Case in point: I just got a call from my manufacturing tech (who doesn't work for me, btw, but is essential to the success of my job) saying that this engineer screwed up something he did the other day. He was asked by my boss to clear out some monitor lot holds while I was on vaca to help me out. All he had to do was doublecheck some numbers and release lots from hold on the system. Instead, he somehow managed to terminate the lots. I had wondered why these lots were still physically on hold, but not on the system, and the reason is this goofus. My tech had to recreate the lots on the system with new names, relabel all the boxes, correct the lot info on the data sheets, and re-enter all the data into our system because terminated lots can't be reactivated. And now I still have to doublecheck and release all these lots, but the extra ones that got run today.
My dilema - do I train this guy how to do it right or just never let him do it again? Usually, I vote for training. But this was so BASIC. The procedure is written into an online document. He asked a tech who hasn't worked in the area for 2 years what to do, but didn't ask our boss or read the docu. Or even read the recipe the lots were holding at! It speaks to such a lack of understanding that I can barely fathom it.
Ok, instead of typing this out, I should be releasing those lots! It just really struck me when you were talking about hiring the right people. My sustaining support on this shift is incompetent, my primary equipment tech is slow, obstructionist and ethically marginal, and I'm really tired of it.
On the other hand, we have a night shift tech that I would hire for anything. She's fabulous - competent, helpful, and analytic. If I get a new job, I would like her to come too. I try to tell her boss wonderful things about her in hopes that she gets a better raise than all the other techs combined, but they seem to be on the "spread it evenly" plan, which bites.