Industrial Talk is chatting with Huxley Barbee, Security Evangelist at runZero about “OT Security vs IT Security and Passive vs Active Scanning.”  The following is a summary of our conversation:

The post Huxley Barbee with runZero appeared first on Industrial Talk.

Industrial Talk is onsite at the 30th Annual SMRP conference and speaking with Blair Fraser, Vice President with UE Systems about “Ultrasound strategies that improve asset management”. Get the answers to your “Ultrasound ” questions along with Blair's incredible insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2023. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

BLAIR FRASER'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/thisisyourai/

Company LinkedIn: https://www.linkedin.com/company/ue-systems/

Company Website: https://www.uesystems.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

AI Dash: https://www.aidash.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

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Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

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The post Blair Fraser with UE Systems appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at IoT Solutions World Congress and talking to Jonas Daberkow, Director – Equipment-as-a-Service, Relayr about “EaaS and benefits of this solution to your operations”. Learn about EaaS along with Jonas's unique insight into the future of Asset Management on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2023. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

JONAS DABERKOW'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/jonasdaberkow/

Company LinkedIn: https://www.linkedin.com/company/relayr/

Company Website: https://relayr.io/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

equipment, jonas, industry, world, machine, service, industrial, absolutely, reach, asset, disappoint, oem, output, industrial equipment, business, cool, iot solutions, years, maintenance, cnc machine

00:03

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go.

00:21

Alright, once again, thank you very much for joining industrial taka, thank you very much for your support. We are building a platform that is educating the world and in the wonders of industry. How about that jump?

00:31

It's it sounds fantastic.

00:35

We are broadcasting definitely from the IoT solutions World Congress here in Barcelona, Spain. This is 2023. And it's great. It's it's getting a little evening ish. And the lights are coming in. We're having a great time. And we've got the Jonas Relayr is the company is in the hot seat. Let's get cracking. Yeah,

00:58

that sounds just thanks for having me. scoffs It's a pleasure.

01:01

Okay. Where are you from?

01:04

So I'm originally from Germany.

01:06

All right. Well, how can you have the single Shaxson?

01:08

That's a good question. Because

01:10

you got me all confused now.

01:13

Long story, all I can say is involves a lot of Irish pubs. That's

01:19

All right. For the listeners out there. Let's get started. Yeah, pretty good

01:21

conference, by the way. Fantastic conference.

01:23

You guys go. I have another great booth. Thanks. Oh, it wasn't like last year's. No, it was.

01:29

It's a new design. Yes. It's pretty cool. It's shipping containers these days. I saw that. Yeah. So easy. No, it's lovely.

01:37

Yes, it's cool. Security background. Give us a little background on who Jonas's

01:43

a Super. Thank you. So Jonas Daberkow, I'm the Director of Equipment-as-a-Service of Relayr to Munich Re company. My background, I'm industry engineer, worked a lot of manufacturing, and dedicate my career to digital transformation of manufacturing industry 4.0. And now I have the pleasure to lead the equivalence service product for Relayr. This is, for me, one of my passion projects, I think the seat base. Let's move on.

02:08

Yeah, let's let's let's get let's dive in. Because I know, software as a service. I know what that is. So now we're getting into a new coin, E. A S. So talk to us a little bit about what that is?

02:23

Absolutely. So equipment as a service is essentially you own the you are using equipment, industrial equipment, and only pay for the output, right? It's a bit like when you today you don't buy a car anymore. You you open the app, and you essentially say, Okay, I'm gonna drive from here to there, and you get charged by kilometers, you actually drive right, then you don't have to worry about the car. It's the same for industrial equipment, you only pay for the output of the equipment, you don't have to worry about anymore. The maintenance, the the residual value and all these things. So you can focus on the core business of adding value.

02:56

Okay, so here, here's here, here's a sloppy use case, I'm out there and I'm in, I have a manufacturing facility, I have that pump, there is the pump right over there. You're saying I could go to Relayr and say, Hey, I have pump x, y, z, I want to use your solution and service. I like doing this over there. Can you work on? Can you do that? That pump right there?

03:22

Essentially, yeah, that for a sloppy? Let's that's absolutely. So what we do as Relayr, we partner with OEM, so machine manufacturing companies, to help them to provide their machines as a paper demand guarantee performance out of the box solution to the end user. Right? So that means you're

03:40

guaranteed performance. Yes, you you nailed that. So that means if I, if I want you to get that pump, and you go with the OEM, and you're doing that, that pump, you're you're doing all the maintenance, you're doing everything to keep that acid, you're, you're, you know, you've applied your digital transformation devices, and you're pulling data off, and then you're reading it, and it's got the vibration and all of that you're doing

04:03

absolutely we do the finding of the equipment, right? So you have the variable payment, full flow injection us, right, we do the operations. We use technology to improve the performance and ensure the performance work together with the OEM to improve the uptime of the equipment. But also we take the risk of the rights of guaranteeing performance is all about also taking over the risk. And then we make sure this all works. That's one bundle.

04:28

You find that that that sounds so disruptive. It is no it just opens up. And let's put it this way if I'm back to Scott manufacturing process, and I like doing this but I can also just you take care of that. Whatever that is.

04:47

It's all about for the for the use of the equipment is focused on what's your what's your value core, it's your core, right, and we take care of the rest. Right. And that's that's the idea. And I think at the moment that this I think this has been Next, the next wave of the one of the next waves of industrial over the next level industrial processes. Because today you have a lot of these kind of maintenance efforts, you have to put, you have to put a lot of management around the assets. And tomorrow, if you want to, let's say you just want a new order, right? You need a CNC machine for next five years to live on that audit, you don't know what happens afterwards, right? So you just need for five years, we call the OEM the partners with us, we provide the asset, link it to the Manage equity half. And it's not a CapEx kind of thing for ya know, it really transforms a CapEx to OPEX kind of expense. So you really pay for what you're using that machine.

05:37

So, if I contacted you, when I got manufacturing, right, I contact you and I said, I see this equipment as a service, like, how do you work? Or how do you go into my business to say, that's, that's more in line with? No, yes. Yeah, maybe that how do you how do you assess that? What's that take us through that process.

06:02

So essentially, we partner with OEM industrial equipment OEMs. And this is not limited to a very niche, but we, we partner with, with a broad range of industrial equipment, we try being it in, in printing, being in metal processing, being in, in food being you know, there's a broad range. And it's this model a place now to most of the industries to be honest, right, of course, and we're not talking about if you have $100 equipment might not be the right move, right. But as soon as you have an equipment that is above 12k, it becomes really interesting for you, maybe not to take up a loan or to to have some leasing over 10 years, but really just to, to acquire an equipment on a pay per use basis.

06:43

See, I would say in the in the world of the CNC would be a great sort of marketing, in a sense, because we were at a we were at an event, and some of these machines use CNC machines. There's their size of rooms, they're They're massive. And I always I've always wondered, man, how would you paper that up? And how would you ensure that I'm getting value and maintaining it? Those are complex systems? Absolutely. And I mean, that's disruptive, just telling you right now. And you don't limit you don't limit yourself to any I mean, any industry is,

07:28

of course, it has to make sense, right? So Right? Not every, let's say not every machine is necessarily a people use case. So for example, if you buy a machine, and you know, for the next 1020 years, it just will run like clockwork into this, like, you will always have a fully utilized and, you know, look the best case, but as soon as, okay, as soon as you have variation in demand. And if you look at supply chain disruptions today, in the changes of the of our, of our manufacturing world, as you see at the moment, this isn't very attractive, though. Oh, many machines.

07:59

Now I get it. Now I've seen it. Because now if I have a fully utilized asset that's spinning at 100% utilization, and it's in and for the next 10 to 20, yeah, you're good to go, You're fine, you're fine. Is that very ability that for me from a business perspective, I would have a hard time. One justifying the acquisition or purchase of that, just because I don't see a stability in the utilization, that acid. And that's where you can you can, you can minimize

08:31

absolute, that's also it's all about, you know, moving to one output right there. I mean, there are processes, for example, like cooling processes where you want to run continuously, right, but you always want to have a certain output of the cooling process. That's another great example. You say, Okay, if I just want to purchase the cooling 10 To cool temperature within my cabinet, I don't want to care about the rest of it. So it's always a you also use case

08:53

for it. Now, all of a sudden, you have taken me down a different journey. You're you're saying from a cooling point. See,

09:03

we good? We good?

09:04

I think we are okay. See, see Jonas has violated the very important table down here is very important. However, I can purchase the cooling the chiller unit in

09:23

the output, stop putting the op and not the machines, and what do you need to make it happen? Right, it's all of it's also about aligning, you know, getting the incentives aligned. We all want the same thing. Want the best output of the machine now?

09:39

Has been doing this.

09:42

For the last three years, three, four years still relay us 10 years old now.

09:47

Yeah, but you're still coming up with other options, other ways of looking at. So you as the experts. You're just looking at all businesses, and you're saying hey, our model is this we can fly there. And for me as a business, I Do I Do I Do I minimize that volatility, that uncertainty if I work with, in concert with you guys. Absolutely fancy. Now where were you when I was running all this stuff? The less headaches? And Nevermind, it's that simple. What do you mean? Where do you see it going? What what? What's that sort of next, you know, horizon? Because just like everything else down here at IoT solutions World Congress, it's like, Hey, we got a new version. Here's a new use case here. Yeah. And it's just keeps on blistering.

10:44

I think to be very honest, I mean, what we see already with the criminals, it's the move towards, you know, not thinking of tech use cases here and tech use case here. It's about aligning us behind the output we want actually to achieve right. And now we're looking at we see the case or in the past, today, on equipment. Yeah, I believe the next move will be the the production line, the value chain, like the plan that Jeff talked about. And it's all about variability of that production flow, or that the value creation to do that, and at the murderer thinks it's talking about the criminal service is the equipment, but will once you have to first equipment, why don't have the second equipment as well as a service. So you can actually have the full variability of before exam production line to actually demands.

11:25

See, I don't

11:28

think it's cool.

11:32

Maybe I'm just sort of geeky and wonky that way. But I think it's cool. Now. And

11:36

I think, you know, we came quite a long way. I thought the last three years, or multiple years, we established no ecosystem of it's a little fine structures, risk structures, IoT to make it happen. It's ready to go. We can make

11:53

there's the pitch. How do they get a hold again? How this is, this is great stuff. In the States.

12:04

We are here we are global, right? We're here. At the stage, you can call in can write an email, and you're not stopped albacore related to our homepage. Really, I don't I Oh, come to the booth. Or the or the president. Hey,

12:17

you didn't disappoint. I was concerned when they said, Hey, he's gonna be talking about this. I said, Oh, man, I don't know what happened. But you didn't disappoint. That's a fact. Jack. Very great. Thanks

12:29

so much. All right, listeners.

12:31

You need to reach out to Jonas. Because he got he likes country music, too. And he's got this British German Melvina he's cool. He's cooler than me. Let's put it that way. All right. Well, IoT solutions World Congress 2023 You're gonna get people like Jonathan, you got to put this on your calendar. It is a must attend event. Big time. Thank you very much. We're gonna wrap it up on the other side. So stay tuned. Thanks so much.

13:00

You're listening to the industrial talk, Podcast Network.

13:05

All right. Once again, thank you very much for joining industrial talk and absolutely wonderful that you support this platform that celebrates industry professionals, all around the world. Please subscribe, be a part of the community get the latest and greatest because we're all about educating, collaborating, and of course, innovating. And speaking of that Yiannis, and of course, you've been hearing me talk about Jonas, it's Jonas make that correction, because I lack the ability to be able to say names properly, but that Giannis right there reach out, you will not be disappointed. And I gotta tell you that equipment as a service is brilliant, is brilliant. And, and if you're, you're into the, the need to keep that asset up and running, and you want to focus on your core business. This is such a great solution that addresses a challenge that definitely will make you a success. Right there. Relayr reach out, be honest. All right. Again, we're building this platform, this platform is truly celebrates you, as an industry professional, you as a company, because the reality is, is that we need you, the world needs you. You are solving problems, you are addressing those problems, you are collaborating, you are doing everything to make our lives better. That's why you deserve the success. You deserve the amplification, reach out to me go out to industrial talk and you're saying yourself, Scott, how do I get involved? Do that reach out to me? And let's have a conversation. Because I really am I'm just a cheerleader that just enjoys industry. All right. Be bold, be brave, dare greatly be honest. Hang out with people like him and you're going to change the world. We're gonna have another great conversation coming from IoT solutions World Congress 23 shortly so stay tuned

The post Jonas Daberkow with Relayr appeared first on Industrial Talk.

Industrial Talk is onsite at the 30th Annual SMRP conference and speaking with to Dr. Karl Hoffower, Executive Director at Failure Prevention Associates about “Innovative vibration solutions to ensure your assets operate at peak performance”. Get the answers to your “vibration” questions along with Karl's  unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2023. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

KARL HOFFOWER'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/dr-karl-hoffower-dc-crl-28a28315/

Company LinkedIn: https://www.linkedin.com/company/failure-prevention-associates-inc./

Company Website: https://failureprevention.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

AI Dash: https://www.aidash.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

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Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

vibration, asset, people, Karl, foundation, fan, industrial, foot, problem, machine, visual, find, broken, professional, maintenance, moving, great, alignment, shaft, conversation

00:00

Industrial Talk is brought to you by Armis. Yes, you were in the digital transformation game. Yes, you need to find trusted companies, trusted individuals to help you along with that journey. The Armis platform delivers complete asset intelligence, you know what that means? insights into your connected assets, you're in the digital transformation game, you have to have that insights into what is connected. Go to Armis.com. Find out more, you will not be disappointed. Industrial Talk is brought to you by Arduino the original all in one IoT platform. That's right, go out to arduino.cc and you will find documentation you will find devices powerful boards to help you with your digital transformation journey. It's all there. Go out to arduino.cc Find out more see how you can connect with these professionals to help you along with your digital transformation journey arduino.cc.

01:07

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get Alright,

01:25

welcome to industrial talk the number one industrial related podcast in the universe, Karl, and it's backed up by data so don't even begin to debate the fact that that is a fact it's data. And we are broadcasting live from SMRP. This is the 30th annual and I gotta tell you last year it was this one's better attended. You get a car. Yeah,

01:48

I totally agree. Well, there

01:49

you go, man. He's my wingman. His name is Karl. Whatever, I'll go with that. All right. Once again, we're brought to you by Hexagon Hexagon EAM that is a product that you need to look more into if you're in an asset management if you're looking to have a system that can definitely capture all of those assets. That's Hexagon EAM find out more go out to their website. All right, Karl, wing man. Yes, sir. It's always a pleasure to be able to have a conversation with Q.

02:19

Always a pleasure to be with Scott Mackenzie.

02:23

And the number one industrial related podcasts in the universe. Yes, right. Dr. Karl, Dr. Karl, Colin, Dr. Karl, are you having a good conference?

02:32

I am. I am. It was actually last night was the first night for the expo. Yeah. And the quantity of people that came by the booth was was pretty amazing. So we were talking to other people. And I don't know what we do a little bit different. You know, I've got an opinion on it that we had, well, what

02:48

what, whoa, what's the opinion, don't just leave it there outside of the fact that it's, it's my stellar personality? Well,

02:57

it's a thing of just trying to find out what people would find interesting, and what's really going to help solve solutions for them. So we came out with a new product. It's, we call it visual vibration. And basically, you can use your cell phone to shoot a slomo video will convert it with our software. And basically, you'll be able to visualize the vibration that's happening to the asset or machine or the piping of the foundation very rapidly. And so you can deploy this, everybody carries himself on these days. And almost everybody has a slow mo video capability. So it's universal in our neck of the woods with maintenance reliability, and say, hey, something's vibrating. It sounds a little weird. I'll shoot a little video on it. Let's get it rolling.

03:40

But so let's say we look at that visual, but your vibration guy, yes, yeah, you'll go out there you'll with you get your tools and you'd get your tool belt and you go out there and you just determine what that the whatever the status of the vibration status. Are you saying that the visual capabilities that you're talking about also just enhances your ability to go out there and say, Yeah, we need to go out there, we need to do a little bit more investigation.

04:07

So we've been noticing as plants have been aging that more and more concrete foundations are failing. And the vibration happens at the frequency of whatever the machine is turning at. So in the vibration world when whatever Miss speed the machine turns out, we call it the first frequency we're interested in, or the one time because there's things that are multiples of that. Like if you miss a line two shafts, you'll get two times the turning speed or to time. So you'll see a high one time well then you go okay, what is that? Is that misalignment is unbalanced. Is that a resonance? Is it a crack foundation looseness, things like that? And that's where that subtlety of that diagnosis is more difficult. So

04:47

yeah, does that makes sense? You're just saying that being able to visually say like, yeah, I see it, I see it. Yeah, that is I don't I don't have the the in depth analytics at that particular time. I need to I need to call Dr. Karl and come up with some sort of a tactical solution to what's taking place here, if any

05:08

certainly, yeah, that's like one of the things we had, this is a large to 40 foot long draft fan for a steel mill. And our diagnosis was soft foot of the motor, and the maintenance professionals, there's you're disagreeing with us. So we shot a video, and you can clearly see how the thing is having a soft issue. And then I said, Let's verify it because as a doctor, right, you don't want to do a single test and make a determination of a treatment or a course in therapy without having multiple things confirming your diagnosis. So we said, okay, the vibration is showing this, I did phase analysis, which is a way of looking at how the machines are rocking. And that helped confirm it. Then we shot the video, and it was clearly software. I said one more test, let's put a dial indicator on every foot and you loosen the ball. Let's see how much the machine moves. And so we did the first drive and feet the left on the right. And they moved three Mills, we did the non driving feet, one of the move three mills and the fourth foot moves nine mills. And that's the definitive test for a soft foot condition.

06:12

For the software conditions, soft foot soft foot condition. I see I see what you say chair. Now when I gotta dive even a little bit Don't. Don't text me listeners. But when you say nine mils, you're how do you measure it? How do you measure that? I mean, is that

06:30

a dial indicator? Yeah, okay, we put a dial indicator on the foot. And then we loosen the pressure, we loosen the bolt, and we see how far does a frame move relative to the base. So whenever you bolt something down, and you tighten it down, right, you're taking that last little bit of space between the machine and the and the actual base, right, and you're compressing it down to get it to hold fast. So a soft foot condition can either be a deficit in the machine or a deficit in the foundation or a combination. And it is a crucial step in precision alignment of machines to make sure that the bases and the foundations are relatively flat, so that when you walk machine down and you tighten it down, you don't get any distortion on the frame. So when we said nine Mills, we're talking a 1,000th of an inch. Yeah,

07:21

that's that's, yeah, that's, that's the point. It's like, oh, I can't I can't see that.

07:26

Can't see that. No, that's the thing about maintenance, it's difficult for many people to understand is is they go, you know, this thing's good enough? Well, it depends on what's good enough for you do you want it to last six months or six years, the more precision maintenance, you apply precision maintenance techniques you apply to installing or equipment, the longer it's going to run. That's why we use laser shaft alignment. You know, Ludacris greatest company in the world for learning about laser shaft alignment. They've been promoting that for 30 and 40 years now, because they found that when you use lasers to precision ly align to different shafts, you can get them down to having a deficit of less than two mils.

08:03

So back to that statement that you breezed over real quick. If I am committed to precision. There is a statistical improvement. Yes. Of that life of that asset. Yes. So even even when it comes down to just Mills, correct.

08:23

Yeah. So that's why a good mill right has dial indicators, a good mill, right, awesome. A precision alignment system. And you can do alignment with dial indicators, reverse dialing has been a common practice for a long time. It takes a long time. It's why people switch to lasers, because they're just as precise if and they're faster than a dial in the air. But when it comes to checking for soft fluid, the gold standard is using your dial indicator to measure when I loosen this foot, how much is it raised? Right? When I when I run a bolt the sucker down and crank on it. Am I getting equal pressure on all four feet? Or in this case with the microphone three? Yeah, yeah, no, I

09:00

did. So

09:01

if you have a deficit of one, what'll happen is it will pull the frame of torque it. That'll take the alignment of the bearings off a little bit, that'll put pressure on the shaft and all of a sudden, I bet excessively can start spinning in a circle spinning in November,

09:17

but But let's say I mean, I can't I can't see middles Correct. I can't it's so so if I'm a maintenance professional, right. And and it just gets down to it, my my brother in new there as he serves his phone. I'm trying to be very deep here. And you have to ask me, because I'm

09:46

letting people know that I can't call him back for the next hour, because I'm devoting this time to use.

09:50

Thanks. Thank you. But But how does it how does how does that starting point occur? I mean, you don't want to be in a situation where that There's just like, whatever the sound is just ridiculous. And it's obvious that there's a problem. How do you get sort of ahead of that? Well, part

10:08

of it is the decorative. The thing I was talking about at the very beginning is the degradation of our plants, right? Most once a new time, there are new plants being built all the time. However, there is a huge group of plants that are aging that are there. Some places you go to like, Ah, this player has been refining oil since 1922. Right? Yeah. And you can still see some of the stuff. I mean, I've walked into some switchgear, they went to Thomas Edison

10:36

installed that light hole.

10:40

Yeah, so there is an increase in the number of units that have excessive vibration, and they go, but we aligned it. It's, it doesn't have soffit, what's going on, and we find the foundational issues or problems or hype stresses problems. And that's where this visual vibration is nice, because you can visualize a wider area of assets. So and I'll send you a video clip, you can put this on if this goes on YouTube or something, but we have it where there's a process unit and agitator, that shaking, they're breaking small little devices all the time. And the root cause is the actual, concrete foundation that this whole thing sits on is broken, and it's wobbling around.

11:21

So when you when you go into I hate to go into this level level of detail, but it's geeky. When when you go into that two particular situation, and you're saying, Okay, I would imagine it's just me, I'm saying I'm having a problem with this, whatever this mode or this, whatever it is, right? I don't know where it is. I don't know what the problem is, I know that there's a problem, right? You, can you, you have to You're a doctor. So you're going to have to determine where the problem occurs, you're going to have to do some analytics is saying, now it's not there. It's sort of I think it's here. Let's do a little analyst. Yeah, it is. And I would imagine that visual solution allows you to sort of at least direct your eye to maybe the area,

12:05

it does. And that's what makes visual vibrations. Such a unique new offering is that anyone can shoot a cell phone camera video, and be able to visualize very rapidly, what how things are moving and how they're related to each other and their movement, whether it's the piping that's moving, whether it's the foundation, or it's the actual unit. So you can rapidly figure out and communicate that up the line to senior management, saying, Hey, we keep breaking this thing over and over and over again, we try fixing it in different ways. And we've missed the boat because it actually was the foundation. So it helps rapidly communicate to senior management. This is what you need to do.

12:43

But it also does a great job. It's just you know, I'm a visual guy, man. Don't Don't give me squiggly lines. God, I don't want squiggly lines I want I want something that and I can see it. And it and it makes complete sense. It's like, Yep, yeah, yeah, I see it. Yeah. And that that makes that makes complete sense. Oh, there you go. There's a video and I'll give you by the way, this is a podcast, you know, this doctor read it. Now this just sort of put it up. And it's also a video. But I'll give you the clip. And yeah, I need this clip.

13:16

So can you see how that thing's diving right there. That's

13:21

okay, now now we've got dead air now we gotta live comfortable. Because because he can't just leave well enough alone. He's got to just sit there. And so we went down the rabbit. I know, we certainly go down the rabbit hole help you so stand. So really, the reality of this is the fact that we want to have we want to extend you know, through precision, we want to extend the life of that asset. There we go.

13:50

Since jumping into nano Oh, there

13:52

you go moto.

13:52

Oh, check it out. Yeah, see how much that's bending and

13:54

And if you guys were looking at this, like I'm looking at it, there is obvious, obvious things that are taking place. Does that work? I mean, it shouldn't change the camera. There it is. There it is. Is it moving? Yeah, it is it there it

14:12

It is moving? All right. Maybe they got on there. Maybe it didn't. Sorry. AUDIENCE

14:16

That's okay. But no, you what you're what you're striving for what you're really focused on is an extension of that asset uptime. I don't And and, and you're truly in essence, trying to remove that catastrophic situation that can occur with an asset correct, you know, so we

14:35

had that we've had several fans this year that had issues and people would call us and say can you balance this fan? Sure, we can bounce the fan. We assessed the fan and we said it's not out of balance. Because surely it has to be a bounce and think about vibration that can get people in trouble is an elevated level of vibration at turning speed again, a high one time, right because it doesn't matter the payment of the machine, each machine, if it's an unbalanced software misalignment looseness resonance can all vibrate excessively at that same frequency, whatever the machine turns out. So there's a whole slew of problems that come with a high one time. So suppose you're looking at as a vibration spectrum, a squiggly line, and then a graph of lines. And they go, let's go to high one time notes on a fan of balancing, well, 80% of the time, you'll probably okay. But when we go in, because we're the vibration professionals. And we assess it, we said, unfortunately, this is not an unbalanced situation. This has to do with XY and Z. In this case, the three fans I'm talking about this year was all broken foundations. And it was difficult for people to want to understand that. And that's where visual vibration was so great, and giving the ability for people who are a non technical group, because you're talking with the finance people about, hey, we need you to commit to spending hundreds of $1,000 to break down the old Foundation, get it all the way down to dirt, put a new rebar, put a new concrete and build the thing back up. That's a difficult sell, because you're gonna get that unit offline for

16:06

weeks. It is do you do find yourself sometimes just, you know, I know we have a problem. Do you just get some? Some conversations that are around? How can we extend the life of this asset all the time? Can we not take it off right now? Because we whatever the the pushes?

16:26

So that's a great question. Because we get that constantly, right? It's well, is there another alternative, see anything we can do there. And in certain aspects, this fan in particular, and we got called it after the fan blew up the first time, had a debris field about 50 feet off the one side when the thing exploded, we're talking six to 14 foot diameter draughon. So pretty good debris field. Luckily, no one was injured. So we came in, did our assessment and said the foundation's broken. So they fix at least it but in fact, Benny Ortega, who's our Senior Solutions Provider, he did a cause map, he's fantastic at doing a lot of things, but one of the things he excels at is doing these cause maps. So in doing the cause map, the foundation we found to be broken, we felt was a secondary occurrence after the first time the fan failed. Well, they put all their money, time and energy in fixing the foundation, which they needed to. However, they didn't continue to look at some other things you found, like the temperatures between this fan and its sister fan was 400 degrees difference? Well, if you don't think about metal, when you add heat, things thermally expand. So we were asking, What have you figured out why you have this 400 degree, extra amount of heat inside this process? Because it's going to thermally grow more, and it may grow out of tolerance and touch off. So we'd put that in our cosmetic Well, unfortunately, that wasn't addressed until the next time the fan and it blew up. And people were mad at us. Because they fixed the foundation. We said no, let's go to the cause, man. So and I felt bad for the guys, because they you know, they've lost several fans, our production is way down. And, unfortunately, is that you get people that want to have just a definitive solution. And nothing else. And unfortunately, plants are similar humans where you're gonna have someone who has diabetes, arthritis, heart problems. Yeah. Right. Yeah. And and they're saying, I want to run a marathon, you go, okay, great. Well, we're gonna start with handling your diabetes and your heartbeat, right? But we haven't addressed the knee arthritis. And so then they get mad, they weren't able to run the marathon, we said, well, first we had to get you to, you know, these things, take care of them go to the next one. And they get angry about it. And I'm sorry, your system is so complicated, as wasn't a quick fix. But we've been lulled into this sense, and it should always be a quick fix, because I can order you know, I can order Uber to bring us food right now. And I can have Starbucks to have drinks ready to go. Right? So we have all this convenience in the in the personal life. But when you get into other things, there's some complications and so makes it a nuanced conversation.

19:06

But but it does speak well or bode well that you have to be clear. You have to be precise in your diagnosis. And and and have everybody sort of just like a doctor just like talking to a patient just like anything else. That that has to be that conversation in you right I think that culturally we are we're just we want satisfaction now. And I blame I blame Amazon Yes, I blame you Amazon because because I can go and get whatever I want. Well, we

19:42

can blame whoever you want to learn things but so this is why I like visual vibration because anyone with a cell phone camera can shoot a video and we can process it for him get that back to him rapidly and it can communicate at multiple levels into the finance link clearly see Oh, you're right. Yeah, it's broken. Darn it. Okay, what do we do? It's okay, we need to do this. This and so one of the things our takeaway on that cause map was, they were in such a rush to move forward on things we said, Okay. And then we, we had a document where he said, Okay, we want to follow up with you and help do commissioning and startup on this thing. I said, I got it. Okay, if you've got it, and you need to take care of everything. So review the cause mouth. So we had good communication there. Unfortunately, that person was busy and didn't. And they grenaded another thing. So. So this time we got brought in, we've been helping them throughout the whole process, and the fans have been running great now. But it was a process issue that was located to be the reason why it's there now. So

20:37

I has, it's changing all the time, right?

20:40

There's constant change. And that's one of the things you need to embrace is that there's constant change, but you still have to have a roadmap of where you want to be where you want to go.

20:49

How did you get holy, go to failure?

20:51

prevention.com. You can look up Dr. Karl, Hoffower on LinkedIn. That failure prevention.com is the best way to find this

20:57

very young man. Thank you. Again, it's always a pleasure, even though you had been surfing your dog on cell phone the whole time. Let's be clear,

21:04

let's be clear. No, I don't want to be clear wanting to message to let them know I was I want to be as currently occupied by the Great Scott Mackenzie. And industrial talk podcast,

21:14

I tried the number one industrial related podcast in the universe backed up by data

21:18

data. I listened to you all the time. And that was that's No, I'm not trying to blow sunshine a backside.

21:26

I kind of liked that. All right, we're broadcasting from the 30th annual SMRP conference here in Raleigh, North Carolina. You get great people like Karl and others that are definitely delivering the goods. We're going to wrap it up on the other side, you're going to have all the contact information for Karl and his company shortly. So stay tuned.

21:46

You're listening to the industrial talk Podcast Network.

21:52

Alright, once again, thank you, thank you very much for your support. Industrial talk really, truly appreciates you. That's why this platform is here to celebrate you right there pointing right at you on the video. Dr. Karl Hoffower. He was in the house delivering goods. He never disappoint a lot of fun. I always, and I mean, always enjoy our conversation. And I'm telling you right now, from his heart, he is passionate. He's passionate about you and your assets and helping you succeed. Dr. Karl, I'll have all the contact information out on industrial talk. So if you're not, you will be able to get a hold of it. Now if you're an asset management professional, yes. Or a maintenance professional, yes. Or reliability professional? Yes. You need to be a part of SMRP. Yes. MRP is a wonderful organization. And it has incredible members all focused on just really doing a good job in the world of reliability right there. There's no other way of putting it. There's this level of passion, and you need to be a part of it. So go out to SMRP.org get SMRP.org might not more get engaged. Great. I mean, I think I think they have their next conference. And I want to say it's in Orlando. Don't hold me to it. But we'll definitely dial that in but you're just not you need to be a part of it. So anyway, thank you again, hanging out with people like Karl, you're gonna change the world. Be bold, be brave. I always say it because you deserve it. This platform is here for you tell your story. Tell everybody about it. We're going to have another great conversation coming from SMRP shortly so stay tuned.

The post Dr. Karl Hoffower with Failure Prevention Associates appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at the 30th Annual SMRP conference and talking to Joe Anderson, Co-Founder and COO and George Williams, Co-Founder and CEO of ReliabilityX about “Asset Management and Reliability starts with your Organization”. Get the answers to your “Reliability” questions along with Joe and George's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

reliability, organization, joe, company, conversation, problem, people, understanding, pharma, industry, operators, gents, develop, question, world, long, asset, industrial, problem solvers, podcast

00:03

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's

00:21

Alright, once again, thank you very much for joining industrial talk, the number one industry related podcast in the universe, Georgia and Joe. It is backed up by data. Don't come to me as a It's not data. It's all data. And it's scientific. And it is a platform that celebrates industry professionals all around the world, because you are bold and brave, you dare greatly. You're solving problems. You're changing the world as we speak. That's why we celebrate you on this podcast. And we also if you can tell by the buzzy buzz in the background, we are broadcasting on site SMRP 30th annual 30 am about that one here in Raleigh, North Carolina. And it is swimming with problem solvers. Like the two gents that are in the house, Georgia, Joe, ReliabilityX get cracking legends. Thanks, man. They know more about reliability than I do. Which is pretty much 99% of everybody here. Because don't have any good show.

01:27

So far. It's been amazing. It's been an honor. You know, last year was kind of first time back this year is now like, you know, double so you get his excitement state used to have right so it feels normal, right? Yeah, I

01:38

was. I went up to the ballroom, because I can't understand the conversation. So I just sort of man knows his limitations. But I went up to the ballroom, and it was full. I was I was dazzled. You don't you don't get a sense you get. There's been there's stuff happening, man when you see them all in one room? Yeah. Yeah, homerun. Man, that's

01:58

been fantastic. You gotta like that

01:59

man. All right, for the listeners to this level set, because I can say Georgia is a hell of a guy. And I could say Georgia is that Joe is a hell of a guy. But tell us why. Joe, you start background

02:13

background, you know, 25 plus years as a practitioner, before going out on my own a lot of food and pharma. stuff and yeah. And in leadership roles, started out as a mechanic work my way up type of thing. And again, you know, I've been doing this for a long time, a lot of certifications. And a great business partner that makes me look good. So yeah,

02:42

you guys. Yeah. Yeah, you got, you have a trophy chest. Let's put it that way. But we can talk about that trophy. Later. George, give us a little background.

02:50

Yeah. So very similar. Joe started out as maintenance mechanic worked my way up in pharma, ultimately responsible globally, for reliability within that organization. cmrp CRL, all the fancy acronym CMRP of the Year award winner, all that great stuff. And then three years ago, we decided to partner up and I would start reliability yet.

03:13

I was there. I remember when they were just a fledgling company. I had to settle for allegedly. I don't

03:20

mean small. It sounds great.

03:22

Do you think it is I'm going to take grass a little bit here? Both of you have that farm of food background. Okay, cool. Do you think that there's greater adoption in those industries versus let's say, manufacturing? I think there's a focus for quality. Do you think that there's a greater adoption of that? I don't care if I throw it out for both you guys walk on each other? I don't care.

03:46

I'd say in pharma. There's a much, much greater expectation of it. And, and all of the processes are documented, but that doesn't mean they're good ones.

03:59

Right? Yeah. But this, this sort of is a bridge to the conversation we were having or having prior to the conference, this podcast. And that is all the technology, all of this all this is great stuff. You walk up and down the hall is like, oh, my gosh, that's a great tool. That's a great tool. That's a great tool. But the reality is, it's really a human equation. Right?

04:22

For sure. And I think, and we're seeing it a lot here too, is everyone's looking for that one thing. And there's a silver bullet, right. And I'm like, you know, if we came up with a software that they could download, that would eliminate all their problems.

04:39

I mean, that would be phenomenal. Wait, the CMMS doesn't do that?

04:44

Is reliability trashed? It is let's just

04:48

call it events. But everybody's looking for that thing and it doesn't exist and we've gotten away from understanding it's as simple as application of knowledge We're all here to learn. But what are we going to take back and apply to develop the skills necessary to get this stuff out of the system?

05:07

This is always the that. To me, it's there's inflation. So it's, it says, here's the $2 million question. And the $2 million question is where do you start? Who do you trust? It's like, again, I mean, I got all these tools, but I, I gotta find that trusted Sherpa. Where do I start? You do that? Do that? I think that's where we're at.

05:35

Yeah, I think everyone has a different level of where they're at. Right? Whether it's from an organization or personally, and how they tie into those things to make a difference. Some folks get hung up on what's the right one thing, when taking one step is better than no steps? And so, you know, I'm gonna

05:57

I'm gonna interrupt. Yeah, that one step gets knocked back real quick if that there's no continuity from the leaders. Yeah, no doubt. And that's frustrating.

06:06

Yeah. And so a connection and understanding of what the business objectives are, and how your assets achieve those objectives. And seeing where the value is missing? Where are we missing the value that produces the results for the company. And that value could be in operations in, in in either downtime or speed losses or things like that, where it could be in risk associated with your assets, depending on your industry, depending on lots of factors. And I think folks have to have an understanding of what's the value proposition of their asset? And how do I make sure that's what we're achieving? What often fouls and what our organization focuses on, is the training, the coaching and the education on exactly how to articulate that, so that you get a win and get support so that you can go down further path.

06:58

You know, I like I like defining, clearly defining a quick win. Because every everybody is just like, Yeah, show me show me, Joe, Joe, show me. And so when you when you go in to an organization reliability X, I want to give them a plug right here. The brain children of liability accident, and there's a fan that is that your fan,

07:21

that's our only fan, it's a website. Literally our only fan.

07:27

That's okay, man, we just, we're just excited that there's a fan, yes.

07:38

Yeah. So anyway, when you go into organizations, you go, how do you approach an organization and say, Hey, Hi, Joe, we have, we're feeling pain, I don't know what the pain is, I know that it's not right, I just sort of up in the air about the whole thing. How do you start to approach me where I'm just like, oh, my gosh, pain and pain everywhere? So how do you normally approach it.

08:03

So we have a series of tools and processes we put together when we walk in to assess basically the situation, and where their pain points are, and then showing them, you know, through training and, and, you know, just bringing awareness, basically, to what those problems are, and help them develop a strategy to go after those things. And so, I know, I do that all the time, with the clients that I'm working with, we you know, it kind of depends on the industry and things like that, how you're gonna approach it, but really it is is is getting people up to a level of awareness where they understand where the problem is, and then they getting helping them develop the competencies needed to help address the issues at hand. And so that, again, it comes through. So a lot of education and training and maybe hand holding as well, to get the ball.

09:05

I was gonna go down that road. So here's the deal. All right, I still, I'm paying I hear what you have to say, Joe, I, I'm all there. And I'm looking at the spreadsheet, whatever the process is. I'm on the whiteboard. Yes, I got it. When do you this? Do you Georgia? When do you just sort of say, All right, I'm going to start pulling off those training wheels a little bit, but I'm going to be coming back. I'm going to keep you a little stable. I'm going to how long as the typical engagement, what's what's that look like?

09:34

It is as long as it takes to evolve the culture to a point of ownership. There is no set time limit on that. If you move faster than you can evolve the culture you fell. Yeah. And so we focus on people, because that's the only place success comes from you call out the OEM vendor 25 times and they reset your machine In a pm in a week later, you're running like crap again. And that's a people thing. It's not a machine thing. And what we focus on is the we don't it's not cultural change, it's cultural evolution, you are bringing awareness, education, understanding. And when you get people far enough along the change curve, then you can implement if you implement before the culture is evolved enough to accept it, you fell

10:26

out, it makes sense to me, and I agree with you 100%. The, the area that it's always a human equation, it just is. So you know, Joe, you know, when when you've reached those milestones, of saying, okay, and, and I just throw this out, because if it's a human equation, you're having some challenging conversations with management and saying, Hey, Scott is the good guy, however, he's not in the right place. You know, do you have those conversations? Do those assessments do you have? I don't want to be in your shoes type conversations.

