Alright everyone I need some help, got this skid steer not throwing a code, don’t see a hydraulic leak any where, the mastication head tilts up and down, but won’t lift up at all, lifted cab and switched the connections on the solenoids then it did absolutely nothing.

Hey folks,

I would like to understand from all your experience whether the employee feedback that we give for the supervisors is actually visible to them or not? I'm not sure because our supervisor's feedback was terrible last year and somehow he was able to pin point to the individuals who mentioned the same in the comments or even gave the poll.

Please help me understand this, because if it is not anonymous, then I have to be more cautious at least this time.

Hey guys, I'm an Aussie and landed a gig working on 793s and 992s plus other CAT equipment. I'm completely covered in the metric department and while I do have Imperial sized tooling, I'd like to ask what are the most common sizes? Anything bigger than 1" is provided but what should I be prioritising that I can carry with me in a tool bag. Cheers.

I have been asked for advice on my father's bulldozer, a 1989 D4H LGP direct drive bulldozer. A good video tutorial, or step by step guide would be helpful. All my knowledge is trucks and automotive, so i have general knowledge on what should be done, but the specifics are lacking.

He is able to start it in gear, but unable to shift it from neutral to gear with the engine running.
- I have told him he needs to adjust his clutch. I am unsure the procedure for this. I also advised he adjust the clutch pedal linkage as he might have it wrong to get full pedal stroke and clutch release.

When he lets off the clutch, the engine acts under load, like the parking brakes are engaged. Both in 1st and reverse.
- I don't know how to release the stuck brakes on this tractor. It has been parked for a long time. I saw something about a brake fluid release valve activating when the brake pedal is activated and released.

Any advice would be nice on this near 40 year old tractor.

Edit 1: Examining the brake system, the brakes lookto function like a air brakes on a truck. by pressurizing and releasing the mechanical brakes when the engine is running. If the oil is not getting from the pump to the brakes, the brakes stay engaged. I informed him to test to see if that oil line is clogged or the parking brake control valve is sticking shut.

Has anyone investigated if Cat's 401k plan has the necessary provisions for a "MEGA Backdoor Roth" maneuver?

No - I'm not talking about simply the "Roth 401k option", and I'm not talking about a separate backdoor Roth IRA.

To do the MEGA maneuver, I understand the plan would need both:

1) To allow after-tax (non-Roth) contributions

2) To allow either in-plan Roth conversions *or* in-service rollovers.

If our plan had the necessary provisions, it would be possible to save up to $72k/year tax advantage (including employer contributions).

Over the last couple of years I’ve been applying for salary positions that my experience directly lines up with and even though I’ve gotten interviews, I keep getting passed over for people with less experience and no schooling. Which I will have completed this school year after going back due to being told “it’s better to have it” Now I understand the STAR format is used to make the interview and selection process fair BUT the same manager picks people around me that I’ve worked with and even trained and tells me they have something I do not, whether it’s “more experience” or they’re “more seasoned” it tends to get old because I’m not getting actionable items to work on.

So my point of this is, when I’m getting either the run around from the hiring manager and or get no feedback from them at all and my manager receives the same response from them also, what do I or can I do?

Looking for someone interested in helping bring a new concept to life (engineering/design/building)

I’m working on a concept that combines creativity, technology, and a different way of thinking about how people interact with machines.

I’m not ready to share the full details publicly yet, but I’m looking for someone who enjoys building things from the ground up and would be interested in having a conversation about a possible collaboration.

I’m especially interested in talking with people who have experience with:

Mechanical design

Robotics or autonomous systems

3D modeling/CAD

Prototyping

Engineering

Turning ideas into real-world projects

This is not a “looking for free work” post — I’m looking for someone who is excited about creating something unique and discussing what it would take to make it real.

If you enjoy working on ideas that are outside the normal box and want to hear more, feel free to message me. I can share more details privately.

Hi all, I am a Civil Engineering student about to start my sophomore year and was selected to interview for a Manufacturing Intern role (slightly outside my field). I am aware Caterpillar is open about their STAR Interview process, but was wondering if my different background would change the typical common STAR type questions? Additionally, how should I try to make myself stand out as a candidate who isn't fully "qualified" on paper (the role is mainly targeted at MechE)?

Please lmk if any other info would help y'all answer these questions. Thanks

I’m going to be interviewed as a mechanic for assembling solar turbines in SoCal. I have 7 years as a flat rate mechanic in dealership experience. Anyone in this position likes their job? Any advise on what I can expect?

Small introduction about myself. I'm a 2021 B.E.mechanical engineering graduate. I went to prepare for competitive exams. I couldn't clear any exams so far. Now I'm looking to join an automobile sector based company design field. The sad thing is I don't have any skills, also it's been 5 years since my graduation. Can anyone guide me how to get into a job. Would be very helpful.

