@OP: you're getting some very good advice here. I worked in an industry in which engineers were well-paid, and some of them assumed an air of superiority over the chemists (like myself) that had to show them the ropes so they could come up to speed, and the technicians that were responsible for the testing, calibration, etc that supported their engineering projects. Don't insult the people that had to help you get familiar with a mill. That was not smart on their part. Yes, they got cooperation and support from the people that they treated like "underlings", but hardly the enthusiastic support, extra effort, and brain-storming that engineers with some social skills could get. As an experienced process chemist, I got paired up regularly with two of those losers over the years in that pulp mill. Both were social-climbing suck-ups who spent very little time developing decent relationships with the "underlings" assigned to their research projects.
My closest friend in that mill was a Chemical Engineer - the director of the Technical Department that I worked in. He and I shared interests in farming, timber-growth, wood-harvesting, and many other things. My wife and I rented a farmhouse on 300+ acres from him, and occupied it while he and his retired father and father-in-law rebuilt the barn, outbuildings, etc, and prepared to remodel the house. My wife wouldn't let them eat sandwiches out in the cold, sitting in their vehicles. She'd make hearty stews with biscuits and make sure they got warm in our kitchen. When I wasn't cutting firewood off the property (gratis) and splitting and stacking it, I'd be crawling around under the barn, helping to replace sills and repair the stone foundation, or jacking up an old milk-parlor to move and convert to a garage.
My second-closest friend was the production manager of the paper mill. He was parachuted in in the midst of a fractious strike. I was by that time the lead operator on the new paper machine, and was representing my department in the labor negotiations. The new production manager and I had lots of conferences in the hall-way by the coffee machine, and we hammered out many of the sticking points without the company negotiators or the union negotiators present to screw things up. As long as I worked on that paper machine, we were pretty regular companions on white-water canoe and kayak trips. He got to be a hero with the company for stopping that strike with non-financial concessions, and I got a friend at the top of the paper division who would bounce ideas off me, and who would listen when I contacted him with concerns about the way company policies were implemented.
Cooperation is WAY better than confrontation in the workplace, especially if you have aspirations to transition to management. Burn no bridges - build them.