Unbudgeted ..

I completely agree with the plant manager -- two weeks for a new PC! This was not one of the "your poor planning doesn't make it my emergency" situations. The plant manager PROPERLY interpreted your response as a lack of preparedness, a lack of concern for his operation, and an unwillingness to go the extra mile.

I suspect that the chastening you are getting is not for "not spending money", but for not getting things done.

Two weeks is not all that unreasonable for office duty equipment. But where consumer quality (cheap multimedia box designed for home use not a company network) equipment will do, go for it. It takes me 3-4 days to get office duty systems from Dell or CDW when they are not backlogged, 5-7 when they are busy. Then it takes me another 2 days to remove the crap programs and install Co. authorized programs and configure for the network, as well as installing the corporate antivirus and antispyware programs. Most of the time you get what you pay for here.

Unbudgeted and tomjedrz,

I have to disagree with tomjedrz. Pre-configured spares would probably be just another excuse for the CEO to waste your time with a weekly "why are these sitting here unused?" discussion.

The plant manager is the one who needs to be called on the carpet here. Not calling at the first signs of trouble, not being aware that there was a lack of process control and budgeting for IT, and not realizing that the cheap-o $400 special will just eat up time and money that could be better spent on a true business machine, and then raising the roof and backstabbing to boot ... very unprofessional.

Very few seat-of-the-pants managers have the first clue of the business needs, much less IT needs. Your situation reminds me a lot of some time I spent consulting with a business owner who had adult-onset ADD. You had his attention for only as long as you were speaking to him. He never singed anything, never took any notes because "a handshake is king". When he would change plans mid-stream, his summary always was "it is what it is". Good for an hourly consultant, as change always costs money. Bad for a salaried employee who has to carom from one disaster to the next.

The comment "Not spending money..." is really telling. When I first started working in this industry I had the "Don't spend money disease". The job is not to avoid spending money. The job is like any other part of business: Maximize return.

If someone is sitting on there hands because of IT then the company is losing money at the rate that that person costs the company. A good rule of thumb is that an employee costs 3 times their salary. Spending money to insure that everyone can work is simply money sense.

Treat computers like toasters. If a toaster breaks you don't spend lots of time troubleshooting it and attempting repairs. You take it off the counter and put another in its place. A standardized desktop with canned images is a huge step in this direction.

Joe E. --
Two weeks for a PC is terrible in an urgent situation. In an urgent situation you pay extra for expediting and fast shipping, and work some OT to get it configured quickly. You missed the point .. the plant manager was justifiably angry because his problem was not treated with the appropriate urgentcy. His response was not ideal, but it was understandable.

Lowellt --
The plant manager is primarily responsible for keeping the plant running. Two weeks for the PC was not acceptable, so he went around the system. This is not an optimum solution, but neither is 2 weeks without a PC. I agree he should be talked to, but the IT guy should be as well.

Regarding spares -- if the CEO asks about the spares, a response of "so that we can replace failed equipment in 15 minutes instead of 3 days" should satisfy him. If it doesn't, lock the spares in a closet or file cabinet.

We are remiss in our duties if we are not prepared for these kinds of failures, because they are absolutely positively going to happen.

I agree with Wayne Colony - sometimes we adapt a goal (not spending) that doesn't serve us as well as another - Maximize Return. Then remember, "It is easier to ask forgiveness than permission".

There is being chewed out and there is living with yourself (and the decisions you make). I have always chosen the course of action that allows me to live with myself...

I have worked for a former Mom and Pop Rather Pop and Son enterprise for a number of years and for IT spending I used to have to beg for needed items. the first thing I did was upgrade the 7 year old equipment. When the time came for a new CRM program (developed with an in house programmer I had to beg for) thsi time around I purchased machines as necessary, from desktops to servers and printing systems. I would let him know how much I saved. He stopped in my office and noticed the servers and was impressed that his company need such advanced equipment and complimented me. I have also kept spare loaded and ready to go, especially since one of the family members insists on tweaking their machine, as locked down as it can be with out limiting everything. (I actually set-up a machine out side the regular network fo his surfing).

Spares Rule for low stress, I rebuild the machine and it is the next spare.

A couple of thoughts:

I live in a world where budgets are almost anything, and it's extremely rare that I need two weeks to get a new machine in place. If CDW etc. take too long, develop a relationship with someone local, who can get stuff to you in short order. Generally, when there is a delay it budgetary and process related - and the affected staff are informed of exactly what the hold up is.

As for the problem with the plant manager buying a cheapo piece of junk, I have to say it serves Before right, in my opinion. What did he think that guy was going to do?

Lastly the point about keeping spares is a good one. You don't even need to keep three or four. Even ONE spare would mitigate the problem, because if an order for a replacement was placed as soon as the spare was requisitioned, you would know that a new machine is already on its way even if another machine died on the spot.

In my opinion, the real problem is not that he needs to "outsmart" his user base, but that he's not thinking ahead, doing planning, being proactive or looking at ways to make technology a better tool for his users / employer.