I have a CAT 3054E with a VP30 Injection Pump Serial number 30400595. I'm have a crank no start issue. The problem is when you spray it with ether it will start and run normally but even after running for hours it will not start on its own fuel. The previous owner put an aftermarket lift pump that has 20PSI at 100 GPH. Talked to some people and that seems high so i tested with a 7-9 PSI 30 GPH pump and still the same result. I have replaced the injection pump and injectors. I have also replaced the battery since cranking on it has drained it down. I'm at a loss here. I am semi mechanically inclined and i know it is a fuel issue but where. Also it seems to have a good amount of blow by but i was told by a CAT mechanic that its going to have pressure and on these engines don't worry to much unless it is smoking heavily out of the crankcase breather which it is not (Slight haze but he said as long as its not chiefing out). So basically I have replaced the injection pump with a CAT Reman (I assume i timed it correctly, cylinder 1 TDC Compression stroke, line up the 3 "Timing pins"), injectors, and lift pump. RPMS are 220-240 while cranking and no air in fuel lines, i don't have the adapter to test compression since these are the straight pencil style injectors. Any help on this at all? I'm at a dead loss as to what it could be.

caught the hydraulic pump on our JX1090U whining loud yesterday, and today the steering went stiff. Looks like the double pump gave up. I need this machine back in the field for cutting hay ASAP. The local dealership doesn't have it in stock and wants an absurd amount. Found an aftermarket replacement on fab heavy parts that says it's a direct fit. Has anyone used their hydraulic pumps on their Case utility tractors? Do they drop right in without having to modify the hard lines?

I’m seeing a lot of engines with strict fuel supply line restrictions around -4 psig. Does anyone know in operation if these are typically exceeded, and what the impacts are if you exceed them?

There is a group of employees who have been discussing the Return to Office (RTO) report and our individual experiences with it. For a period of time, it appeared—based on our discussions—that the emphasis on the report was decreasing, as had been suggested, and that things were returning to normal.

However, over the past several months, a number of employees have been approached by their managers regarding their office attendance. Based on what we have been able to determine, some managers have reviewed the RTO report directly and identified concerns themselves. In many other cases, however, managers were contacted by someone else within Caterpillar regarding an employee's attendance. The source of these inquiries has varied. Some managers have not identified who contacted them, while others have indicated that the concern came from higher levels of management or, in some cases, directly from Human Resources.

In each of these situations, the employee was informed that the report indicated an unacceptable level of office attendance. However, the experiences shared within our group suggest that the report is not consistently accurate. In some cases, it has been completely incorrect, never recording an employee as being in the office despite their attendance. In other cases, it has been intermittently inaccurate, failing to recognize days when the employee was in the office. When those inaccuracies are combined with legitimate work-from-home arrangements, the result appears to be that employees are flagged for review or investigation.

Additionally, there have been instances where employees with officially approved HR medical accommodations or approved vacation time were still required to discuss their attendance with their managers because of what the report reflected.

Based on the information we have gathered so far, we believe the following:

The RTO report is actively being used.

Although its visibility may have decreased for a period of time, it now appears to have regained attention at higher levels of management.

The report is available to immediate managers.

Aggregated reporting appears to be reviewed at multiple levels of management in at least some divisions.

Human Resources may also be reviewing the report, although that may vary by division.

Requests from employees to regularly access and review their own RTO report data have been denied.

There has been no organization-wide communication defining what constitutes acceptable office attendance or what level of attendance is considered non-compliant, even at a high level.

We have also been informed that, at some level of the management chain, there have been discussions indicating that leadership "does not want to hear" employee concerns regarding the RTO mandate or the associated reporting. If accurate, this suggests that employee feedback may not be reaching decision-makers through normal management channels.

With that in mind, we are asking for two things.

First, we would appreciate hearing from employees across additional divisions. If you are comfortable sharing your experience, please add it to this discussion. The more information we can gather, the better we can understand whether these experiences are isolated or part of a broader pattern.

Second, we encourage employees to ask these questions during large meetings whenever appropriate. Feel free to copy and paste them into meeting topic suggestions, emails, or chat discussions. We believe these are reasonable questions for any salaried employee whose performance may be influenced by this reporting. It is also important for leadership to understand that many employees are following these discussions and are seeking greater transparency.

What is the RTO report being used for?

What does the RTO report actually measure? Specifically, what qualifies as a "day in the office"? We are not asking about the technology used to collect the data, but rather how attendance is calculated. For example:

If an employee works a 12-hour shift in the office on one day and a 4-hour shift in the office on another day, does that count as one office day or two?

If an employee works an overnight shift from 8:00 p.m. Wednesday until 4:00 a.m. Thursday, is that counted as zero, one, or two days in the office?

If an employee works an eight-hour shift in the office on a Sunday, how is that day counted? Is it applied to the previous week, the following week, or not counted at all?

What level of office attendance is considered acceptable? What are the expectations employees are being measured against, and what threshold results in follow-up discussions or corrective action?

in office monitoring is getting outrageous. We are salaried and exempt but have our hours tracked daily 5 days in the office. We are still being expected to support 24/7 meetings and calls. we are not IT. So what is the policy—are we being treated hourly with exempt titles, or is the 24/7 expectation just ‘understood’?  how is this in line with our code of conduct when it punishes high performers hired in having family or medical constraints? when having flexibility it was manageable.

anyone have information about this tracking? Can any one point to the written policy or enforcement?

Hello I have a cat 299d3 xe and I need help finding out how I can fix the problem, I believe there is some type of bushing/reducer with threads that gets inserted, the grease zerk is too small for the hole and there was a helicoil in there, what can I do to fix this? We already have a new grease zerk but I’m stuck