I think that I would
* write a letter to the manager, pointing out the consequences of their
action
* include that this is a unique service providing core engineering skills
that save huge amounts in avoiding design mistakes, unavailable elsewhere
at anything like the cost-benefit
* refer the manag
Hello Doug,
I don’t know if this falls under the same business laws as retail transactions.
If it does, it is still complicated because it depends on which state has
jurisdiction. Most states, such as Nevada, give the purchaser no right to a
refund. It is up to the retailer to set a refund poli
I would regard anyone who pays you as a 'customer'. Replace it with a
word you prefer. If they will not take up the 'next event' offer, you
have only limited choices, such as the refund and sanction you indicate.
Above all, of course, don't let lawyers get involved.
John Woodgate OOO-Own Opini
John,
If they were a customer I would just refund the amount. I would normally just
let them come to the next or any event (even though it would cost me two of six
registrations for the future event). But they do not want to do that.
I have classrooms available to me at no cost of 6
Re the quoted text. Once you get the idea of making the project leader
internally responsible for compliance, it naturally follows that the
responsibility propagates up the management chain, i.e. the VP
Engineering's head is on the block if there is a serious compliance
issue in the field.
'
I guess you don't have a cancellation policy in your T&Cs. No doubt you
will fix that, as a result of this experience. If you don't want to lose
the customer, and maybe get bad music on social media, let them come to
a future event at no extra charge.
John Woodgate OOO-Own Opinions Only
J M Wo
“Safety is our number one priority.”
How many times have you heard this?
In any business, profits are the number one priority, despite the mantra. Or,
in the case of the Challenger, on-schedule launch was number one priority,
despite the mantra. However, the mantra is on public displ
What is your official policy? Most folks say full refund up to some point, then
partial or no refund beyond that point.
If this cancellation is beyond the deadline, a decent response given the no
travel policy is to apply their full fee towards the next class when the policy
is lifted.
-
The Challenger disaster was due to management discounting engineering input.
While engineers like to jump all over that, it is also an indictment of safety
engineers being overly cautious.
And that is due to there being a strong line of demarcation between the
management responsibility to
Hi Everyone,
I need some advice on a pair of cancelled registrations for a class I am
holding next month. Two people from the same company registered and the company
paid the registration fees. At that point the seminar was full (I limit it six
people for a good experience) so I sto
When I was working, both EMC and safety personnel worked with the designers
such that both EMC and safety were done as the design progressed. EMI was
suppressed at the source including judicious layout. Neither EMI nor safety
was a "critical path." One division went so far as to measure and mini
Some company's do this, but that number is pretty small. There are a bunch
that are more of a "toddler to grave" approach. This seems to work fairly
well, but there is the occasional thing that could've been caught ealier.
Josh
From: John Allen [mailto:09cc677f395b-dmarc-requ...@ieee.org]
I seem to recall that the Challenger disaster was partly caused by
escalation either blocked or discounted.
John Woodgate OOO-Own Opinions Only
J M Woodgate and Associates www.woodjohn.uk
Rayleigh, Essex UK
On 2018-09-14 18:33, Schmidt, Mark wrote:
Ignorance can be achieved at all levels of m
Re your point 1, the crunch is that Design and Compliance have a shared
goal, instead of being potentially antagonists (especially over product
cost). Yes, other things have to be set up correctly.
Re your point 2, by 'dinosaur' I mean 'resistant to change'. Perhaps
'Lingula' would be more a
Has been my (anecdotal) experience that those that are refusing or delaying
pre-comp scans tend to be the younger designers and managers. And have been
associated with a project team bereft of physics that was under the management
of a young software 'engineer'.
1. Am not certain assigning resp
Ignorance can be achieved at all levels of management. Not sure escalating is
the best way forward. Just sayin.
From: John Allen [mailto:09cc677f395b-dmarc-requ...@ieee.org]
Sent: Friday, September 14, 2018 1:19 PM
To: EMC-PSTC@LISTSERV.IEEE.ORG
Subject: Re: [PSES] How to lose another million
Here’s another interesting one.
In a previous job a Program Manager sees that an 18 chassis system (all
shielded enclosures) is over the maximum weight budget (it’s mission equipment
that goes on an aircraft). He orders the development team to remove a top cover
from one chassis enclosure to
"Been there, seen that" OH SO many times ! L
Emphasises the need for a defined "cradle to grave" Project Lifecycle which
includes the Project Compliance targets at each stage, and with the
responsibilities laid out in some detail so that progress can be accurately
forecast and monitored - and t
It's inevitable that there still are some dinosaurs around who don't see
the need for both making the project leader internally responsible for
compliance (so that Development and Compliance share interests instead
of being opposed) and for the need for pre-compliance checks on the
first 'good'
James, Oh yes, I have another real life story. In dealing with the
compliance issues on a product I recommended that they run a pre-compliance
EMC check and the chief electrical engineer rebutted that it was so
straightforward that they would do that last, just before releasing the
product to mar
Hi John,
Is this an actual true story? I'm lost for words...
James
From: John Woodgate
Sent: 14 September 2018 12:57
To: EMC-PSTC@LISTSERV.IEEE.ORG
Subject: [PSES] How to lose another million dollars
Prepare for sob story. Company X has implemented the sensible policy of
making the proj
Prepare for sob story. Company X has implemented the sensible policy of
making the project leader internally responsible for EMC and safety
compliance, i.e., when the product is tested by the compliance experts,
it passes or has only minor defects.
So John Doe takes his engineering model, sche
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