11:08

Yeah, I mean, they're the real, you have to Yes. So the way I look at it, right, is it's the 1080 10 rule. And that there's 10% of people in your organization that are ready for the change, and they want it they they welcome it, just 10 Yeah. And then there's 80% of the people 80% of the people are kind of your fence sitters. They've seen this before, or the month is coming. So until they start to see some success, they're just sitting back and waiting. The bottom 10% No matter what they're showing up to get their paycheck, and you're not gonna move them very far. So what we do is we set out to find that 10% and below or 10%, are they up the upper 10? Yeah, because the upper 10 will create the momentum necessary to reach a tipping

12:01

point those advocates in there, they get those? Yeah, right. And

12:05

so we got to the floor. You know, they know what some of the problems are, maybe I'm out there hand holding, helping them troubleshoot issues to make them go away that type of thing. So they're seeing it in action as well, and that they can replicate it. And then we get those little quick wins, there's always a low hanging fruit, they're fairly easy to identify and go after. And then you start to see people will pull off of the fence, the ones that are sitting on that fence and saying, Hey, I kind of liked this, Hey, this might work, hey, this is going to be different. Yeah. And you'll you'll get to a point over a period of time as you continue to solution some of these things that you'll hit your tipping point, that

12:50

again, you didn't get an answer my question? Yeah. What's George? Yes, do assessments to determine their capabilities, and then you know, because there's gonna be gaps, and then there's going to be one set, you're going to have to have that conversation. I think that that's the right. But then in a world of where we have tight resources and all that, I don't know how you guys doing? I'm gonna back away. So.

13:13

So what's interesting about your, your question and comment is, oftentimes for us people quit the organization. So that's interesting. So when we come in, and they realize that what the the new level, the new bar of expectation is outside of what they want in their career, they will oftentimes leave the organization. Right. And so and that happens, you know, with clients we work with, sometimes at the VP level, sometimes at the management level, and sometimes at the shop floor level. Some folks are perfectly happy just showing up and doing as little as possible. And when the bar and expectation are set differently, they have to make business decisions.

13:58

Which then begs the question of, okay, so you have this attrition, it's that's moving, it's happening everywhere. And people are cannibalizing other companies, whatever it is. Interesting time. Do you guys set up a sort of a plan of attack on how to keep that skilled funnel?

14:18

We're huge on developing the pipeline, especially when it comes to skilled trades. And what we do is we normally work with clients to develop their operators, because it's a lot easier to pull in operators than it is skilled trades. And so, you know, so in house in house upskill Yeah, yeah. Yeah. Well, you find, you know, and there's pros and cons, right? Typically, you're grabbing your best operators and working on them. So when you pull them, it leaves operation, sometimes at a deficit, but at the same time, they're still there and available and as long as you're documenting and doing things because that will help those upcoming operators, they're typically fun.

15:06

Yeah, I think you have to, especially in today's world, I think you have to sort of sweeten the opportunity to be a part of something bigger, right? That means training. That means I, if you guys are the expert, not be asking for their opinions, help us be a better company, whatever that that whole collaborative push, is because you're never going to achieve whatever you're trying to achieve. If you don't have that buy in that human buying, that's up, up and down. Chain.

15:39

It is and you communicate differently, and you work differently in that vertical, right. So down at the shop floor level, you know, you can't tell them, you're gonna get the cost savings for an initiative, that's they don't care about that that's not really relevant to them, right. It's about making their job easier, less stressful, giving them quality of life. And when you talk to senior leadership, it's about how those things achieve business objectives. If if we're not making people's jobs easier, we're failing.

16:10

How do you deal with because I can keep on riffing on and I know we need to go. But how do you deal with the fact that if you hammer the whole low hanging fruits, right? And everybody's like, yeah, that was easy. Look at the wonderful things that are going on, and then it levels out. And all of a sudden, those are all taken care of good. But then then the benefits or whatever, it just start to sort of level out, you have to have sort of that macro understanding that everything is is improved and efficient. You might not see that, wow, that's a million dollars to the bottom line that that's great. How do you deal with that? How does that story go?

16:54

So for me, it's, it's if we can get an organization to even be at a point where they think they've plateaued, we've done a hell of a job. I don't think so if the organization should not accept any defects. And so if they're to a point where they're in the minutiae, and you're trying to find the little tiny efficiency gains, if because we're now effective at that company is running in a world class state by them?

17:20

Well, I'm going after your low hanging fruit, the process and doing so is problem solving. And what you're doing is you're you're honing your problem solving skills through repetition. And then as it starts to plateau off, it's a lot of the chronic issues, the harder that have multi layer root causes, but it's the same process. And now that we've done this 6000 times, although it's a more difficult problem, and it might require, say, more funding or a reengineer or something like that. We still have the toolset to be able to to solution. It just might take us longer that

18:00

you guys are awesome. All right. Gotta wrap it up. Definitely can chirp on this for a long time. George, how did he get a hold of you?

18:09

They can reach us at www dot ATT reliability x.com, email us at ask at reliability x.com.

18:16

The company and that's that's how you get a hold of the big thinkers in the company. And LinkedIn, and LinkedIn, absolutely. Here's the deal. I'm going to have all the contact information out on industrial talk. So fear not, you will be able to get a hold of these two gems which you need to because they're I think you guys are addressing really the root cause of a lot of the, it's the technology is cool. I get the shiny look at it, and I got it. But it really is gets down to the human element. And I think that it's a great career. But

18:47

trust these guys, these are trusted Sherpas. All right. Once again, we're broadcasting for the 30th annual SMRP conference here in Raleigh, North Carolina. And as you can tell, we're hanging out with some incredible problem solvers. So stay tuned, we will be right back.

19:04

You're listening to the industrial talk Podcast Network.

19:09

All right, as we wrap up our conversation at the 30th annual s MRP conference I want to give a hearty thank you to both George Williams, CEO big wig and then Joe Anderson coo other big wig with reliability AX, they definitely know much about reliability. So you need to reach out to these two gents reliability X's the company will have all the contact information as you know out on industrial talk because you need to continue to educate, collaborate with those two guys and innovate because you need to keep that asset up and running. You need to be able to make that a focus because we need you to succeed and these two gents are passionate about your success. All right. Again, put SMRP on your No wonder if you're, if you're into maintenance, reliability, whatever it might be. That is a excellent, I mean, excellent conference for you to attend and I think this year No, no 2023 will be in Orlando say that's not bad either. So check that out. The contact and all the information for SMRP 31st annual will be out there. All right. Be bold, be brave, dare greatly hang out with George and Joe, and you're going to change the world. We're gonna have another great conversation coming to you from SMRP shortly so stay tuned.

The post Joe Anderson and George Williams with ReliabilityX appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at Distributech 22 and talking to Team Armis and Team Kroll about “Cyber Security, Digital Transformation and the Critical Infrastructure Protection Program”.  Get the answers to your “Cyber Security” questions along with the teams unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

NADIR IZRAEL'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/nadiriz/

Company LinkedIn: https://www.linkedin.com/company/armis-security/

Company Website: https://www.armis.com/

VITO RALLO'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/vitorallo/

Company LinkedIn: https://www.linkedin.com/company/kroll/

Company Website: https://www.kroll.com/en

PETER DOGGART'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/doggart/

KEITH WALSH'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/keith-walsh-ba13152/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

AI Dash: https://www.aidash.com/

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Industrial Academy: https://industrialtalk.com/industrial-academy/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

Armis, devices, critical infrastructure, industrial, incident response, conversation, digital transformation, vito, peter, solution, floor, utilities, problems, listeners, kroll, threat, cloud based infrastructure, cip, companies, protect

00:04

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots,

00:21

and let's go. Alright, once again, thank you very much for joining Industrial Tech. I've got my coffee in hand and I'm ready to celebrate you industrial professionals all around the world. You are bold, you're brave, you're daring greatly you innovate, you solve problems. You're making the world a better place. That's why we celebrate you on industrial talk. Now we were broadcasting from distributed tech in Dallas. We had a great panel discussion with Tim Armis, and Tim Crowell about cybersecurity, and digital transformation, let's get a correction. Okay, so you're in the digital transformation game, or you should be because your competition is in the digital transformation game. And you need to secure that network to be able to reap the benefits of being able to pull that information that data to be able to make those decisions, those tactical decisions into your operation to create that business that is resilient, you need to secure it. And Team Armis, Team crawl come together and provide a pack of solution that helps you identify those devices, secure those devices, and be able to reap the benefits of a digital transformation. But before we get into that conversation at distributech, I want you to sort of put this on your calendar. I haven't got the dates down yet. But we are creating a series a series of webinars. I call them live podcasts because they are live podcasts of live podcast dedicated to the state of utilities, state of oil and gas, state of manufacturing. And where do we stand? There's a lot of buzz. There's a lot of information, a lot of things happening out there. That I know for me, I get confused. And I'm just saying I need to know a little bit about where we're at where we're going and make that cogent. That cogent or paint that cogent picture of what what where we're at. So that's really important. And so, be on the lookout go out to industrial talk.com and find out more and if you want to get engaged with this ever expanding ecosystem of incredible professionals, please do so. Industrial talk.com Alright, let's get cracking with the conversation. Incredible professionals, great conversation. And again, I can't stress this enough. You need trusted people. You need trusted companies to be able to help you through this digital transformation journey. Team Armis, crawl, boom, they deliver they've got a great solution. So you might hear some buzz in the background just because we were on site. But this is a good conversation. It's one that you need to take notes. So enjoy. All right, Jess, welcome to industrial talk. Thank you very much for finding time in your busy schedule to talk about something that I believe is pretty doggone exciting. But before we get into that conversation, let's just go around the table. Let's make a quick introduction to so the listeners know exactly who you guys are why you have great and major street cred. So starting with you, Peter, give the listeners a little background on who you are.

03:31

A morning Scott P. Dougherty. I'm the Chief Strategy Officer here at Ole Miss about 25 years in cybersecurity.

03:39

Well, that's good Vito. Hi. Give us a little background, Peter.

03:46

Yes, yes. My name is V. Two I work from Europe from the other side of the world. I'm sitting in Europe and I work for Kroll as a managing director. I take care of all cybersecurity problems around Industrial Security, Internet of Things and offensive security for the productivity mini Mia,

04:08

who's got a mad set up right over there. If you're looking out on video, he's got mad set up. I like it a lot. All right, and a dear little background on who you are.

04:19

Hey, guys, I'm a director on the CTO and co founder at Armis. So I've been at the company since the start these days, mostly kind of guiding the general vision and product outline of what we're doing and supporting the people who actually do the work like Peter and Vito here.

04:37

Look at that. He's supportive, be supportive of us. And last but not least, Keith give us a little background on who you are.

04:43

Yeah. Hey, good morning. So my name is Keith Walsh. I'm the director at strategy and Armis glad to be here on the show floor with this guy.

04:53

Yeah, and listeners if you see some little delays within the conversation, we are broadcasting from a distributor tech 22 here in Dallas and we, we were scrambling for, well bandwidth to be able to do this live but we we, because of Keith, we prevailed. So it's all good and wonderful. All right, Keith, let's start with you. Talk to us about what is just on the back on well, not the back burner, but on the burner for arm is talk to us about that.

05:21

Yeah, you know, so as we move through 2020 T two, it seems like critical infrastructure and, and protecting our way of life really seems to be on the front burner, not only for, obviously those of us that sit here in the States, but you know, across the world, the NATO nations looking to preserve, you know, their critical infrastructure, the gas, the water, their electric delivery. And as we sit here on the show floor of distribute tech is very topical, because we are surrounded by some of the largest OEM vendors in the world. The service providers and the show floor is being walked by some of the largest utilities in the world, all of which are having to deal with the same question and concern which seemingly they've dealt with for the past 1520 years, which is, you know, how do I keep the bad guys out of my grid?

06:08

Yeah, that's an that's an interesting challenge. And I think if any company is interested in this digital transformation, especially here, they're going to have to protect it, or their digital transformation journey will be somewhat short. Do you agree with that? Peter?

06:23

100% Scott, you know, as we move through this industry 4.0 shift as we digitize ourselves, we've got to also think about the risks involved with adding more and more digitalization sensors, hardware and software cloud to our environment. So we got to, we got to think very carefully as we as we go through that, and put in place countermeasures.

06:48

Yeah, and Vito, what, what is your relationship with Armis, in this particular focus this this noble, you know, push?

06:57

Well, Artemis and crawl recently joined forces to gather to be more valuable in the cybersecurity market. And I'm very excited, we are all very excited at Kroll about this partnership, because it allows us to bring more value to our customers, we are still dealing with the same problems since years. But with armies on a side we can have better offering we can improve the way we deal with problems and make our customers more happy and try to help them you know, be the people on the floor, face to face to help them establish this trust relationship. We

07:37

are on the exhibit floor. And he's got a heck of a voice. I really enjoy that voice. But so maybe give us the thinking behind what what's the program called

07:47

the CIP and critical infrastructure protection

07:49

program give us a little sort of overview of what that is they're no they're,

07:55

well, it's, it's our desire to help the critical infrastructure companies in the US in general, to be able to withstand what we believe is going to be a pretty significant cyber threats are emerging from really all the usual suspects and players, I think that we've seen from both our clients, as well as our partnership with Kohler with everyone else is that there are a lot of vulnerable infrastructure elements and a lot of places where there are security gaps. And our desire is to come in and help these companies get up to shape, help them prevent, ahead of time, different threats manifesting in their environment that makes sure that they're

08:45

good deal. Keys, can you how does? How does one get involved? What what's the process? If I want to be if I'm a critical infrastructure provider? How do I get involved?

08:57

Yes, so we launched this program on the 17th of the month. And this program, CIP, critical infrastructure protection program, is really meant to as as mentioned, to address the security threats into our critical infrastructure, specifically around a gas, water, electric utilities or marine forts are pipelines. And it's a program that we launched in conjunction with Kroll. And when you look at NIST, and you look at what NIST strives to do with identifying and then detect, protect, you know, and then obviously, inevitably respond and recover. You know, we're we've partnered with Raul and obviously Armis, and our strengths are the front end of that NIST framework, which is the identify, detect, and protect and then curl comes in on the back end. And what curl does is some extremely high valuable, you know, forensics, and things of that nature with for regards to if there are threats crossing the network. So if if our utilities gas water electric reports, pipeline, if, you know if they see, if they see that they've got gaps in they don't understand their devices, if they've got gaps in their security posture of those devices, they can easily just hit our miss up at our OT solutions page@Armis.com. There is a sign up link. It's just a simple reg page. And they will be contacted by their local RMS team to start a complimentary program, which is a 90 days in length. And what that does is it basically offers up a full assessment of every wired every wireless device that communicates across their infrastructure it or OT, right, we understand that most of the threats into ot do in fact come from it. So there's a simple registration page, there's also CIP cip@Armis.com. Either one of those two links will bring them into our bullpen at arm is where we will immediately reach out and get an understanding for the use cases that those those those utilities are looking to solve for.

11:07

But Peter, here's a deal. That's sort of a snapshot in time, right? You offer this program, it is great. It provides the insights into what needs to be identified, but it's truly just a snapshot because if I'm a company, and I'm, I'm on this journey, baby, and I want to be able to do this, there's going to be new devices, there's going to constantly be this necessity to constantly update to protect our you know, the critical infrastructure, is that all a part of Armis, and the solution and the CIP program

11:41

exactly right, you know, what one thing always does very, very well is it is a real time system. So we're continually looking at what new assets are coming onto the network, what's moving around? How are things being utilized? And over time, of course, you're gonna have to understand those trends and analyze those for incident response for risks and all that good stuff. So yes, you know, we envisage, sip helping our clients helping utilities helping oil and gas, understand very, very, very quickly, what's my current state? Where am I? And then over time,

12:21

that to me is good, because I'm, let's just let's just put it out there on the table. I'm lazy. And I want to be able to be told that I have challenges. But I don't want to do any more. I think that that's, that's a critical component to what you guys are offering. It's once that system is in place. It monitors and then crow does what crawled does, is that the way we roll their veto,

12:47

yes. And one of the important aspects that has been discovered is this incident response on Crawl has been mentioned multiple times, we do have this lino, we're very established Incident Response practice, we are very good there. But not a lot of companies out there that are doing Incident Response understands the peculiarities and the difference between incident response in it, and incident response in OT, where priorities are completely different. And what you need to do to make sure that you're staying on production, what you need to do is different than just installing, you know, agents and doing just forensic and doing the, the analysis to look for the patient zero, the usual way you do incident response. So we understand all these differences. And we try to use and leverage the capabilities that are bringing out of the technology that admins provides, to offer better incident response to be capable with customers to isolate that problem and to go back in production in a shorter time, which is one of the highest priority when an incident response heats already on top of the ID or only OD. So this is really really crucial to understand this peculiarities and is different this is where we add value, we use the technology to reach better incident response, you know,

14:01

you know, Vito brings up a point GoldenEyes We're surrounded here on the show floor with all sorts of OEM vendors, kept bank controller vendors, yeah, those are vendors, smart meter vendors, as these devices are being placed within are created on our feeders, you know, these devices 20 years ago, never communicated. And typically how they come to market is they've slapped comps onto these devices, whether it be cellular, whether it be 900 megahertz, tower centric solutions, but these devices typically have never communicated in the past. And now, there's, there's hundreds of vendors on this floor with all these devices that we now have to address into vetoes point. These these devices need to be, you know, the, the risk of these devices and the potential threats. It needs to be solved for in a different way because we can't necessarily just cut communications to a campaign controller or recloser, you know, these devices that that manage the delivery of energy down our grid, you know, so it's our or Mrs. It's armistice take that, you know, when when we're deployed, we're deployed on an OT side within the confines of critical infrastructure, but also on the IT side, because wouldn't it be novel? To stop that threat threat from ever even entering ot we don't have to necessarily address you know, an existing exploit or threat within your ot network because you caught it in it.

15:25

So Madera. It's great to identify, it's great that this platform exists. It's great that it's, it appears to be simple. On you know, real time all good. It's, it seems great. But there has to be action is is arm as a part of that saying, Hey, we found something, boom, do we do something? There's action associated way to mitigate it, change? Take care of it?

15:53

Yeah, I think that's a terrific question. Visibility is one thing, but the actual security part is important. So the answer is yes. In two ways, I think, from an army standpoint, there are things that Armis can take directly as actions within the environment, lock out different devices and assets, limit their capabilities of communication, doing things like that. But also, Armis lives as part of an ecosystem of different tools used by both different clients as well as the partners and service providers that they use. And Armis is able to seamlessly integrate with these different tools as well. So use the right tool for the right action, use the existing enforcement platforms and investments that organizations have already made. And make sure to streamline everything so that they can monitor and audit these changes later on. But the the result of all of this is that if something bad happens, or miss can actually take immediate action to resolve that, using any and all methods.

16:50

So I'm gonna, I can't say digress. But this is an interesting thought that came to mind this do you keep? So we've identified, we have mitigating solutions, is there another step of saying, hey, whatever the body is, we're coming across this particular thread within our critical infrastructure, I want to be able to sort of let everybody know about that. Because that's really important, because you don't want to just hold it close to your vest, you want to be able to say, Hey, this is a bad, you know, issue you wouldn't need to be aware of.

17:25

Yeah, no, that's an interesting question. So what drives our myths at the heart of what we do is our collective intelligence based upon our, our device knowledge base, which currently actively manages and monitors over 2 billion devices in real time. So when, you know, when, when, as an example, utility customer, there's a vulnerability and an exploit, right, there's a threat that's running across, you know, a municipality, a co op, an IOU in, in the central United States, right? The Knowledge Base ingests that information, and we see that there's an anomaly that's occurring within that device. So when we talk about collective intelligence, we're talking about being able to take that information of what occurred maybe at a smart meter, maybe at a load control switch that sits on the side of your house. susiana. Yep, right. And that device, you know, there's an exploit maybe there's a, you know, a TLS exploit or an authentication exploit in that you can switch that sits on the side of your house, it's clicking on and off your, your, your, your air conditioners, and on and off your, you know, your, your, your electric, your water heater, right, so we can ingest that information and extrapolate the knowledge of what happened within that device and intelligently share that information with all other verticals, all of their owners of that eaten switch, so that it's really sort of a communal effort to attack the problem. And we can do this because we are a, you know, a knowledge base, a cloud centric solution that ingest this information from one device, but yet, can share that information across the entire ecosystem

19:07

gets me getting, okay, we're gonna have to wrap it up. Because there's something that we did not cover that we should have covered in this conversation about sip. What Armis is providing, and the necessity to be able to have that clarity within these connected devices. Peter, is there anything that we needed to sort of quickly touch on that we didn't

19:29

cover that? You know, just, I'd rather recommend anyone go to amazon.com? or look us up? You know, we're passionate about the space we want to go and how

19:40

it is you can tell Vito, same question to you. Is there anything that we sort of left out that we should have included in this important conversation?

19:49

Well, I will just close with reminding everybody that the approach that RMS is using but in general, the network basic the detection and response approach we're trying to achieve nice the Now with this visibility improvement and all this stuff that we all know very well. But when it comes to critical infrastructure when it comes to IoT environments where you have this ingenious mix of different devices, and now with industry for that, oh, they are getting connected, when it comes to this point that the only solution we have to achieve that is the passive approach is what we are trying to do. And on top of that, with platforms like armies, you can you can also react on events. And you can move to from passive monitoring, which is the only thing you can do to just active response. And and this is, I just want to emphasize the fact that this is the only reasonable, really valuable approach.

20:42

Oh, there you go. All right. Back to you. Is there anything that we need to sort of chip on before we depart this incredible conversation?

20:51

Nothing to add, on top of what my esteemed colleagues here said, great discussion. And thank you so much for the opportunity.

20:58

Oh, definitely. The pleasure is mine. I'm, I'm a big fan of digital transformation, right. And if we want to really go down that road, we have to protect those assets. If we don't protect those assets, this whole dream of digital transformation becomes just well, that dream key final thought, close us out. Yeah.

21:15

So final thoughts. Were at booth 357. Here in the distributed Hall. So certainly come by this, the CIP program. You know, we're we're, as Peter mentioned, we're serious as a heart attack about this, you know, trying to refer back to the community that critical infrastructure operators, the the, you know, the asset operators here at distributech. If there's concerned about the security Enos of those devices, absolutely combined. Talk to us at that three to seven. We also have a conversation on Wednesday at 930 on the exhibit floor with IBM and with every the energy research, oh, how are folks energy power research into the future? So yeah, so we've got a a panel 930, Wednesday morning, where we are going to be discussing NERC CIP, we're going to be discussing the merits of what what maybe a cloud based infrastructure that mirrors FedRAMP looks like, such that the utilities can now you know, can now leverage the values of a cloud based infrastructure that's been that's been audited and complies with FedRAMP. So a very interesting conversation. We're about to have this Wednesday morning. It's correct.

22:31

That yeah, see, listeners, you can tell that they're quite passionate, definitely leaving it out on the old field, or shall we say, and Peter's will the pitch. Has that? Nailed it on the pitch? All right, listeners. Hey, thank you guys for joining industrial talk. Thank you for sharing this wonderful program. listeners. If you will have any questions, comments or concerns, go out to industrial talk.com That's where all the contact information will be located. If you say Hey, Scott, I want to be able to contact them. So you're not just go out there, you will have no problem finding them. All right, and a dear Vito, Peter, G. Thank you very much. And thank you, we're gonna wrap it up on the other side. So stay tuned, do not go away.

23:14

You're listening to the industrial talk, Podcast Network.

23:24

All right. Once again, thank you very much for joining industrial talk. And we want to just give a hearty thank you to Team Armis, as well as deep roll for delivering and being a part of the solution to educate, to collaborate, and to definitely innovate, so that we can enjoy the benefits of digital transformation and create that business of resilience, reach out to them go out to Armis.com Definitely find out more, and you will not be disappointed. All right. reiterate, we are starting a series called the status of utility, the state of manufacturing the state of oil and gas, and be able to paint that picture of where we stand today with all of the incredible innovations go. So go out to industrial talk.com get engaged, be a part of this ever expanding ecosystem. Thank you again for joining. Remember to be bold, brave and daring greatly, and hanging out with people who are bold, brave and daring greatly. You're going to change the world. We're going to have another great conversation shortly. So stay tuned.

The post Cyber Security Panel with Armis and Kroll appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at IoT Solutions World Congress and talking to Vesku Turtia, Regional Sales Director with Armis about “Identifying and Securing your Digital Transformation Strategy”.  Get the answers to your “Connected Assets” questions along with Vesku's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

VESKU TURTIA'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/veskuturtia/

Company LinkedIn: https://www.linkedin.com/company/armis-security/

Company Website: https://www.armis.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

iot solutions, Armis, cybersecurity, connected, secure, iot, conversation, connect, industry, digital transformation journey, companies, industrial, devices, assets, iot devices, cybersecurity strategy, talking, innovation

00:00

Industrial Talk is brought to you by Armis. Yes, you were in the digital transformation game. Yes, you need to find trusted companies, trusted individuals to help you along with that journey. The Armis platform delivers complete asset intelligence, you know what that means, insights into your connected assets, you're in the digital transformation game, you have to have that insights into what is connected, go to armis.com Find out more, you will not be disappointed. Also industry IoT Consortium. At industrial talk, we always talk about education, we always talk about collaboration, we are always talking about innovation. And if you're a business that has any desire to be resilient to the future, you need to be able to educate, collaborate, as well as innovate with other industry professionals. That's a must. Industry IoT consortium brings that all together, you need to be a part of this community, you need to be connected with these leaders that are all apart the Industry IoT consortium, go out to iiconsortium.org. Find out more again, you will not be disappointed. You're just going to be happy. Hey there, and welcome to industrial talk. Thank you very much for joining. We are broadcasting. Well, we are on site at IoT Solutions World Congress, we had a great time we were broadcasting from that location, it is a must attend event. So put that on your calendar that is in Barcelona. That's the IoT solutions World Congress. Now, in the hot seat, we have a gentleman by the name of Vesku Turtia, and he is with a company called Armis. He is the Regional Sales Director for them. And we're just talking about the ability to be able to identify your assets. If you're in the digital transformation game, identify those assets, secure those assets, so that you can reap the benefits of this digital transformation journey, it's important for you to be able to identify all your assets, and Armus is leading the way. So enjoy the conversation.

02:16

Yeah, you haven't heard conference.

02:18

So far, So good. We started today. So there's a lot of people in the conference rooms in the different presentations. But yeah, I mean, people are passing by the booth. And so far, so good. No complaints.

02:33

No, I wouldn't listen to you. If you had any complaints, I would say. Forget it. Forget it. All right. So some of the information or some of the conversations that we were having at this particular event, IoT Solutions World Congress, how about that for plug another one? Is that, okay? We have made the determination from an industry perspective that we want to connect pretty much everything. And I mean, everything they want to, they want to connect with my dog for whatever reason, but they want to connect to everything. And one of the conversations that I think that needs to happen is how do you secure that? Talk to us a little bit about Armis, securing that connected, because if you're not connect if you're not securing it, this whole digital transformation journey, whatever it might be, is all for naught. Right?

03:18

Yeah, exactly. And, you know, for the CISOs of the modern companies today, I mean, they have a pretty, pretty tough job. And as Today we talk about the IoT, this fear, so, so a lot of people doesn't even realize and understand that, that in the today's connected world, there are way more IoT devices connected to corporate networks than PCs and mobile phones. So therefore, in order to make a specific and very good cybersecurity strategy, the first questions that everybody should ask, Do I understand what I have connected to my network? If I don't, I mean, making making a solid cybersecurity strategy becomes quite difficult if you don't know and control what do you have connected in your in your network? So that's what we do. We help companies to get to knowledge what they have connected internet,

04:15

because the reality is, is that here's this IoT world, if somebody tripped out IoT or industry to Dotto, right, and it's like, okay, everything, we're going to connect everything, that's one, and then that it's sort of like cart before the horse type of deal. You mean, I can just stick that device out on this pump, and I can measure it, but nobody really thought at that particular time. They just sort of put it out there collecting data. Oh, good. But the the vulnerability that exists, exactly. How does RMS ensure that you see everything? What needs to be seen?

04:49

Yeah, well, I mean, we'd like to talk about two types of devices. We talk about Manage Devices and and manage devices to manage devices as the ones were You can wait, you can put a program in it like an SDR. So you can put an h in there. And then the announcement is devices are these that you can't because you know, IP cameras, blah, blah, blah, you know, you name it, there are tons of I mean, I can't even name half of the IoT devices or devices that are out there. But there are more than mobile phones and PCs, what I just mentioned. So what we do, we work with our agent, because we can't automate and build those devices, because by the design they've made, you can't do that. So by listening to network traffic, and putting our collectors to the strategic places of the customers networks, we can then give an inventory real time, what the customers have in connected in the network. And then the inventory. We call it discovery. It's a great piece. But after you have that one, do you know what happened? Scott? No, the inventory changes day by day. You're right about that? Yeah, exactly. So So if when you have the inventory, then you have to monitor that. So we do that 24 By seven, obviously, in the passive mode, we work with the hospitals, we work with the critical industries. So we need to be 100% passive, so we do that. So we monitor that. And then the third part is the security assets, you know, so how we do that, we do that through integrations with the third party products with the sub with the different CRMs, with SDRs, with CMP DS with tax and everything. So so so we have a buddy of everybody, so so. So we listen to the traffic, we tell you what you got. And then through the integrations we we had the customers to do due to be more secure and avoid those famous ransomware lateral movements from IoT device to another it demons.

07:04

There appears to be an education here that the industry needs to go through. I think just like anything else, you come to an event like this, and you're you get exposed to a lot of great, great, you know, solutions. Do you find that there is a potential gap with the cyber conversation with many of these solutions? Like, great, you're in the you're in critical infrastructure? How are you protecting that? And I think it would be a natural conversation.

07:39

Yeah, it is. It is. I mean, I'm not telling your name. But you know, there was 111 customer, one customer came to talk to me and they are in the water treatment business. So So

07:51

Josh. So social better treat that water properly.

07:56

Absolutely. So so that's the thing that we get some to tap and we drink it and stuff like that. But you know, in this particular case, they said that we have all servers, they've never failed. So So our strategy is not to touch them. And I said, Why are you sure about that? So so the apparent education, what you meant, I mean, it really depends. You know, the cyber world. I mean, I like to use the common sense thing, you know, if you get an email that you don't know, if there's a you know, weird things, but still, you know, 80% of the people, they still have to go and click the link and stuff like that. So I don't I don't believe I'm sorry to say that I don't believe in that education. It just doesn't work. You need to, you need to put you know, better barriers and and do things properly.

08:49

Who and I think you bring up a good point you we have this just human nature, this human tendencies to say, You mean, I want something, let me just open it up. And that's just natural. The other thing that I see that exists is the fact that as we journey down this road, we, you know, we're gonna get exposed to all this great technology and innovation, great thumbs up the people or the individuals that happened to various type of intent. They're licking their chops. They're saying, Hey, we're, we're learning as you guys learn, and we're learning the bad side. And you got a better you better have your act together.

09:33

Exactly. Exactly. This is this is you know what I'll, you know, like arms a lot I've been I've been in the white, perhaps too many cybersecurity companies in the past 22 years.

09:45

You look 20

09:46

Thank you. Thank you. You're welcome. Anyhow, but but but the real value proposition that RMS is giving to the market is really simple. I mean, do you know what do you have? Do you think it's important to know what do you Have? Of course it is and then do it in the simple manner enough to show the value from the next minute when you block in the collector into a customer network that really that really, you know, it's really cool for average sales guy like myself, so. So,

10:18

you know, you touched upon something and I want to expand a little bit, I think real I think the use cases that exist out there have to incorporate simplicity. If they do not if they it could, it could solve whatever problem but if it's difficult for, you know, me yep. Then if I shy away from it. So I think that that's an incredible statement that that doesn't need to be glossed with making it simple. Exactly. Look,

10:48

for instance, the same products, I mean, how many cm vendors, they're out there, they are very cool. And they do the compliance the thing really well. But what you know, unfortunately, a lot of times, I mean, if you don't have enough resources, and you name your company, who was tells that I have enough resources, there is none. So so so some of these very large projects, becomes headaches, and we'll never get you know, finished. Because they bring more complexity into the, into the value chain.

11:21

That's huge. That's huge. And whether whether it's good, bad or whatever, I know I'm lazy. I know that there is a necessity to do things, right. But if you can do things, right and remove, I don't want more headaches. Right? And so that's the reality of and I love that, that approach. Now. Where do you see it going? What? Put a little future hat on here? What do you see it go?

11:52

Well, you know, IoT, and internet of things. I mean, imagine the buddy buddy, Elon Musk, what he's doing what he's good is there is there is somebody that is I don't know if it translates to English, but who reads the future. And that there is there's a claim that says that was it 2035 445 I can't recall, anyhow, that you know, humans can't be driving cars anymore. So so everything will be connecting. So this connectivity, and the EOD connect Internet of Things will go boosting. So so so therefore, I see a very bright future for armies, because, you know, there will be more and more connected devices.

12:39

I don't think you can gloss over that. I think that as you come to an event like this, then you start talking to other trailblazing innovators that that exist here. It just opens up more use cases, which then opens up more conversations around cybersecurity. And it just goes on and on. I don't see it ending anytime soon. And it and again, we're here, get engaged, you gotta get on,

13:04

we are here and we want to be connected. And we want to be more connected in the future. So cyber is the thing. And the security is the other thing and knowing what you have, it's the third thing. So

13:16

there it is the trifecta of bumper stickers.

13:19

Exactly. All right.

13:21

How do people get a hold of you? How do they get ahold of

13:26

you? Ah, okay, we have a we had a stand together with the CrowdStrike folks, you know, this American company for HDR, which is like, you know, huge. So, so obviously, we've done our emailing and stuff and that, you know, I put meetings, but you know, people are walking and that they see army sacrifice, like in the in the booth. So, I fight. Let's talk cybersecurity

13:49

rescue. Thank you very much for just real talk. Once again, listeners, we are broadcasting from IoT solutions, World Congress industry IoT Consortium is a sponsor as well. If you want to come to Barcelona, come to Barcelona when this event happens, and you just going to get the most out of your trip. So anyway, thank you for being on industrial talk and talking about yes, cybersecurity listeners. I'm all right. Once again, we're gonna be back with another great conversation from this incredible event shortly. So stay tuned. You're listening to the industrial talk, Podcast Network. All right. Once again, thank you very much for joining industrial talk again. Here's the deal. You need to be in the digital transformation game. If you want a business that is resilient, you need to begin to embrace that innovation. But more importantly, once you embrace all that innovation, you need to be able to secure it and know that you're protected. And that's where RMS that's where fescue and team RMS bring a great solution to the table because, quite frankly, you need to secure it. So anyway, I'll have all the contact information for fescue out on industrial talk.com. So don't come to me and say you can't get a hold of it because he's out there and ready to talk. All right. Thank you to IoT solutions World Congress, great event, put that on your calendar. I think they're going to have it at the end of January of next year. So put that on your calendar, as well as the industry IoT consortium, fantastic. organization get engaged because we got to be about education. We got to be about collaboration, we got to be about innovation. Those are organizations that embody that we're gonna have another great conversation shortly so stay tuned, we will be right back.

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On this week's Industrial Talk we're onsite at IoT Solutions World Congress and talking to Dr. Gunter Beitinger and Petra Monn with Siemens  about “Digital Transformation Value to the Enterprise “.  Get the answers to your “Digital Transformation” questions along with Gunter and Petra's unique insight on the “How” on this Industrial Talk interview!

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Personal LinkedIn: https://www.linkedin.com/in/gunter-dr-beitinger/

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Company Website: https://www.siemens.com/global/en.html

PETRA MONN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/petra-monn-19a85b79/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

digital transformation, factories, digitalization, siemens, petra, people, iot, industrial, shop floor, software, problem, industry, technology, solutions, logic, enterprise, bucket list, armas, world, insights

00:00

Industrial Talk is brought to you by Armis. Yes, you were in the digital transformation game. Yes, you need to find trusted companies, trusted individuals to help you along with that journey. The Armis platform delivers complete asset intelligence, you know what that means, insights into your connected assets, you're in the digital transformation game, you have to have that insights into what is connected, go to armis.com find out more, you will not be disappointed. Also Industry IoT Consortium. At industrial talk, we always talk about education, we always talk about collaboration, we are always talking about innovation. And if you're a business that has any desire to be resilient to the future, you need to be able to educate, collaborate, as well as innovate with other industry professionals. That's a must. Industry IoT consortium brings that all together, you need to be a part of this community, you need to be connected with these leaders that are all apart the industry IoT consortium, go out to ai consortium.org. Find out more again, you will not be disappointed, you're just going to be happy. Hey there, and welcome to industrial talk. And you're saying to yourself, Scott, where's that jazzy intro that you normally have for your podcast? Well, this is a series. This is a unique series of interviews that were conducted on site at the IoT solutions World Congress in Barcelona. Excellent event, excellent venue, incredible professionals all focused on solving problems, helping us navigate these waters of digitization, and it's all happening at the IoT solutions World Congress, you need to put that on your bucket list. So with that said, let's get on with the interview.

02:02

To experts, Siemens as a company, we're going to be talking to Gunther, and Petra, specifically around the value to the enterprise with digital transformation. As you guys are all caught off guard, you didn't realize that's how I roll it. You guys do it. You have to Yeah, good time. Good. Good conference. Yeah, absolutely. Yeah. Just just yeah. Thank

02:31

you. Thank you for inviting us good. Yes. We already enjoy it here. The conference, walking over the floor and looking what is new.

02:41

Actually, it's also very nice that it's in Barcelona.

02:44

That no problem, isn't it? That's not That's not a bad thing. It's, it's a plus I keep on telling everybody. Yeah, once you come to Barcelona, make sure that you make this part of your bucket list to come to this particular conference. But yeah, Barcelona, we're going to a secret bar tonight. You want to know about it. Secret one, I see a hush hush. I'll share it with you guys if you want to, because I will. That's how I roll their toe. But we're gonna. So for the listeners out there. Let's start with you, Petra, and give us a little background. How long have you been with Siemens? And what's your background? As a professional?

03:20

Well enough to many years actually enough? Been a customer of Siemens before that that's been working in the aluminum industry? Oh, yes. Really? Yeah, we were flat rolling aluminum for can makers to make a lot of cans for beer, and other beverages, of course. So I've been a customer of Siemens, and then I changed sides. We recruited you. Well, I sort of wanted to know, you know, how they're all doing that. And then they told me I should try to actually unify a little bit of their portfolio because they're having lots of software. Since around about 10 years, they've been investing heavily in software, and they want to unite that software portfolio with their hardware portfolio. And that's a challenge.

04:09

Yeah, you're sort of soft pedaling. It's a big challenge. And it is something that has to happen in the world of digital transformation. If digital transformation is the sort of this solution to make you more efficient, create a business that's far more resilient, be able to give you insights, all of that good stuff. You need. need people like you to be able to make that happen because apparently you execute what about you? Gunther? Give us a background. Dr. Gunther?

04:36

Yeah, so yeah, I'm was research collaborator in a university there is where the doctor comes from, and now I'm since Yeah 99 with Siemens, but in different roles and in different areas. I started with Siemens, automotive, then Siemens healthcare. And then now so large drives and now with digital industries. Yeah, I've worked in The US and Mexico and also in other countries. So now I'm making stronger digital transformation.

05:08

Yeah, mad streak right now. But one of the questions I do have, and when we start talking about digital transformation, let's say I'm a manufacturer, okay? I'm Scott manufacturer. And and I hear about all this digital transformation stuff, everybody say, Hey, you got to do there, got it, you got IoT, you got the edge, you've got thin edge, you've got far edge, you've got near edge, you've got all of this stuff. And it's, it's just this lexicon of just things and all I care about is making my business more efficient. Getting some insights, and I don't want a headache. And I need to trust somebody to do it. Because all of a sudden, IoT for I O T is like this miscellaneous file now. And it includes everything doesn't include my laundry, but it does include everything else. Money never know. Sure, come next year, and Scott, we're going to be dealing with your laundry, IoT. So how do you how do you approach someone with the with the fact that this is the market that you navigate through? And how do you begin to instill this to Guntur? How do you instill some confidence in trust? Knowing that, yeah, you're the one.

