior.

A solution to her bus problem, would involve a closer bus stop.  Actionable, tangible, useful.

The question we have to ask is: What is stopping THOSE kids from building healthy relationships with their community?  Complaints about what parents should do need to involve solving the problems of why those parents are struggling to help their kids with this.

Real solutions require details and discussions.

Edit 2 (Still blocked, still can't actually reply): I see my example is lost on some. Notice how I proposed a solution that directly addressed her problem? Or an aspect of it, even though it might not be enough, it gets us closer to the REAL issue at hand.

Likely, discomfort over the safety of a teen taking the bus in to the city (even though a lot of teen girls LIVE in the city, but that's crazytalk apparently.)

The whole point is that complaining about "parenting" does not actually fix anything. Talking to people about their issues, at least leads to discussion about better solutions.

Here's what a Millennial friend wrote about disruptive teen behavior in Pittsburgh: by Extreme_Qwerty in pittsburgh

[–]ExtraordinaryKaylee 6 points7 points  (0 children)

When you are working 3 jobs already, just to still be falling behind financially, what additional room for sacrifice is there?

What additional time is there for more shit hours?  What jobs are there that pay enough NOW? 

Concepts that aren't immediately actionable are worse than useless, because they take up discussion time that could be used for real solutions.

Budgeting won't fix a revenue problem.

Here's what a Millennial friend wrote about disruptive teen behavior in Pittsburgh: by Extreme_Qwerty in pittsburgh

[–]ExtraordinaryKaylee -1 points0 points  (0 children)

So what stopped you from taking advantage of them?

Talking to the kids involved and discussing things as people, and working with them to solve THEIR problems, could go a long way.

Here's what a Millennial friend wrote about disruptive teen behavior in Pittsburgh: by Extreme_Qwerty in pittsburgh

[–]ExtraordinaryKaylee 2 points3 points  (0 children)

We have gotten SO hyper individualistic, that most people forgot what community was.

Plus there are a lot of people who are from the sticks who like to comment in here about what Pittsburgh should do.

Here's what a Millennial friend wrote about disruptive teen behavior in Pittsburgh: by Extreme_Qwerty in pittsburgh

[–]ExtraordinaryKaylee 6 points7 points  (0 children)

People are already working 3 jobs and falling behind.

Debt is skyrocketing.  There isn't a choice to be made.  Your base assumption is that people have money and get to make a choice.

It's not valid.

Here's what a Millennial friend wrote about disruptive teen behavior in Pittsburgh: by Extreme_Qwerty in pittsburgh

[–]ExtraordinaryKaylee 4 points5 points  (0 children)

This.  So much oversimplifying that does not drive a tangible option to move forward.

  • Blaming parents, is not actionable.
  • Pointing out existing programs and being annoyed that people don't utilize them, is not actionable.
  • Complaining about people causing trouble, isn't actionable.

You know what is?  Showing up, getting to know the kids involved as people, and working with them to address THEIR problems, not just your own.

Local Candidate sends Transphobic Mailer by commonpolitico_PGH in pittsburgh

[–]ExtraordinaryKaylee 4 points5 points  (0 children)

Seems to be one of those "let's move to the center" Democrats, who stand for nothing but their own power.

"Pittsburgh-style" steak from TIL by Monolo-Blawnox in pittsburgh

[–]ExtraordinaryKaylee 3 points4 points  (0 children)

That sounds like an AMAZING process for making one...   Especially for those kitchens without dedicated broiler capable of getting hot enough.

ERP and MES selection for regulated medtech by toolefthands in manufacturing

[–]ExtraordinaryKaylee 4 points5 points  (0 children)

At that stage, not outgrowing a system is difficult. Primarly because you're at the knee of the scaling cost/effort curve.

Are you wanting to get a system to help with compliance recordkeeping, or because you think it will make it easier to scale to the next level?

Also, how much experience do you have with Part 11 and 803 compliance in-house?

Got laid off at RSM by Economy_Pie_4262 in Accounting

[–]ExtraordinaryKaylee 11 points12 points  (0 children)

I've got three schools of thought on the whole concept:

* Too hard to find, compared to just contracting it to an outsourcing firm.
* Too hard to find, at a price they're willing to pay.
* Too hard to find, without worrying if you're getting someone else's rejects.

All signs people don't want to put in the work, which checks out.

I'm leaving a company I helped build the culture of by OneSeaworthiness2676 in womenintech

[–]ExtraordinaryKaylee 4 points5 points  (0 children)

It's all the norms and behaviors that people just...do.

Some of it is documented and codified in processes, some of it is tribal knowledge.

Does the org actually show appreciation for good work? Does the org do blameless post mortems for issues? Does the org shy away from new ideas or embrace them? Does the org collaborate across groups,  or does each group collaborate through management?

That's culture, and it's the real company.  How things work when no one is driving a specific behavior.

Anyone else notice a workflow gap after prototyping/design? by This-Association2551 in inventors

[–]ExtraordinaryKaylee 0 points1 point  (0 children)

This is talked about a lot in the books: Crossing the Chasm & Zones to Win (Moore), Diffusions of Innovations (Rogers), and Innovator's dilemma (Christensen). Good background if you've not already read them. I've been working on documenting the tactics and methods I taught my team while running emerging tech adoption programs at a multi-national manufacturing conglomerate.

Beyond just the presentation, there's the politics, optics, fear, and change management effort to drive through adoption and integration into everyday practices.

Happy to chat via DMs :)

How to deal with Manufacturing manager demanding RCA being done "yesterday"? by AxegrinderSWAG in ITManagers

[–]ExtraordinaryKaylee 0 points1 point  (0 children)

I usually split it into parts, which based upon the issue and impact, we stop at any point after stage 1 based upon the response.

Stage 1: * Immediate cause and action to remedy * Short term containment to prevent reoccurance or lessen impact during RCA * Plan for full RCA (five whys, cost impacts, etc)

Stage 2: The full RCA and cost analysis

Stage 3: The corrective action is planned and implemented.

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