Above the stepladder hung a banana. The chimps first walked quietly through the room. Then, suddenly, one of them saw the banana. He ran toward the stepladder and tried to climb it, but others joined him and tried to catch the banana as well. They were screaming and showing their teeth. As soon as one of them got on the top of the ladder and reached for the banana, the researchers sprayed water on the whole group using a fire hose.
之后，他们取下了一条黑猩猩并将另一个人放入组中。当这个新的黑猩猩看到香蕉时，他热情地爬上了梯子，其他人跟着他。再次，当其中一个试图到达香蕉时，整个团队被水喷洒。
他们重复,直到动物理解that trying to get the banana definitely meant getting wet. From that moment, every time a new monkey entered the group and tried to climb the ladder, the others pulled him from the stairs, shouting and screaming out loud. In the end, none of the chimps left in the group had ever experienced that reaching for the banana meant getting wet, yet when a new chimp ran to the stepladder, the group pulled him down, although none of them knew why!
I work for a systems integrator company. Our professionals are sometimes called by recruiters, and unfortunately, some of them have actually left the company. With their leaving, the company is also losing important knowledge and experience.
In the DNA
How can we avoid losing this expertise? We should embed best practices within the DNA of our company, thus making the enterprise less dependent on the individual skills and expertise of the employees.
With this in mind, we decided to establish a competence centre that develops guidelines, templates and training courses, thus enabling colleagues to deliver high quality products and services. When people leave the company and their places are taken by others, the new ones quickly learn which pitfalls to avoid. We more or less tell them “not to reach for the banana.”
But what about our clients? Can the Manufacturing Execution Systems (MES) that we implement help them to preserve knowledge and skills? Well, of course they can. For example, the application could check to see that operators follows assembly instructions in the right order. And it can help employees to correctly and completely register the actual production process.
但请注意，只要制造企业正在以手工制造，它还没有准备好使用MES。只要最终产品的质量很大程度上取决于工人的个人技能，那么公司的到期水平太低。只有当部门同意最佳程序时才 - 例如。通过描述纸张上的说明或通过在Excel中标准化报告 - 当组织检查以确保遵循这些程序时，组织可以自动化它们。
I’ve seen this go wrong in some companies. Their manufacturing information technology department had delivered an information system that worked well on a technical level. Nevertheless, the users were not able to configure it successfully because they did not agree on the way that things are done in their company. They’d skipped the maturity level of describing optimum procedures. In other words, they didn’t know yet that they’d better not touch the banana.
Bianca Spolten，Bianca.Scholten@Task24.nl，是IT集成公司Task24，荷兰的校长，以及国际自动化社会SP95委员会的投票成员。她的书，“融合道路;在制造中应用ISA95标准的指南，可用www.ISA.org.
之后，他们取下了一条黑猩猩并将另一个人放入组中。当这个新的黑猩猩看到香蕉时，他热情地爬上了梯子，其他人跟着他。再次，当其中一个试图到达香蕉时，整个团队被水喷洒。
他们重复,直到动物理解that trying to get the banana definitely meant getting wet. From that moment, every time a new monkey entered the group and tried to climb the ladder, the others pulled him from the stairs, shouting and screaming out loud. In the end, none of the chimps left in the group had ever experienced that reaching for the banana meant getting wet, yet when a new chimp ran to the stepladder, the group pulled him down, although none of them knew why!
I work for a systems integrator company. Our professionals are sometimes called by recruiters, and unfortunately, some of them have actually left the company. With their leaving, the company is also losing important knowledge and experience.
In the DNA
How can we avoid losing this expertise? We should embed best practices within the DNA of our company, thus making the enterprise less dependent on the individual skills and expertise of the employees.
With this in mind, we decided to establish a competence centre that develops guidelines, templates and training courses, thus enabling colleagues to deliver high quality products and services. When people leave the company and their places are taken by others, the new ones quickly learn which pitfalls to avoid. We more or less tell them “not to reach for the banana.”
But what about our clients? Can the Manufacturing Execution Systems (MES) that we implement help them to preserve knowledge and skills? Well, of course they can. For example, the application could check to see that operators follows assembly instructions in the right order. And it can help employees to correctly and completely register the actual production process.
但请注意，只要制造企业正在以手工制造，它还没有准备好使用MES。只要最终产品的质量很大程度上取决于工人的个人技能，那么公司的到期水平太低。只有当部门同意最佳程序时才 - 例如。通过描述纸张上的说明或通过在Excel中标准化报告 - 当组织检查以确保遵循这些程序时，组织可以自动化它们。
I’ve seen this go wrong in some companies. Their manufacturing information technology department had delivered an information system that worked well on a technical level. Nevertheless, the users were not able to configure it successfully because they did not agree on the way that things are done in their company. They’d skipped the maturity level of describing optimum procedures. In other words, they didn’t know yet that they’d better not touch the banana.
Bianca Spolten，Bianca.Scholten@Task24.nl，是IT集成公司Task24，荷兰的校长，以及国际自动化社会SP95委员会的投票成员。她的书，“融合道路;在制造中应用ISA95标准的指南，可用www.ISA.org.
![Mps035 Sm 1200x628 D[2]](https://img.automationworld.com/files/base/pmmi/all/image/2021/03/MPS035_SM_1200x628_D_2_.604a4a336bc60.png?auto=format%2Ccompress&bg=fff&fill-color=fff&fit=fill&h=146&pad=5&q=70&w=340)