06:23

First of all, because we are running our own factories, and we are using also our solutions in our factories. So this is what we also can show and demonstrate to our customers when they are visiting our factories. And yeah, by circumstances. Some of our factories are internationally also known as digital Lighthouse factories, and recognized by this also by the World Economic Forum. And as we are using our tools and implementing them, of course, we are able to develop them really, so that they are bringing the value to our customers.

07:09

Outside of the fact that I was pretty geeky about digital lighthouse. I like that word analogy, because I believe there are many out there that that we talked to use cases was like, hey, there's a new use case here. Here's a technology that is new, and we have this one. And then we created a new use case that apparently this is a problem. And we just sort of keep on going. But with Siemens, there's there's there's, there's real, it's, it's real, and I can me, I can say, hey, I want to go there, and I'm going to see it in action. Right?

07:45

Absolutely. And I think what it really adds value to all of this is really fast, we can not only talk about use cases and technologies, but we can also talk about what you need to make it happen. To implement it, we can really give some hints as to how high the efforts are, what kind of people you might be needing, and, and all the stuff that you need to think around. Yeah, you know, making the tap. And also,

08:10

you brought up another good point and we can sort of pull on that string just ever so briefly, is that there is a workforce component here. And there is a need to because this is so new outside of the fact there's a velocity that exists here with this technology. Yesterday, it was this and now today it's that and and the workforce itself has to have that, you know, upskill reskill, do we have the right people, how do we plan going forward? What is that going to look like? How do we begin to address that from a Siemens perspective? Because, again, you come to me and say, yep, digital transformation is going to create this business that's going to be more efficient, you're gonna see this you're going to do this you're going to be more resilient than whatever, but I can't find people what do we do with that?

09:01

Yeah. Now you have, how we address this with the staff we have on board and the other aspect was what you mentioned how we can find people Yeah. So, of course, we have to deal exactly with the same problems as anywhere in any any other company out there of why we are implementing these digitalization in this digital transformation as this is why it's called transformation. Of course, we have to think about our staff, our people and how to communicate this transformation to them. So from our point what we are doing is we have continuously communication with our people in our shop floor meetings, what they are going to expect what we are going to do and what we are going to address to stay competitive, to stay on the yeah ahead of technology and why we are doing Of course, we are offering all our staff rescaling and upskilling programs, as we are developing these technologies, and we are also imperiled developing rescaling and upskilling programs. And everyone, every every employee at Siemens has the possibility to log on our platform, which is called the solution platform and also the learning world where they are, can find their individual reskilling upskilling paths According to her, and his individual job profile. So for example, if you are a maintenance technician, and you would like to stay up to date ahead and be attractive for your employee, then you go into this learning world, you will find a path, a learning path individually for this career. And then it tells you what will be maybe expected from you in the future and how you can upskill yourself. So you have individually the possibility to create and to follow up, and you do it when you want. So also this is new ways of working you do it when you have the time you do it when you have the Yeah, yeah, when you would like to do it, because then also then when you are percepts, or when you have the perception, and this is how we address them.

11:48

Because that is excellent, you're absolutely spot on. I like that. Because the reality is, is that there's this velocity, this buzz, this thing that exists with in today's technology that is sped up fast, and therefore there is I can't see a time when, hey, I'm good. I'm all I'm all educated, I'm good to go. And it would seem to me, that is a continuous education, because there's going to always going to be some new technology, there's always going to be greater value in whatever is getting and it's going to we're going to roll it out. Petra, how did you sort of you're semi new, but you've come from the aluminum industry, that's a heavy duty manufacturing centric type of business. How did that that business deal with this digital transformation? Were they wrestling with it at that time? Well,

12:42

I, of course, it's a different type of manufacturing in aluminum. And so I would say they were probably a little bit behind Siemens also, because if you look at Siemens, as a company, it's a very engineering driven company. Of course,

12:57

a lot of companies are behind Siemens. So sure, if that's a problem,

13:05

totally, you could see that, you know, you would have all these very curious engineering driven people in the factories also. And now here comes a very special element that we have, with the digitalization of our own factories, it is that we can add even more purpose to what the people are doing. And putting in all this effort into digitizing our own factories, it is that they can actually help to make our own products better. So they have an extra purpose in what they are doing every day. They do not only make our factories better, but they help the solution providers that we have in house in Siemens who provide software for industry to make that software better. And so I think that adds a little extra spark in their little extra motivation, especially also to the already highly skilled workers and engineers in the factories. And it also adds obviously, a little bit more speed simply just because you're exposed to to higher pressure also or you want to you want to show off, you know, not only for your factory, but also towards the towards the solution provider.

14:14

So, go until we start talking about digital transformation. There's a lot of people talking about it. Yes, it is a word that is bantered back and forth. But I like the fact that you mentioned the need to bring value to the enterprise. In that process going to do is sit down with an organization can you say hey, let's take a steineke tiny step, move forward there. Or how do you how do you approach an organization to saying you need to do it let's bring value let's do it this way.

14:48

Yeah. As we are wanting to bring value to the digital transformation to digitalization, we are not coming from the technology. We are coming from the most pressing topics of our factories. So, we are going into our factories and together with them, we are working out what is the what are the most pressing topics and how can we how digitalization can support to solve these, and we cut out a piece of a maybe a bigger problem and make the life on the shop floor for the factories easier. And so, this is how value comes into the approach what mostly, we see is done wrongly that you address it by technology, hey, how about using Blockchain how to use edge technology and then what is the value now, you have to address it from the problem and and while you are really solving a problem together with the factories, you are leverage the motivation, the acceptance at the same time. So coming back to our people, and also the value is directly there. The next thing is if you are looking for solutions on the shop floor, and you do it in many different factories, you get a feeling of which solutions are scalable. So yeah, so you develop a solution, which can then be rolled out over the factories, and you multiply it and then digitalization has a much higher impact on the company. And while you are looking for such scalable solutions, so the step, bringing this to the market and have an even an enterprise impact while you are offering a solution, which is tested in your environment by a problem is then something which brings also value to the customers.

16:59

So one of the things that I've really, I can appreciate it, it seems that this IoT, this conference, there is a there's good and bad with a pandemic got it, I understand the bad, but the good. I've come to realize that there is a necessity to collaborate more, there's a necessity to be able to have greater conversations and what you just painted Gunther is said, we're going to sit down with your customer, we're not going to we're not going to say hey, here, this is the device you need this is this and and and you just sort of do this. No, you're there to have that dialogue to say, Okay, what is that pressing problem, we can slice it out. And then we can say, all right, it's gonna work, scale it, and then be able to create greater value, which is your ultimate effort. You don't want to just do something and say, Yeah, that's it, man. Good luck. That's a headache. And we know that there are a lot of legacy systems out there that fall into that category. So Petra, where do you see? Where do you see that going? I mean, I'm just telling you right now, two years ago, or three years, when we're when I was here last three years ago, maybe that's and then we hit the pandemic. So it's been four years. God, it's been three years. Yes. I just became older. Anyway, the conversation has changed so dramatically. I mean, it has to where it was like, Hey, we can put this device on this asset, and we can pull data. Now it's complete. That's like, yeah, that's, yeah, we can do that. But now let's start looking at the data, slicing the data, making sense out of the data, creating tactical recommendations. From here, where do you see it going? I mean, this, this is exciting. I don't have a future. What do you think it's going?

18:57

Yes, I think you're so first of all, yes, I think you're right. I mean, we've really shifted from a hive discussion into a, you know, sort of no nonsense discussion. So people are really working on many of these use cases, and they have the people that it takes for it. So where are they going? I think what we see now more and more is that we go away to be going to a very data driven logic. And that also means that we start to start to slowly shift a little bit away from that engineering driven logic logic, which is an if then logic where we think we can sort of control everything in that sequence. But to turn obviously, to statistically driven logic, some some start to call it AI and then go into all these algorithms and so on and so forth. So where we go into data clustering, and then really, you know, have all these these data scientists also on our shop floors, I'm looking into our data. So that is definitely something that I can be that I can see another thing that I believe is happening to is really this convergence of OT and it Oh, that's a huge, that's a whole nother topic. Yeah. So, so we were having all these people who were really, really good with all the machines and, you know, have their their very own programming logic in there. And now this programming logic from the from the machine level needs to fuse into the logic that we have in software. And that blink brings such a whole lot of changes we did, that's not just on a technical level, actually, that really also goes into how we're driving projects. Because software, people tend to have a lot shorter innovation cycles, they're, they're all working in that really HL mode. And that's something that from the hardware world, we don't know as well, because we are very used to hardware needing to really, you know, stand too many limits, and really stand up too many quality tests, and so on and so forth. So we are not used to put out into the world some piece of hardware, which is semi functional. Whereas we might bring some semi functional software onto the market, just because we can very quickly and very easily in short cycles improvement. So

21:21

that's, that's why when Microsoft launches a new update, they know that they're going to have bugs, and then that's already out there, whether they like it or not, they're going to have the user community saying that's not working. Hey, thank you very much. It's corrected now. You know, that's, that's the reality. And one last question to go into. This is all interesting, from my perspective, the reality is this available from the small to midsize businesses as well or is this just a, this whole digital transformation is only for the big boys and girls, and it's available for the small amount

21:55

that will be there, the whole digitalization aspect is nothing. Just for big enterprises. I would sometimes also name it, digitalization pushes lean to the limits. So you start from the shop floor, you implement smart solutions, small solutions, which make a great impact. Even a small algorithm who predicts maybe machine breaks down a few hours or a few hours before it really happens, brings a lot of value in small companies. It's very easy to deploy a very easy installed. And the big solutions, of course, installed over factory networks. Yep, that is then for enterprise companies.

22:47

All right. I gotta run off to another meeting that can you believe it? Well, yeah. And go on into the auditorium. You're gonna see me over there. And thank you for having us. So let's, let's for the listeners, how do I get a hold of you, Petra, talk to us. How do I how do I connect?

23:02

My name is Petra, mom. I'm looking forward to meet you.

23:05

That's right. That's M O N. N. And Dr. Gunther? How do they get ahold of you?

23:12

You can also find me on don't biting their nails.

23:17

You guys were fantastic. Thank you very much for saying yes. I enjoyed this conversation. Excellent job. All right, listeners, we're gonna wrap it up for today. This is day two, the end of day two, at the IoT solutions World Congress. It is an exceptional event. Put that on your calendar. And if you have any issues, comments or concerns about the contact information for your night, it's going to be at the industrial talk.com. And we're gonna wrap it up on the other side. So stay tuned, we will be right back. You're listening to the industrial talk Podcast Network. All right, once again, thank you very much for joining industrial talk. And as you can tell, we were broadcasting live from IoT solutions World Congress in Barcelona, what a great opportunity. It was a lot of fun. I gotta tell you to meet incredible professionals, why Cooter, Petra and others that are really focused in on solving problems making the future bright, for lack of a better term? All right. Put that on your bucket list. Yeah, why I now we're going to have all the contact information out on industrial documents. But we're also pulling together a just an ever expanding ecosystem of professionals like gouner and Petra, and others that are really focused in on delivering value, thinking differently. So please, support industrial talk, support the individuals that are out there, support the sponsors that make this happen, like Armis, like cap logistics, and please be that we're gonna have another great conversation from IoT solutions World Congress, so stay tuned.

The post Gunter Beitinger and Petra Monn with Siemens appeared first on Industrial Talk.

On this week's Industrial Talk we're LIVE at the 29th SMRP Conference talking to Chris Colson, VP, Strategy and Business Development with Allied Reliability about “Changing the Culture around Asset Management and Reliability”.  Get the answers to your “Reliability” questions along with Chris's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

CHRIS COLSON'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/chrisacolson/

Company LinkedIn: https://www.linkedin.com/company/alliedrel/

Company Website: https://www.alliedreliability.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

AI Dash: https://www.aidash.com/

Armis: https://www.armis.com/

Trend Micro: https://www.trendmicro.com/en_us/business.html

CAP Logistics: https://www.caplogistics.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

reliability, organization, people, allied, maintenance, professionals, industrial, initiative, 29th annual, governance, piece, fluke, field, drive, conversation, safety, chris, technology, execute, work

00:00

Hello, and welcome to industrial talk. This is a special edition we were broadcasting live from the 29th annual SMRP conference. And this is a live recording from that particular event. And I want to put on your calendar this year 2020 to the 30th annual conference, and that is going to be held on October 17, to the 20th. And it is going to be in Raleigh, North Carolina. So put that on your calendar. The event in St. Louis was absolutely spectacular. And if you are a professional, focused on asset management, asset reliability, this is an organization for you. That is the SMRP 30th annual conference, and that is October 17. Through the 20th in Raleigh, North Carolina, all of the contact information will be out on industrial talk. So stay tuned. Let's get on with the conversation.

00:55

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat grab your work boots, and let's go

01:13

all right you into history professionals. Welcome to industrial talk. We are broadcasting live from the 29th annual SMRP conference here in St. Louis, Missouri wonderful venue, incredible professionals just in reliability in maintenance wandering around. And just being great, great individuals. And we're also industrial Talk is brought to you by Fluke Reliability and accurate to Now what does that mean? So I go out to Fluke reliability.com. And then they there's a little blurb here that says provide maintenance and reliability professionals the data to do the job asset by asset where ever they are trying to argue about that when that's important because they do important work. And reliability professionals are great individuals and also Fluke or Accruent. If I go out to their website, it's solutions, real estate facilities and asset management, gaining insights to transform how your organization manages its physical assets. Another statement that you cannot argue about. All right in the hot seat for this particular event for this conversation, Chris Colson. He's with Allied Reliability. And we got a great conversation, Chris, how you doing my friend?

02:27

I'm doing great, Scott, thanks for having me.

02:28

This is good. Good to be here. Are you having a good conference,

02:30

I'm having a great conference. This is actually my 13th year coming. No kidding. I've been with Alan for 16 years. And we've been here and I've been a part of a number of different committees that I've served on over the years with SMRP. So I really really enjoy the show and love talking.

02:44

I really just the bottom line I just enjoy the individuals here who are passionate about what they are doing and trying to keep that asset up and running and doing and being asset doctors right and looking at and that's it man you're looking at a patient the patient could be a pump but you're trying to determine what the challenge is keeping it healthy whatever up. It's it's an it's a very if you're considering a profession consider reliability maintenance, whatever be either or I helped me define the difference. Maintenance are the ones that deploy the solution. Reliability identifies maybe the child has said hey, maintenance go out there, you will need this. We've got a bearing failure is that is that sort of the line of demarcation?

03:25

I think that's a great way of explaining it's gone. Yeah, guys and have their hands on the on the equipment. They they know the equipment, they want to fix what's wrong, but they need somebody to prescribe. Sometimes they don't have the insight or the or maybe the background to be able to say, specifically, here's what we need to do to to actually get better performance on a piece of equipment or fix it in a state that it can give us at least what it was designed for. Or maybe even better. And that's what the reliability engineer, I think brings to the game.

03:51

She's if I had to do it all over again, I would definitely consider this profession because it's just it's it's quite collegial. Most definitely. Now, we had this conversation and the conversation rolled around. Yes, there's great. The technology is out there. The sensors are out there. Things are available from a technology and innovation perspective. But it that's all fine and dandy, but if you don't have the right culture, people or whatever it might be. It's, it's well, it's not it's not optimal. That's for doggone Sure. Can we sort of start to explain a little bit about that. And why that is so important for organizations to sort of nail down.

04:32

Yeah, let me give you some of my thoughts and I get the opportunity and pleasure. Having worked with Allied and over my career. I started out as just a reliability engineer in the field. My background and I think it's a little bit like yours I understand. Used to be electrician

04:49

and baby a transmission journeyman lineman splicer. I did it all. And there it is. I ran crews. So he

04:57

I went out when I started my career, I knew I wanted to be an electrical engineer. So while I was going to college, I was also working as an electrician and then got to be a licensed electrician got to work with an electrical mechanical contractor in the state of Indiana, Warren largest privately held once. And and I got to get involved in design work of high voltage equipment. So I get kind of what you did in the field. And I got to see that with some of our team and then got to work with them from a design perspective. But as I transitioned in the career with Allied and on the reliability side, over over the first few years, I was out implementing projects and helping organizations get the right equipment strategy and not just understand the equipment strategy from a failure mode based. But what does it mean from an execution standpoint, and one of the pieces that I've been able to as I've elevated and moved on in the career and got to work with organizations and their leadership team was really talking about it, you know, we could throw lots of different technologies at it. But do we have we first of all identified how we're going to change the behaviors of either the operations team, the the maintenance team, and the overall culture to really drive a change that lasts? Too often, I think we get into a hurry of just fixing it and getting back up and running.

06:15

Yeah, that is a unfortunate reality that exists out in the field. And you're absolutely correct. I'll give you an analogy of exactly that. And I don't, I don't point fingers at anything, but it's just the realities. When we had a hurricane come through, powers out. Our only focus consumer get the power back up. So the professionals in the field are just trying to throw it up, they get it up, do they ever come back and say, Hey, I just sort of got this up to get the power going to get the ACS go, and so they never come back. And so that same thing can be applied to any organization where, Hey, you gotta get this thing back up. We got to do it. We don't have time get it? And so then, you know, they bubblegum it together, possibly. And then they forget about it, because there's another another thing. Yeah. And that's not the culture you want. No,

07:06

not at all. And so over the last four years with, with Allied, I've been able to work with leadership teams, and really work with them from a standpoint of putting in a governance process around any of their improvement projects that they're going to implement. And then governance entails what what are what are the expectations from everybody that's involved in this initiative. And when you look at that, from an organizational standpoint, there's people like health and safety, environmental and safety, you get, you get the finance department involved, because they have a piece, and HR HR is the folks that are recruiting the people in the skill sets that we need to be able to implement. So we will put what we would call a cadence of accountability around the execution of this initiative, and then across the entire organization and every function within the organization, and clearly identify what everybody's roles are, how quick how often we're gonna go back and report on the status update. And it's not just like, did we get this done that done? What are we ultimately driving for sure, in and executing on the strategic pieces that enable us to really get the full benefit out of the reliability initiative.

08:08

So you're saying, from a governance perspective, it's it incorporates, this body incorporates all aspects of that organization, that's from executives, finance, it, you name it all the way across and get everybody to buy in on the vision to support to be champions of whatever this initiative might be. That sort of it is.

08:33

And I've heard a number of different colleagues of mine, and some that I work with through the committees that we serve on here at SMRP that work with some of the other reliability solutions, providers, like allied, and sometimes we will toss words out like that governance piece. I'm very specific. And I like to promote that. You got to be concise. If you're going to ask an executive in his seat, that, you know, what is his role? You can't give him the whole spiel about maintenance and reliability, you've got to narrow down what's within his realm of control, and where do you want him to be involved and giving those pieces of information that he's going to act upon every single day or every single

09:05

week saying I like this? Because the reality is, is that I've seen a lot of, I mean, raise your hands if you've had a reliability initiatives fail, right? And it always gets down to what it always gets down to people, it rarely gets down to add a technology, blah, blah, blah, it's always getting down to that real passion and support by the executive team, whatever it might be. And I like how that you start there. Right? That's it, you know, somebody who cheer, we need a reliability program, we, we need to do better job at our maintenance and that means we got to do X, Y, Z. That's all fine and dandy, but you need that you need to start there. And I would imagine, correct me if I'm wrong, Chris. If you don't get that by and if you don't get that support, don't even go don't even go forward. Yeah,

09:56

I've seen a lot of wasted effort time but more than In anything it continues. If you don't get that effort, not only are you wasting people's time, but you're continuing to drive the culture in the opposite direction. Really? What? Right?

10:10

How many organizations? Have you ever been to where they said, we've tried reliability?

10:15

Nearly every one of them? That's right, I'll walk into right. That's right. And and then and then you've got it, what's different? What's going to be different this time? Yeah. And it's, well, because we're gonna get a chance to impact you.

10:26

And you know, the sad part about it is the simple fact that it makes sense. It's good business

10:31

it is. And you get back to it, though, you have to be able to tie all of those things back to helping them from from an executive perspective, how's this gonna better the company? How's it How am I going to get shareholders in, in in, you know, excited about this?

10:45

You have to? Do you ever pull in that that safety component? Because it is a safety conversation? as well?

10:52

Absolutely. Typically, when we go into to pull together a business case, one element of that business case is looking at the overall safety of the organization, how many safety events have they had? How are those things directly correlated with work that's being identified within their work system? And if you can see that there, they you know, I often when evaluating safety incidents, it's hard, hard to find where they've captured what they've done to correct that from a from a standard working, working position within every each, each day of their right. So do I see that that safety incident led to not only a root cause analysis, but did it change the way that they're executing the work in the field, and it's tough to find that, and typically, because they've not pulled it all together. And

11:40

so how it's important, we all establish that this is, this is, I believe, very strategic for businesses to truly nail down that culture, have that governance structure, that strong supportive governance structure. What I also find is that some people just get overwhelmed. Where do I start? Why how, you know, it can't be Big Bang? What what what do you recommend people to consider? Like, like, here's the elephant, where do we start?

12:12

Yeah, so my, what I've seen work pretty well, Scott, is one, we still start with the people. We start with understanding, do I need to do I need to? What's my current process overall, to drive the reliability? But more importantly, how do the people fit in? And do I have the right skill sets, and that's where you have to work very closely with HR and put together individual development plans for every person in the organization that's going to help support that reliability and initiative, we like to start there, because ultimately, you need the people to be able to execute and you need everybody aligned. So we start there, we put the governance piece in place, and then you start focusing in on the technologies, right, yeah, because it's then when I, when I have all of those pieces in place, I've got the right people with the right skill sets to execute and change the behaviors and execute the correct work, then bring it on, load me up with information from technologies.

13:05

There's been a lot of buzz conversation around training, resource development, and also the challenges associated with finding people. And there's been a, you know, a real concern expressed, do you find a clear, concise strategy around training allows people to sort of grab a hold of the vision of what you're trying to do and something? I don't know, just something more career driven as a less, you know, whatever defined? And

13:39

yeah, I do. And if you'll allow me to share and experience to be

13:44

a part of this year, it's about you. Anyway, Chris,

13:47

I was working with an organization. And we were talking about just this topic about training and building out IDPs for their entire organization. And when I say their entire organization, we were going across multiple business units. And they've got around 65 to 68 plants worldwide. We developed a three year program for every one of their maintenance technicians, whether it's electrical, mechanical, their supervisors on the operation side, as well as their maintenance site. We are at the beginning of of well, we've all been dealing with with the COVID situation. And so when we first started talking about this, we were going to be on site, we're going to be delivering that training curriculum and pulling people in, we were kind of tossed a curveball just like everybody else, how are you going to? What are we going to do? We can't stop we want to do something, right. And so we broke those sessions up, we delivered all of them virtually. For the first year, we delivered three different courses and we touched 520 people within their organization. And we brought them in in two hour sessions, two hour sessions over the course of about a month to be able to get through some of the first classes and that first class really is what's the overall strategy, what's the vision, what what, what benefit and what's in it for me to be a part of a reliance ability initiative. And we touched on that from every position, what benefit? Are they going to see? How does it make their life and their work better? And then also, how does it drive pride to the overall organization. So we're like, Man, I'm happy to work here. And I see the the companies investing in my future. That was, you know, we started to see that change over the course of that first, first course that we deliver, we got feedback from from VPS, as well as the guys that are in the field executing the work, and to saying, I think this is going to work. I love the bite size pieces. I love, love you guys conveying the overall strategy, and how I play into that strategy and where I can actually advance my career. I know what it's going to take to get to that next level. Right within the organization. So yeah, and

15:43

you're you've touched on, I mean, I love that by and I love the fact that they can determine and say, Yes, I see my role in this initiative. I see it. And so I can play that role. And I can play it to my best ability. And I don't know, man, I think you guys are doing great work out there. I think companies just have got to continue to do this. Yeah. No matter how much pain no matter how much I mean, training Come on. How do people get a hold of you, Chris?

16:16

You reach out to allied reliability.com Take a look at our website or send me an email at coastal sea at Allied reliability.com or professional.

16:22

You've done this before. It sounds like oh my gosh, it's incredible. All right, opportunity. Thank you very much for joining industrial talk. And also remember, we're broadcasting from the 29th annual summer SMRP conference in St. Louis, where the best of in reliability and maintenance reside. It's a fantastic time. And also, I want to just give kudos to accurate and Fluke go out to accurate.com as well as Fluke reliability and find out more great people. Great company. Great solutions. Thank you once again for joining industrial talk. If you're not we're going to wrap it up on the other side. So stay tuned.

17:01

You're listening to the industrial talk Podcast Network.

17:10

All right. Once again, thank you very much for joining industrial talk and a hearty thank you to Chris Coulson allied reliability as the company. I'm telling you, you need to find trusted individuals, Chris, trusted, if you are in the market for reliability maintenance, improving your maintenance, asset management, you need to talk to individuals like criticals and allied reliability. Also, if you are in that profession, SMRP is a must. Now the 29th annual conference was a fantastic event. This was 30th it is October 17 through the 20th and it is in Raleigh, North Carolina. It is a must tend to bet if you are a reliability professional, great, great venue, all right. To change the world you need to hang out with people like Chris. So hanging out with all of his contact information will be out on industrial time. And also also you need to continue to educate, collaborate. Definitely innovate. Be bold, be brave, daring greatly. We're going to have another great conversation shortly. So stay tuned.

The post Chris Colson with Allied Reliability appeared first on Industrial Talk.

On this week's Industrial Talk we're talking to Dr. Rick Fulwiler, President at Transformational Leadership Associates about “Real Transformational Safety Solutions.”.  Get the answers to your “Safety” questions along with Rick's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

RICK FULWILER'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/rick-fulwiler-64415011/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

AI Dash: https://www.aidash.com/

Armis: https://www.armis.com/

Trend Micro: https://www.trendmicro.com/en_us/business.html

CAP Logistics: https://www.caplogistics.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

safety, organization, rick, industrial, talk, business, transformational leadership, leadership, manufacturing, people, scott, absolutely, osha compliance, important, health, osha, industry, understand, average, incident

00:00

Hey there, and welcome to industrial talk. This is a special episode where we were broadcasting live from the manufacturing and technology show. So you're going to hear some background noises on this particular conversation, but I wanted to put this on your calendar. This year's events. This is the manufacturing technology show and it is scheduled for October 18. Through the 20th, it is back in Cleveland, Ohio. And if you haven't been to Cleveland, you must put that on your bucket list. Great people, great food, great experience, you will not be disappointed. And of course that show is going to be even better than last year's show. So put that on your calendar. That is the manufacturing and technology show. So let's get on with the interview.

00:48

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge Industry Focus innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots,

01:05

and let's Alright, welcome to industrial talk. Once again, this is the number one it was voted number one recently of the best manufacturing related and industry related podcast in the universe. I don't know who's been voting for it, but I am going to run with that. Like I know what I'm doing. And we are broadcasting live from the manufacturing and technology show as well as the safety leadership show here in Cleveland, Ohio. Put that on your bucket list because Cleveland is a beautiful town with great people. You got to do it. Now. You're in a hot seat in the industrial talk Hot Seat. We got a gentleman by the name of Rick. Don't Don't Don't Don't don't jump in Rick. Don't Where's your car? Don't jump in Rick. Don't Don't do that. Full Weiler. I can't even read my my own chicken scratch. That's awful, isn't it? No, not really. It is it's You're too kind. Yeah. You haven't a good conference?

02:03

I am. I am. It's been a good conference. Yeah, it's good to get out to a live audience for a change.

02:09

Come on, you know, that's the case. Amen. I mean, yes, I understand. The Good, the Bad, the Ugly with the pandemic. Everybody knows about it. But you know, what, what I believe me personally believe as a positive component of the pot. We recognize the necessity that we need. We're, we're humans, and we need to collaborate. We need to, we need to do that. And yeah, see, and it's absolutely wonderful now, Dr. Rick, give us a look. What are you Dr. And by the way,

02:39

I'm a occupational health and toxicology. That's a

02:43

mouthful. It sounds important. Far more important than my title, not at all. So give us a little background on what that means and who you are. And then we're just going to venture into this transformational leadership because that's important.

02:59

I think it is to

03:01

Yeah, because you have a book.

03:02

No, I don't know. That's too much work. Yeah.

03:06

Yeah, go ahead and talk to us.

03:08

Well, you know, I don't think I can mirror Scott's enthusiasm. But But let's, let's get on with this. I've been in this field a long time. I've been in the health and safety field now for 62 years, and spent spent it up my major career with Procter and Gamble where I know their global director for health and safety. So that's the real world. Then I retired and decided to do a little consulting, little teaching a little speaking, little writing. And I joined the faculty of a little, little University up in the north, northeast Harvard School of Public Health, and I've been affiliated with Harvard now for the last 26 years. So that's Harvard. I know, I know, it's not that snobby. I'd never be there was but but we, I'm tired of the other side of that. So we, we teach a course and leadership and management for EHS professionals and it's just, it's just been a very successful course, probably the only one in the country that's devoted to leadership and management for health, safety and environmental professionals.

04:11

Here's, here's the reality of safety. And, and in manufacturing, or any other industry, it is always looked upon, with what sort of like, what a pain you're here to, to prevent me from doing my job, right? You're here to slow me down and and, and that has to change.

04:34

You know, Scott, that, you know, in my career I that's how it started. And, and I know when I go in to talk to a newly promoted vice president of manufacturing, for example, I'm sure they rolled their eyes. Ricky, you know, tell us what we need to do and get the hell out of here. And it early in my career, though. What I found was, if you can, if you can merge the the case for health and safety deal with the success of the organization, then you have an entirely different perspective. It goes from looking at health and safety as a staff cost necessity to a building business asset. That's not simple. It has to be done with hard examples. Yeah,

05:14

that is huge. If you can do that, if you can tie the bottom line growth of your business financially with a, a robust safety leadership type of program. Yeah, I think you've got something there. And you're absolutely right. I can say without a doubt that 100% of all facilities I have been in, do not look at it that way. 100%, how do we do that?

05:43

Well, well, you know, you do that you do that a number of ways. But one, one of the ways you do that is trying to measure your health and safety output in terms of business outputs. And the best example I can give I use is, is sales equivalent dollars. Let's say that, that an incident costs you $10,000. And okay, so that's $10,000 that you're throwing away. But if you're working for a company with a profit margin of 5%, they have to have $200,000, with the sales to make up for that $10,000 in loss. Once you communicate that man that message to senior managers, they care about the human side, but then that that business size is holy cow, I didn't know that.

06:29

Come on. Do they say that? Come on, you know that it you know, they sit there, they have an incident? And I know, I lived it. I know it. And I knew exactly what that was going to cost me. And they just like, wow, I didn't know that. Come on.

06:46

No, they they don't think like that. You know, they don't think you know that when when you needed to get

06:52

that widget done. I need to get that thing. Yeah, no, you're right, get

06:55

the widgets out the door. But it's it's a slow transformation, I had good experience at Procter and Gamble making that sale. And that's one of the things I still do professionally now is offer workshops on building the business case for health and safety.

07:11

Okay, so let's say it sounds good. All right. Dr. Rick, you're talking my language, here's like, Ah, this is great stuff. How do you go into an organization? And you've just talked to the executive people? And of course, there's always a rift between executive and people on the front line, and you got all that cultural dynamics that exist within an organization? How do you begin that process? And I would imagine it's case by case, I would imagine it's leadership by leadership, but how do you what sort of in general, what do you do?

07:43

Okay, now, the first thing you got to understand Scott is, is if I'm going to be called into an organization to work with them, that organization has made a decision that they want to achieve excellence. That's so so I'm going into an organization that is, at least at the start receptive to listening to a message, I'm not going to be invited into an organization to help them go from below average, to average. So once you have that, then then you got to sit down, talk with their senior management, see, see where they resonate. The last organization that I interface with at a had a very tragic incident, and they were very concerned about the human element, not the business element of health and safety. So you leverage that, and and then you build the business element in that. So they understand, hey, we're improving the human element. But we're also improving the business element and that synergy, and that's I know, it's a coined word, but But it's great when you get senior management looking at it that way.

08:45

Here's the challenge. I see. And I love what you're saying. It has to happen. We have to invest in a very methodical way in our safeties that that makes it like a good business case to do it got to do it, it's important. Got it. But over the years, you've got a lot of headwind ahead of you, right. There's just a lot of stuff. Hey, look at we've got the posters on the wall, and they've saying you safety begins with you. And that becomes numb and everything's Nam and and, and and we've had our executive saying, we're a safety centric culture. And then when everybody's like, Alright, cool, we're safety and that's all good, right? Until that motor breaks, and then I can't get my material out, and then I'm going to cut corners to try to get that material out. And then all of a sudden, to trust it's all of a sudden gone. It's gone.

09:43

Okay. And that's, that's part of the real world. It's gonna change everything, but you use the term safety culture. If it were just talking about this earlier that I do not believe in a strong safety culture. I wrote an article that article was is titled A strong safety culture. No and hell no. And of course, I did that to be provocative. If you want to be if you want to be excellent if you want to achieve excellent results, you don't have a safety culture, you have safety inculcated integrated into the organization's culture. If safety is part of the DNA of the nation, you're not going to, you're not going to have the problem that line breaks down in the in the demand or just saying, Oh, we're losing production, but we got to bring it back up safely. because safety is part of the overall culture. If you separate safety, he'll say, oh, yeah, I know that safety is important, but we get the damn production. Right. Right. But But if he understands that safety is part of their DNA, yeah, he or she is going to take a different perspective and bringing that line back up.

10:47

All right, let's shift gears here real quick. All right, you were speaking at this event? What was the topic?

10:53

The topic was a transformational safety leadership, and how to get an engaged workforce in a COVID altered world,

11:03

outside of the fact that that's a hell of a mouthful. And I probably couldn't spell half of us know. So what does that mean?

11:11

Well, I think I think what it means is, first of all, you have to understand the difference between transactional leadership and transformational you

11:17

talk to us because you mentioned it prior to this conversation, of course, that piqued my interest. What what is that?

11:22

Well, a transactional leader is strictly focused on on numbers on metrics, total recordable incident rates,

11:30

which is 99% of everybody out there.

11:33

Absolutely. OSHA compliance. And and so what I find is working with large organizations is they tend to be hardwired on the transactional side. And transformational leadership is where you do care about the output, but you care about the people doing the output. Okay, that's all right. You've got it. If you want excellence, think of a team. If you have a team, and this team is kind of well, yeah, okay. It's okay. But you got another team, and you know, their head and heart is in the game. Yeah, which team's gonna win the game? So I'm not about average, if a man wants to have average, I don't really want to talk to Dr. Rick, he's not about average. No, and I'm talking about Excellent. So I want to we want to deal with people who want the head and heart in the game, get their workers engaged, when their workers are engaged, they're going to drive better safety results, but they're also going to drive better business results. And we've got hard numbers to prove that. So what we did today was was talking about concepts and principles, people understood a transformational leader is one that cares about the workers, but cares also about the output. And and that leader has to show that it can't just be window dressing. Oh, and there are

12:47

skills you want to shoot something down in a jet second, yeah. spout all that and then not care about it? Yeah, absolutely.

12:54

Absolutely. So we talked about some skill sets, you have to be a good listener, you have to really show you care, and you got to be willing to engage. And that means from the boss on down, engage with the people talk to the people.

13:10

Sounds good. I like it.

13:11

You sound like a cynic.

13:13

No, no. And, sadly, sadly, I've been in many organizations, and let's say something like a mid to small type of company, where safety is important, and they have you, you can't, you can't have some sort of organization run like Mad Max, right? You don't want that. But, but the reality is, is that this is this is heavy lifting. Because when you have OSHA, and and, you know, your compliance, even even the word is its compliance, right? Very empowering. It is and you, you know, you shaking your boots because you want to comply with OSHA, and yet the data, everybody knows about OSHA, you have the data doesn't change.

14:00

Okay, take that. I don't care if it's a small, large or medium Corporation. But, but if that if that enterprise is focused strictly on OSHA compliance, they'll achieve about average, maybe slightly above average. Yes. So that's all they're gonna go. So my point is, unless the leadership of that organization decides, hey, we're tired of being average, we want to be above average, then the door is open to talk about how do you get there, right. And that's where you start talking about transformational leadership. That

14:31

is the only way you're gonna be able to do it. Yes, only way and because because you're right. If I'm shooting for OSHA standards, or I'll hit it, I might be a little bump, but I'm not going to surpass it. No What, why? Because I'm in compliance on right there.

14:49

That's what will get you the other. The other thing that will drive is in unfortunately, companies or enterprises might have a safety tragedy. And that might be a True epiphany Yeah, no, I've worked with companies that have had that. And so Oh, yeah, they're good for about a year or two, and then they're back to normal. I'm working with a company now, who's had that safety epiphany. And they're still committed to becoming one of the world's safety company, safest companies 13 years after that incident, so, so it doesn't always stick.

15:22

Yeah, but but as long as you keep at it, yep. Yeah. So, so I'm listening out there. Well, no, I'm talking. So I'm a listener out there. And the listener says, gosh, I like what Dr. Rick is talking about. I'm a manufacturer, I want to know about more about that. Transformational Leadership, how do I get started? What do I need to do? How do I get a hold of Dr. Rick? Well,

15:44

I'm I'm an old timer, and I don't even have a website. So the only way they're gonna get a hold of me is is through my email address, or my phone and

15:54

go check that email address. Yeah, it's a Gmail. Yeah, it is. Well done. And it is our D, F, BMW, and he's the president. Yeah, mad skills. I don't know about that. Oh, give me a break. Don't sit there over here, and then shoot down what you said, because you're an absolute Rockstar when it comes to this, because safety is important. It is. And we've got to constantly challenge and rethink of how we approach our business from the safety perspective. And I like that transformational approach. Thank you for being on industrial talk.

16:32

Well, Scott, thanks for having me. I really enjoyed it.

16:35

It was a good time, wasn't it? It was one tell all what the heck because it manufacturing everybody is absolutely spectacular. Absolutely. All right. If you're not, you're saying Scott, I gotta get a hold of this. Dr. Rick, and I still didn't get the email. Fair enough. We're gonna wrap it up on the other side. So stay tuned.

16:54

You're listening to the industrial talk Podcast Network.

17:02

Tara, once again, thank you very much for joining in just real talk and a hearty thank you to Dr. Rick. Full Wyler. If you're serious about safety, doing something about it. He got this trusted guy right there. I'm gonna put all his contact information out on industrial talk. Don't hesitate. He is a wealth of knowledge. All right. Again, manufacturing technology show this year, October 18. To the 20th 2022. Last year was great this year is going to be better. So put that on your calendar. Let's get back to normal. Let's start connecting let's solve problems. All right. Industrial talk is all about highlighting leaders that are there to help you succeed, to solve problems. They want to collaborate, they want to educate and they want to innovate, do not miss out on all of the great content being developed at industrial talk.com. All right. Be bold, be brave, dear greatly. Thank hanging out with people like Dr. Rick and you're going to change the world. Remember, educate, collaborate, innovate. It's all big. We're gonna have another great interview shortly.

The post Dr. Rick Fulwiler with Transformational Leadership Associates appeared first on Industrial Talk.

On this week's Industrial Talk we're talking to Rahul Saxena and Nitin Das, Co-Founders of AI Dash about “Satellites 101, Today's Impact and Future Benefits”.  Get the answers to your “Satellite” questions along with Rahul and Nitins's unique insight on the “How” on this Industrial Talk interview!

