When I was in aerospace management decided to move our fixture guy to a part time contractor instead of meeting him on his salary increase request. Almost every step of the factory other than some sub-assemblies were dependant on the fixtures, the fixtures needed to be constantly re-calibrated, etc. And there was no other fixture guy in the area. We fired like the most important person in the entire factory and hoped he'd stick around for part time contract work. I was no longer working there before it happened, but the first time a fixture needed calibration but he had other contract work, that whole section of the line is down at like $200,000 a day until he can come in. Like OK you scheduled him for the normal maintenance, but what happens when a forklift hits a fixture and he's off at some new clients site for 3 weeks? Or the AC goes out and the heat takes everything out of tolerance before you get it cooled off again.
And with JIT manufacturing having fixtures down throws off the schedule AND you don't have capacity to catch back up because you have capacity for the barest minimum you can get away with. These guys are very very important and yes it is terrible if we don't have their skills available on demand.
There is big support of these models from consulting world. If it doesn't work than it just means we need further micro components to make it work but never try back to integrated system.
Some two bit code monkey screeching "it's not my fault my code shit all over the production database when something upstream of it got a little wonky, I coded to the spec I was given" is no different than some dumbass middle manager or MBA at HQ who's intentionally making the system more shitty for negligible, but measurable, savings so they can fuck off into the sunset with their bonus for hitting KPI before it all comes crashing down.
Ergo, any decision which saves dollars and time in the present but increases future risk looks good... in the present.
It's always surprised me that businesses don't attempt to quantify risk in an effort to produce a more balanced decision function.
My favourite example from Adam Smith remains the nail maker. At the time, London factories were churning out iron nails by the bushel, whereas the provincial Scottish blacksmith was able to craft perhaps 10 in a day.
Is it so terrible that no one these days knows how to make nails? That our physical and mental capabilities are put to more productive ends?
That’s how I see these skill sets ‘lost’, national security related industries notwithstanding.