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Personal LinkedIn: https://www.linkedin.com/in/saxenarahul1/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

satellite, ai, listeners, utility, succeed, conversation, rahul, wildfire, called, industrial, bands, technology, talking, images, innovations, solving, dash, capture, launched, vegetation management

00:04

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who would keep the world moving. So put on your hard hat, grab your work boots,

00:21

and let's get right once again, welcome to industrial talk the number one industrial related podcast in the universe that celebrates you, the industry professionals, the companies that get it done. You are bold, you are brave, you dare greatly. Absolutely. And you are changing lives. You're solving problems. You're changing the world. How can we argue about that? Also, this is sort of unique. So take a note of this. This will also be rebroadcast on a new podcast called satellite superheroes. Now we're going to be identifying how satellites, the technology and satellites will benefit industry as a whole. It is exciting, it is absolutely amazing innovation. All right, we've got in the hot seat, speaking of satellites, Nitin Das, and Rahul Saxena with AI Dash. And we're gonna just start talking about that satellite 101. Because I need to know that all right, let's get cracking.

01:25

They're doing so many things with satellite that and I don't even know that the technology is mad, just mad. And AI Dash is leading the way, definitely on how that is really impacting industry as a whole. So it's a big game, big deal. But before we get into that, I want to make sure that we've been talking a lot about are you getting the most out of dot, dot, dot, you're getting the most out of your engagements getting the most out, I'm all about marketing, you just just got to know about that. And I think marketing as a whole is really important to your sales, right? It makes sense, right? There goes hand in hand. And I think marketing drives the sales organizations, the sales activity, and really just sales is a confirmation of of what's been talked about in marketing. That's just me, we can expand upon that. But I have been really sort of talking about, Hey, are you getting the most out of you got to ask those questions, especially today getting the most out of whatever it is fill in the blank. The other thing is that I want to be able to just sort of begin sharing of how I sort of look at markets and how I help clients succeed. One, you find that target, who are they 50, just this just let's keep it manageable, not a not a scattergun approach of let's say, 30 or 15,000. That's a tough one, I don't know how to, I don't know how to filter those out. But let's just say we identify and we do our research, and we identify 5050 is manageable, and then that 50, we identify the why we want to connect with them why this is an important contact, why this is strategic for the success of our company, figure that out. And then from there, be able to create that plan of attack that how to help them, whoever those targets succeed. If you truly have a passion to work with these companies, these individuals, you've got to help them succeed. Does that happen right off the bat? No, you're half to create the relationships. But at the heart, right here at the heart, you want to help them succeed. Because if they're happy, and they are successful, everybody's happy. And everybody succeeds. And that is really the goal. So when you start to identify those, those prospects that are important and strategic to your business, and answer the why they are, then you develop that strategy that helps them succeed, whatever that might be, due to, you know, hey, I was thinking about you, here it is, or what I do is like, you got to get on the podcast, you got to elevate that voice. You've got to get that message out there. You got to tell that story because it impacts and helps people succeed. That's how I roll so get the most out of target your prospects understand that why whittle it down? Right? Get? You know, let's just be honest here. In your scatter gun, 15 30,000, whatever, list, there is a small portion that are truly meaningful and strategic to your business. Let's just, why don't we just cut right to the chase, identify that all the tools are out there to make that happen? Why waste your time? Sure. You can keep hammering this stuff out there and hopefully somebody comes to the website and hopefully something. No, no, no, no, no, no, no. Let's be very strategic on who we connect with and help them succeed. Just That's how I grew a business took it public. That's how I took another company and sold it is just, I wanted to truly solve problems for them to help them succeed. All right. Now, again, you heard me allude to it. This is satellite superheroes, which is a new podcast, and it's all part of the industrial talk network, where we're going to be able to, and where we are highlighting incredible professionals, incredible companies that are delivering innovations in their specific space and does real talk. Yeah, I can be pretty high level. But the reality is that we need to have this conversation in satellites. We do, we need to begin tapping in to these individuals that understand the impact the positive impact of what is taking place in the world of satellites, from an industrial perspective, from an environmental perspective, from you know, in, in this case, we're gonna be talking vege management's perspective, it is powerful, it is transformative, and it is going to change the way we do business going forward. And the reality is, we need this businesses, if you really want to have that business that is resilient. If you want to really have that business that

06:17

knows what to do and when to do it. And be able to deploy your capital in the right way. You need innovations, like what we're going to be talking about from AI Dash is satellite is huge, and it's only getting better. wait to hear what is taking place. I'm telling you right now, in the world of satellite, and the reason why this particular conversation is so interesting. First, it's a launch to it is from my perspective, that sort of satellite one conversation I I don't know anything, I know they go up in a rocket and they get out there and they get into the right orbit and they do things. But the reality is, is that it's mad innovation, and these are incredible solutions. Alright, let's get on to it. Nitin and Rahul AI Dash, they are co founders of that particular company. And I'm just telling you, we're gonna be talking about satellites, satellite 101. How how satellites are positively impacting the way vegetation management happens and other things. So really enjoy this conversation. All right, welcome to industrial talk. We have Nitin Das, and Rahul. Okay, a set Saxena. Can I do it?

07:35

Yeah, that's fine. That will do.

07:37

Alright listeners in your face. I got the names right. All right. We are talking AI Dash we are talking about satellites. We're talking about utilities. We're talking about how the use of satellite technology AI is is going to significantly if not now significantly improve vegetation manage within the utility space and as an old crotchety crusty, journeymen utility lineman. I love this topic. So I will be geeking out listeners because well, it's an important topic to have. And I think it's going to be just absolutely transformative when it comes to managing vegetation within the utility space. I like it. It's a cool topic. All right, before we get into that, Nitin, for the listeners out there, give us a little 411 a little background on who you are, and why you're such an incredible professional, and then I'll throw it to you Rahu.

08:33

Okay, so hi, everyone. I'm Nathan. So I'm one of the co founder and chief AI officer at the AI Dash. So here, in addition, basically taking care of all the research and development over AI ml solutions, around 18 plus years of experience with a computer science background. And for the last many years, I'm mostly into AI ml technology, and building solutions around that.

09:01

It's, I have a number of conversations with ai, ai technology, machine learning, simulations, data and all of that stuff. And this is just, this is a fascinating, and you're right at the cutting edge, which is very cool of how you're deploying that AI platform technology in the world of satellites, which is it benefits us tonight. I'm a big fan of that. Rahul, give us a little background on who you are.

09:32

Yeah, hi everyone. This is Rahul am Co-Founder and CTO at AI Dash. So around about 20 years of experience. Some of them was work around building enterprise security software at RSA Security. So did a lot of I mean, right from design development to management around building the software's for large enterprises, fortune 500 enterprises, a bit of startup experience on brambly on the b2c space. So mix of you know entrepreneurship and technical roles. So at AI Dash I look at, you know, building all these different cool applications based on the I mean the cool stuff which Nathan is doing and the AI side and building the platform around that.

10:19

Say Allah listeners, this is going to be a great conversation, as I alluded to just because we've got two incredible professionals with mad skills in the world of technology. And and what makes it exciting for me, outside of the fact I love the utility space, the power space, the energy space, is that I think there's a tremendous transformation that is going to have to happen within the utility world. And I think that it's wonderful that you guys are leading that that charge now. Many of the listeners, I am going to be candid with you many of the listeners know of satellites, no of, you know, yeah, hey, I've got my dish, and I guess I'm getting, you know, whatever the, but there's a lot more to it. If if you could give us Rahu, some sort of that historical perspective of satellites, would be it sort of lay that foundation, and then we're going to expand from there.

11:18

Sure, sure. So the first artificial satellite, or you know, the era of remote sensing began with this satellite called Sputnik one, which was launched has, you know, as early as 1957. So it's been what around 65 years since the first remote sensing satellite was launched. So that was the first satellite which could complete the orbit of Earth every 96 minutes, and can transmit signals which can be received by Earth, right. That's where the remote sensing error kind of began. Back almost 65 years back over a period of time, you know, this space has really evolved. So it started with, let's say, a single sensor, which was more optical, and you can just see, like, you know, the camera image, what you see for your normal camera, eventually, from, let's say, 60s to 80s, it started getting into multispectral, which started capturing more bands. And met them is an expert that can deep dive more into, you know, what those bands are, from there, we got into radio images, thermal images over next two years. And I think, for last couple of decades, the journey has been, rather than having very large satellites, to what they call nano satellites, or smaller satellites, which are very small, and rather than, you know, launching a very large satellite, which is very costly and takes a lot of time, you can actually have, you know, a very small dimension satellite, which you can, you can launch multiple of them, have a constellation of them. So that's where the world has evolved. So just starting from, you know, these funds,

12:54

I'm writing this stuff down, and I'm going to nano satellites, and a cluster I'm all about that is incredible. I didn't know, and it was interesting, back to Sputnik. And I read about it and all that stuff. Really the the premise behind Sputnik as a result of just a satellite is to be able to say it's transmitting PPP, whatever it is, and we're receiving. So we've just proved that we can do up here and and receive whatever that signal and that is, that is a sort of a leap forward in the advancement of technology. I've got to ask, and this is a two unit and how many satellites are being launched every year? Right. And then Then, can you explain for the listeners and and Rahul mentioned it bands? I don't know. Explain a little bit of that. Thanks.

13:56

Sure. Sure, definitely. So, as we have seen the natural progression of the satellite. So the these days 1000 new satellites launched every year. And I would like to say basically the different types of satellites basic like started from our observation, then terrestrial multispectral satellite SAR hyperspectral in multi sensor satellites are there. So in the multi spectral, basically, there are multiple bands having different frequencies and different wavelengths. So those are called basically the red, green, blue, and I our red edge, and SW IR, that is shortwave infrared bands. And combination of these bands can be used for solving different kinds of problems. So that that is basically the multispectral part. There are the different kinds of satellites called the thermal satellites. Basically they capture the thermal signature of any object on the arc. So that is the thermal sink thermal satellite, hypersonic hyperspectral satellites are basically having more than 200 Plus continuous bands, and they basically will open up a new era for basically solving different kinds of problems which which can be solved through multispectral satellite. And there is another kind of satellite called SAR that is a synthetic aperture at synthetic apertures satellite. If you if you look at optical satellites, though there is a limitation they basically can't see through, they can't see in the night and can't see through the cloud. But there are synthetic aperture radar satellite, those are called Radio satellites, they can see they can penetrate through the cloud. And they can also see objects in the night as well. So these are the different kinds of satellites with the with the corresponding bands

15:37

of the satellites. And you bring up a good point because you just said, Hey, satellite could be this satellite could be that this is we could see this, we could see whatever it's it's, it's amazing technology of how does how to if I'm a satellite person, how do I manage that 1000? You know, new satellite inventory, given? What I have here, right? What what is being launched? That's SD unit? And how did how do they make that determination? Or are all satellites multi capable?

16:14

No, so all the satellites are not multi capable. So there are basically multiple sensors installed on some on on a single satellite. But for example, let's say thermoset light. So there is a single sensor, there's a thermal sensor, and a SAR satellite is a single SAR sensor. So yeah, so based on based on the use case, based on all other things, basically, they basically installed multiple sensor or multiple camera on a single satellite.

16:39

And it's just gonna get more and more, right. It's just, it's just, and the technology is just going to continue to advance and it just like anything else, it's definitely not static. It's a very dynamic type of environment. Now let's talk a little bit about that. Me old crotchety, crusty journeyman lineman, I'm a, you know, I'm all about that human inspection, I got in a truck, and I went down, I looked at that tower, and I climbed that tower. And then I looked at that insulator, oh, that insulator, and that was very labor intensive, right. And so then here comes drones, drones were like, all right here, now I can see it and take great pictures. And then, of course, LiDAR, and so on. explain to the listeners of the difference between, let's say, the drone LIDAR human approach versus the satellite. why that is? So I think that's transformative. Can. Rahul, could you sort of help that? Argument? Why the question.

17:45

Yeah. Yeah, sure. So I think the biggest difference there is in terms of sheer scale, which satellite can do the shed satellite, like I mentioned, I mean, starting from Sputnik era, which was covering the whole earth in 96 minutes. So there's a there's a massive coverage, which is happening pretty rapidly, right. So none of the options you mentioned, like LiDAR, whether it is a drone, a drone, or a helicopter, or obviously, for human beings, it's not possible to scale at that rapid speed. So So for example, a satellite can capture very large areas, like up to, let's say, 1000 square kilometers, which is just not possible in you know, drones, or, I mean, from a human angle. So that's, that's one of the major differences. So if you are looking at so obviously, I mean, if you keep going a bit far from the subject, the resolution might drop a bit. But it is more than compensated by the sheer scale by which you know, you can get this imagery captured. Apart from that, since satellite imagery, you know, keeps taking the image and keep sending it to Earth, over a period of time you get archives or archives of these imagery, right? So if I'm looking at an area, I just, I'm not just getting an image as of today, right? Whether it is human or drone, or LiDAR, you can just capture what is there today, right? Unless you have you have been doing this for a very long time. In satellite, I can actually go go to the past and make a future prediction. Right, I can see the pattern and make a prediction based on that.

19:16

See, and I like that. And listeners, that means that that I have a picture. Let's say I have a picture a week ago, I have a picture today I have a picture a month ago. And and and Nitin correct me if I'm wrong, through the AI capability, be able to determine because the key here is, and I would imagine, correct me is that, hey, I want to I'm a utility. I have vegetation management, that is a cost to me, and I want to deploy my money efficiently. Don't go over here, go over there and be able to communicate and deliver that type of insights. Because you have that those multi pictures vision of from above, is that correct?

20:01

Yeah, so basically, you take pictures at multiple point of time, and you can basically estimate the change between these two images. And that case that change can be translated into, into a problem statement, something like that.

20:17

Yeah. Yeah, as, as I, when I was doing patrol work, the the reality is this, this, if there was a rain and there was a eucalyptus, I knew that that was going to grow. And so I'd have to get in the truck and get my, you know, and go out there and cut or waste my time and go out there and say, Oh, I still have clearance from whatever the power line CIO or whatever it might be. It was, it is an Prowl, it is the ability to be able to truly deploy. It's my money. This is, you know, dollars and cents my maintenance dollars in vegetation management to the right, and can I see the type of tree it is like, the, the type of tree, here's eucalyptus, here's, oh, here's this and be able to also have that determination. Is that a possibility? So you can see, I can, like, I geek out on this stuff, because I have that same problem. Can I do that?

21:18

Yeah, sure. I think. Sorry. Yeah. Go ahead.

21:23

I just give you a high level, and then maybe you can add to it. So yeah, I think there are two things here. So from this perspective, I think, yeah, I mean, it's a problem, which, obviously, with his algorithms he can solve. The other angle here is it also depends upon what you are, what you need from this solution. Right? So if when satellite imagery, I can go back to the past, while I'm looking at is whether it's a eucalyptus tree, whether it is some other tree, what's the growth rate? What's the clearance, right? So if, if I'm inspecting manually, so if it is a eucalyptus tree, I understand the growth rate, and we can make up cycle 10 prediction based on that. But if I am, you know, just having this data independent of the specie of the tree, I can make a prediction independent of the specie of the tree. Right. So, so knowing the specie of free becomes slightly less important. But yeah, to your point, I think you can you can add more around, you know, especially if

22:12

I was iterating. The same thing, basically. So with the current set of images, you can basically get the current state of the vegetation, but you you, and with basically the historical images, you can estimate the growth rate of each of the tree. Without knowing this issue, we don't require the species because we we estimated the growth rate of each and every tree within a given area of interest.

22:38

Do you in to this as to unit and do you also in your AI? Solution? Incorporate weather?

22:49

Yes, weather is an important factor, which basically weather soil all these basically, variables are, are the part of a fader a model.

23:00

It then it dovetails nicely with the next question, and this is to unit and it's there is a lot of chatter, a lot of discussion around disaster management we see. Right, it just happens. It's, it's gonna, sadly, it will happen again this year, and we're going to have that same conversation and it's just going to with the the AI satellite solution. How does that help with that? How does it minimize and be able to sort of elevate that disaster conversation?

23:39

Sure, definitely. So I'll basically give you an example of wildfire how how the satellite can be used in the wildfire. So there are three components in wildfire, the precondition before the wildfire, during the wildfire and the post after after the wildfire happens. So before the wildfire the satellite data is used to identify the wildfire risk risk zones, which can be used for hardening the infrastructures and on so if you already know in advance, what all areas are important for wildfire perspective, low mid high, categorize those in globey time, then utilities can take appropriate actions before time to for hardening the grid, and all those things during the wildfire because there's a natural calamity which can't be avoided. So if the wildfire is happening to satellite data can be used for basically estimating the direction in the speed of the wildfire. And then the utility can take appropriate actions. For example, the evac evacuation on time, so if they know the direction isn't all and post wildfires, basically, the post wildfire damage can be estimated through satellite data, which can be used for restoration and many other purposes.

24:49

I'm having a hard time poking holes in your value proposition for utilities. I mean, it makes sense. So if I'm a utility I've had this conversation with utilities is that they're having, they're having challenges less like everybody else. And the challenge is, is I got workforce management. You know, how do I find the right reputable tree? Company to trim? And then why do I do? They're, they're struggling. And and this is a huge budget component to their business just is it's it's a. And if I, if I was a utility company, I would definitely take note, because I think that this, this is a fad, and it's only gonna get better. Right? The it's just let me ask you this, let me ask you this. So with that, with that statement, it's only going to get better. Where do we see it going? Rahul?

25:48

Sure. So I believe, I think one way is to look at is extrapolate the history discussion we had at the beginning of this conversation. So it's going to continue the same way, we had till nano satellites, we are talking about actually pico satellites, which can be even smaller, so more satellites and more coverage, maybe miss use cases, we are also looking at, as more of more of this image becomes available, I mean, there'll be some commercial satellites, there will be some satellites launched by government. So more data becomes available, more kind of models are possible, as we go along, the AI becomes better. And then as we are going forward, and especially this becomes important for things like you know, monitoring for let's say, a wildfire, or a storm and those kind of things. So, the time travel between you know, the signal coming from space to Earth, a lot of work happening on that side as well right. So, how to reduce that time. So, the moment a satellite captures, can Are there ways the signal can be captured very quickly on Earth, so that some action can be taken. So those would be other areas, which we feel there will be more advances.

26:56

I like again, I keep on stubbing my toe on the Nano idea. I can't, I just have to ask it. Now, what's a nano sat How big is a nano satellite, I mean, just physically.

27:13

So basically, let me let me just give you a complete figure so that you will basically have an understanding of the progression in the size of the satellites. So initial, when the Sputnik or the initial phases of satellite, those satellites, basically the the weight of those satellites were around 100 to 500 kg, a single satellite, then there came the micro satellites, the weight got reduced to 5200 kg, then there came on nanosatellites, the weight still got reduced to less than 10 kg. And there's there's a new set of satellites called the PICO satellites, the weight is around 100 grams to one kg. So that is the new set of satellites.

27:53

Come on, listeners, you got to admit that that's pretty cool. That's a great conversation. When I was a boy, I, I was a big fan of Estus rockets. So I would always shoot off these rockets right. Now, I guess I can get as this rocket and put one of those dog on satellites, if it was powerful enough breaking the Earth at the pole. Oh, that is so that's exciting. And you know what else and I sort of dovetail everybody's talking about all the stuff that's in, in, in space right now. But those, those really small satellites address that. I mean, it's it's not a big clunky thing out there, right? It's, they really do they address that. And from a cost perspective, I mean, I can throw a bunch of them in there and and zip it out there and and and so, I get greater bang for the buck for that whatever that that you know, rocket

28:48

and I would like to add one more thing. So along with the basically the change in the size of the satellite, there is also an increase in the resolution. So basically, initially, the resolution was around 5200 meters, the and now the resolution is basically tents. I mean 30 centimeter, 20 centimeter and 50 centimeters, very high resolution satellites.

29:13

Again, add to Rose. I mean, it's gonna it's gonna continue to be better. It's just, it's just gonna continue. I don't know if I'm scared or, or excited or whatever, but that's a that's a heck of a conversation. All right, we're gonna have to wrap it up outside because I would I'd love to continue to talk about it. However, Rahul, how does somebody get a hold of you? Like email what but, you know, they they said, Hey, Rahul spoke to my heart about satellites. How do they get ahold of you?

29:49

Yeah, he will work. I'm on LinkedIn. So So in any of these medium, I'm available.

29:55

Very good and to you knit and how did they get ahold of you too as well?

30:00

The same medium, which basically the whole mentioned.

30:03

I gotta tell you, gents, this was a great conversation I really enjoyed. And I know that we just really just scratched the surface on what you guys are doing at AI Dash and what, what's taking place in how you are. I hate to say it but passionate about helping utilities and their vegetation management, leveraging the technology leveraging satellite hack, have a conversation. Well done to you both. I enjoyed that conversation. Thanks. All right, listeners, you're saying to yourself, Scott, I do want to go, just go out to industrial talk.com You go out to industrial talk.com You will have both all of the contact information, AI Dash everything that you need to pursue additional information from these two individuals. I gotta tell you, I really enjoyed it. All right, listeners, we're gonna wrap it up on the other side. So stay tuned, do not go away.

30:53

You're listening to the industrial talk Podcast Network.

31:03

About that conversation at is absolutely amazing enjoyed it. With Nitin and Rahul with AI Dash. The future is bright. When it comes to industrial solutions, you got to check out AI Dash go to AI Dash.com. Also, you need to go and support satellite superheroes. And the reason you need to do that is because we're going to constantly begin to break down all of the great technology that is impacting in a positive way. industry as a whole and you need to be engaged, you need to take on that learning requirement because you need to, you need to learn, you need to collaborate and you're going to innovate. That's the reality of the situation. Alright, if you're looking also at me, in my I'm in my jacket for the first time in a long time, had a meeting and I'm still wearing the jacket. So check it off. It's all good. All right, again, let's be a ecosystem that is truly helpful in solving problems and allowing other companies succeed. All right, we're gonna have another great conversation round a corner. People will be brave daring greatly, and you're gonna change the world.

The post Nitin Das and Rahul Saxena with AiDash appeared first on Industrial Talk.

On this week's Industrial Talk we're talking to Prith Banerjee, CTO at Ansys about “Simulation Based and Hybrid Digital Twins”.  Get the answers to your “Digital Twin Simulation” questions along with Prith's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

simulation, twin, digital, data, people, model, talk, asset, predict, scott, industrial, industry, crack, jet engine, ansys, preventive maintenance, world, bridge, abb, data analytics

00:04

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go

00:21

Alright, welcome to Industrial Talk once again, the number one numero uno industrial related podcast in the universe that celebrates industry heroes all around the world, and companies and companies put that down. Because you're bold, you're brave, you dare greatly. Absolutely, you innovate, you solve problems, and you're changing lives. You're changing the community in a well, changing the world that come on. That's why we celebrate you. That's why you're cool. All right, in the hot seat, we have a gentleman by the name of Prith Banerjee, CTO. ANSYS is the company we're talking digital twin, but we're talking about the ability to simulate using data analytics simulation, and honing in on that answer. Let's get cracking. innovation, innovation, it's cool stuff, right? And it is necessary. And if you're not in, if you're not doing your homework and getting in that, or talking to trusted sources about innovation, technology, and whatever it can do and how you can leverage it. I asked you to do it now, right? Industrial talk has trusted individuals go out there and just begin that journey. Have that quiet, have those conversations because you need it. You just do. We need for you to be resilient. The world is changing all the time. And you need to leverage technology and innovation and talk to trusted people to be able to create that business of resilient because we need you. We need you big time. Alright, when we start talking about innovation, I've got two sponsors that you need to check out. Big time. And because it's cool, so AI dash, right, go out to AI dash calm and they're able to use the technology satellite specifically to help you with your vegetation management, right utility, vegetation management. As an old crotchety, crusty, journeyman lineman, I knew how I had to trim trim trees, and it was all reactive. Trust me, it was reactive run out there trim, oh my gosh, there's another one. There was really you tried to make it sort of strategic. But now he never has he got run out there, grab the bucket truck, trim it boom, move on. Here is a here's a solution, a iDASH that looks down on your service territory and says, Yep, go right there. Go over here, trim that tree. Yep, go over there and not dunk over there. That's fine. And that good. I mean, that's that is deploying your capital going in your money in a way that really benefits us the consumer. So that, that the service stays up and running and you know, delivering the power that we need AI dash, they're leading the way that satellite AI, vegetation management, simplified baby. Alright, and the other one is Neil. So you go out to me on.com. And I have this conversation all of a time. I talked to innovators, I talked to technology delivers and service providers and everybody and we're talking about digital transformation. We're talking about AI when talking about quantum computing, we're talking about all of the topics that are really a buzz today. And the reality is, is that here's Neil, they're going to put it into action. They're creating a community of the future. And they're going you know what, you know what the best part about it is, they're going to make our lives better, they're going to go down that road, they're going to get the bumps and bruises, they're going to try to figure out solutions that really are meaningful to us. Neil, right. meaningful to us solve those problems. And we as a as a society, benefit greatly. I'm doing it's cool, don't you? Come on, you got to get all go No. jittery, happy with that stuff. That's me. on.com. They're creating the community of the future and they are doing it. They're doing it. Alright, neon count go out there. Alright. So one of the things that I've talked about is getting the most out of right getting the most out of it. Are you getting the most out of conferences? Are you getting the most out of your your engagements, whatever might be getting the most out of your campaigns, whatever it might be? Are you and ask that question and be truthful about it? Are you or is there ways of being able to improve that engagement, that conference, that whatever it might be, and I'm here to challenge you there? There are strategies, there are solutions that are out there, and one of them is okay. People ask me Scott, why do you why do you podcast Well, one, it's fun. Yeah. And and it's, it's available for everybody. But one, it's fun. And two, I get to talk to

05:11

leaders around the world. And these leaders are movers and shakers, and they are at the cutting edge of thinking and deciding what's good. You need to be there. You need to earnestly and and I mean, earnestly, there's ways that I'm going to continue to sort of add to this, but at a minimum, look at creating a podcast. And I have a I have a program out there that says, why you need a podcast, and it takes you putting every step of the way, right. But the reality is, is that if you want to get the most out of something, have multiple touchpoints, and an engagement, that that you can offer to your prospects, your customers, whatever it might be, bring life back to a blog. There's no better way. There's no better way of being able to do that. Yes, yes, there's a lot of podcasts out there. What we do at industrial talk is we we recognize that there is this fragmentation that exists out there, right, there is podcast over here, podcast over there, and so on and so forth, great content, they're great content, their solutions here, right? What do we do? Well, I'm I'm, I'm in a game of consolidating that I'm in the game of trying to bring all this great thinking together so that the industry, the community, the ecosystem, has a place to go and says, I want to know about cybersecurity. From a trusted individual, right, they're easy, right? And because typical topics tend to be very niche, a, you know, it's it's, the reality is you tap out the opportunities there. So you need a community to be able to be a part of flight information, to be able to be impactful. And have your dog God message be heard. He got to have it heard, right. It's got to people got to listen to if they don't like, does a tree make a sound when it falls in the forest? If you're not there? I don't hear it. I'll hear it right now. The same thing exists with your voice. You got to do it. And we'll talk a little bit about but I just tell you just go out to the well, this podcast and other podcasts will say why do you need to do a podcast? You got to do it. You got to figure it out. Contact me. I'm on I'm on a dock on book I am. I'm warm and fuzzy and cuddly. Maybe I can be more cuddling anyway. Alright, let's get going. So what's interesting and had a great conversation with Prith. And what's interesting is the the ability Yes, we can collect data, it's all good. Click, click, click, click Collect. But what about that simulation component? Right? It's great. Got all that data? Let's simulate what's taking place what simulate what might happen or whatever, and be able to, without a doubt, begin to converge the data and simulation into a true cogent response or information on when you need to perform maintenance, perform whatever corrective action, whatever it might be. Simulation is, it was great talking to Perez because he's you could tell he's pretty passionate about the whole thing and rightly so. Rightly so. Alright, let's get cracking. You don't want to hear me a moron. Here's Prith talking about digital twin but really simulation enjoy. Welcome to industrial talk. Thank you very much. Broadcasting from Palo Alto. That's where he is coming from. If you're out on the video, you'll see that there's plenty of sunshine happening there. Anyway, how you doing?

08:51

They're very good. Thank you very much, Scott for having me.

08:54

I'm excited about this conversation. Okay, listeners, we're gonna be talking digital twin. And you're saying Scott, I want to talk? Yes, you do you want to talk digital twin. But more importantly, I think Perth is going to bring a wealth of knowledge that you're just going to be dazzled by man. I know he is. So brief before we get going give us a little sort of 411 a background on who Perth is.

09:15

Sure so. So I'm Prith GMs Chief Technology Officer at ANSYS. ANSYS is a modeling and simulation company. We are a company of about $2 billion in revenue 5000 employees we help provide solutions to our customers in terms of when they are trying to design products. We enable them to design develop the most amazing products in areas such as automotive, or aircraft, aerospace, or manufacturing energy and so on. So that's what MCs does and my role as Chief Technology Officer is to set the long term technology strategy for the company around areas is AI machine learning high performance computing? digital twins?

10:03

Um, so you just you just threw out a hyper comment. What was that?

10:10

High Performance Computing high performance?

10:12

Oh, yeah. Yeah, I'd like that. See, you're you. You're sitting in the seat where a lot of people want to sit just because you get exposed. I mean, you must see a lot of innovation just coming. I mean, just constantly evaluating looking. You having a conversation around innovation and the impact it has on industry, society. I mean, it's pretty cool. You're living a dream, you have the

10:39

most fun job at MCs, I'll tell you, I, we have 45,000 customers. Every day, I talk to sort of CTOs of different customers across different verticals from aerospace. Like today, I had a meeting with a CTO of a medical device company yesterday, I remain meeting with a 5g company. So I'm learning about the sort of the future trends in these different verticals. And then from my own team members, right, I get to learn about the newest coolest technologies of AI machine learning applied to simulation or high performance computing, or digital twins or, or prime meshing, it is a fun job. And yet, here's

11:18

it and I've never seen it. So there's, there's, there's such a speed of velocity that's happening out there. And it's, it's, it's, it's exciting. But man you are, that's pretty cool. So let's start like diving into that. Let's dive into digital twin. Now, for the listeners out there, give us a little just what is a digital twin, and then we're gonna go into some of the challenges and opportunities that exist within that technology.

11:46

Absolutely. So in digital twin is a virtual replica of a physical asset. So let's say you have a jet engine of a plane, right. And that jet engine originally gets designed in a CAD tool, right? You say here is an engine, he has all these blades, and so on, and you design that jet engine on a CAD tool, then you actually manufacture that jet engineering gets installed on a United Airlines plane and this jet engines flying around. And so right, that is a particular jet engine, now you try to make a model of that engine. And oftentimes, people confuse, oh, you have a simulation model of the engine, that's a digital twin. That's not that is just part of it. So a model of a physical asset, like a jet engine, is one thing. The other thing is there has to be two way information flow between that physical asset, the jet engine, and the model. And that's what makes it a digital twin. So you have the jet engine, you put sensors on a jet engine, right, and you have you collect all those data for the sensors, you upload to the cloud, or whatever you are pulling that information. And using that data that you have from that jet engine, you try to make the model of the jet engine, as accurate as you can write with respect to what is in the real thing. So it's like a virtual replica. So I'm praying, I have a model of it. And this model of it keeps getting updates right here is with really excited, so the excitement level is going going there, right? Bridge temperature is what 98.4 Right? So it's constantly measuring what is happening on the real asset, and updating the model at the same time. So a digital twin is not a model of a jet engine. It's a model of a particular personalized model of that particular jet engine. Right? And how that is going on in time. So this is something that NASA used many many years ago when if you have seen the Apollo 13 The wonderful thing sort of the the picture that the movie about Apollo 13 Right when that that Apollo 13 had an accident, right? Yeah, people in NASA in Houston, right? Hey, Houston, listen to his to Right. Um, those engineers at NASA actually built a digital twin of Apollo 13. And he said, Oh, if you do these things will happen. So essentially the, of what was happening and sent all the instructions to the astronauts, and that's how they got in there. So she

14:24

did that. You just brought it to it. And I guarantee a lot of people are listening is like, yeah, Apollo 13. I remember him sitting in the capsule, switching and doing everything and making sure the amperage didn't, you know, whatever it was, whatever that target was Do this, do this do this. But that was that makes

14:41

complete sense. What was happening in Houston, right? Yes, a physical asset out there in space. And they had a model in Houston. And essentially all these scientists were trying to do stuff. What if this happened, this will blow up. They said okay, this would work. And they send those instructions and that's how the astronauts are brought back. So Go digital twin back in so long ago, right in the in a but essentially, the digital twin technology has come a long way since. But that's what digital twins are. It's a model of a physical asset with Two Way information flow between the user and the model.

15:19

And why is that important? It just gives me the individual able to look at the, the, the the characteristic of that asset that that real asset in a digital environment and see what's happening. And then I can I can, I can tactically move forward in some decision making or whatever it might be.

15:41

nicely. So let me give you an example. So we, we all rotate tires in our cars, right? We rotate tires every 5000 kilometers, miles. Why is that because all the tire companies have seen statistically, if you drive your tire out on a normal road, normally normal driving, your tire will wear this much any and this is going to happen. Except if it breaks driving crazily on us 101 in Santa Fe with lots of I probably need to rotate my tire every 3000 miles, right. So that's personalized driving. So you take the statistics of all possible cars, all possible drivers. And that sounds people say you should change your oil every 20 10,000 miles and changes. That's called preventive maintenance. Right? So you Why do you do preventive maintenance, you replace your oil, replace your tire, etc. So that your tire does not burn your engine doesn't conk out in the world of so there is this preventive maintenance that people do Now imagine if you could predict exactly when that engine would come. So just the day before you replace the oil, that would save a lot of money yet question is can you predict accurate? Yes, see, and that's what the digital twin comes. So the what the digital twin does is you have the physical asset, the engine or a car or medical device or whatever, right? And you are monitoring it and you are getting real time information, as opes is about to fall sick. So we humans, we fall sick, right? Before we fall really sick, you get a temperature, you can oh my day, I'm feeling really lousy, I'm having an A. So those are signal area about a false and then when you get one or three temperature you are boom, right? So imagine if you could sense things around you, you could do predictive analytics. And that would be huge. Because suppose you have the data center for Google or Amazon, imagine that, that data center going down, that would create tremendous waste, right? Five minutes of downtime on Google, or Amazon would be hundreds of millions of dollars of thing waste, right? If a power grid goes down lectricity goes on tremendous waste. So people in these essential industries, there are critical infrastructure assets, they don't want them to go down. So what they do is they try to predict when this is going to fail, and before it fails, do the corrective action. So the real deal here is can I predicted accurately

18:18

that even see that is because I lived that right? I was in that world, I was in the world of maintenance. And when you spend a maintenance dollar up here on the financials, it's $1 Down on the bottom, right. And if you could sweat the asset, and sweat it in such a way that you know when to perform that maintenance before it catastrophically fails. I've saved that much time, that much money. It's and you don't have a catastrophic failure that could put you out for who knows how long you know, whatever it is, how do we get there prep? There's that we've been having that conversation, people understand the value of that predictive capability. When do we really start to see it happening commercially?

19:14

So I will actually tell you sort of the first the technical challenges then the business challenges so the word again, again, there's this thing called the Digital dream consortium that I am a part of and there are some founding members I Microsoft and GE and handsome so right so I've been in this business for for some time now I've sort of lifted and so on or prior to MCs I did not tell you. I used to be CTO at ABB CTS right electric and when I was on those companies, I was helping build digital twins of the assets of ABB and Schneider Electric right so they have a transformer for ABB. You collect all the data right from sensors and you just by collecting data, you try to build a digital model of that transformer in the normal business havior and the apps as soon as it starts getting signals of abnormal behavior is out bad things are happening. Shut it down. Right? So the most of the world uses digital twins based on data analytics alone, right? So yeah. And they collect lots and lots of data, right sort of

20:18

tsunami, tsunami

20:21

of data from those data. They I mean, they use AI machine learning techniques. i The older the world knows about AI machine learning you you train those, sort of these, these convolutional neural network, CNN models of the 60s neural network. So there's a lot of work that people have done in this community using AI, ml, CNN, etc, to build these digital these digital twins based on analytics alone. Now, when I was at ABB, and Schneider Electric, we used to do all those things. And we found that you know what, it was not that accurate. So, yeah, it said, 70% accurate. So he said, Well, 70% is pretty good. You have a million dollar asset, you're 70% accurate means you made a 30% mistake. 30% mistake is $300,000.

21:05

That's, that's a lot of money. That's

21:09

a lot of money. So this is what the challenge was. So in the industry, people said, Oh, if you did pure analytics, right, it's not doesn't look good, does not always work. Now. Analytics works in cases, where you have enough data on the use case you're looking for, right? So four frequently occurring events, data and this goes well, for infrequent events, you cannot predict it, let me give you a very bad example. Space Shuttle Challenger exploring how many times has a space shuttle extended once. So you can get all kinds of data on space shuttles based on and so on, he would never be able to predict when that space shuttle would explode, right. So that is an infrequent event. So when an event is happening all the time, right? You have little things that are little non bolts or whatever, there are sort of breaking down in a in a this thing. frequently occurring events, a IML is great at catching infrequent events, you cannot go there. So this was my aha moment. Oh, okay. So what can we do? Therefore simulation, so now all around us, is governed by Singlish. governed by the laws of physics, which get modeled really, really accurate. Let's imagine you have a bridge. And you're trying to predict when that bridge will collapse, right? So that you can shut down the road, right? So you put all kinds of sensors on the bridge? And you say, hey, is there a crack on the bridge or not? So first of all, you can say, How long do bridges last 30 years. So he said, predict preventive maintenance on the bridge every 30 years, every 30 years, you go and fix the bridge or whatever. That's the preventive maintenance way. The IoT way is to put sensors on the bridge to see is there a crack on the bridge or not? Right? So let's imagine that there are cracks on the bridge, I said, Here is a crack that is 12 inches long today. Now you have no idea where that crack would go next week. Aha. But if you had simulation using say structural analysis, finite element analysis with ANSYS tools, I am telling you, Scott, I can predict with 1000 cars going on the road with this kind of speed and so on, what is the stress sprayed on the bridge? And if and if there's a crack that is with steel pillars and so on with is 12 inches, I am predicting through simulation that this crack will grow to 18 inches in a month through simulation.

23:52

So if I did that through simulation remand as I said it pure simulation, I would say this crack which has 12 inches long images tomorrow 44 inches at 36 inches in the crack, I will predict through simulation alone that the bridge will crack in a month. And that is a prediction. Through simulation alone, we have found out that the accuracy of this 70% goes up to 90%. No way. Okay, so now you have this million dollar part with physics based simulation. We have a tool called Twin builder, we were able to increase it from 70 to 80% over 90%. So that million dollar part your waist is now only 100,000. Here's the only 100,000 and still adorable. So that's where we have this aha moment Right? Where we said let's do hybrid digital twins. Let's combine that data analytics with the physics so now I'm going to bring it together whether example, here is this bridge, we had a track we had a crack which is 12 inches long, right to data. I measured it through to data analytics Right. And I predicted it will be 18 inches long a month from now. But a month from now I take the measurement, and the crack actually was only 60 meters long. So my simulation model was making a prediction, it was going too fast. So my data is a go slow, so it goes slow. Or, for example, that actual measured crack was 24 inches long. So that means my simulation was going slower. So by getting a, a updated information from that, that's why I say remember that the two way information flow, I pulled data from the bridge about the size of the crack. And I made my simulation model more accurate, synchronized with the real thing. So as I change the rate of crack growth, right, instead of making it 18 inches, I cracked it to eight, six inches, or 24 inches, whatever is going on the next month, when I read it, I will be a little more accurate. I'll say it should be 32 inches. And next time I say no, it should be 31. Oh, so it slowed down even more. So through this hybrid approach with a combination of data analytics, and simulation. Scott, we have shown data that the accuracy goes to 99%.

26:18

No way. Dan can, can you because this, this is just cool stuff. Don't get me wrong. I think this is cool stuff. Can you take that bridge analogy and you're you're you're honing, you're tweaking? You're you're zooming in on accuracy by data and simulations, and you bring it all together? Can you take that and say, Alright, this is it. This this bridge is in Texas, let's go to, you know, Florida, and and sort of take that learning that, that that simulation and apply it. And again, yes, tweak, tweak, tweak different weather patterns, a little bit more speed of the cars, whatever it might be, but be able to use it there too, as well. Absolutely. And

27:05

so just like sort of just the AI to like Siri, right, your your, your little tool. I mean, if I saw Siri, when it listened to you, Scott, you have an American accent, I have an Indian accent. But Siri, after listening to me for a month, it gets pretty good, right? When I say go do this, I mean, so the machine learning things get better and better, the more data it gets too similar is hybrid digital twin get. So there is something you can do with simulation with this basic version. But the more data you give, the better the model becomes. And this is sort of the state of digital twins that we are I am seeing from from ANSYS. And I'm talking to lots of lots of customers across different verticals, we have got sort of applications in industrial flow networks, working with oil and gas companies, applications in in, in electrification, with battery systems, and so on applications in HVAC, and buildings and so on tremendous opportunities across all verticals,

28:05

where does it end? And when I say that, let's say I am, I'm at 90% accuracy, I can measure it, I've looked at it my simulation, Mike data on there, and I'm tweaking, and then I put more time, energy and effort, I'm at 95, and so on and so forth. There's a point where it's like, Okay, we're good, we're good. And any any additional incremental benefit is just like, minuscule.

28:31

Yeah. And so that is sort of it is the law of diminishing returns, right? You plot a graph, and you see keep seeing, making chimey, at some point is flattening out. And so it really depends, right? For that particular engine, or wage or flow network, or valves or whatever, when you see the law of diminishing returns, you're not really getting incremental stuff, right? You sort of stop there like that, that's, that's what we have done.

28:58

And and, wow, it the applications are quite frankly, endless, because you get it to you get it to the point where let's say it's a motor, right? You do the same thing data simulate and and I and your analogy of Apollo 13, I see a guy in a capsule running a simulation, trying to get it just right. The same thing exists, you could be on that asset, no pump, motor, whatever it is, but you can apply it and it might be different in Texas as it is in Maine, right is because of the different weather whatever it might be different application. But

29:35

absolutely, yes. Now, let me tell you, I talked about physical assets. But you and I we are not we are not just physical asset. We are humans. Right. So let me talk about the opportunity of digital twins in the healthcare industry, right. So inside our body's most complicated organ, the human heart inside the heart, right you have a sort of this dielectrics signals that pump, right that generate the signals 3070 times a minute, right? So in response to electrical signals, the muscle heart muscles contract. So when the heart muscle contract, the atrium, the blood flows from the atrium to the ventricle, and then the ventricle for this thing, and the valves open up. And so it's just most complicated organ in the human body. Guess what I mean, ultimately, those human models are modeled by physics, right, there's electrophysiology, there's mechanics, there's fluid flow. So we are dancers have actually model the human heart. Now, there is a generic human heart that you can model and you can say, Okay, this is what is going on, we can also model treats human heart with as arrhythmia, right, and I have an irregular heartbeat problem. So it goes into a doctor takes an MRI scan, CT scan, whatever of the heart, and He measures all those things. And for prints specific heart, we can come up with well, if I have a B or whatever you can do that things you can do heart surgery or so on. Right? The other thing is, I mean, you can put in a implant, right? A pacemaker, right? So how will this pacemaker from a company like Medtronic interact with my heart, right? So a Medtronic company, that battery will have to do clinical trials of all kinds of pacemakers, and all kinds of patients and so on, right? But through a digital twin, of a human heart, right? You can create all these different models, and essentially, shorten that time compress it big time, or for trials of a pacemaker, right? And if so, that's kind of where we are heading, we are headed in terms of what is called in silico. Trials, right? Computer based simulations of 1000s of patients. I mean, the future is amazing.

31:56

Ah, see, see that that delivers, that deliver solutions, faster? Health, whatever, the health side, I just didn't even think about, but you're absolutely right. Create a little digital twin, correct. And you can run simulations, but it's, it's individually based, right? It's your heart. My heart is different than yours.

32:19

Like Fitbit, right? The Fitbit is collecting. Exactly you ever saw collecting data on you, Scott? 24/7. So imagine if your doctor had a model of Scott, sitting inside, right, and he's collecting all this data, right? And God bless them use my example, right print a model of prey, and just before previous about to have a heart attack, right, that doctor just two hours before gets to know a signal Hey, there's this the signals are going in the wrong direction previous governor calls of the ambulance and sends an alert before he has a look at them if the value of them

33:00

Yeah, yeah, that's that's cool stuff, my friend. Yeah. Why? What's what's, what's the, you know, the roadblocks? I mean, this is all good stuff. Let's make it happen today. Let's let's make it happen tomorrow. Let's put it that way.

33:15

As you know, Scott, I serve on the advisory board of the IoT solutions World Congress. In fact, we have a conference coming up in May of of this year, right.

33:26

And I put that on your calendars listeners big time.

33:30

I serve on the digital twin Consortium, and still there, this, it's a more than 300 members in this consortium and so on. So people are are excited about the potential of digital twins in different verticals, in manufacturing, in factories, in industry, for Dotto and so on so forth. The thing is got that shiny toy looks like a shiny toy. Oh, you have fantastic possibilities, right? But when you start actually pulling it together, right? You have to collect all this data and so on, and does it work in all the time and so on? So many customers are saying, oh, you know, I like the shiny toy. Let me use the shiny toy in a proof of concept. So you do a proof of concept number one, you waste like three, four or five months, maybe $100 million project and so on the like this. Oh, let's try this other games. Right. There's two POC number two then POC number three. So so people in this our Digital Consortium talk about the POC, Purgatory right. Before moving to scalable systems. So the digital twin thing is they going through this sort of inflection point where it is a lot of promise, but it has not quite seen scalable value across all industries in all opportunity. And that is I think what the business challenges today,

34:53

I agree with you, but it's gonna happen. It's gonna happen it's gonna be in commercial use. It's

35:02

like a $26 billion market by 2025. So yeah, it is going to happen is about a couple of billion, but it will happen.

35:11

It makes sense, right? There's no, I mean, it makes sense. You got to do something like that. That's make far right. We're gonna have to wrap it up. I hate to because I enjoy this conversation. How do people get ahold of your prep?

35:24

So they can contact me at my answers email address Prith.Banerjee at PRI th got Bannerjee ba NERJE. App. ansys.com. That's a NSY. Yes. Yeah, you can search me on LinkedIn, at LinkedIn Dash Grip Banerjee, or a Twitter at Big Banerjee.

35:53

Alright, listeners, you don't have to worry about it. I'm going to have it all out in industrial talk, you'll be able to get a hold of this. This incredible professionals with no problem and don't come to me then Sen. Scott, I can't get a hold for it. You're lying. You're lying out there. Just don't do that. All right, Fred, you were absolutely spectacular. Yeah, you your energy's gone. It's exciting. I love watching you just get all giddy about this stuff, man. It's cool stuff. Good job. Your job is to be a

36:19

professor for 20 years. Really? Yeah,

36:22

that's a hard job, by the way.

36:23

Oh, that's where I, I learned how to help lecture.

36:28

Wonderful, wonderful. All right, listeners. We're gonna wrap it up on the other side. Once again, we'll have all the contact information for prep, and then some. So stay tuned.

36:36

You're listening to the industrial talk Podcast Network.

36:45

All right, thank you very much for joining. Once again, industrial talk. Thank you. Thank you very much for saying yes. And being on industrial talk. Love the conversation. You listeners need to reach out to prif go out to a stat guard go out to LinkedIn, you will not be disappointed or go to industrial talk, find the link, reach out to him. You need trusted professionals that are at the forefront of thinking through all of this Firth is one of them, reach out, do not hesitate to do that. All right. I'm going to continue to challenge you once again. That is are you getting the most out of the bar. The bottom line is we need you. You need to be involved. You need to have that business of resiliency and you need to do a podcast. You need to create one you need to figure it out. Again, go out to industrial talk. I'll give you the step by step everything you need right there right now. No excuse you need to be a part of that. Alright. People Be bold, be brave, dare greatly hang out with people that are bold, brave and daring, greatly industries full of it. You're going to change the world. Thank you. Once again, we're going to have another great conversation right around the corner.

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On this week's Industrial Talk we're talking to Mike Kotzian, Managing Director – USA for Kivnon about “Simple Automated Guided Solutions”.  Get the answers to your “AGV” questions along with Mike's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

company, solution, people, industrial, conversation, vehicles, units, mike, simple, hardhat, automated, technology, safety, easy, big, important, software, event, amr, industry

00:00

On this episode of industrial talk, we're talking about simple, automated guided vehicle solutions. Now, I'm all about simple as you can imagine, and we're talking to Mike Kotzian. And he is with Kivnon. We're gonna just don't have to lay the lumber of why this is so important. Let's get going.

00:24

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat, grab your work boots, and let's go Oh, looky,

00:42

looky, we're back. We're back celebrating new industrial heroes all around the world. Because you are bold, you are brave, you're daring greatly. You're solving problems. Yeah, you're collaborating? Absolutely. And you're making my lives and the lives of many around the world better. Wow. That's why we celebrate you on this particular podcast, as mentioned, my cop scenes in the hot seat, give nine is the company. And you know, we're just talking about automated vehicles. But for me, personally, simple is better. So let's get cracking. I'm all about simple. I think if you make things difficult for people to understand, they're not gonna they're not gonna listen to you. I think if you make it difficult to try to deploy something, you're not going to have great success. Because I think that, especially now and I think where innovation is heading, I think innovation is has been heading to the point where the end user is just paramount. Simple is better, getting it in the hands of the the frontline people or wherever it's supposed to get in the hands of. And if you make that solution, easy, powerful and usable. You've got a success model right there, baby. And I think there are many companies out there that are really working hard and diligently on doing that. All right. On the calendar, I want to be able to sort of pump an event that I think that you need to go to. It is the IoT solutions World Congress event it is in Barcelona, it is May 10 through the 12th. And you're saying Scott, why do I want to do that? You want to do it, because it's important for us to get back to whatever that next normal is. And that means face to face conversation, a little bit of human interaction, get more done when you're, you know, you're right there face to face, looking right at the individual. That is a great event, because of COVID hadn't been there for a couple years. Of course, like many haven't. But it's in Barcelona and my recommendation, my TED hardhat recommendation, IoT solutions World Congress is where it's at another point, one conference to Dotto, you're saying to yourself, Scott, what is that I'm tired of, you know, all of the number dot O type of solutions, but this one's different. And the reason is, is that if we are to get together, get back together, get get sort of the, you know, the blending of both the virtual important, we're all working from our home, and just it's just the way the world is going right now. But I think real successful companies are going to be focused on that real human interaction, whatever that takes that face to face human interaction. And I think events such as IoT solutions, world, Congress and others, are just absolutely great at that. Now, what do I mean by No, I think God are the days of, you know, prepaid debit, we'd go to these events just because it was in our budget, and we'd go there, drink some good cocktails and eat some great food and Yuk it up with people at the event. But really did things really get progressed, I think that we need to start thinking of these events as real strategic engagement engagements. And to be able to do that we have to really plan. There's like a pre plan our meetings, plan, our connections, plan on the, for lack of a better term, the prospects we want to get in front of, and then there's the the during, right, you're going to sit there and you got your stuff all laid out. You're going to be talking about it, you've got that conversation happening. And then of course, one of the most important components of course, is the post and that is the follow up. That's the nurturing and that's what you need to do. But it requires a lot of effort to get to those those three steps. Now. I call it conference to Dotto because what I do here at industrial talk is this ecosystem that is being created with Great companies great leaders, is that

05:04

we create that whole strategy in the beginning, get people on the podcast, get people sponsoring, get people having that conversation and highlighting, right, highlighting what they are doing, highlighting that subject matter, get it going, have that conversation, create that relationship, that friendship, and be able to have that asset that, that interview that that conversation asset. And during the conference, we're there on site, man, this is on site, boom, we're working. And we're interviewing the best, the best that these companies have to offer. But the most important component is after and you know, we'll create a video and we'll create all the great content, the interviewing content, the media content, everything there from the event, fun stuff. It's all fun, it better be fun. It better be entertaining, right? Oh, you're not gonna listen to it. You're not even gonna watch it. Why would you watch it? So that's our model. But the best part about it is after the fact, this is where you begin to nurture. This is where you begin to collaborate. This is where you begin to begin to develop those real meaningful relationships, the friendships that come out as a result of these events. Important, but you got to keep at it. You can't let it go. And but I'm going to just sort of throw a little wrinkle in there. Yeah, you've got a great solution. Don't get me wrong, great solution, thumbs up everything all fine and dandy with that. But how about it, if you take this approach, if you're truly destined, you're truly passionate, if you're truly committed to the, your, your existing customer, or your prospects success? That to me is a collaborative conversation. Sure, I could say, Hey, I do this. But I think that we don't have all the answers. And if I'm looking for solutions, and I have an idea that, you know, company, a over here has the right solutions for you. I better I better have the integrity and the the the moral fortitude to say, hey, company, I, you need to go over here. I think they have the the solutions. I think each conference needs to go by that model. To to get the most out of all the engagements, we just have to be able to get that this this. This ecosystem, the industrial talk ecosystem is focused on getting the most out of and fill in the blank, and doing it the best possible way and adjusting to get the most out of conferences, to get the most out of connections to get the most out of whatever it might be. I think that that is key to your marketing, and sales, focus and strategy. How about that for a rant? Do it pre during post, get engaged, face to face solutions? collaboration, innovation? It's all there and make it doggone fun. And entertaining. There. That's it. Kip not. I'm interested in the automated solution, right? And these vehicles that are autumn autonomous and automated and doing work. I always had the thinking that oh, what is that gonna do to dig up my floor, you got to do certain things. Give not has a great solution. Simple. You can you can tip your little toesies in the cold water and say hey, alright, here we go. We're gonna just start out small. And then that scale from there. I'm always about that incremental approach right now, especially when it comes to innovation technology. And and finding people you can trust. That's a big one. Mike, give not you can trust them. They've got the TED hardhat approval from me or industrial talk. So enjoy the conversation. Mike, welcome to industrial talk. Thank you very much for tight, finding time in your busy schedule to talk to the best listeners around the world. And that is industrial talk. How're you doing

09:16

today? Really good. Scott. Thanks for having me. Appreciate it.

09:20

I'm telling you, I'm excited about this conversation. I'm always I'm always excited about all the conversations I believe industry is is is what's going to help us get through all of this stuff, whatever this stuff is, whatever pain you're feeling, industry, whatever challenge you're dealing with people industry. There you go. That's a plug to you. Okay. All right. For the listeners out there. Give us a little background little 411 on who Mike is. Yeah, sure. So

09:47

I'm Mike Kotze. And I'm the Managing Director for kivinen canines and AGV company automated guided Vehicle Company. I've been doing automated guided vehicles for 24 years now. I'm an ATV guy. That's that's what I that's what I know. That's what I do. So yeah, so

10:04

can you I know I have to interrupt real quick, just so you've seen a change quite a bit. 24 years, I didn't know it was around that long.

10:13

So that's what's funny is actually it's been around a lot longer than that. The EGP was invented in 1954 by Arthur, Mac Barrett and Illinois. It was called the guide ematic. And he started a company called electronics. And actually, you can still see some of those units run rolling around today from the early 80s Barrett electronics. Wow, that

10:33

is pretty doggone cool. Love the history. And you're a history buff. I like that. Now, let's get into the interview. Let's get into the conversation. Okay, what's the problem? What, why is AGV? What is the problem we're trying to deal with? And what are we trying to solve?

10:50

Yeah, I mean, I just I just looked actually, before we talked, because I think there's roughly 11 million job openings in the United States right now. I think there's somewhere around 6 million people in unemployment. So I mean, you do the math, right? We're trying to get, you know, there's all these supply chain issues, right? There's, you know, workforce issues. I mean, everybody's facing it, right. So AGVs is an option right now, to automate processes, whether it's simple or complex, we're, you know, traditionally, maybe you would have had a tiger driver or a person doing it. And maybe, actually, if you're running 24/7, you would have had three or four people doing it, you know, over a week, a week span, and you can do it with AGVs, automatically. No, right. So, I mean, I think, years past, we were fighting the issue of maybe, let's say, replacing jobs, but I think right now, you know, that conversation is long gone.

11:45

And you know, what's interesting, I'm not, I'm not gonna sit there and get all political, I don't understand why. Why there's such a disconnect between unemployment and, and, and these job openings, maybe, I don't know, but people who complain about their job being automated or something going away. I mean, this is the real, this is the reality of, of what's taking place out in the market. I've got to keep my doors open. I've got to figure out a solution. I can't find people to do the job. Whatever that problem is, I've got to do something. And I like that, because that the the AGV it's not just warehouse, right. It's in manufacturing. It's one of the applications of these automated guided vehicles.

12:32

Yeah, so I mean, it's, it's, it's pretty broad. I mean, the the roots of ATVs is really strong in manufacturing, and really strong in automotive, to be honest. And I mean, that's kind of our bread and butter. I mean, we're moving, we're moving material, whether it's, you know, parts parts of a car, basically, to assemble a car, right, we're delivering, you know, headliners or years, different parts, right, you know, for you to deliver. But you know, that there is a lot in warehousing and things like that as well. Right? It really depends. I mean, there's a lot of AGV companies out there. I like I said, I've been doing ATVs a long time. You know, there's a lot of food and beverage is huge, you know, but they're specific vehicles that fit for that, right. And then warehousing, right, so you see little AMRs autonomous mobile robots, you see AGVs, automated guided vehicles, AGCs carts, there's a lot of different names for them. And they, they all kind of fit differently, right? Whether you're an E commerce with an Amr, or whether you're in a big, you know, like a, you know, a beverage company we're using, like a big forklift style AGV or, you know, kind of more what we do is, is really strong in a lot of manufacturing where we're, we're delivering the parts to line to assemble a vehicle.

13:46

Amr clarify that real quick,

13:48

yep, that's an autonomous mobile robot. And, and I've said this before, there's, there is no governor of the AGV, a Yamaha or AGC space, right. So there is overlap, but I mean, there's AMR companies typically are smaller units. There's, there's quite a few out there. That's a newer, you know, newer kind of companies technology, Kiva was one of the bigger ones in 2014. I think Amazon bought bought Kiva. And that was sort of revolutionary in terms of, you know, the technology what they were doing goods to person for E commerce and, you know, Amazon bought the company rather than continue to source from them

14:29

that night. Why not?

14:33

It also made it so that their competitors, you know, couldn't have it right. But so, you know, that's the AMR space autonomous mobile robots, and those are smaller units. And those are more goods to person, you'll see that a lot more in E commerce.

14:45

So if I'm a manufacturer, and I'm struggling, just to reality, I'm struggling to find resources. My line is being hampered. And I'm overworking the existing resources that I do have just because I have to What is the typical financial return on investment for your solution or any solutions that's associated with AGV?

15:12

Yeah, I mean, so that's, and I've seen that sir, sort of changed a little bit over the years to in terms of, you know, there used to be really strict ROI, maybe if some of the automotive companies might have like a one year payback, and that was really always difficult to to achieve. So, I mean, with the simpler solutions with the AGCs, which is more like kind of our style, like I said, automated guided carts, kind of like they're smaller units. And in manufacturing, it's, it's easier now to get a one to two year, you know, return on your investment, you know, a lot of the bigger units and things like that it's a little more difficult. And it depends, too, if you're running like 24/7, that's, we kind of always have this sort of red light, yellow light, green light. So like, if you're running one shift, and you're like a low wage rate, that's really difficult to get a payback. But if you're running, you know, three to four shifts, let's say full time 24/7, especially in high wage rate areas, it's really easy to get, you know, one to two year pay.

16:09

It's interesting. Yeah, I never thought of it that way. You're right. If you're just if you're a nine to five type of business. Yeah, no, that's it. That's a tough one. But if you're around the clock, hi, wait, that's interesting. Now, we've got carts, we've got robots, and we've got vehicles. That's what I've heard so far. Yep. Yeah. The, the question I would have, if I was evaluating whether I need to go around, down the road of automation is, do I? Do I look at my business in such a way that I can say, Okay, here's, here's my entry level I want to deal with here. But then, you know, maybe three or four years from now, I want to be up here? Is it scalable, easily scalable?

16:57

Yeah, for sure. For sure. AGVs. For me, I've always said, because I've worked at some bigger companies, where we did large $40 million integrated systems, right, and AGVs it's an entry level into automation. I mean, you can do $100,000, you know, to vehicle system and, and get into automation, that'll, you know, a low price point. And then yeah, I mean, you you can scale in terms of adding vehicles and, and expanding, and then on the software side, too, you can a lot of times, it depends on the company, you know, but you can start at sort of an A to B push button, let's say, you know, two vehicles back and forth from A to B, you can eventually, you know, maybe have a 1015 vehicle system that you're actually doing a lot more on the software side, like maybe managing the inventory, your the locations are doing some more decision making and things like that.

17:46

So just keep an eye on provide the software component.

17:50

Yeah, so our AGVs all have PLCs. Onboard, typically, which is a little unique in the industry gives a lot more flexibility. A lot of a lot of companies have industrial PCs on board. But then in terms of, you know, from the software side, like I said, you can start from just a simple push button back and forth type unit in our system, let's say and then you can kind of have maybe mid level where you're maybe managing a location or to like, you know, especially with manufacturing, like you, typically you're delivering a full, right, and then you grab the empty, right, that's, that's real typical in the industry. So, you know, the AGV system can kind of make that decision of okay, here, I dropped and so then I pick from here, next time I drop here and pick from basic right now we're starting to grow up the software a little bit. And then that can actually get all the way to where you're, you know, either interfacing or actually working like a WMS or, you know, a WBS or something like that.

18:47

Bu am as b s warehouse management, software management software, and then WBS

18:58

WBS. When execution software, I'm not a software guy, I say this all the time engineer, but yeah, that's the software side, you can really start to grow. And most companies have their own WMS already, right? Yeah. Something but so you can interface with that. That's pretty common to interface with it. And then sometimes you can kind of function as one gray as well, if it's, you know, maybe a smaller area, you know, not that many locations.

19:28

So I'm, I'm, I'm interested in the the to cart solution. And I like your price point. I'm interested in that that'll on tip in my dipping my toes into the water of automation. I say yes. Give me the time. That and I I understand it's there's a swag here but generally speaking, time to actually implementation and execution.

19:58

Yeah, so right now for our standard units for Something like that it would be around six months, which, I mean, there's a lot of supply chain issues, we're not immune to that. But, you know, our operations director did a really good job. Kind of planning ahead. And with our, with our standard units, you know, as little as six months, you know, depending on the system, I mean, you know, some units might be up to nine months for a system, some still within a year.

20:24

But do I have to? How do these units are guided on the floor?

20:34

Yes, our units are typical, our magnetic tape, which is, you know, it's it's a I don't see down and dirty technology has been around for quite a while. It's easy, it's a, it's a, it's a less expensive navigation technology, there's RFID tags on the side that kind of give it you know, sort of the decision making them slow down, go charge speed of change scanner things. But, you know, you lay the tape on the floor, we also have infrastructure free, they call it mapping. It's basically a slam technology that uses the environment as well. We have some of those units as well. But I mean, our, like I said, our bread and butter is sort of the, you know, more industrial mouse style AGVs that are running on a magnetic tape,

21:17

saying I like that I like the magnetic tape just because I, let's say, Today, my four looks like this, whatever this is, and I'm running some tape down here. And then tomorrow, I get a great contract that requires me to modify my floor, plan my layout, then I can feel comfortable knowing that it's just tape. It's not something that goes right into the concrete. And it's there forever. So it has some flexibility that I like, I'm always about flexibility, but that and I would imagine, you could say, Yeah, okay, I see your shift in your floor. So what we'll do is we'll lay this out, we'll just we'll do it this way. And so your, your implementation is quicker, too, as well.

22:03

Yeah, the tape is easy. You mean it's it's cheap. You know? Yeah, there's, there's other companies I worked at that use it as well. I mean, it's, you can put protective cover on it, you can epoxy, it becomes a little more permanent that point. But yes, I mean, you can in, you know, on demand, you can sort of lay tape and like, make a why and make it turn this way. I mean, it's, uh, you know, I've seen it many, many times, you know, it's really easy to modify. It's Hot Wheels. Yeah, sure, you can change the tracks change the track, I see my six year old daughter do it, Claire, she's on track.

22:37

I wanted to go around this now. Exactly. Which is not bad. It's not a bad idea. I like that. And it allows me to get my my foot in the door of automation, and see the value the benefits. And and see from an I'm a firm believer that if you're not in the game, and you're not thinking about it, you don't know the questions to ask you don't know what you're trying to use the technology for. So get in the game, I see that that is, is a vital component. Now, there's always roadblocks I get it. I can automate. That's great. I'm dealing with some resource challenges. Yes, that's reality of it. But what are the roadblocks? What are we talking about? What What prevents people from going that way?

23:20

Yeah, so we always try to identify those early too, right. So it, it can be an issue. So I always recommend people to get their IT group involved early because that can be a roadblock if they don't want you to VPN in or be on the network, different things like that. So if you're a company that's, you know, trying to implement AGVs definitely get your IT people on board early, let them know what you're doing. That always helps safety is another big one, right? So if you've got a big safety department group, they need to know, you know, if they don't know about AGVs, if you have an enemy for them, you know, that's a lot of times a stumbling block. If, if you've got a big safety crew, and they've already, you know, you've got multiple sites with ATVs, it's a lot easier. So you definitely want to get safety involved as well. I mean, those are the other issues.

24:04

What are the safety concerns? I have to pull on that string? What is that?

24:08

Yeah, safety is huge. I mean, safety for ATVs is huge. And I mean, and there has been a ton of developments over the years to make them safer and safer and safer. The safety spec that basically governs AGVs and CB 56.5 That's that's the main safety spec. It I don't want to say it's sort of a minimal safety spec. I mean, it kind of it still makes vehicle safe and solution safe. But there's responsibility on both parts. It's not just the AGV company has responsibility that the company implementing the AGVs has their own responsibility as well. Whether to train the operators how to be around and put put signs up things like that. They have some they have a lot of responsibilities. Yeah, come on.

24:55

I mean, I get it and you're in the business. The AGV companies are in a bit have definitely delivering a solution to a problem. And if if safety is a challenge, you're gonna, you're gonna build it in there, you're gonna have to, you're gonna have to figure that out, or nobody's gonna use your product. And people are getting run over by your, your, your product, nobody will like that. No better. Sure. So I do like that. So we've got it issues. How many times I have that conversation? roadblocks, it just happens all the time. Okay. Yeah, you're not immune to it either. It sounds to me that it's important to get the sort of leadership involved to say, this is where we need to go, this is the strategic direction we are heading. And this is why it's important. And then as probably deals with a lot of the other internal resistance to be able to, you know, deploy the solution.

25:59

Yeah, yeah, you got, I mean, it depends to a bigger company, when corporate let's say, has a plan to put AGVs in, it goes down to the plant level, you still got to get plant level buy in right, either, you know, from the operations managers and the plant manager, people, it's, I've seen it, I've seen struggles a little bit where there's sort of a corporate mandate, right? Nobody likes, you know, at the plant level to hear that if they're not worried. So, no, but it is it does definitely help to have executive sponsorship, especially executives and corporate people that have had experience with them, let's say from another company, right? And they're rolling into a different company bringing their expertise and say, Hey, this is what we did. You know? So

26:36

I'll tell you one, one word, Amazon, Amazon's all in. If Amazon's all in and I know that I use Amazon, you need to consider doing the same thing. You need to figure this out. If they're in. They've got a competitive advantage. It's, it's obvious. Yeah. So you know, make it happen. All right. So what we have is we've got sort of a six month for a simple type of solution. We're looking at cards. Is it scalable? Yes. And I just, I love the I love the approach. Now. Just remember, we've got a couple of issues that have to be addressed. That's it, as well as safety. But I think that that those are two issues that can be overcome. And just remember, once again, Amazon, all right, my academy people get a hold of you insane. This is cool conversation. I want to get a hold of Mike.

27:27

Yeah, for sure. For sure. So you can find me on LinkedIn for sure. Kip nine, you can find us Kip nine.com. And you can follow Kevin on USA on Twitter.

27:36

All right, that's Mike Kotzen. That's coyote Zian. KYV, non ki V and O. N is the company. Once again, LinkedIn. God bless me. Because you can always find their stat card out somebody stat card out there, get a little flavor, find the website can do all of that. All right. That was an excellent conversation there. Mike. Appreciate your time.

28:04

Awesome, Scott. I can always talk AGVs

28:09

See, I think it's so cool. I don't know, man. It's a it's a it's an odd time. I mean, I I can geek out. I'm a fan of Discovery Channel and, and Smithsonian channel, and they do all of that garbage.

28:22

I love that. And I always like being able to talk to somebody about it besides my wife cuz she's tired of hearing about it. So yeah, I hear Yeah. Hey, did you know that we could do it here?

28:34

I'm going Oh, cool. All right. Thank you, Mike. All right, listeners. We're not we're gonna have all the links and contact information for from Mike out on industrial talk.com. So stay tuned. We will be right back.

28:49

You're listening to the industrial talk Podcast Network.

28:59

All right. Ah, harder harder. Thank you to Mike for joining me. On the industrial talk podcast, Kivnon company. Simple is the best way that I can possibly sum up the conversation. automated vehicles simple. Yeah. Reach out. Great stat card out on LinkedIn. You will not be disappointed. Again. 10 hardhat, approval, trusted, trusted individual. You won't be disappointed. All right. May 10 to 12 IoT solutions World Congress, Barcelona. Barcelona is great. No, no doubt about that. Let's get back to normal. Let's get back to that next normal. Let's get get engaged. Let's look at those face to face conversations and make it meaningful. Make it get the most out of your conferences. Get the most out of your engagements. That's what we're all about here at industrial talk. Go to that event. Great. Great. All right, people be brave dare greatly hang out with Mike Bold brave and Daring Greatly you're going to change the world thank you very much for joining we're gonna have another conversation Great One.

The post Mike Kotzian with Kivnon appeared first on Industrial Talk.

On this week's Industrial Talk we're talking to Jerry Good, Regional Manager at Amazon about “Leading the way through innovation and technology”.  Get the answers to your “Supply Chain Innovation” questions along with Jerry's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

amazon, package, equipment, 29th annual, product, site, fluke, industrial, magnets, basics, redundancy, conference, fulfillment center, maintenance, understand, technology, talk, data, facilities, performs

00:00

On this episode of industrial talk, we were on site at the 29th annual s MRP conference. And if you weren't there, you missed a lot. So put it on your calendar for the 30th annual SMRP conference. Well already be this year. And you know, we were talking about in this interview, we're talking about innovation, we're talking about the deployment of technology, when it impacts supply chain from one of the leading companies in the world. Let's get cracking.

00:33

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat, grab your work boots, and let's go

00:51

right welcome to industrial talk. Thank you very much for joining the number one industrial related podcasts in the universe. And I don't think I'm overselling that one bit. We are once again broadcasting from the 29th annual SMRP conference. We're trying to get our, I guess world back in order. And this is sort of a collection of the best maintenance and reliability professionals around the world. It is that important. And it's a great venue here in St. Louis. And we get to talk to some of the best that I mean, I'm just it's, it's, I'm all giddy because of it. That's what it's all about. And, and we couldn't make this happen. If it wasn't for Accruent. And Fluke Reliability. You got to go out to Accruent. I'm looking at their website right now. And it says solutions, real estate facilities and asset management. It's right there. I'm looking at it right now, gaining insights to transform how your organization manages its physical resources. You can't argue with that. And then of course, I go out to fluke, and you know, the color Fluke has got the big app there. And it's got that classic, gold yellow fluke, and this is what's interesting. You go out there, they break down the barriers between data systems, data systems, and teams by aggregating everything into one place. Yeah, that's dead sexy. I'm all into it. Absolutely. Wonderful. Okay, we're gonna be talking to Amazon. We're gonna be talking with a gentleman by the name of Jeremy. Good, and he is good. But you never heard that before. No,

02:19

never great. Only good.

02:23

Jeremy spectacular. All right, Jeremy. Welcome. How you doing, man?

02:29

Good, good.

02:31

Well, I like that. I like that. Good. Good. All right, double. So anyway, you're here, in at the conference, give us a little background on who you are, and why you're such an incredible professional. And then we're going to venture into what you talked about here at this conference. All right.

02:45

Well, I've got a lot of years of experience. I started off with Chrysler. Actually Chrysler back then,

02:55

I was gonna say in the new saw the acquisition of Fiat, right.

02:59

I saw lots of acquisitions, the merger of equals with Daimler. Oh, yeah. And then then we went to Chrysler Group and then a private equity had us for a little bit we almost went bankrupt. I remember that merger with fiyat. And now the merger with KSA with Atlantis. A lot of and I know after a while we were doing the merger was still Lanta so

03:21

it was funny, because there's just a lot of drama there. Remember that? It was just like, oh, another thing? Oh, another challenge? Oh, yes. Yeah,

03:28

Yeah. Look it. And we had good products. I mean, Jeep Dodge.

03:33

Oh, yeah. No, nobody's gonna debate that. I mean, it was just a lot of drama going on over there was, but look at you. You got a smile on your face. You. You survived. That's right now you're with Amazon.

03:42

Now I am. What do you do? So I am a maintenance Summit, regional manager for maintenance and reliability. So I have a the southwest region right now. And this week, it's gonna be announced that I get a little bit broader responsibility. When I'll have a third of North America for the large fulfillment, the ARS the Yeah, Amazon robotics centers near the large fulfillment.

04:11

Yeah, he's doing robotics. And of course, that's, that's cool, right?

04:16

Well imagine a site with eight to 10,000 robots. And really, yeah, that moves anywhere from 600,000 up to a little over a million packages per day.

04:28

And all the facilities are one facet. What and each one of those is that the type of commerce that is taking place? It's amazing. It's a hell of a stat.

04:37

Yes, it is. And so you think of cell towers is very similar to that. So you as a customer, so their goal is to give you a package in two hours or less. That's where we want to be okay. And in order to do that, you have multiple fulfillment centers strategically located To where if one site is down, another one can then do the fulfillment for that package, roughly.

05:06

And again, you're throwing out a lot of stuff here. But you're saying two hours, two hours or less that I'm on, I'm on your side, I order a home, you know, whatever widget, right? Whatever it might be. When that that process starts, you're trying to fulfill it in, in and in two hours.

05:27

Correct. So if you when you push that button, within the first 12 hours, say within the first five minutes, Amazon already knows what fulfillment center is the least expensive for them to bring that package to you. within that time frame that you have, if you have Amazon Prime, if you're on the coast right now, there, I think there are six sites that can guarantee within six hours of when you order, the little trivia see is the fastest is 12 minutes. From the time somebody pushed the button and was delivered,

06:05

you know, you understand the problem here. You guys are establishing a an expectation. And you're constantly pushing that from, from a consumer perspective, I have an expectation that I'm going to get that product. And I'm going to get that product relatively quick. And I'm not going to wait. And and that is a heck of an expectation. And I think you're disrupting logistics as a whole.

06:35

It's not a bad thing that's meeting the customers.

06:39

And I'm telling you, I love it. Don't get me wrong, man. I'm I'm all big into. Yeah, I need that. I need that. And you make it easy. That's right, you make it easy to get that widget, I don't have to sit there and struggle to find a widget that's there I go there Heck of a business model.

06:57

And that's because we're focused on the customer.

07:02

Yeah, no, no, note that because that is a very important component associated with any business, right? It is, you got it, you gotta focus on the customer, don't focus on yourself, provide what the customer needs solution, right? Solve that problem. Right? Now, all of a sudden, you're just screwing up everything just because my expectations are off through the roof. Now, let's talk a little bit about why you're here the SMRP. Tell us a little bit about the topic that you were discussing, so that you can share with the individuals.

07:29

Yeah, so we talked about challenging the norms. So we have so much technology now that we're losing sight of some of the basics. And without the basics to build upon. The technology starts to unravel.

07:48

Okay, you're gonna have to expand, what are the basics,

07:51

so the basics being knowing and understanding your equipment, seeing how it's the essentials, what we call within Amazon, essential skills, crafts. So knowing that how a bearing performs, knowing what the wear characteristics of different components of, of the equipment, how a motor runs, how, how the equipment at a, at a basic level, whether it's rollers, whether it's pulley shafts, gear ratios, whether it's a gearbox, how those things all work together, and no, no, that not have data just being fed to you saying, hey, the problems over here, and you need to go fix it. If you don't understand the why behind it, then when things change, you end up getting into more more problems. And we're talking about letting, letting software now software and technology have its place, there are tools, but there are tools that need to be grown upon, off of the basics and off of knowing and understanding those basics

09:03

is a part of the basics. The the human element. I mean,

09:10

I mean it is it is and it's it's so probably one of the best tools that break things down to the basic is a filmmaker failure mode with the criticality on how you how you do the maintenance to maintain that the empowerment, so but it is it there there the skills of of what the individual has, when you walk by a motor and you it's using your senses, smell, hearing, even taste is one of the senses. So how is that piece of equipment performing? And I'll tell you one of the examples when you look at a good site to a great site, so you want to go to something where you're running 99% 99.9999% uptime yeah The sites that are different, and that differentiate them are the ones that have those skill sets and do things like critical walks, where they're walking through the critical piece of equipment and seeing the different components and where they're at. And from a health standpoint, and then doing things proactively before they fail.

10:22

Yeah, because yeah, it does. Because your obligation, your fundamental driver is fulfilling that order in two hours or less. That's it correct. And that does not leave room for any, you know, reactive situation where something was breaking broke down, right?

10:38

Correct. On critical equipment there is there are redundancies built in sites.

10:43

If you notice my note down here, I get a little word that says redundancy and might not spell it right. But it does say redundancy, I was gonna ask that question. So when you start talking about critical critical equipment, do you from a criticality perspective? Do you create a redundancy? inventory that looks like you're here? No.

11:02

So Amazon does not build whip in different areas work in process or inventory, right? To help cushion that that those are ways? So right,

11:14

right? Because they are, don't get me wrong. I

11:16

mean, and when you're moving that much product, you've got to look at the equipment and say, okay, the things that are critical to our operation, need to be well known and understood. And the maintenance plan for that, including a lot of machine learning. And a lot of data points are average, I mean, we're five to 10,000 data points in one site coming in feeding information to us on the health of that piece of equipment and how it's performing. And are there other things that we need to be looking at from it, whether it's heat vibration,

11:52

so that's a that's a Iot, right? That's an IoT solution, data collection going someplace. And then there's this the analytics behind that that says, hey, this is just garbage. This is noisy data and noisy data, whatever data you don't worry about that data. But here in this little swim lane here, these this is the these are the data's that that data's is can I say data's there's a gentleman out there that I know real well, and he's a good guy. And I'm sorry, because we're alive. I see how No, don't even don't point way does take time. Anyway. So yeah, and then if you're saying, hey, something's out of parameter or whatever, in this, whatever, analytics, this algorithm, then it notifies

12:40

and notifies and let you know that there's something wrong. Yeah. The thing is, you have to go back and look at the why behind it. Because if you do act on that, and you don't see a result, or you don't see an effect of that, and you need to understand the why behind it.

12:57

But why have the failure? The why of the problem? Why? What would like what, what's that? Why?

13:01

Yes, it is, it's, it's all inclusive, right? You want to know why it failed. So so because

13:09

you don't use for example, with just pencil whipping and then and then just sort of sit there and, and, okay, it's fixed now, but you never understood the why. And it could happen again,

13:17

well, we understand we know enough of the equipment, and how it performs. That it's not the exception, it's not the normal things for the equipment that that catches us off guard. It's the human intervention beforehand, bringing product in that, for example, a bunch of magnets, and they break loose, because they're not box properly. And I got magnets on a conveyor that's going 400 feet per minute, or feet per second. And with diverters, and all kinds of stuff on it, and it just doesn't perform because it's got magnets stuck everywhere. So it's those things like that, that create the, the event that you need to understand. Okay, so now, we need to package this differently. We need to do this differently to make sure that it doesn't happen again.

14:09

Walk us through that process. So you sit there and you clearly you're you're trying to understand the why. Fantastic, that's really important. Where does that go? I mean, that's, that's a human conversation. So

14:22

that goes back into the systems on the inputs. So and we have, there's a term that they use on a product description that shows this product can be packaged only this way, this way or this way. And it needs to be have this much density around it or whatever to protect, really, and then it goes through. So you may not realize there's a lot of those things from the lessons learned. So, we know we have this failure. So now the product cannot be packaged this way the way it was that it failed. Now it can only be package this way and this way.

15:02

So let's say let's say on packaging, I'm the packaging person I'm trying to fulfill this order, then it comes, it comes in on a screen, right? And and I look at and it's magnets will just keep on running with that analogy. So it's magnets. And then I get from from, from whatever interface direction on

15:23

only package in this box, but this material packing material with this tape, and I mean, it lights up for them. So that tells you intuitively exactly what you do and what sequence and

15:37

so so what if it's a new product, whether it's like, okay, Amazon, your process a lot, don't get me wrong, I don't know, if you've, it's like trying to find a domain name. Does it even exist out there? Like all domain names? It? What if it's a new product? So then

15:54

it's tested? In different variations on Bob, really everything else? Yeah, there are some standards that it'll come in at just because of package, right. And there's less expensive packaging, to more expensive packaging as well. So you start with the less expensive, try to make it as reliable as you can, and you work your way up to the more expensive if you need it. So there is a there is a method and a science to everything.

16:22

Yeah, a guy that likes process. Me, I love that I always I was always process something out. This is exciting and giddy. For me. I just think it's, it's the coolest thing since sliced bread. Eventually, I would imagine that Amazon's gonna have put a some sort of monitor in my head. And I don't even have to go to the website. I could just sort of say, I need potato chips. And there it is. And it's like, Oh, it's right there.

16:50

Yeah, we look at your buying habits. So we can have it show up exactly when you do it. But he chips every Sunday afternoon.

16:59

But you do. Yeah. Yeah. Because I do. Yes. And it's it's very effective. Very, very effective. I didn't know I needed those things. But at that particular time, I did. And thank goodness that was right there for me to Yeah. Hey, consider these. Yes. All right. The the last final question I have is where do you see all this going? I mean, that's pretty doggone you're, you're constantly. I mean, every day, every day, every day, you're you're making it more efficient. You're always trying to figure out more better, faster, the Steve Austin approach, right? Where do you see it going? I mean, is there a point of diminishing returns? Or is just sort of That's it. That's life. Well, Amazon's

17:47

extremely innovative. So you will see new markets being developed. So right now we're delivering packages. Pretty soon it's going to be delivering food, fresh food. It could be technology in the home. I mean, it's gonna go go go.

18:14

For somebody that's just founded on impatience. That's me. I am impatient. Amazon is absolutely. Yeah, it's for me. Oh, my gosh, I'm so glad that you. I mean, this is a this is a great conversation. It's pretty cool. Yeah, I didn't mean it. I just I had there's so much more I, I want on my bucket list. I want to just tour one of those facilities just to say it. Absolutely. Look at I know somebody. That's right. And as I stare at you, creepy, but stare at you, nonetheless. How do people get a hold of you? They're saying, Hey, I like what he's talking about. Jeremy is a great guy. He's good. But he's really fantastic. How do I get ahold of

18:54

my email is probably the best good jr@amazon.com All right.

18:59

Once again, I just want to say thank you very much for being on the industrial talk podcast because you were absolutely wonderful. All right, listeners. We're broadcasting from the 29th annual SMRP conference here in St. Louis. It's fantastic. It's got a collection of the best maintenance reliability professionals known to man or woman or people, whatever. And we're brought to you by Accruent and Fluke Reliability, you got to go out to their website because their specialty, they've got great people, great solutions, great company, so don't hesitate. And then finally, just finally, you're saying I gotta get a hold Jeremy. Fear not. We're gonna wrap it up on the OSI, all the contact information that you need to be aware of. So stay tuned. And thank you very much for joining industrial talk.

19:44

You're listening to the industrial talk Podcast Network.

19:54

All right. That is Jeremy. Good. He goes by Jerry. I didn't mention it in the interview. Why? We're at the 29th annual SMRP conference. But you could call him Jerry. I have his email address out and industrial talk.com. They're doing fantastic things as you could tell by the interview, that they're doing incredible things at Amazon big time. It's an exciting time. Now. As we wrap up, I'm reminded of a quote that I just recently heard again, confused minds say, No, don't be confused. We've got to in this in this industrial age, this this innovation industry for Dotto, we've got to educate. That means we've got to do everything we can to consume that content. Because we depend on you each and every day. Because you're bold, brave you dare greatly Jerry is and many of the great people who have been on industrial talk are all bold, brave and daring greatly. Let's change the world industries changing the world because you guys are our people. So another great interview right around the corner so stay tuned.

The post Jerry Good with Amazon appeared first on Industrial Talk.

On this week's Industrial Talk we're talking to Nick Haase, Co-Founder of MaintainX about “Streamlining your maintenance and asset management by going mobile”.  Get the answers to your “Maintenance Mobility” questions along with Nick's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

NICK HAASE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/nickhaase/

Company LinkedIn: https://www.linkedin.com/company/getmaintainx/

Company Website: https://www.getmaintainx.com/

SPONSORS:

Accruent:  https://www.accruent.com/

Fluke Reliability:  https://www.fluke.com/en-us/products/connected-reliability

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

solutions, folks, erp system, people, absolutely, data, 29th annual, industrial, maintain, companies, nick, system, interface, frontline, workforce, conversation, real, industry, clipboard, insights

00:00

On this industrial talk, we once again are on site at the 29th annual SMRP conference. In in this conversation, we're talking mobility, we're talking about asset management. We're talking about reliability, we're talking about maintenance, and all things in between. So let's get cracking.

00:19

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat, grab your work boots, and let's

00:37

get that's right another great interview at industrial talk. We are broadcasting live from the 29th annual SMRP conference here in St. Louis, great venue great people, you need to put this on your bucket list. If you are interested in becoming a reliability professional and maintenance professional, this is the place to be. So I guarantee you next year will be 30 I can do the math, but it is a great place for learning, education, connecting, collaborating, you name it, it's here. We also like to thank our sponsors, Accruent and Fluke Reliability. So I go out to Fluke Reliability is a website chock full of information chock full of stuff that that makes you a better professional. And always like reading this provide maintenance and reliability professionals the data to do the job asset by asset wherever they are, you can't argue with that one bit. And then if I go to Accruent website, outside of the fact that it is also a good looking website, they've got solutions, real estate facilities and asset management, gaining insights to transform how your organization manages its physical resources. Another statement that you cannot argue with both companies great people, great companies, and wonderful solutions. They make you a better professionals Most definitely. Alright, Potsie Here we go. His name is Nick Haas, right, MaintainX is the company. And we're going to talk about and really, this is sort of the semi first time we're going to talk about it. We're gonna be talking a little bit about industry for Dotto, and then some How're you doing, Nick?

02:17

I'm doing well. Thanks for having me on. Scott,

02:19

give us a little background a little bit. the who's who of Nick, what's that? What's that all

02:23

about? Yeah, absolutely. You know, I'm a, started my career in technology here and currently working on a company called MaintainX. We started this three years ago with three co founders and and we've been on a fun run, growing the team and trying to make it into this this industry and help transform the way that people do work.

02:41

Yeah, this MaintainX. It's got a great user interface. Yeah, I saw that when I was at your booth, which is pretty cool. It's it's pleasant. And it's agnostic to say agnostic to whatever enterprise system you have to train. And and and why was this important to develop a platform like MaintainX?

03:03

Absolutely. I mean, I think a lot of the data that we're not seeing in this industrial digital transformation is not is part of what's missing, is that end user data, that frontline team data. And when you think about what is that bottleneck that prevents those folks from actually, you know, coming online, and in participating in this ecosystem, it's, it's that interface is so challenging with a lot of these legacy solutions. And interfaces is difficult to use. It's clunky, it's cumbersome, doesn't work? Well, most importantly, on mobile, which is where these folks work. They're not at a desk all day.

03:31

So when you say frontline data, what do you mean by that? I mean,

03:35

the folks that are actually out turning the wrenches to folks that are actually, you know, that claim manager and below that whole organ, that org chart is currently working on their state of the art system of record right now was a clipboard, pen and paper.

03:48

Yeah. So so the way I see it, and, and it, it's been clipboard and paper forever. Just FYI. And it's interesting to recognize the fact that it does still exist out there. So give me the reason why companies are still using sort of that, that clipboard approach.

04:11

We I think there's a lot of resistance to technology solutions in this industry for, for a number of reasons. A lot of the legacy solutions that came forth, you know, during this initial air, first sprint of the digital transformation, and are really heavily focused on desktop, and our VCs. And so, you know, we have these great ERP systems that are really powerful and robust, and they don't have mobile, you know, functionality that really works well for those guys in the field. So what happens is these plant managers and these other folks who are printing these work orders and printing out the you know, the information they need those frontline workers to work on. And that's what goes on that clicker paper and then somebody comes back brings it in and, and they they type it into their system if they're real go getters but sometimes it just gets lost. Now

04:54

there's a term out there called pencil whip. Yeah, they they are very apt at pencil whipping. It's true. Yeah, then then the data looks like garbage. And then there's no real, nothing, nothing to nothing to mine. No, right. It's just, it's a mess. Yeah.

05:11

And I talked to several folks here, this, this conference alone, they're telling me, they're guys don't even print the work orders out, to tell them what to do. And they come back, and they just remember, you know, whatever meter readings, they, they think that, you know, they verbally articulate that back to the management. You know, managers are just like, we just, we have to trust that they didn't write it down, they can picture. You know, that's, it's wild,

05:31

by the way, and it's not, is it. So you have this reluctance to embrace some sort of technology, I guarantee you, they're having a conversation, we've got an ERP system, we got a real print this piece of paper on it, they just, and I'm not saying anything bad about it is just the process that they have change is always difficult. If I came to you and I said, Hey, we're really going down this whole digital transformation in this journey, IoT resetting out some devices, we want to be able to gain that insights. But I want to be able to bring it to the bring it to the floor of the frontline. Is that a difficult transition for companies to sort of go through?

06:12

I mean, change management is always, you know, there's always some challenges there, no matter what you're whatever you're trying to shift in your organization. And I think a lot of It's mind over matter, there's this resistance to thinking, Well, you know, I'm not sure like my folks can use a mobile app and their mobile device, you know, for work there, you know, there's an ageing workforce, people are afraid that those folks don't necessarily, alright, these guys aren't gonna understand how to use their iPhone, how to use a tablet. And, you know, the funny thing is, I'll talk to the same those managers, they'll say, Well, you know, who are you afraid it's not gonna be able to use this device? Or oh, you know, Jim, 60 years old over there? I don't, I'm not sure he's gonna get a handle on I was like, Well, Jim, use Facebook on his phone. He can't get him off Facebook. And yeah, it kind of helped turn the gears there and say, Jim knows how to use a mobile app just fine. And I think the challenge here is if you put something in front of him before he couldn't figure out how to use it was just wasn't well designed software.

07:04

So don't assume us old guys don't know how to do that. So I've seen

07:07

it happen. I've seen old guys that that thought they weren't gonna be able to do it flying is it's just mind.

07:14

Yeah. Because there's that that preconceived notion that technology is hard. And it's not. It's not, if I can do this whole podcast, they can hook up all this stuff. companies recognize there's a bigger market, if I can make my product simple. Absolutely. If I make it complex, nobody's gonna use it. Absolutely. And I go out of business. So, you know, do away with that. Thank you do away with that. And

07:37

the other misconception is that simplicity is, you know, leads to lack of depth or lack of functionality do and and the real secret is you just make it so that the folks who who need that functionality and that depth, they have the ability to access it. And the folks that don't you make their their workflow and their stream, you know, their experience, very simplified. Yes.

07:55

You, that's a beautiful thing. I mean, it's and, and then there's this set, then then you get the data that is truly valuable, right, and and you build on it, and you're not just getting dirty data just for the sake of pencil whipping, right? That's good. So with that set, so you got this mobile product, what type of what type of tablet do you use out there in the field?

08:19

Well, you know, we work on any Android or iOS device. So we're pretty agnostic. As far as you know, what we, we recommend a lot of our customers use, you know, I, you know, iPad tablets, other folks use Android tablets, it works really well.

08:32

In some cases, are they durable enough?

08:34

Oh, absolutely. You know, there's, there's also special cases you can use in your customers to have those. So

08:39

when MaintainX, somebody goes putting call to call and MaintainX, right? Yeah. I'm interested in your solutions. Do you guys go out on site and help them?

08:50

We offer that, you know, offer that will? The reality is, you know, a lot of them, they'll say, can you come on site and your training, there's no chance our guys are going to figure this out without it. And we often tell them, I say, take two, take two weeks press go on this thing, launch to your team. And if after two weeks, they can't figure it out, we'll be there. We're happy to show up and help do the onsite training. And the reality is, once they actually start getting into it, and they see what it's all about. They don't need training, or sewing or a product is so intuitive. And it's by design, it's intentionally we wanted to make it so simple for anybody to pick up and start using because if we didn't need training, that that's going to, you know, that's gonna slow slow adoption across our across the board.

09:29

With that said, it has to the solution has to just like any other IoT device, or whatever, that that collection of data, and it's really sort of a more sophisticated collection of data solution. You have to have an API, you have to have the ability to it, they're not going to if they have an enterprise system, that's their enterprise system. They're going to you know, die on that hill, and rightly so. Yeah. With that same strategy, do you help them later

10:00

Absolutely, yeah. So we tell folks, you know, it's hard to get someone to rip out SAP, you know, we are not going to, it's not a, it's not a conversation that we even tried to start and entertain we, you know, we can work as a standalone there and a lot of that CMMS functionality. But the reality is we tell people is this is the human interface layer that you can put on top of that will plug and play, all the API's will connect exactly as you need them to, so that data can go. And we can have a bi directional sync. And this is the interface that you actually use to get that data down from your SAP system into our workforces, hand. frontlines hands. And our system is what gets that data from the frontlines into that into that ERP system for the first time.

10:39

Okay, so we do that we've got an enterprise system, we've got a mobile solution out in the field we're starting, and and you leave it up to the companies to determine the use of that mobile solution, is that correct? Or do you provide some sort of, hey, here's some best practice solutions,

10:57

right? You know, I think a lot of times, it's, with an endeavor like this, it's oftentimes to get him to walk or just to crawl, right, walk and then run first. And so some organizations are just setting up preventive maintenance routines, for the first time, this is you blow your Legos

11:11

like 29th, annual SMRP, contract 29, next year is going to be 30.

11:17

And so, you know, that sometimes is the first quick when we can help them take off, you know, take off their plate, for other organizations that have been doing that, you know, the, the answer may be, we're gonna, we're gonna help you start putting in predictive insights on on that with some of our visibility that we have with our insight, or, excuse me, our business intelligence and reporting dashboards, that are gonna make that easier for you to access that, that information in real time, a lot of time, there's lag time on the data that you get with, with some of those, some of those reports, you know, some of the other components of our software that we like to pick up and help people out with is standard operating procedures and continuous improvement. And those are two areas that are really hard to do, you know, you can't really have continuous improvement if you're not measuring things, and you're not measuring the productivity and efficiency of your workforce. So that's, that's a big area of interest for folks that are a little bit more advanced, as well as we can put those continuous improvement mechanisms in place that allow you to not only measure what's going on, but then look at the big picture, figure out how you can make things better, and then push changes across your organization with a click of one, you know, basically a click of one button to, to make sure that to put these improvements into place.

12:28

Okay, so, so it's all good. You're getting everything that I need to get, yeah, what's what is sort of the, let's say, the financial benefits of a solution, such as MaintainX,

12:39

oh, I mean, unplanned downtime, about that going down, we have customers who have been, who have very sophisticated ERP systems, they thought they were doing a great job, you know, at face value there. And they've already had a decrease in 30%, after a year using MaintainX and unplanned downtime.

12:57

Why is that? It's just because of visibility, some visibility there, there's some proactive notifications on Hey, we got a problem with

13:05

that, it's that speed to, you know, that that speed to, to action.

13:10

So I identify a problem, speed to action and affect change, whatever that is.

13:15

Yeah. And so, you know, fanastic goes down. How's that? How's that workflow work? At your operations? You know, is it I make I get on my walkie talkie radio, call somebody he got, he's got to come over from wherever and then, you know, evaluate the situation, maybe go back to the back office, grab a part, maybe he's got to go find the manual. Maybe he's got it, you know, there's so many steps involved that are in this analog process, that eat time away. And when you're thinking about ROI, you know, every minute that that guy's hunting for information that could be at his fingertips, is his money saved? If you're using a system like,

13:49

so? So that that's, that's where it is? Because yeah, you're absolutely right. Let's say the as his process today is like, identify a problem, a problem has been identified, I've got to go find out what the problem is. And then I got to go here, and I got to get this, the PN IDs, whatever it might be, and to be able to do that. Absolutely. And time is ticking with that acid being down.

14:11

Absolutely. No. Kicking along on the flip side with having work instructions on hand, as you're doing your your operations, regardless of how long you've been working in this, you know, operating in the role that you're in, having those work instructions on hand can make sure that people are doing the job right the first time, and that you don't encounter a breakdown because somebody you know, or safety issue, because somebody you know, missed a step.

14:34

Can you can you take existing work instructions and upload that?

14:40

Absolutely. Oh, yeah, we've got a phenomenal implementation team that makes that, you know, we get people or any organization we can get up and running in less than three weeks. So people thought this meant, you know, if you think about going in and adopting a large ERP system, you know, that can be a multi year endeavor. And then it never it never stopped. You may never leave live to the end of that deployment. And you know, We're in and out real quick as far as that implementation time. And so the time value with using something like this is really important to us. We want to make sure that you can get your team up and running and see results right away like that. And that's the way it should be, you know,

15:11

it has to be easy. It has to be easy. Information on hand. That's the way we we roll today with with our phones. Right, right. If I have a question, I just zip there it is done. Got it. Right. We don't have to go to the library.

15:26

We love instant gratification. You

15:27

know, it's it is being burned into our DNA. Yeah. I was having a conversation with Amazon. And I, they have set an expectation so high that I'm going to get my package in a couple of hours. Right. Yeah. And when it's not there, it's three hours. How dare you? What is going on? Right. And it's just it's establishing that expectation, but it is what it is. It is.

15:52

I mean, that's, that's what we're conditioned to. And we like that, you know, we want that enterprise software experience to mirror what your expectations are on the consumer side. And we don't think that's an unrealistic ask.

16:04

No, it isn't. And so do you have a, like a sort of document management system to?

16:10

Absolutely, yes, I think it is a knowledge base as well. So as you as you're bringing people in, you know, as folks are aging out of the workforce or retiring or switching jobs, today, that information goes out the door with them. You know, it does and, and that's a whole nother problem. It's growing. Yeah. And we need young people like you, we absolutely we need young people. And young people are coming into these roles. And and what's happening is young people are like, Why are we using these old tools? Why can't we have good software?

16:36

I don't know. I'm just so I like all the drive that I'm telling you, man, I love that change. I really do. I'll always gravitate towards people who are just trying to push the envelope through innovation and how it helps people succeed. Alright, how do people get ahold of you, man?

16:52

They can find us. You can find me at WWE get MaintainX.com That's a get get ge T Yeah, MaintainX calm.

17:01

That'd be the easiest way. That's why you were wonderful. Thank you very much for being on industrial. Tom, thanks so much for having me. All right, listeners. Once again, we're broadcasting from the 29th annual SMRP conference. It's a great venue in St. Louis, put that on your bucket list important you get to meet people like Matt, which is a great conversation, you will not be disappointed. Also, thank you to the sponsors of Accruent as well as Fluke Reliability. Thank you very much go out to their website, as well find out more. They've got great solutions, great information. And once again, they're great people, just like everybody in maintenance and reliability. I've never come across anybody that sort of never have. Great, I'm thinking but it's it's great group. Alright, we're gonna wrap it up on the other side. So stay tuned, we will be right back.

17:49

You're listening to the industrial talk Podcast Network.

17:57

All right, once again, a hearty thank you to Nick for saying yes at the 29th annual SMRP conference to be on industrial talk, sharing his insights, sharing the technology that is at MaintainX. Absolutely wonderful event. Put that on your bucket list. That is SMRP 30th. Annual next year. Well, this year, quite frankly. And you're saying you're so Scott, how do I get a hold of Nick, you find his interview out on industrial talk.com You'll have all the contact information, I guarantee you can definitely find his stat card out on LinkedIn, you will not be disappointed anything they're doing. I mean, they're just super focused on keeping that asset up and running. And doing it in a way that makes sense. All right. Be bold, be brave, different. You know, I say that all the time. Hang out with people who are bold, brave and daring greatly. You're gonna change the world. There are many of those within industry like Nick, do that. Put that on your 2022 bucket list? Alright, we're gonna have another great interview right around the corner. So stay tuned.

The post Nick Haase with MaintainX appeared first on Industrial Talk.

On this week's Industrial Talk we're talking to Eric Simone, Founder and CEO of ClearBlade, Inc. about “The obligation to making technology simple and consumable for the masses”.  Get the answers to your “Technology” questions along with Eric's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

ERIC SIMONE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/ericsimone/

Company LinkedIn: https://www.linkedin.com/company/clearblade/

Company Website: https://www.clearblade.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

software, building, infrastructure, industry, eric, 29th annual, company, ibm, selling, people, systems, masses, mainframe, late 80s, work, assets, fluke, iot, technology, industrial

00:00

On this Industrial Talk, we are broadcasting from the 29th annual SMRP conference in St. Louis. And we are talking about making technology simple, frictionless and available for the masses. Let's get going.

00:19

Welcome to the Industrial Talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat grab your work boots, and let's get

00:37

right once again, welcome to Industrial Talk the number one industrial related podcast in the universe. And I don't think I'm overselling that and we are broadcasting live from the 29th annual SMRP conference here in St. Louis, Missouri, wonderful venue, incredible. If you want to educate yourself, you come to this thing in the world of maintenance, reliability, asset management, and now we're throwing in technology in a big way. Big time. I want to thank Accruent and as well as Fluke Reliability. If I go up to their handy dandy website, I'm going to find a couple of things here is Fluke Reliability provides maintenance and reliability professionals, but data to do the job asset by asset, wherever they are, try to argue against that one, you cannot do not come to me and say I can argue that. And then of course Accruent. There. They're about real estate. They're about facilities are about asset management, of course, gaining insights to transform how your organization manages its physical resources. You need that they're great company. Both are great companies, great people, great solutions, no fuss, no muss, find out go to their website, you will not be disappointed. Alright, I'd say. We've got Eric Simone. ClearBlade is the company. You're the founder, right? I am. You're the bigwig.

01:52

Yeah. Yeah. You know, I like to pretend

01:56

he's smarter than me, which is pretty much everybody. And we're going to talk a little bit about modernizing in the infrastructure with intelligent assets, which is pretty doggone cool. But before we go down that road, because I'm going to geek out on that, give us a little background on who Eric is.

02:12

Sure. So, again, Founder CEO of ClearBlade, we've been at this since 2007. So we're not a young company, but we're not old. And prior to launching ClearBlade to focus on intelligent assets and edge computing software and, and IoT stuff, right, but I had a career at IBM, a couple of stints at IBM did some of the deal, Michael, I did not know I was I was a Michael was probably in grade school. When I started my career at IBM in the late 80s. I started off doing Air Traffic Control programming, no way. The DC area on mainframes. So it was a I was a young mainframe, were back in the late 80s. And then I spent a couple of years there, I did a stint at Johns Hopkins Hospital, I get to build patient intake systems as a 23 year old back in the day. And then I rejoined IBM in the Chicago area and sold was an engineer and sales engineer a client server software. So I saw the transition from mainframe to PC. And then in 94, I decided to leave the corporate world and move to the Bay Area and and do my first startup called compete, which we sold to a public company called efficient compete compete Incorporated. Yep. You had that compete. Competing corporate. That's great. Yeah. So it's, it's now proficient here in St. Louis. And that was a very, that's what moved me from the Bay Area to Texas. And and as of a week ago, I moved from Austin, Texas, back to my hometown of Libertyville, Illinois.

03:49

Good move. You wanted to do that? Yeah, I

03:51

did a number of reasons family, their sporting, sporting, and I wanted to put my kids into the same high school I graduated from, so they could get the true Breakfast Club experience. Many years later.

04:06

Yeah, that's pretty cool. Yeah, yeah. The first one. All right, let's do it. Let's venture into this. One of the themes that I like that you constantly and we're gonna we'll talk about it that you constantly sort of harp on in a nice way. Not a bad way. But it's, it's your obligation. You, as a coder, you as a programmer, you as a creator of systems, you're obligated to simplify. Yep, you're obligated for the end user to be able to achieve what they need to achieve without the fuss or muss because I would imagine you know that if it's hard, I'm not using it.

04:42

Totally true. I've seen it my whole career. So I used to be a programmer. Let's put like that. If you call me a programmer, my engineers here that don't laugh. But you know, I know enough to be dangerous. I know enough about what I've been through. Going from mainframe to PCs to the cloud. Bay Area craziness. And one thing that I've learned is we've got to make technology consumable by the masses. Yeah. And IoT specifically, has been, it's such a buzzword. And it's such a movement, it's real. And it's really difficult. And we have got to put software in the hands of the professionals on the plant floor. maintainers on the railway, right? In the buildings, that's not intimidating. It just has to be intuitive to use, and they shouldn't have to learn anything about coding or any of this technology example,

05:35

when, when I started this, you know, media thing, and I did it out as a result of trying to gain attention from my other company. I was concerned, I was nervous, because I just know, I'm entering into something that I really don't know. And then I was just surprised at how easy things were. And and, and I recognize and realize that there are just companies, they recognize nurses are saying, hey, for the masses, that's where the, that's where the value lies. And so and it is drag and drop, whatever, you know, you're not going to get yourself sideways. And

06:08

it shifted to in my mind just just a few years ago, actually, really 10 years ago, because as an engineer as a computer scientist, right? I sacrilege to say you don't need to code, right, right. To me, it's like, of course, you can't do this without coding. And I was a proponent back in the day of these visual drag and drop builders PowerBuilder, visual age was IBM's. And I built a whole business on that. And what I learned from leaving IBM and building that first business was, this stuff was great when I was demoing it around Chicago, right and selling it. But now that I have to use it at scale and these big projects, it doesn't work. Yeah, it really and this is why you don't see these tools again, right. And I actually see the industry making the same mistake for low code like, so no code is is a little bit different. It's not drag and drop and use these specialized tools. It's fill out a form and use, like, if you were to buy something on Amazon, you enter your credit card information, right. That's what no code means. It means I'm typing words to say things like, allow the farmer to say turn on fan when temperature in greenhouse 16 is above. Right, right, right. Yeah, turn up 75 degrees, or whatever. And they're just typing that in. Right? So it's natural language, usually language,

07:28

natural language. That's pretty tough. And cool. Now, you're going to touch upon a subject matter that I'm quite interested in, is because we have all this buzz out there about industry for Dido and digital journey and blah, blah. And and one of the areas is just infrastructure. Yep. That is, it's like, you know, that is a business that's been around forever. And it's just, you know, we've got assets that are 70 years old, what are you thinking? And I don't I don't have an answer of how you do that.

08:01

Very carefully. Yeah. Well, one of the reasons we focus on infrastructures, because that's what the the industry led us there. Right. So as we started selling our software, we were selling into industries like rail, yeah. Big iron, right? into building facilities, into aerospace into agriculture, right. And so when you start looking at the definition of infrastructure and critical infrastructure, it's things like energy, water, transportation, agriculture, right. So so when I looked at those boxes, like, okay, that's, that's broad enough for our software. I mean, there's a lot of criticism, sometimes you get for thinking broad and having that vision, you can't possibly attack all these industries at once. What if the software's not industry specific and customizable enough for any of these industries? And then you go work with the partners that know those industries, know those customers? That's, that's our go to market strategy. And that's what we do.

09:07

When you say that you're going to work with these partners who are partners, like what do you mean by partners?

09:12

So great question. People who know their customer, who know how to bring the best technology to bear both hardware and software, but are building bespoke solutions over years of development, their trusted advisors that know your manufacturing operation or know your rail operations, or know your aerospace operations. So when they know about our company ClearBlade, and they said, Look, we can combine ClearBlade software with the sort of sensors and gateways and it can stream data into your ERP system, your your enterprise, your enterprise systems, right, right. And then we can give them results in a matter of weeks or a couple months by configuring Software as opposed to building from the ground

10:02

Great stuff, don't get me wrong. Okay. So I'm just my, my, my head is swimming, because let's take, let's take utilities, let's take the infrastructure of utilities, there's a lot of a lot of things happen in there. And a lot of people are talking about it. And I think to your point, I think there's a gap and the gap is people that really know what the problem is. And really leaning on that there are just companies that are out there saying, Yeah, we're going to be doing this and we throw it out there. But do you really understand what's going on?

10:39

We don't, I'll tell you right now, I've got customers, that their, their full picture of what they want to do doesn't really get revealed to us until later. But what the partners know, they're, they're playing in their mission. So so we are, we are a vendor of software, right? You should, we shouldn't be in there directly selling anything, we should be working with a partner. And to to understand that bigger mission, right? If working with a utility specialist that understands what they need to do to modernize their existing infrastructure, and then applying the right software products, and hardware products to that solution. We've got great examples, we can tell you all of the reasons why our edge compute or IoT or AI is fantastic. But without that specialist in the middle, you're going to have we're going to struggle, because you've got to be able to identify what the business

11:39

and you know it, this is human right here, if you lose credibility, if you don't have that, that, that that subject matter expert, whatever, that individual that has the street cred that understands that business, and you come in and you you go round that individual, yeah, you're gonna screwed up and and then all of a sudden, whatever strategic initiative that they want to do, it's just thrown it's like, this is This is bull.

12:06

Yeah, you got it. And I'll tell you, our biggest challenge is, people that make their money, building things paid by the hour, not saying these companies are bad, but there's a lot of people out there building the same wheel over and over and over again. And they make a lot of money doing that. And there's internal fiefdoms in these companies where look, it's really cool to go build an IoT system, because that's your, you're an engineer, your software engineer, this is what you're paid to do. But it's not the most efficient way to go about doing but

12:39

that is been the point, especially with the infrastructure companies, right? They have these these, you know, patchwork type of legacy systems that it's like, yeah, I got that one, oh, I bought that one, they sold this, and they don't talk together, and then all of a sudden, you're trying to figure out what to do. And that's it. It's just, and that's just one organization over here that has a different set of

13:01

oh, it's, it's so so going back again, in time, which I love to do, you go to the late 80s, right. And one thing I learned is these enterprise systems, they don't go away. They, these are major investments from these companies, they evolve, right? And you better know how to work and play nice with those big systems, and be a valuable component. So play nice with others other software, other hardware, and be that flexible, flexible piece of software that can tie this stuff together. Yeah.

13:34

That's, that's where it's at. That's where it's at. And if you have any of that strategic to you, let's just put it this way, the infrastructure, the world of infrastructure has to do it, there has to be some way of strategically transitioning, it's not going to happen overnight. It's going to happen. Well, who knows, right? Just gonna have a lot of people.

13:53

And I'll tell you intelligent assets, right? That's a term that we use, that is focused on the operator, the maintainer, the business person. And that's a shift for us. Because we were selling to the technology, people look here, here, your picks and shovels, before the pandemic. And then what happened during the pandemic, is the customers that continued to buy, were buying in buying the value of intelligent assets by adding sensors into their operation, adding edge gateways in but using our intelligent asset system. So when we looked at the future, which looked pretty bleak a year, year, year plus ago, right, so let's go double down on that and make our intelligent assets system better and really focus on the end user, not the IT department and the developer. Now, of course, we can't cut those people out. But we already built for them. So once we built this application over top of it, to work with the people that run the run the machines right out in the field, then And they started using it, then it starts getting involved say, wait a minute, what are you using here? Oh, let's open it up and do more and then we give them that capability to so we just go in in a different manner. Now

15:10

see, and I like that because that is really where the rubber meets the road are the operators are the one that keep the assets running and doing whatever they have to do. And they do a great job.

15:17

Well doesn't happen. Software nerds, right. So we there's so much to build. We shouldn't be building it all. There's other high level things to do with AI and ML and other stuff. So upskill that stuff, right?

15:29

There's a lot out there it is. I don't know how you guys keep up with it. Even I get it's never boring. It's never boring. How do people get ahold of you?

15:39

Eric Simone at ClearBlade.com e si, m o ne. Okay, good.

15:45

Oh, you don't have a.in there. No dot between Eric and somoni.

15:50

You know, the dot gets scraped away anyway with the server. So it's actually meaningless. That's it. That's it. Technically it is. No matter. Just so you know. You can put as many dots as you want in there.

16:06

Make a note of that listeners. The dot doesn't matter. The dot doesn't matter. Was that on a bumper sticker, the doc doesn't matter. I love it. Wonderful. Thank you very much for being on Industrial Talk. By the way. You did a great job at the roundtable. dealio SMF. Be

16:21

glad to get moderators.

16:24

Oh fest right here. All right, listeners, don't worry, we're gonna wrap it up on the other side. After the break, we're gonna just make sure that you get get the right information about Eric. And if you need to get a hold of them kind of get on you. We're not going to be disappointed. I'm just telling you right now, you're not going to be a disappointing

16:38

answer as many dots as you want in there. Yeah. Because the server doesn't

16:41

care or whatever. It doesn't care. Dot person. All right. Stay tuned. We'll be right back.

16:47

You're listening to the Industrial Talk Podcast Network.

16:55

All right. Eric, smoke, thank you very much for being on Industrial Talk. And we were broadcasting from the 29th annual SMRP conference. Booth is in your pipe and smoke it. We've got to make technology simple. We've got to remove the friction. We've got to make it available to the masses and put it in the hands of the operators. And that is a must if we are to succeed in this digital transformation world that we are venturing into. We can't put any roadblocks in the way that's Eric Simone. Reach out to him LinkedIn also thank you to crew and as well as Fluke reliability for your sponsorship. Go out to their both websites. Great company, great people, great solutions, solving problems. accruing Fluke reliability, make it happen. happen. All right. Be bold, be brave, dare greatly hang out with people like Eric. Be bold, be brave and daring greatly. You're gonna change the world. Alright, we're gonna have another great interview from the 29th annual SMRP conference shortly

The post Eric Simone with ClearBlade appeared first on Industrial Talk.

On this week's Industrial Talk we're talking to Michelle Katics, Co-Founder and CEO of Bankers LAB about “Powerful Financial Simulations with Real Insights”.  Get the answers to “Financial Simulations” questions along with Michelle's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

lending, work, big, bank, customer, bankers, industry, financing, equipment, finance, manufacturer, product, rusty nail, manufacturing, solution, simulation, piece, democratized, create, innovation

00:00

All right industrial Talk is brought to you by endeavor Business Media. Now I'm telling you man, they put on a great show I was at the one that they put together called the manufacturing and technology show in Cleveland, Ohio. You got to put that one on your bucket list for next year. Great venue, great event, and put on by a great company with great people that's endeavor Business Media, go out to endeavor business media.com Find out more, you will not be disappointed enjoy the interview.

00:35

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat, grab your work boots, and let's get

00:52

right once again, welcome to industrial talk the number one industrial related podcast in the universe. And I'm not overselling that at all. And we celebrate industry heroes such as yourself, because you are bold, you are brave, you dare greatly solve problems, you are changing lives and you are changing the world each and every day. And that's why this platform is dedicated to you. That's why we celebrate you. Here we are broadcasting from the manufacturing and technology show here in Cleveland, Ohio. And I want to give a big shout out to all the manufacturers that have great I mean, it's full of solutions, right here solutions, you got a problem. They've got a solution. That's what the manufacturing and technology shows all about in a hot seat. Most shell kennix Did I get that right? I got I nailed the kennix part. And she is co founder of bankers lab. And you say to yourself, Scott, I don't know you will know about bankers lab after this conversation. Michelle, how're you doing?

01:51

I'm doing really well.

01:53

That's good. I've been stalking you for the past couple of days, which is pretty creepy. However, I when you lose, I found you. And you're on the podcast because your story needs to be told who was the other founder.

02:05

The other founder is Kurt Gingher, who's our CTO and he designed our simulation algorithms which have been used in industry for over 10 years.

02:15

You've been around that long we have. It's pretty cool. By the way. It's cool that you have the URL bankers lab. Oh, yeah. But unless somebody says bankers slab, yes, they do that too, huh? Of course, it would be me. Because reading is not a strong suit for me. So for the listeners out there, give us a little background for one one on who you are. Sure,

02:41

I am a recovering banker. And I'm sorry to hear that. And I'm a banker who was trying to solve our own problem. So I worked in a big global bank that had 57 countries. And we were supposed to teach everybody in 57 countries how to manage complex lending portfolios. Okay, not easy. No, spoiler alert. Even bankers aren't really sure how to do that. And what I realized is that when we just put them into a simulation, kind of like, you know, if you want to learn to drive a motorcycle, you can do those fun Moto GP. Right? Right. Games. Right, right. Learning by doing so we created this numerical simulation to just let people do what if and what if I did this? What if I did that? And it worked.

03:26

So it's not it's an Excel spreadsheet right now? A little bit more. So

03:31

it's slightly more Yes, it's a web application that is hosted on AWS and Azure from Microsoft. So Kitty, it's a we've used it in over 30 countries. And initially by you know, obviously a big customer base of ours, our banks and financial institutions. But now, it's spreading across the world.

03:54

So here's the deal. So, so you come up with this platform, this algorithm, this solution that can give you the ability to do what ifs, which is what the financial institution should be doing each and every day, right? And now they're using your product.

04:10

Correct. And furthermore, we're saying wait a minute, the manufacturers can actually beat the banks at their own game, because the manufacturers understand their customers that they're selling their goods to they understand the right they can create a sticky so if you're a big manufacturer, and you're trying to sell big piece of equipment, if you tell the guy, good luck, go to the bank, when you get back and got your loan, then I'll sell it to you. Instead, you can say, you know, what, what's your issue? We'll create a financing option, which many manufacturing companies do, but now it's democratized because of cloud computing. So even a relatively small manufacturer can be their own GE Capital.

04:52

Okay, you're gonna have to run me through that. Sure. Because here's, here's my thinking, my thought process. I recognize it Because I love finance. I've created the models, unfortunately, all through Excel. But I became very good at it. Anyway. How does how does one? How does one do that I, here's my typical understanding, I've got a need, I need capital, I go to the bank, then they look at my whatever they look at financially, then they say yea or nay? Or we will do it if this and this is it. That's sort of the traditional, how does that differ?

05:32

Oh, well, first of all, our partner, turnkey lender has the automated platform, and they use API's to pull in data from here and there and everywhere. So they can automate it, you know, set up some models in there, give those risk indicators. And also, you know, you don't necessarily need AI and all this data, for example, you know, let's say, their first time customer, start out with a, you know, a rent to lease, and then the minute they start paying on time for three or six months, step them up to the lease to own and then expand your product set. So you can do your product design as the financer to, you know, encourage that product step up with the customer. So sometimes it could just be role based. Other times you can pull in AI for other stuff. And, you know, we we help banks and any lender design those products, and then you play around with the sim

06:25

see, to see that that's where the real from my perspective, because I would always like to dabble and do what ifs and you simulate all day long. But you through that activity through that simulation, I believe you learn more you understand more, you're saying, Oh, I see how I did this, it impacted that I understand all of that. It makes me an owner, probably more are knowledgeable about the financial implications of whatever the decision I need to make. Do you ever get to a point where somebody is playing around with that simulation, seeing it ride and work in it? And decide? No, I just can't I just I can't justify it. I just can't get the numbers, or do they come to you and say I'm trying to get here? What do I do?

07:18

What typically, I mean, there's no one right answer. So it's really being dynamic to the situation. So even in an economic downturn, saying, Gosh, it's downturn, should we just shut up? No. Figure out how to adjust your parameters, adjust the strategy for the current situation, situations change? So yeah, maybe you need to cut back your exposure amounts or, you know, be a little more conservative in those lending decisions during the downturn. But but the point is, the world is not a place where you can just say yes or no and shut shop, it's a matter of being dynamic, and being able to gain things out. In any economic scenario.

08:00

Can I take your solution, your tool, and look at it from a more holistic point of view from my business and say, Here's, this is my business. And this is how it's sort of, and be able to put in those parameters to saying, Okay, I've got a picture of it. And then I can come back and say, however, I want to look at this line, and then I'm thinking about adding some assets to it. What does that look like? Does that does the product a solution helps stimulate those like, Okay, you're going to increase productivity by, you know, 10%, that means bottom line is, whatever in a manufacturer, you do able to do that?

08:41

At the moment, our focus in simulation is on the lending piece or financing piece. So we don't currently have an off the shelf that would simulate the manufacturing productivity per se. Right, right. We focus on the lending part, any type of financing, etc. But certainly, maybe you should be talking to our CTO about that.

09:01

Yeah. Because Because if I'm gonna, if I'm going to take a line, and I'm, and I'm more tactical in this particular approach, if I take a line, and I say, what if I deploy 50,000 In this capital on this line, to increase it by 10%? What is my, you know, benefit, financial benefit? What is it even worth it?

09:22

Right? This sounds like what we call a business simulation. Right? Right. So they're a little bit different. Meaning, you know, what we're doing is numerical simulation, because it's a set of algorithms right? database, you could have 100,000 loans in there. Whereas what you're describing, we call business sim, because you're doing business strategy, and that's something we have partners who do that, certainly lots of solutions like that out there.

09:47

But then again, it all comes back. If I want to, if I want to deploy some assets, and I need to go find some lending. I'm gonna have to just I have to justify the fact that if I do that it's gonna it's going to reap the benefits as I believe it should, and therefore my lending should reflect that too. Yes, that's right. On my resume,

10:11

I'm just gonna say if this podcast thing doesn't work out for you, and you can run a spreadsheet,

10:15

oh, boy, can I do that? I tell No, I will not do that again, all I do is add and subtract now and in my do some percentages, I've got rid of to all be doing V lookups. No, no macros and, and everything else. So why? If you're in banking, why is this so interesting to you? Especially from a manufacturing perspective, why

10:44

the purpose and mission of bankers that from the beginning was to use finance to make the world a better place, whether it's ensuring that banks lend safely by having them on simulations and saying, Hey, guys, if you do this, it's not going to turn out great. So we've always tried to educate the financial sector. So lending can be done to help the economy. Right? properly, right in the menu factoring sector for us, the excitement is that there's a lot of friction in and I guess, inefficiency in the finance piece.

11:21

I think your soft pedaling it, it's more like a, a rusty nail in your eye.

11:29

I think I would not disagree with that. And so let me paint you a picture of the dream, a picture of the dream looks like, you know, I'm a manufacturing company, and I have these clients, and I'm not gonna ship them off to the bank anymore. They want I have a really innovative piece of equipment. So I can create really creative financing options to help them do their beta tests, so they can try new technologies. I know that customer, I can step them up through my product set, I can, you know, I know so much more about that customer than the bank does. So why don't I leverage that to deepen the relationship with my customer to and by the way, I get to make money coming and going now, because I've made money on my equipment margin, and I also made my interest income on the whole amount that I went for. So I get to make my money twice. Now.

12:22

How great is that? I'm having a hard time following that, that that analogy? Are you saying me use me as a manufacturer? And you're saying if I work with my customer, my customer base? Hey, customer, I'm thinking of putting in this piece of equipment so that I can deliver this particular solution to you right? Now, is it upon the customer side saying, Hey, that sounds like a great idea. Then what?

12:52

Yeah, so let's say we're, we manufacture big, let's do 3d printing machines. Right? Right, right across from us

12:59

there. It's like watching paint dry, quite frankly, Washington, it's like, great, it's still zipping around doing whatever it needs to do.

13:11

It it's like the the additive sector, right, where they have all this new technology, new machinery, new equipment. And, you know, I go out to my small businesses who are using my additive machinery, like, Hey, we got new stuff coming out that you guys can create this new process for nanotech or whatever. And the production company is like, but we don't have the cash outlay for that guys, no way. We have a financing option for you, where you can do your beta tests with the equipment, equipment as a service, so that they can try out the equipment, whatever financing product is suitable to help you sell that equipment to the factories who are going to use it.

13:53

See, that's interesting because we were being fed, especially in manufacturing and industry as a general about this industry for Dotto, and all of the Mad technology and innovation has going on there. And and for me, it's it's cool. Don't get me wrong. I'm all giddy about it sometimes. But the reality is, is I want to test drive. I can never get past the option of saying, I hear what you're saying about that data, that IoT device, but can I test drive that thing? And be able to do it? Because Because if it proves to be a successful test, then then there's some greater there's greater possibility for financing. Like yes, if you've removed some of the the risk, right of that decision. That's right. So yeah, like that. That's, that makes sense to me.

14:48

And I think they're whether you're a larger or smaller manufacturer, just you know, now that we've democratized access to these type of lending tools

15:00

gotta back up. How do you define democratized?

15:02

Well think about it this way in the past GE Capital, they, they figured out right away how we make money twice if we finance the product itself, right. But at that time, they need a big on premises mainframes and all this stuff, they needed a big team of people and data scientists, all this right to create that finance function. These days with cloud computing, software service subscription model. Yeah, the parameters, you know, in the turnkey lender software, you know, you have drop down menus, you just pick what you want as your parameters. You know, we go in there with the simulation to help you pick which option you want in the drop down menu, but it's just like anything else, you know, accounting software has been democratized, you don't need these big huge systems, it's very easy to plug and play this software service world, which is one of the solutions here at the conference, for any type of thing people need, whether it's an HR system or safety monitoring system, okay. Whereas before you needed to, you know, you do this big software development project and have a mainframe and blah, blah, blah,

16:08

again, a rusty nail in your eye. Proposition. And I think we go down that road.

16:16

Well, no, and I think my, the painful part of the rusty nail is that it's holding back innovation. And that's what this conference is about. It's about what northeastern Ohio is about is how do we drive innovation. And if you can't take the friction out of the financing piece, we will never get there.

16:34

See. And I love that I love the fact that I was just having a conversation with and we mentioned friction. I said, if you make it make it too hard, then then I'm not progressing. I do not have the habit within me to do that. But if you make it away, that is it that is simple. stressless to a certain extent, but being able to realize the results that you're shooting for, or good, bad or ugly, it doesn't matter. But but you're able to get to it relatively easy. I think you got a good button business model there in a big way. One last question. Why is it important? And there's no political angle here? Why is it important that I believe women need to be more engaged with manufacturing?

17:23

Why believe that any good business is successful because they understand their customers. And half of our population is women. Yeah, God. And I think the other thing is that any great product comes from a collaboration of diverse viewpoints, diverse backgrounds, and everything just gets better. So those diverse viewpoints, hearing different points of view different ways of thinking about stuff, and also the ability to to understand half your customer base. With that diversity. It just, it just makes everything better.

18:03

How do we add that? Sorry, I said the last one was going to be the last question. But this is the last question. I guess, maybe I'm going to keep it up and open. Is how do we how do we begin to encourage greater participation? Yeah, there's I agree with you 100%.

18:21

But how do you get there?

18:22

How do you get there? I agree with you, 100%. And granted, I've been in the room a bunch of guys, and we come up with an answer. And and sometimes it doesn't work. I don't want that.

18:33

I think it's there a couple simple things. Number one is always have bought a girlfriend. Like, by the way turnkey lender. Yeah, we, that's our partner company. And I originally know them because their CEO was was pitching and I was for mentor. Oh, no kidding. She probably knew more than me at the time,

18:52

at the time. Now, doesn't matter.

18:55

Because, you know, we joined forces, and we're stronger by working together. And, you know, I've been mentored by men and women, and I wouldn't be what I'm doing without that. And whether it's through, you know, working with the, you know, student interns or universities or just other companies, just that mentoring piece and just trying to have each other's back and be mindful about it, I think can get you a long way.

19:22

I think it has to be a focus. I think it just like anything else we all talk about, how do we how do we upskill how do we rescale How do we do with it find people to it's it's never ending, quite frankly. But we're going to have to figure it out. And I think it's strategic and very important to our country as a whole. Not looking at it from a macro perspective. We can't play around in this too long. We got to figure out the results. How do people get ahold of you?

19:48

Michelle at Bankers lab.com Am I ch e ll e at Bankers lab.com

19:55

I do not do what I did where it says banker slap don't do that. Don't do that. Don't do that. Bankers. lab.

20:02

You can find us on Twitter and LinkedIn and we're all

20:05

alright. Hey, you were absolutely wonderful. Excellent. I like it. And I can geek out. Yeah, I didn't even go down that rabbit hole. I was going to you're going to, but I didn't know I saw. Yeah, that's right.

20:16

That's right. Anybody wants to geek out on finance? Give us a cup. Yeah.

20:20

It's the right thing to do. All right. All right. Once again, we're broadcasting from the manufacturing and technology show here in Cleveland, Ohio, by the way, I love Cleveland. It's awesome, isn't it? Oh, well, it's me. I love it. All right, we're gonna wrap it up on the other side. So don't come to me and say, I can't get a hold of the show, because we will have all the contact information. So stay tuned.

20:44

Thank you. You're listening to the industrial talk Podcast Network.

20:55

All right, great conversation with Michelle, thank you very much for being on industrial talking, man. Definitely delivering the goods. At the manufacturing and technology show. We were once again, there in Cleveland, Ohio, doing a real time baby, doing it real time and delivering value at that particular time and celebrating industry heroes such as yourself, go out to her LinkedIn stat card out there. That's a shell TEDx, aka tics reach out, create a friendship with her. That'd be great. Because I think what they're doing is absolutely spectacular. Again, we're all about education. We're all about collaboration, and definitely about innovation. And we feature all of those individuals that bring that to the table. You are bold, you are brave. You dare greatly. That's why we do it. And you're changing lives and you're changing the world. Thank you very much for what you do. We're gonna have another great interview right around the corner. So do not go away. We'll be right back.

The post Michelle Katics with Bankers Lab appeared first on Industrial Talk.

On this week's Industrial Talk Podcast we're talking to Max Efimov, Specialist Executive at Deloitte about “Operation 360's Focused and Pragmatic approach to Asset Management”.  Get the answers to your “Asset Management Strategy” questions along with Max's unique insight on the “How” on this Industrial Talk interview!

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MAX EFIMOV'S CONTACT INFORMATION:

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Company Website: https://www2.deloitte.com/us/en.html

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

deloitte, organization, operation, industry, people, max, framework, innovation, business, pinwheel, introduce, technology, solutions, conversations, hear, elements, iso, talk, industrial, asset

00:04

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, welcome, once again, thank you very much for joining industrial talk a platform that is dedicated to industry heroes such as yourself, you're bold, you're brave, you dare greatly you're innovating, you're solving problems, you're changing lives, and you're changing the world. That's why this platform celebrates you each and every day. All right. This is a Deloitte series, we are talking about asset management, we're talking about maintenance, we're talking about strategies around that on this particular episode, and in the hot seat, Max, Efimov, and you got to go out to his stack card out there. It is impressive. That's last name is spelled e f IMOV. I'm telling you, he's engaged you if you're touched by this conversation, and the solutions that are available, and once again, this is a series so we're gonna continue to build on it. You got to reach out to max, let's get cracking.

01:20

So I'm reading a book.

01:22

Yeah, books, books are my advisory board, for lack of a better term.

01:31

I pick them up, I read probably a chapter or two, I put it down, I try to deploy whatever recommendations are in those chapters or whatever wisdom have been imparted. I try to do that. And then I pick up another book, and then and so on, you get the picture. I'm always reading about it, because that's my advisory board for industrial talk media. Now, with that said, I'm reading this book.

01:55

And I'm always fascinated by innovation. I'm always fascinated by how fast it is going. And a good friend of mine.

02:06

Lucian gave me this particular book, he's with IIoT World. And he gave me this book, and it's called The Future is faster than you think. And it's a fantastic read. I just kudos to the to the the authors, which is

02:23

I want to say Diamandis and Kotler, you can definitely get it out on Amazon, no doubt about that, however, very good read. And then you realize what we take for granted and all this innovation that is taking place.

02:37

It's happening right before and we sort of, we don't realize it, and and we just sort of experience it, which is, is great. But there's there's it's just traveling really fast. And it's exciting. If you're in the industry, if you're into into that, I highly recommend that book, it also brings me to the point where I don't think we can educate fast enough. I don't know how to, I don't know how to put in my head information that is needed for

03:08

keep moving the ball forward or pushing the ball forward. And so it's it's an interesting challenge, how do we educate faster? You know, when there was a section on AI, machine learning all of that. And there that technology, these, these computers are able to learn quick? How do we as people learn quick? I don't know, I know, all I could do is just keep reading. And I recommend that you do because got it. The world is depending on you, industry professionals. Now. I also went to a couple of conferences. And I want to just quickly summarize what what the points were. And I just write them down. It's not a big deal. But I just there were really some key points within these two conferences. The first thing is that one, there was a concern that innovation and what's happening in the world today, innovation is not going to be truly available to the small to midsize businesses. And so, you know, large companies, yes, no problem. We're gonna deploy it and but you see the advantage associated with that make mistakes, whatever. What do we do to allow this innovation to allow these this, this insight permeate into the small to midsize business think about that come up with a solution their workforce. boiboi workforce workforce workforce I can't find people can't do I reskill do I upskill What do I do?

04:45

A big challenge. A big question mark. People are trying so I parked that on you.

04:52

Education. Again, we were talking about rescaling and upskilling we've got him because of the speed which

05:00

Innovation is taking place. Big, big topic. And then are we in the world of innovation? Are we in the world of technology in providing solutions? Are we actually listening to the customer? What do they need? What problems are they tried to solve?

05:22

I think sometimes in the world of innovation in the world of, of technology, we get ahead of our skis. And we think that manufacturing or industry needs certain things. But really, when they just got to a problem that they need to solve, and are we just sort of overlooking it? Are we having those conversations that are important to our customers? A big one, trust, trust. I don't know who to trust. With all of this stuff that's coming my way this tsunami of information, innovation, insights, all good. Don't get me wrong. But who do I trust? It's, it's sort of a lexicon. But who do I trust? As well as it's a risk on my part, if I decide that I go down with, you know, one person or one company or whatever it might be? What risk? Am I?

06:20

What am I starting to see? So risk trust, keep that in mind. real conversations with real collaboration with your customer? There, they have problems. are we collaborating and solving their problems? Are we having great conversations that help them succeed? Because the reality is, they have to, we've got to figure it out. So that they succeed, they are that important? Where do I start? What do I do? How do I start? Where do I start? Don't have a question. Supply chain, big, big topic, big topic, pain point. We all know that. And then finally, the topic that everybody needs to talk about, but nobody wants to talk about. And that's cybersecurity, with all of this connectivity with all this digital transformation with this journey, a, a fundamental component is cybersecurity. But nobody apparently wants to talk about it. And when they do talk about it, it's it's really difficult to understand. So how do we simplify, remove that friction? It we've just, it's it's a people issue, the technology, the innovation, and the big thinkers out there, such as Deloitte, and others, they're dealing with it. But are we having those conversations with those companies that are small to mid size, that are dealing with challenges and problems, I throw that out? Those were the points that I took away from smrp. And the manufacturing and technology show last month. Alright, let's get on.

08:14

So this is a series and of course, once again, it's going to be Asset Management is going to be reliability, it's going to be maintenance centric. And this is a model that Max and team Deloitte have put together called operations 360, you'll hear the term pinwheel, but the way it's laid out is very logical, very straightforward. Plug and Play to a certain extent, but the reality is, you need it. You need the solutions. You need the insights, it's vitally important to your business, the resiliency of your business, but fear not we're going to have, you're going to say Scott, I can't I sort of see it, but go out to industrial talk.com. We're gonna have a download of the document and the pin will and some of the parameters associated with that. Alright, let's get on with the interview. Here's Max.

09:06

Max, welcome to industrial talk. How you doing today? I'm great. Thanks for having me. Yeah. We're, you know, listeners, we're going to be talking a little bit about asset management. We're going to be talking about maintenance. We're going to be talking about the strategies associated with that. And Max is definitely he brings the street cred. He's a leader in that field, big time. Before we get going. Max, give us a little 411 on who you are. Thanks, God. So my name is Max. I'm off. Today I'm hailing from South Dakota.

09:40

Home of the Mount Rushmore and

09:46

and the devil speak nearby. So

09:52

I got to tell you, I that's that's on my but I've never been up there. Should I go up there? Absolutely. Absolutely. No

10:00

It is absolutely place to visit.

10:05

Now, especially if you and if you have Phezzan Hunter sounds the place to be. Yeah, it's the it's the place to be. I didn't know that. I didn't i All I remember is Mount Rushmore and and I don't know anything else but but it's it's always a beautiful picture Most definitely. All right, let's, let's get into the conversation the topic.

10:26

Listeners, we're going to be talking about this, this model, this model is called operations 360. Now Max is going to take us through sort of the the high level, then we're gonna dive deep in ladder podcast, but right now we're gonna just define about what this operations 360 Looks like, I've got the diagram, I like the way it's laid out, I can follow it. And therefore listener, you could definitely follow it, we're gonna have it at industrial talk so that you can download it as well give us let's start high right now, why is this diagram so unique, in a sense.

11:04

So I would actually say it is the combination of a lot of talent and a lot of thought as at Deloitte we put together So

11:16

what started with its will look at the existing frameworks. And it says management consultant would like to reuse a lot of stuff. But also, we like to put a unique spin on the stuff we have. And so when we start looking at in the asset lifecycle as the Deloitte, global Deloitte, and we look around, what is the competitive do what is the market does? You know, what are the current challenges? And what are people struggling with, and it's really become very interesting is, you know, the continuous improvement and operational excellence frameworks are nothing new. They've been existing with we found very few of them, I actually almost none of them taken in account industry 4.0 Yeah, they, they haven't been renewed in a long time. So they're also have,

12:06

they kind of started as a in the late 80s, early 90s. And organization established and put them together, but then it's kind of become static in place. The two most common framework you've probably heard in the market space, it's the ISO 55001. You know, that's one that's common for reliability maintenance of the team. But then you also probably heard that Lean Six Sigma, everybody heard about, the Lean Six, is basically

12:35

continuous process improvement, customer focus, and basically removing the waste out of that supply chain and improving the processes. So that's the two common ones, but then when you look at around, all of them,

12:50

have been implemented in the organization in some form or fashion. And they're very good framework. However,

12:59

there, they do provide a robust set of methodologies. But none of them are really comprehensive enough to start addressing new emerging challenges. So if you think about it, ISO 55 55,001 It's actually been static since 2014. So if you think about it, you know, just kind of put this in the context of what does it really mean for the industry in 2014?

13:24

You know, autonomous cars or drones was almost like Terminator 2.0 science fiction nowadays was Tesla you talking to six weeks, six years down the line seven years down the line, and we talking what level of automation we actually introducing into the operation and what level of automation we want, you know, self driving cars, self fino autonomous delivery, etc, etc, etc. You know, six sigma,

13:51

kind of a same way. Again, very solid, but

13:57

very few start thinking about how do you start applying those frameworks for things like

14:03

a gig economy, you know, how do I actually address the energy transition and decarbonization? You know, how do I start looking at the ITU T conversion in cybersecurity? And, more importantly, how do I actually apply those techniques and the frameworks to future of a modern workforce? You know, think about it. The people who in the current workforce are about to enter in more workforce, you've probably heard the term digital native.

14:33

And a good example in my personal life, my son who's 12 probably knows more tips and tricks and constantly teaching my wife and I how to use iPad. So just a different way the people and the current generation basically interacts technology expects of technology and thinks about technology.

14:57

Yeah,

14:59

yeah.

15:00

And I agree with you 100%. And especially the way industry for Dido, the innovation associated with the people who are like Deloitte are just constantly pushing that digital economy. It there's a velocity there. And if if you're not, if you're stuck, it's not negative, don't don't come texting me and saying that's negative. But if you're working from the ISO 55,000, or the Six Sigma, all fine, all great standards. But if you're working from that, you're there is a lot of other things that are taking place that you're might be missing, and you just don't see it. You don't know.

15:40

You absolutely right. And that's why we as a Deloitte, that's why we kind of start thinking about this future challenges, and sort of like, how do we address this unknowns, but at the same time, we want to make sure that we addressing with the pace certainty, and techniques that people can, you know, it's not some futuristic stuff that people cannot understand. Or they feel like it's a,

16:04

you know, too far out there. Right. So it's basically how do you introduce the in a transition your organization was

16:12

based on velocity uncertainty that you expect to have? And so also, how do we introduce the standard, you know, also not to rework everything what the people already have? Because, again, ISO 55,001, or

16:28

Lean Six Sigma, perfectly great philosophies perfectly great frameworks. So how do you leverage all that knowledge that currently have and basically build upon it. So that's why we've come up with Operation 360. It's

16:42

a proprietary framework for Deloitte, it's something we've developed. And we developed this as what we believe it's a help to simplify and drive operational excellence and continuous improvement in meaningful and measurable way, taking the challenge, emerging challenges, as well as the current challenges

17:04

and introduce

17:07

future, you know, introduce this

17:12

introduce innovation in a very pragmatic way. I think that is the very what's what, what's important to us, it's basically, how do we introduce the changes in the organization, you know, in a way where

17:27

it become pragmatic, it becomes value added. But it's also sticks within the organization, because of one of the biggest challenge. It's like, how do you introduce change, without actually rejecting the change.

17:46

And what we're talking about here is, is the necessity to change now, let me put my

17:53

so I'm a manufacturer, gone into existing standards, I've invested a lot of time, energy and effort. And I hear what you're saying. What I do like about the approach, this operation 360 Is that it adds it augments, it sort of bolts on to my existing standards. And therefore, I'm able to change in a way, again, to use your words, pragmatic value added and the recognition, that industry for Dotto, if you're not in it, if you're not in this digital transformation, whatever it looks like, then you're you're missing out. So let's let's start talking about the pinwheel. Give us a little overview of what that is and go forward. So when we look at the you know, what you refer to pinwheel is basically the heart of

18:49

operation 360 framework. And the way we look at the pinwheel, it's really the combination of 12 essential elements that any industry any asset intensive business does today. So it's basically the combination of the best of today was a

19:07

digitally enabled future of tomorrow. And really what it says it's a you know, if you think about the other room, it's a 12 elements of the operation 360. And so if you look at it, it's the combination of operation and environmental safety

19:24

in security and information, risk management, so security,

19:30

Emergency Response Management, incident investigation, facility and design construction, reliability strategy, integration of third party services,

19:44

tying all this with

19:47

business performance management and profitability because again, let's face it, most of the business doing this for the in order to betterment of the

19:57

all of the stakeholders. It's not just the monitor

20:00

income, but it's also positive impact impact on the environment. So that's why we say it's a performance management rather than just a pure, you know, but most commercial businesses also looking at the in terms of profitability, then it's also makes sure that all of the community and stakeholders are engaged in properly communicated, as well as recognizing there's a special place for regulatory and compliance assurance. And lastly, what we call it knowledge management. And it's basically how do you retain that institutional knowledge that we see time and time again, every time we go through this generational change in, in a workforce? It's effectively walking away? And then it is organization do struggle with that. So that's, that's really the pinwheel in a sense. All right. Well, what I do like what I do, like when I look at that, again, when we start talking about existing standards, we've got, of course, the continuous improvement, we've got operational excellence. And that is all wrapped into this particular because you cannot, you cannot deploy, if you don't have a desire to have continuous improvement, operational excellence, and you continue to sort of work it. The other thing that I like seeing is that the you have these thirds, and the first four elements of the pinwheel talk about management, commitment, people and relationships. I like it. I like how it lines up the second four, because it's 12, the second for governance roles and responsibilities, and then finally, systems and process, the remaining four. I like how that's chunked together. Now, if I'm an organization, Max, and let's say, let's say I've got my governance roles and responsibility pretty much nailed down, because we're we just like that.

21:57

Does it have to be all or nothing? Or can I just sort of

22:02

pick another sort of third of the wheel? And that'd be able to focus in and then work that that route? Can I do that? Absolutely. Absolutely. And that's why we purposely designed this to be circular. Alright, because again, as I go back, our premise was when we look at it, the all of the existing standards

22:23

in the world, you know, ISO, Lean Six Sigma, etc. We looked at our own Deloitte generated insights from various projects, we say, we looked at, like, how can we introduce this

22:36

in a non disruptive way. So, it's, it's effectively been designed to introduce organically into organization and grow through their organization. So for instance, if you already have an absolutely top up top quartile reliability strategy or facility in the design and construction,

22:56

you know, and then you say, Well, you know what, I have that, but how do I actually, you know, the my next pain point is basically, how do I retain the knowledge? Absolutely, there is a way since the, you know, that's the How to framework design. So each, you know, he can be combined, if, ultimately, all these 12 elements can be combined. But each can be handled separately. So, in a way, I would say, by employing operation 360 framework, there's a six principal advantages to the organization that we see that's yielding. First, it's provide a systematic framework to enable industry 4.0, and data driven the intelligent enterprise. So it does linking people assets, information, technology, risk and cybersecurity, as well as it continues to continuous improvement across the entire lifecycle of enterprise. And so it's not just, oh, it's only for the operations people owe it or it's only for the CEO, CEO of the worlds or Oh, it's only for the cybersecurity is for the entire organization holistically. The second advantage is because Operation 360s, a digitally native,

24:13

we believe that it helps organization to focus is to focus in the maximize the business transformation benefits. So again, it's kind of again, to as you talked about it, I can combine those elements, however, I can identify if I'm looking to my overall operation and what you know, instead of just digitize everything for the sake of digitizing everything I can take a look at says what is my competitive advantage, it's allowed me to dissect my business across those elements. It's allow me to focus my efforts and then move on to something else, because you can always continuously improve, you know, today, tomorrow and so forth, but it allow you to provide a meaningful and therefore, that is the third reason by focusing on the specific

25:00

If ik elements we also believe it's allow you to get the organization to focus on it. It and OT conversions, right. So it's an information technology and operational technology conversions. It's incorporating in the profitability and performance dimension. Right. So it's again, it's the investments that generate value, not the investments for the investment sake. And Operation provided predictable, reliable,

25:30

predictable outcome and strategies across the business function, as well as the technology enablers.

25:37

The fourth advantage, we believe that for organizations, once they start adopting Operation 360, he will also help

25:46

organization to reduce implementation costs, as well as adoption because again, it is not something revolutionary. As I said, early, we've designers to actually fit in with an existing organization. And taking the best of what's has today's like, if you think about an ISO, it's not just the 55,001. But it's taken a combination

26:10

of ISO standards, like a 14, two to four, it takes 250 5001 31,000 for the risk management at one one around interoperability, as well as all because it's also taken accounts of stakeholders and the compliance etc.

26:31

It's got Scott, did I lose you? I'm here. Okay. Well, well, yeah, I'm sorry, we get a little digitize. It's a part of technology. So we're still on number four, we've talked about how it's, it can sort of reduce the implementation costs, which is pretty doggone cool. Because that's a, that's a big element, my friend, big element. Yeah. So it's simple. It's reducing the implementation costs and adoption time by virtualizing, the best of ISO standards. And it's like things like a 14, two to 450 1000, you know, 31,000, on the wrist 18, one and one on the interoperability, interoperability. And it's also aligned, allowing you or allowing the organization

27:13

align those standards and align this elements with the organization core mission in guiding principles, right, because the pinwheel itself, also take into account the fact that this is not just that ISO standards, but there's a wider group of stakeholders and communities as well as the regulatory bodies you have to incorporate. So again, it's how do you introduce those changes in a meaningful or in a meaningful way that is actually value added?

27:42

So the first one, it's recognizing that the technology, maturity rate, pace, is actually enabler. It's enabling effective,

27:54

effective management, and a development of competencies in the skills because again, it is not just the IT skills, but it says, how do you introduce and actually build as digital natives, across the most technical disciplines, engineering disciplines, as well as at work? So it's how you start incorporating this, the future of the workforce? It is basically how do you build out the competencies? And lastly, it's enabled the data driven decision, and also because it's a very systematic, it's allow you to understanding your decision, not just in the context of pure dollars and cents, but it's gives you this holistic way to look at like, how is it how's the decision, those data driven decision impacting the safety, operational priority, as well as the total cost in a stakeholders across the entire asset and their organizational lifecycle? So I think that is the six key differentiators that we see where operation 360 plays out? Well, and it's, we truly believe this is actually you know,

29:02

and then if the opera organization want to expand their framework, and I want to move in into the industry 4.0 It's, it's actually something

29:14

we would recommend to look at it. Yeah. And this is how I look at it there. Max. The reality is, is that it's a

29:23

being a simple guy, wanting simple solutions. I see that the pinwheel, per your, your, the values, the six points that you pointed out. What's nice about it is that I can navigate meaning I can go around and and you touch on every element that I have to consider. It's not that I'm it's not that I'm going okay, I just use one side and then I got to go find something. It's all right there. And it and it's easily navigable. That's a word it is I'm gonna make it a word. And and that's what I

30:00

Like, and and it's, it's not spread out all over the place now. Now listeners, I'm not gonna sugarcoat it, the elements have, it's like, like the iceberg. There's a lot of depth to it. But at least you can say risk management, I see it right there. We need to, and, and dive deeper. But that's where, you know, Deloitte, and Max can help facilitate those conversations as well. So I like it.

30:30

Oh, and that's the entire? It's exactly the reason. Right? So it's make it easier for people to wrap their heads around, what is the enterprise does look at this holistically. And recognize that each decision you make does have a downstream impact, or the side impact across and in a ripple effect across the organization. So

30:53

yeah, that's, we believe the simplicity is the key, right?

30:59

It's huge, with the the, the chirping that goes on in the industry. And like, it's sometimes it's, it's so foggy, it's, it's, it's hard, I don't know where to go, I don't know what steps to take. I hear it, I recognize it, I need to have it, but I don't know where to go. Here's a nice diagram that says, Here, right here, give this a shot, and then be able to, I would imagine, correct me if I'm wrong, Max, I can hear the other

31:31

viewpoints and be able to sort of dovetail them into this particular pinwheel to give some context associated with it. Is that correct? Absolutely. As a matter of fact, what we hoping to do by people looking at this operational framework, Operation 360 framework

31:48

is definitely a Deloitte

31:52

design. But we're also hoping that by opening up a little bit, we can create the ecosystem around Yeah. So it's not just oh, my, you know, everything is all about the Deloitte but because it's, we hope, our hope it's an open framework, that people can actually

32:14

insert their own solutions. Yeah, and have their own little flavor of operations. 360, because

32:24

our point of view, it's, there is no one size fits all, you know,

32:30

it's

32:33

there, there has to be a centralization. But even the standardization has to be meaningful to the organization that want to standardize. Yeah. And that is nice, because another pushback that, that I hear and others hear is that you're trying to shoehorn me into this particular approach, but that's just not whatever it might be. It's not our culture. It's not how we we work is whatever the pushback might be. So again, I love the flexibility to it. I like that, and you're absolutely right. And especially today, gosh, we need to have that we need to have that ability to collaborate, and create solutions that are meaningful to the organization, we're gonna have to wrap it up on that one. So, Max, how do people get ahold of you.

33:26

So very simple.

33:28

Obviously, my information will be provided.

33:32

Simple Way is, you can find me through the Deloitte, obviously, folks can reach out to me, and I'll provide my contact information that my Deloitte email account, they can reach me on the LinkedIn. Also, on the Deloitte website, we have an asset ecos system.

33:51

Ah, I'm one of the leaders for enterprise asset management capability was in the asset ecosystem. And they always can call me. And if not, if all if everything fails, they can, they can get the they can get to me through Scott. Yeah, that's exactly right. So don't come to me and say, I can't get ahold of Max, because there are too many options out there. He is definitely easy to get ahold of doing a lot of great work out there. Now, this is a series just FYI, I want to make sure that I reiterate, it's a series. This is the beginning of the series. This is asset management. This is maintenance it is it is everything's associated with it and how we plan to approach this particular pinwheel and beyond. So bear with us as we continue to build this information deck. And we're going to continue to hammer and continue to provide great value for you listeners out there. Alright. Max, thank you very much.

34:51

Thank you so much for having me on industrial talk, Scott. Always a pleasure. So hold on more soon. All right, listeners. We're gonna wrap it up on the other side.

35:00

Again, we're gonna provide all the contact information. Plus, Plus, we're gonna be able to give you the link to download this particular document. Big time. It's important. Alright, so stay tuned, we will be right back. You're listening to the industrial talk Podcast Network.

35:23

All right, once again, thank you very much for Max joining on industrial talk, once again, this is a series. So make a note of it, put it down on a piece of paper, put it someplace, because we're going to continue to build on this very important topic. And that is, of course, what are the strategies around maintenance? One of the strategies around asset manager? What are the strategies that you can deploy to give your business, greater resilience going forward? It's got to happen. I mean, it's got to happen. And here is a methodology that even I mean, can understand. And that says a lot. All right, we've got to be about education. That's what this is all about. industrial education, because you need to be constantly filling that brain with solutions. So people be bribed dare greatly. We're gonna have another great conversation. Hang out with Max. You're gonna you're gonna like it. Reach out. All right. We're gonna have another great conversation right around the corner. So stay tuned.

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On this week's Industrial Talk Podcast we're talking to Rob Mora, Executive Vice President at Novate Solutions about “Applying Thoughtful Engineering to Manufacturing Success”.  Get the answers to your “Value Creation” questions along with Rob's unique insight on the “How” on this Industrial Talk interview!

Get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2022. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

ROB MORA'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/rob-mora-81563aa8/

Company LinkedIn: https://www.linkedin.com/company/novate-solutions-inc/

Company Website: https://www.novate.com/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

conversation, extract, organization, people, reliability, fluke, conference, insight, technology, 29th annual, solution, rob, customer, industrial, curiosity, business, understand, collaboration, professional, culture

00:00

Hey, this industrial talk podcast is brought to you by Accruent Business and Office Management Software as well as Fluke Reliability. When businesses need help in determining whether efforts are leading to a truly connected reliability environment, they call Fluke. Enjoy the conversation.

00:24

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get right

00:41

once again, welcome to industrial talk the number one industrial related podcast in the universe. I don't think I'm overselling that one bit, I think, yeah, well, I am I'm the number one. So it's always good, because I am a unicorn out there. And we are broadcasting from SMRP 29th annual conference here in beautiful St. Louis, Missouri. Looks nice outside, I'm looking out there. And it is chock full of professionals, unreliability asset management and maintenance space AR fantastic people and put this on your bucket list if you are interested or are you if you are a professional in the maintenance space or reliability or asset management space, you got to come to this particular conference be get engaged with SMRP. We are also sponsored by Accruent and Fluke reliability. As I sip on out to their website, I'm looking at a crew and see I had that I had that wrong. Anyway, accrue it. And it's gained the insights to transform how your organization manages its physical resources. That's the solution. That's what they provide. Great company, great people as well as that that are there. Fluke Reliability. They are you look at there, you go out to their website, and I'm looking at it right now. There's tons of information out there to make you a better professional. They provide maintenance and reliability professionals the data to do the job asset by asset wherever they are. How about that? That ain't a problem with that value statement. You can argue with me? Don't. Alright. In the hot seat. A wonderful gentleman by the name of ROB Mora. He's the Executive Vice President of Business Development with no novate novate solutions. There it is, man.

02:22

Yeah, how you doing? Oh, we get to pronounce wrong a lot. So it's

02:28

like a current like I've been mispronouncing that. I try. Yeah, you don't want what's driving all these names? Is the URL. You can't find a URL with. Just like, Okay, let me let me modify the the name a little bit. Oh, there it is. I can do it. That's my name. Now. There's my company name. I got the URL. There we go. So how you doing? Have a good conference?

02:48

Yeah. Good. It's an extraordinary conference. Actually my first time here. Really?

02:53

You've never been to an SMRP? No, either five. I've been it's been fun. A lot of education going on?

02:59

Oh, man, there's so much good conversation. Big time.

03:01

Yeah. And and I'm always into that education, collaboration and innovation, you got to get together, you got to they just have it here. It's all in one spot. You know,

03:11

actually, something really occurred to me as I sit here and listen all this sort of for the first time. So listen to I feel like, at the end of the day, one of the biggest things that you said collaboration, so it struck me is one of the big things that I think inhibits all of the adoption of this technology is challenges with collaboration. And for my purposes, I feel like that the the key source of that is territorialism. Right. So it's, it's different domain expertise, feeling like, hey, I want to maintain my value, I don't want to give up that value. So I'm gonna kind of hold my cards to my vest, I'm going to judge, we're not going to work together. And for me being at this conference, all those barriers are stripped away. You got ot professionals coming here to learn it. Technology, you got it technology, trying to figure out how to make it work within the OT environment, these conversations, they're stripping away all of that which I think enables collaboration. So

04:07

I agree with you 100% When I look at how the pandemic I think pre pandemic, we were really territorial. You know, I'm gonna hold my cars, I'm going to do whatever I need, I'm going to protect my whatever my my fiefdom, but what I, I see a sense of vulnerability, when we start going through the pandemic, and the necessity to realize and come to that realization that I do need help, that I do need to collaborate and and find the individuals that want to reciprocate. Because whether we like it or not, we're in this boat together, we we've got to succeed,

04:41

oh, it takes a village, there is no way any particular group in an organization is going to figure it all out.

04:46

And I believe, especially today, with the level of innovation, the speed, the velocity of that innovation, that technology. I believe that it requires that because you just Can't you just can't keep up?

05:02

Honestly. So I just this is just my perspective. I guess this is I don't we have any specific questions just talking about

05:08

oh, man, this is extemporaneous baby. Okay, around the coffee table, would you? Lowen? Yes, that's all it is. And I really, this is the way because it's, from my perspective, people need that. See that human side, this is real. Okay, so just go. Okay, so.

05:23

So for me, when I talk about those barriers, and the collaboration and the requirements and how it takes a village, it's in, it's really where I live in helping figure companies figure out how to extract that value. The amount of expertise that it takes to grab data, send data, process data, send it again, put it in the right languages, analyze, break it down, send it again, put it up on screen visually, that is a host of technologies and expertise. But then you have to actually get some insight from that data, which is its own expert, yes. Then the ability to do anything with that and understand how you work as an organization. Yeah, what you're going to be able to react to how quickly you're going to be a react to it. If it is even valuable for you. That is, again, all of its own process expertise. So realizing that that entire chain, from data to value is 1520 different levels of domain expertise, you have to work together. And if anybody's siloing, and everybody's trying to figure it out, I it's it's interesting, I sit in conversations where we're about to implement or or a maintenance team or reliability engineer want to implement a solution. We talked about it, we design it, we think about it, we come up with a price, now they have to go sell it, and I get frustrated, because the idea is Wait, where's that guy? Why isn't he in this room? This is a absolutely has to be a conversation that we're all having together. Otherwise, it's two completely separate conversations that have different meaning for different people. We got to be working on it together

06:57

like that. And we we too, we fail at that. And you're absolutely correct. The Is it important when we start talking about extracting value? Why is that? Why is that an important conversation? I see a lot of companies that are just sort of doing the same thing over and over? And do they see that they need to extract value? How do you get companies to realize that extracting value looking at your business and proceeding down that road?

07:27

You know, it's for me, that concept came when so many of the IT companies got really excited about what they were going to be able to sell to manufacturers to the OT environment. But being able to do it being able to derive some insight is its own expertise, the IT companies can't necessarily provide, they can provide a lot of the tools that I mean, let's face it, a lot of the lot of the hardware and software is just tool sets to be able to use together some insight, that insight is very heavily a process oriented effort. And then whether or not the organization can actually do anything with that insight react quickly enough. We act efficiently enough that conversation, to be able to put all that together, I need to put it all together to be able to understand what value can I take away from it, I get that we're trying to measure it in terms of ROI and metrics and so forth, but actually have to go get that value, which honestly, the value will come from the people who are operating the value will come from the people who are on the ground floor, making everything in these facilities. We're not bringing the value the software isn't bringing value AI is not bringing the value. We're all just enabling the value. But it's really going to come from that end user, the person is going to take advantage of it and bring it back to that organization. And just understanding how to extract that from that entire conversation. I just it's complex enough. It's worthwhile to have across disciplines.

08:54

But but it seems big. If you got to looking at an organization, and if I look at an organization, it's it's complex. Where do you where do you have that conversation of saying okay, God, it is complex, I don't want to overwhelm you. I know that you have your your day to day jobs have to you know, you got to do certain things, but we have to have this conversation. How do you begin to broach that subject and begin to have that conversation and then from an incremental point of view, be able to have a say, Okay, let's go down here. How do you do that?

09:28

So different for every organization, right? They're all in different stages of development they have they have i It's funny, I have an idea that came to mind I met with a customer is a global customer. The engineer came in the room and said, so I've got a bought these five VR goggles. I'd like to write I'd like to integrate them into our system. Okay, that was the whole scope of the project. No way. So Alright, so first of all, what we really need to do is take a step back and have a universal understanding of What value means to this particular organization? If VR is the technology for you, we'll sort that out down the road technology is sort of the second conversation to have. That's how we implement whatever value. So let's start by talking about what are you trying to get out of this? And so that particular guy didn't have an immediate answer associated with that. So now that's how we kind of bring other people in the room and start talking about what value beans to that organization. That's where I was. So

10:28

give us an example of what value looks like. It's just in general, I mean, you've had tons of conversations, what does that mean?

10:37

So value. So in certain cases, just an example for a particular customer is you're trying to solve a problem, right? And so in this example, problem, yep, yep. happened so value to that customer. They themselves know what they're facing out of the market, what are they trying to achieve? It's better flexibility. Is it reducing downtime, right? Is it better safety, better compliance, whatever that is, can the value come? Where are the opportunities within their organization, that they can get that value that contributes to that goal, right, it's sort of specific to their corporate goals, then we can figure out a technology solution to go get that value. And if we have to have the right people to extract that value, or the ways to make it easier for them or enable them to extract that value. It's really about meeting corporate objectives.

11:25

So this happens quite a bit, where we're, to your point, we're trying to identify value, where's the value, let's extract that value, and identify what we want to try to solve many times. And it's happened, and I've seen it, and hopefully it doesn't happen as often as it used to. We forget to pull in that frontline individual, one that really understands the real problems out there. Probably the biggest, you know, like, you guys are trying to solve this. This is not my problem. This is not a problem that I think that you need to be aware of. Do you in that effort? Do you make sure that the right individuals who are on the floor are part of that conversation?

12:04

It absolutely has to be in and oftentimes, we find, or at least I find in my role, that I'm doing the translating a little bit. Right. So there's definitely some resistance to say, operational teams making corporate level presentations, there's resistance to corporate teams digging in to operational level details. So oftentimes, I find myself being the translator or the go between or the bridge. But the preference every time we can do it, is that we all have to be on the same team.

12:35

Yeah, right. Yeah. And does it ever stop? How do you how do you maintain? Or how do you continue to slowly improve that? Value extraction? Right? It's not a project where it has a beginning. And end state isn't an ongoing mindset culture.

12:53

I think it's a super, it is absolutely culture, I think you're 100%, right. And it's all about creativity and curiosity. Right? So defining value, right? Thinking about the concept of value, what does it mean to me? How could I possibly get out of this, what are our capabilities, you have to be very curious about each other's domains, you have to be creative in terms of thinking about different ways I can get it if you can create that culture of rested of curiosity and creativity. And to me, the number one thing that underlies that from a lot of the stuff that I research and read is you got to have trust, right? So you got to break down the barriers between your OT and your it and your corporate and your finance groups. Yeah, you got to be able to speak openly, you got to be willing to say, hey, you know, I've got this thing over here, I think it could salt we could get a lot of value out of it, it's exposing weakness I have, but I got to be okay, exposing that because there's real value there. And I know what I'm talking about.

13:53

So some of the things that I love that I love the fact that you got to trust, creativity, curiosity, interesting terms, when it comes to your organization, some of the that the way organizations behave, right, this is an outcomes it has to come from the executive to really establish an environment that allows us to make decisions and not get ridiculed or or belittled if we make a mistake, right, because that, that that's like a cancer in your efforts to try to create a culture that is curious and collaborative and trust. We there's a lot of work and we haven't even begun to solve the problem or extract the value. We're just trying to get the culture right. And to be able to get the curiosity I love that leadership leadership, tremendous

14:46

amount of leadership is needed right now. We have to be able to bring everybody to the table. I like that give people the opportunity to speak up even if they don't know what I mean. I love that fact that everybody here at this conference. There You've got guys that know everything there is to know about a chiller trying to learn what edge computing is. Yeah, they're here. They're trying to figure things out, and guys that are trying to sell in the edge computing. Hey, what how is it that this works such that we can create some sort of value from that? It's, it's, there is value in grabbing tons of data, sticking it up in a cloud, creating some analytics to give us some observations. But at that point, it's got, it's just observations. There's no value there yet.

15:27

See, and I just I love the way you're absolutely right with with, you have to establish that leadership, a great culture. And I think if you create that curiosity, culture, Mm hmm. Then Then there's nothing stopping you. Mm hmm. Then you can begin to really, truly extract value from, you know, the individual on the floor all the way through and sustain it. Right? Yep. Because it's one thing if you if you don't sustain it, right, yeah. Then it's,

15:58

it's not just about my expertise. It's about my ability to be creative in domains that I don't understand yet. But I can bring my piece to the table. And through that effort of just thinking and creating, I mean, human beings are incredible, right?

16:14

Well, that's exciting stuff. I do like that. It's and I always say that the technology is the technology, it's always people

16:20

always present

16:22

and it's without a doubt. Alright. Somebody's gonna say how do I get ahold of Rob? How do I get ahold of

16:29

Rob? Oh, no. bayt.com. That's it. Yeah, you're there. Yeah, you're there. Everything you need to know.

16:37

Hey, thank you for being on the industrial talk podcast.

16:40

No, I really enjoyed this thing. This

16:41

is good, I think great insights. All right. All right. Thank you very much for also joining the industrial talk podcasts. We're gonna wrap it up on the other side. So don't worry, don't fret, we're going to have that contact information of Robin, and much, much more thank you to current as well as Fluke reliability for sponsoring the industrial talk podcast at the 29th annual smrp conference. Excellent, excellent event, put that on your bucket list. So stay tuned, we will be right back.

17:12

You're listening to the industrial talk Podcast Network.

17:17

That was a great event, Rob knocks it out of the park. And again, I want to make sure you understand manufacturers, industry, as well as anybody else. We need to solve problems. It's got to be coming from the customer's perspective. We can't just deliver solutions thinking that the customer needs. They know what they need. They know their pain points. They know their challenges. Yeah, that's what they know. So reach out to them, get their input into the solution. We've got to educate, we've got to collaborate. We've, we've got to innovate. But we need to have that back and forth conversation to be truly successful. Doc got it. All right. Be bold, be brave, dare greatly hang out with people like Rob. He's bold, brave and daring greatly, and you're going to change the world. Thank you for what you do. Thank you for joining industrial talk. We're going to have another great interview right around the corner.

The post Rob Mora with Novate Solutions appeared first on Industrial Talk.

On this week's Industrial Talk Podcast we're talking to Paul Casto, APM Industry Principal with GE Digital  about “Managing Business Case ROI Risk”.  Get the answers to your “ROI Risk Management” questions along with Paul's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2021. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

PAUL CASTO'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/paul-casto-2b8bb218/

Company LinkedIn: https://www.linkedin.com/company/ge-digital/

Company Website: https://www.ge.com/digital/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

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LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

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Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

projects, roi, organizations, business, companies, paul, industrial, maintenance, reliability, asset management, people, risk, create, deliver, plan, focused, area, professionals, technology, asset

00:04

Welcome to the industrial talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go

00:21

again, thank you very much for joining industrial talk the number one industrial related podcast in the universe. And it celebrates you industrial heroes, you are bold, you're brave, you're daring greatly. You're solving problems. You're innovating, and you're changing lives. You're changing the community, you're changing the world each and every day. If you're passionate about industry, yeah, this is where you need to be. Because we love to educate. We love to collaborate, and definitely love to innovate. Alright, in the hot seat, podcast, GE Digital is the company. And what's great about this particular conversation, we're going to talk a little bit about risk management and ROI on your asset management projects. Yeah, you need to deliver. So let's get cracking.

01:14

We're also sponsored by occurrent. And Fluke reliability, go out to their websites, both companies passionate about into your asset management, your your maintenance, and making it easy for you to achieve that uptime that is necessary for your for your, your project for your, your business, it's important, that's accurate, and Fluke reliability. Alright. I've been gone for a couple of weeks. And the reason I've been gone for a couple of weeks, I've been very fortunate to be able to attend broadcast from smrp, which is the Society of maintenance and reliability professionals. That was in St. Louis. And then I just zipped on up to Cleveland for the manufacturing and technology show. And both events were just absolutely spectacular. But here is what I learned. Write this down. I know you know it, but I'm gonna have to just say it anyway. Everyone, and I mean, everyone was talking about upskilling reskilling, how do I? How do I deal with my resources that are necessary to keep my doors open? And my business moving forward? Now there's a couple of conversations that are associated with that. That's one, we need people always, always always you need people? And what are the strategies around getting that done? And then to what innovation? What technology can we deploy to help create that business of resilience? So when we're at smrp, they're talking about keeping that asset up and running, managed properly, and and delivering results? And then at the manufacturing and technology show? What do we do? How do we keep people coming in? What do we how do we inspire, inspire our youth to be in into or get into manufacturing? Get into the profession of, of just, you have no idea what was just out there. If you are considering I just ask that you look at this stop. Because if you're young, and if you're considering a profession, I'm telling you, it's ripe, it is spectacular, it is innovative, you're you're going to be at the cutting edge of technology cutting edge of strategic directions for these particular companies. They need you. And that's why this particular podcast is here. Because we want to make sure that you get everything you can go out to industrial talk.com. And we have an education platform. We have all these great articles representing all these wonderful, skilled industrial professionals. You got to read them or listen to them. We got the videos out there. It is truly a great place to be able to begin your journey in the world of industry in the world of manufacturing in the world of industrial for Dotto. It is all out on industrial talk.com We try to have fun, because it is fun. We try to make it entertaining, because it is because it deserves that type of attention. So anyway, let's get on with this interview with Paul. So my a bit very fortunate. He was very busy at smrp. And I believe he is chair of smrp this time around. And boy does he has stuff to say and it's stuff that is very important, especially in today's world. You know, we talk about some of the challenges that have taken place within the COVID COVID pandemic, whatever you want to call it. And yeah, they're real. Don't get me wrong. It's challenging. But one of the great Things that I get out of it. And it was great to see people at these events, getting back to normal, collaborating, and really from the heart, and a desire to truly collaborate and solve problems. Paul is leading that effort at smrp, we're going to have a number of other great conversations. But if you go out to his stack card, yeah, he likes education. He, his, his business card is just way too small for how many things that he does is just as so it's not worth even trying to get all his education. God he is so committed to

05:38

asset management, reliability, maintenance, everything, he is a leader. So anyway, with that said, enjoy the conversation. Paul, welcome to industrial talk, thank you very much for finding time in your busy schedule to share and impart your wisdom and knowledge into the world of asset management, maintenance, and reliability, big time, I'm sure the listeners will grow to appreciate. I mean, you got some mad street cred out there, you do. And I was looking at you, and I'm not going down your bio, but reality is, if you go out to his LinkedIn profile, it's not as impressive as the bio that I received, because it just has you like education. And you're constantly educating, which

06:24

is that it's a fast changing world. And if we're gonna, you know, remain relevant, we have to keep our skill sets up.

06:32

You know, that's that's a whole nother conversation to have. That's a whole nother topic. Because I, I don't know how anyone, especially today, in this particular world, is not committed to some form of disciplined education, whatever it might be read a book, I don't care, whatever it might be. Daily, because you're absolutely right. It's, it's blistering fast even I can't keep up with it. Well, that's not saying much. Yeah, don't don't lose. Don't think about that listeners, I can. So for the listeners out there, Paul, give us a little background, little 411 on who you are. And then we're going to venture into managing business case, ROI risk, which is an important topic.

07:17

What's your so I'm Paul caspo, I've worked in this maintenance reliability asset management space for a number of years, I had a great opportunity several years ago to lead the reliability team for Eastman Chemical, they were really an industry leader Well, before I got there, and that's where I started my foray into really asset management, asset performance management, that that whole space, they were a user. I left Eastman with some other plans, but ended up with Meridian doing asset performance management, or I just call it APM. Globally, for a lot of customers and a lot of different industries. And then, as time went on, we had a buyout from GE. And so we're now at GE entity and my current work is a lot around, I would call it maybe front end engineering, helping customers identify what their business outcomes really are figuring out what kind of value they need to create, to achieve those business outcomes. And, and then after we do all that, we can worry about potential solutions to create the ROI, those three things that really need to be linked together. So I'm doing quite a lot of work in that area, as well as risk management, I'm doing some, some more of all things graduate work around risk management, and how do we manage the risk of ROI. Many times people build business cases and the business cases say I'm going to deliver such and such ROI, but, but deliver less.

08:53

It's interesting, especially the topic of risk management ROI, the financial component around the maintenance, reliability and asset management profession. Not to not to say that there's been snake oil salesmen out there, there have been and they, they they sort of diminish, unfortunately, the realities of an asset management reliability program within an organization and you're going to have to try to sort of distill that and get rid of the negative stuff because the the value is there. Is that not right, Paul?

09:29

Yeah, that that is correct. A few years ago, I actually did a study around this area, we went into our CMMS system pulled out all of our labor hours, all of our, our material hours, everything that we could put together in terms of, of the cost of these projects and looked at the returns and, you know, a good self respecting reliability project, in actuality should deliver over 100% return. Now, it goes up and it goes down. Some of them aren't nearly as successful as others, but it, it is a really high value area to be working in, if you can figure out how to properly execute it.

10:12

So that just brings us to the point of let's, let's talk a little bit about that from a. How do you develop now? I'm not going down the road of the CMMS. And, and bad data and pencil Web? That's a whole other conversation. I got it. But how do we build a the elements of a business case so that we can begin to truly and discipline a insights into the financial benefits associated with this particular case?

10:40

Well, the first thing we have to do is we really need to understand the business outcomes, what what are the drivers that the businesses are looking for? You know, as engineers, many times I say, we get caught up in the elegance of the technical solution. And, and we decide we need to implement this new technology, without really considering what we're there to do. And what we're really there to do is to create value for our companies, and to put together projects that give our companies the best opportunity for success. That's possible, you know, we live, we live in a probabilistic world not a deterministic world, and nothing is for sure out there. But when we start looking at projects, and return on investment, the place to start really is what are we trying to accomplish from a business perspective? The second part of that is what value do we need to create? And then and then we'll put together the project?

11:39

Just for clarification, what are some drivers what sort of give us an example of what outcome of a business give us just sort of a basic ones like, I'm a business, I'm looking at this?

11:51

Sure. This great example, a few years ago, I had Vice President calling me up, and they were very professional and nice. And he says, You know, I could deliver another million dollars to the bottom line, if I could just get over some reliability issues with my equipment? Well, I came out of the construction industry. And what that meant to me was, oh, boy, I really better get cracking here. So that's a great example, he could deliver another million dollars worth of profit to the bottom line of the company if he could get the equipment to run. So that's a great, great business proper.

12:26

See, and I can see that because you're you're talking with that particular example, an asset, the uptime production. And so that that's real time. And And typically, something like that just requires a little analysis on those assets that they've targeted, does that correct? Well, sometimes it's,

12:45

it's a little harder than that. But we do need to go in and do an analysis of why are they losing this? You know, what, what are the problems? And and, you know, what we'll find is, we'll find that some of the problems are definitely equipment related. There have been unexpected breakdowns, other other issues. But I typically also find that there's opportunity on the operation side, they're not running their equipment up to standard, they're not following good processes. And I have to say, to this vice president's credit, we actually contributed more than a million dollars, you know, we did an analysis went back and talked to him, and he focused quite a bit of energy around running a better operation, we focused on getting the equipment to run better, and together, we actually contributed more than then our target.

13:32

Wow. That sounds cool. I like that. I like that approach. And I like that focus. So what we have, from a from a business case perspective, we've got to understand the outcome of the business. Got it? Number two, is, are there steps in this that we need to be aware of?

13:51

Yeah, well, you need to understand the business outcomes. And then the next step is to figure out what value you need. And there are different types of value. You know, there's what I call hard value, that that's the easiest part, it shows up over on a company's financial statements, we sell more product, we increase the revenue, we reduce our maintenance cost, or our spares cost, we lower the cost of goods sold, both of which improve gross profit, that's one kind of value. Often what happens is we may go in and work with a customer and we may focus for six months in an area. And let's say we reduce the maintenance costs 10%. Now we have a choice. Do we take that out of the budget? Or do we reallocate that to another area of the facility that needs improvement? I call that firm value. And then of course, there's risk reductions. And that's at the heart of what we do in reliability it is it is finding that we've got a bearing problem a month before the actual failure, ordering that Barry planning the work and replacing that bearing and nobody even knows about it. So there's a lot of risk reduction activities and and then lastly, there's our intangible values. It's it's how we do our work. It's all of those things that fall into that category.

15:05

So, back to the example that you provided about a million dollar bottom line value, you were focused on the assets, but then the VP would be focused on the operations, which, which would pretty much fall into say, let's say, tangible value, that, you know, how can we be more efficient, whatever that whatever that focus needs to be? I like that. That's correct. Give me an example of risk reduction sort of nebulous. From my perspective, what is that?

15:39

Well, let's, if we think about these projects, let's just think about what happens with a project. Oh, we may do some front end engineering, then we do detailed design. And if it's a software related project, as many of them are today, we do some internal testing, we do user testing, then we go live, right? We go live, and many times the customer doesn't have a plan. What happens after we start this new system up? Whether it's a CMMS system, an APN? system, some other system? We started it up? Now what so there's a lot of risk associated with that. And those, those those risks, if we aren't thinking and planning ahead, could be in a variety of things. No, Postville go live value creation plan. How about this one, this is huge. And all these projects, it is an adaption governance, and a chain management plan. We're changing the work processes that everybody use, we're changing the technology, they're tools. And if we don't put an adoption plan in place, that's a huge risk that can negatively impact the return on investment. Now, the flip side of that is we typically think about risk in a negative sense. But let's step back and say, how about if we manage these things? Well, how about if we have a good value creation plan, we've done great change management, we're focused on the business outcomes, there's an upside to risk, you know, without any without risk, there is no opportunity. But if we properly manage this, we can actually create additional value.

17:12

I like it. And you're absolutely right, I think what happens is we get, we get all just sort of sucked into the value of all of this and the hype, and it makes sense. And it looks good on paper. But then when it gets down to execution, that human element comes into play, and then it gets a little squishy, and I like the fact that you have an adoption, governance plan and change management, and everybody else. I very rarely do people say, Gosh, I like change.

17:44

You're, you're you're correct. Yeah, people, you know, they want to know, well, why should I change? What's in it for me? Why do I need to do this? What are you going to do with this data after I start recording it, all kinds of things, you know, that come together everything from from creating a platform, you know, the old burning platform of why we need to change to integrating short term wins into the whole program, everybody has, you know, wants to play for a winner, and they don't want to wait two years to be a winner.

18:14

No, nobody. It that's, that's sad. Because that happens quite frequently. And, you know, you have the people that are saying, hey, it's gonna take three to five years, I can't even think in those terms, three to five years. And before I, I get a win, or I, and after a while, you're just sort of feel like you're digging a ditch out there, you see the value, but you're still digging a ditch? How do we create a situation where we can experience some short term victories? You have to be proactive

18:47

about that, you know, I always think about implementation. And when I talk to people, I sort of propose a new, a new way to implement, you know, we, we often, you know, go live, we've trained the masses, we've shown him Oh, go do criticality analysis, go do FMEA. Now go forth, and use all these new tools and technologies, yet, we need a more focused plan, we need a focus plan of those. What are the high value areas out there? What are my constraint points? Where am I spending too much money? And and then what are we going to do around those those things to create a value plan where we can actually actually deliver that value. And while we're doing all of that, we're going to plan proactively short term wins, you've got to think ahead. You know, you just can't wait for things to happen. Because as we just said, everybody wants to see progress and they don't want to see it. 24 months they want to see it three months, right? So you have to plan these things. It's you just can't wait for them. This is hard work. You know, this may sound easy, like you know, that this was really hard work of planning in detail what you're going to do. It's

19:55

interesting culturally that typically US companies mean, in general, we look at quarterly financials, we just do. And and we're very rational, maybe I did the same thing, right? Very rash. And if I don't see value to my bottom line, because I'm looking at it, I'm looking at, and I want to see some values. Now, I think that that is a great approach. Now, when we start talking about that planning, making sure that you have those little victories planned out, you're monitoring it, I think it goes a long way with developing that sustainable discipline going forward, right, because it is a human equation when we start talking about deploying these solutions.

20:42

It is and and you know, it's a step by step process. You know, like I said earlier, we need to know, what are the high value areas? What are we going to do once we get there? Oh, we're going to do root cause analysis? Or we're going to do FMEA? Okay, then the question becomes, who's going to do that work? Well, you're going to give it to Bill and Bob, who are already at 110%? Are you going to really step back and say, I'm going to make resources available? And then what skills and support do those resources need to be successful? And, and then, of course, we've got to build some, you know, a project plan and metrics around that plan so that we, we can proactively monitor our progress.

21:23

And if you're going to want to pull out that ROI, you're going to have to you can't just pencil whip this, you can't just so here's my challenge, Paul, and how do we do this? His organizations are fluid, they're coming and going, people are coming and going and going there. And if you don't have a, an organization that has some sort of continuity between people coming and going, then you're you're ready resources that are available that you dedicate it to this particular project becomes suboptimal, for lack of better? How do we organizations create some sort of continuity and manage that risk? Because that's a risk to be able to sustain it going forward? You got the big, you get the victories? How do we do that?

22:12

That's really hard. And in a lot, yeah. And let's think about this happen over the long term. You know, our most successful customers or people that I work with, a lot of it starts with leadership at the top, you know, the leadership understands reliabilities important, it understands that we need to create value. And many of those organizations have grown those leaders up through the organizations with different roles and different assignments. And they understand all that. Now, what happens to those organizations later on, you know, there's the lifecycle to everything, sooner or later, those people may or may retire. Now, the leaders that have established there, and if the organization has renewed itself, then great, but lots of organizations, then people come in from the outside, they weren't raised the same way in the same culture around reliability, it is really hard to maintain that over the long term. It takes great leadership, real vigilance. And it takes a dedication by the company to understand well, you know, these are key elements to our success. And that's a risk, you know, companies, you know, we're mostly working with asset risk risk around unexpected failures, risk around injuries and safeties, and si s and compliance. But companies have these enterprise risk management organizations, that's they're worrying about bigger risk, you know, they're worried about people and, and money and finance and hedging, and, you know, the overall organization. So that's a risk that may not be managed just by us, but needs to be managed by the company at a

23:55

higher level. Yeah, and you're spot on, because I've been fortunate enough to be a part of a number of organizations. And that has always been the greatest challenge. It's never, it's never about whether these programs will deliver because they will. It always gets down to the tenacity, the focus, and I would have to say energy of the team, the individual, the leadership, and creating that continuity, because it's, it's, it's out there. And what always fascinates me, Paul, is we've had this conversation like we were at smrp 29/29 year we're still talking about companies that need to begin to embrace the principles behind asset management, reliability and maintenance and and that it's out there and professionals like you and others can constantly strive to figure that out, and it just always fascinates me that we're still having In this conversation over and over again,

25:03

well, I'm gonna go back to what I said a few minutes ago, the reason we have this conversation over and over again, is because it is really hard, right? It's easier, it's easier for leaders to go, you know, a company to go out, I'm just going to go buy some new equipment to increase my capacity. Well, they go buy that equipment, well, that's sort of a proven process to buy the equipment, it's all equipment, they start the equipment up, you know, that's much easier to manage that it is culture, and people it takes, it takes discipline, to stick to these processes that we know that work, it takes discipline, and it takes leadership to make sure that we're sticking to those things. So it's not the it's, it is like a goldmine, or maybe I should use a bariatric, put this value in barrels of oil here lately, that this is an area that is very fruitful in terms of benefits to companies. But but it really is hard.

26:01

One last question. And I've always I've never had a real straight answer. So let's say I'm an organization, I'm pretty inefficient, I there's, there's a lot of low hanging fruit, we develop a plan of creating some victories, and we do everything that we need to do and we, you know, year one, we've got massive savings, we've got massive and positive ROI. Year two, it starts to, you can't you can't achieve the same success because you're just becoming more efficient. Is there a point where it just starts to, like you're as efficient as you possibly can? Or is there always going to be a positive ROI?

26:47

Well, the better you get, you know, those last incremental values, you know, you're exactly right. It's easier upfront to do a lot of things. And the more mature we get, you know, as I sometimes have the old saying, is the juice really worth the squeeze? Right? You know, how much money is it going to cost me to get that last percent of availability? And is it worth it? You know, there comes a time when you need to optimize everything. So the answer is, you know, that's typically a long road, you know, to get from, I'm just starting to, to where now I really needs to be optimized. But but there is an optimization point associated with this.

27:29

Yeah. And what's interesting, unfortunately, when you start to deploy maintenance dollars, right, dollar, it's $1 off the bottom line, dollar dollar, right. And it's not a depreciated type of expenditure. And so what happens with the fluidity of organizations, other leadership's come in, why do I have to spend that dollar on the maintenance? And then it then it's, it's, it's a cycle? Yeah.

27:55

And it shows up, if they cut the maintenance costs, this monkey shows up on on on your neck. That is why that is why it is really important for us to have good sound business cases. You know, McKenzie did a study a few years ago, and they looked at large software projects, you know, when we have those, whether it's CMMS, or, you know, SAP or whatever it might be, yeah, you know, typically, they found that typically, those projects delivered 30%, less than the projected ROI on those projects, right. So our leadership sort of starts to view a lot of this as a risky business. This is risky business. So. So that's why it is really important for us to have a good well developed business cases, good execution plans value free, and we need to start delivering, we have to deliver what we promise. I like the fact that you have to deliver, I think God are the days when you can sort of just sort of ride on in on a white horse and say, I've got the technology solution, and then right on out and it never, never achieves the objective. And then everybody has a surly or salty opinion about what just took place. And then they just, that's why the culture. That's why there's a reluctance to deploy some of these things because everybody's been burned. And I mean, everybody.

29:15

Unless you're true, Greenfield and that just started from scratch. Maybe that's a different nap. But that's rare. That is big time rare. So anyway, that that's just, that's where we're at. All right. I want to make sure that everybody understands how do they get ahold of you?

29:34

They can reach me, the easiest way is probably by email and that is called Dos Passos. da s. E. o@ge.com. They can reach me there. I'd be happy to talk to anybody give them you know, give them some resources. There's lots of material out there. We were just together last week, that week before last smrp and that that stuff is online. So lots of info Automation.

30:00

It's, it's if you're thinking that it's hard to find information listeners think again because organizations like smrp, Paul, others, other practitioners that are passionate about reliability, asset management, maintenance and, and developing the solutions around that. It's all out there. It's an important professional. I've always been very bullish about it. And I've been, because everybody just is so collegial. Everybody wants to help everybody to be successful. It's an it's an interesting culture that exists within the, the realm of maintenance and asset or liability and all that good stuff. This is alright listeners. That's Paul. He's with GE. And we were definitely talking about ROI. We're gonna wrap it up on the other side, do not hesitate or do not go away, because we will be back and we will have this conversation on how to get ahold of Paul. So stay tuned.

30:58

You're listening to the industrial talk Podcast Network.

31:06

All right, a final shout out to Paul Casto. Go out to his card. Paul castle on LinkedIn. You know, you type in his name, that's ca sto comma, G, you will find Him and you will realize how much work he does within the maintenance, asset management and reliability space. He is a leader. So don't hesitate contacting them. All right. Again, we've got to educate. We've got to collaborate. We've got to innovate. There are challenges facing industry going forward. Heard that smrp heard that at maintenance and the technology, manufacturing and technology show. Absolutely important. Go to industrial talk.com We're gonna continue to add to it we're gonna continue to highlight great, great professionals and companies dedicated to your success. All right. Be bold, be brave, daring, greatly hang out with people who are bold, brave and Daring Greatly like Paul, and you're going to change the world. Thank you very much for joining the industrial talk podcast. We will be back with another great interview shortly.

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On this week's Industrial Talk Podcast we're talking to Sahar Ehsani, Sr. Segment Marketing Lead – Discrete Manufacturing  about “AI, Machine Vision and Sustainability”.  Get the answers to your “Discrete Manufacturing” questions along with Sahar's unique insight on the “How” on this Industrial Talk interview!

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SUMMARY KEYWORDS

manufacturing, intel, industrial, ai, sahar, technology, data, discrete manufacturing, absolutely, people, machine, industry, listeners, learn, happening, vision, line, processes, customers, factories

00:00

Industrial Talk is brought to you by NEOM that's NEOM.com they have a vision of changing the world for the better in almost every way. They are committed to that. They have a bold, a brave and daring greatly vision on how to change the world. For the better for all of us. They are committed to that. Go out to niobe.com get involved, you will be dazzled and you will not be disappointed. Big thinking going on there. And you know what's happening out there. Technology. Innovation is happening everywhere. And the speed at which is just absolutely blistering. You know who's leading the way Intel that's right Intel, they are leading the way with edge cloud. You name it industry for Dotto, right in their wheelhouse smart cities. Yes, robotics. Yes. And, and let's say digital transformation of the utilities. Yes, Intel is where you want to go go out to intel.com find out more and see how they can help you innovate. Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat grab your work boots, and let's go Alright, welcome again to industrial talk v number one location in the universe that celebrates you industrial heroes, you are bold, you are brave, you dare greatly you solve problems, you innovate like no other and you are changing lives and the community Do not forget that put that in your pocket because it is important because you got to believe we need you big big time in the hot seat in the Industrial Talk we have Sahar Ehsani, she is with Intel, we are talking about manufacturing technology. She is a senior center segment market lead discrete manufacturing. And, you know, we're gonna be talking about Yep, AI, machine vision, sustainability and how all that works to go there. Let's get cracking. So you get to join me on my educational Odyssey to learn from the very best in industry about that man, you get to join me, I again, I you know, you got you got incredible professionals, such as Sahar and, and she knows what she's talking about. And also people from Intel and others, that are just absolutely one. Thank goodness that they desire to truly develop, develop the innovations to be able to make our lives better, thank goodness. And you know what else is so great that they're willing to share their insights and wisdom for us, so that we can begin to learn you never stop learning? Each day, always learn that, I don't know, it doesn't sound so fantastic. But it is it got to there's it's all out there. And especially in industry, we've got to do that. Alright, let's talk a little bit about the industrial Academy. Real quick. The industrial Academy is absolutely dedicated to education. And the reason it's dedicated to education is because, well, that's something nobody can really take away from you. If you are dedicated if you are committed if you have a true desire to learn from the very best within industry, industrial academies where you want to be because we're we're talking about management leadership, we're talking about innovation, we're talking about the nuts and bolts of operations. And what are the strategies associated with not in a way that is like, Oh, my gosh, this is a 75 hour class and and it'll drive you crazy? No, no, the responsibility on your part is one, that you get the flavor you get to hear from the best that represents let's say IoT, or edge or cloud or reliability, whatever might be the best. And it's up to you because you have a spirit of learning is to go out and find out more all the contacts and information is out there. It is a big, big win for you continue to learn, grow, and and just, you know be the best you possibly can be because

04:39

for whatever reason, maybe I've got rose colored glasses. I can't tell you why. But I really truly in my heart of hearts, believe that industry is truly the key that can change lives, change communities and change the world. And it might be Pollyanna. It might be Well over the top. I like bold, brave goals. And and the industrial Academy is focused on being able to provide industrial education for people who need to know. So that their lives can be changed, their companies can be changed, their communities can be changed, and so on. And so the world. Alright. Let's get going. I get all Tingley about that type a type of conversation now. So hard, but it's been a bit of a long journey to get her on the podcast. But fear not she does not disappoint. great conversation, great insight, great stuff that's happening at Intel. I've got her form here, you go out and find her stat guard. All very impressive. So we're going to be talking and yeah, you're gonna say, Scott, Oh, you've already talked about AI? Yeah, we have. But it never stops, continues to grow continues to evolve, we never stopped. You know, we've talked about machine vision, looking at the ability to look at products and improve the quality and so on and so forth. And of course, sustainability. What does that mean? How does all this wonderful innovation help sustainability because it also has to sort of work hand in hand. If there's a gap that is missing from that particular value chain. Now, that's a problem. But Intel sohar team Intel are working diligently not just in manufacturing, but also in in the energy space and oil and gas all everything that you could possibly at the heart, you know, entails right there. All right. Enjoy this particular interview with Sahar Sahar, welcome to industrial talk. How are you doing?

06:47

doing very well. How are you, Scott?

06:49

It's been a long time in the making to try to get you on the podcast.

06:54

Yeah, sorry. It's my bad I might sign.

06:58

You don't need to you don't need to cower away from me. I was just I was so excited when we first met. And, but but business moves on people get busy. It's all about that. But you're here right now. And listeners, you're going to be impressed. She's got a mad statcard out there on LinkedIn. Absolutely. Of course, I'm looking at her form. And that's impressive, too. So you Listen up, learn educate with me, because I'm not the sharpest tool in the shed. But Sahar is she's a sharp tool in the shed. All right, for the listeners. So Mark, give us a little background on who you are.

07:34

salutely first of all, it's a pleasure to be here, Scott, and have this conversation with you. I'm very excited for this conversation. And about myself. I'm big global segment lead for discrete manufacturing industry at Intel IoT group. So basically what I've been doing in align my career in Intel, and outside of Intel, I've been engaged with manufacturing, all my career. And in my current role, what I do is of working with partner and manufacturing and customers to facilitate and accelerate the digital transformation that's taking place currently around the goal. It is listeners, it's really awesome. It's very exciting. We are just in the front of the line and helping everyone to make those cyphy in

08:35

the future baby in the future is now man, it's now

08:40

all those things that we were seeing in the movies is now happening. And it's very exciting.

08:44

It is. I was just watching Minority Report and and some of the things that they're going through. It's like, Oh, that's happening now. Oh, that's cool. Oh, you know, it's pretty exciting. Now, I'm not. Again, we've established I'm not the sharpest tool in the shed, can you define discrete manufacturing? How's that different than well manufacturing?

09:03

Absolutely, yes. So, when we look at the manufacturing Overall, we can divide it to two or three segments, let's say three segments, for the simplicity, one is discrete manufacturing, then you will have individual product as an outcome but those products can be assembled through bringing different parts from different location in one place. They can be built all in one place or they can be built around the globe apart and get assembled like automotive industries, right, like consumer goods, like electronic and devices. So all those parts some can be made in China, some in Vietnam, etc. They come out to another Assembly Facility and they get assembled and after their life is done, you can disassemble them again and cycle them. But when it comes to their hybrid, that's another section of manufacturing hybrid, which is the process and discrete manufacturing together. It has like some sort of batch processing like food and beverage. So for example, if you mix two chemicals with each other for pharmaceutical, you need to continue that process, you cannot stop it, you cannot ship it to somewhere else around the world. Because, yeah, so that's part of the process industry, but batch processing, because things get prepared in batches. And then at the end of the day, get they get packaged, which is part of the discrete manufacturing, that's what they call them hybrid. The other one is continuous process manufacturing, like oil and gas, right? You see a wealth of oil, you cannot stop it, that needs to continue, and you need to keep take care of those processes. They call it continuous processing.

10:59

I like it. That's a good explanation. Now, listeners, you're better because of that explanation. Now, you know, don't, don't come to me and say, Scott, I don't know. All right. One of the topics that we're going to be talking about, and what we're going to feature on this particular conversation is going to be talking about AI. AI is application to manufacturing, and, and artificial intelligence, this machine vision stuff, give us a little just sort of your definition of, of artificial intelligence, and its application and manufacturing.

11:32

Absolutely. Let me give you a little bit background on bringing in this technology to manufacturing Overall, we want to make manufacturing smarter. We know in some of those manufacturing, like automotive, there are lots of automations already going on. We know my factoring like silicon manufacturing, like silicon chip, like Intel, when you look at their main factories is really well automated. So what is AI is really bringing to the table for those very fully automated manufacturing. When you add AI, basically, you leverage tons of data that is being generated by those automatic automatic devices. So you get that data, you analyze it, you make a decision based on the result of that. So that's what artificial intelligence does. If you get the result, and immediately as a control rule, feed the information back to the manufacturing line, that's a closed loop control. And during that you have the real time control of the manufacturing production. And then all of this together improves the manufacturing processes and efficiencies improve manufacturing uptime, right. So if you want to look at the strategy of how the technology are coming to the manufacturing board, I believe personally, AI and machine vision are going to be the front of the line, because they are easy additions to the already existing technologies in manufacturing, whether very advanced manufacturing, like auto or semiconductor, or they manual type of manufacturing, like machine builders, so you can add or port builders or textile companies in China. So let me explain a little bit about how AI works.

13:31

But let me interrupt real quick, let me interrupt real quick. So what I hear you saying is that it's it starts, it starts with the ability to collect data, but there's a tsunami of data for lack of a better term, I me, Scott, is I'm not going to go through a spreadsheet, look at all the data that's coming off of machines or though or the line, I need some technology to help facilitate and make some decisions that allow good data to come through and throw away the bad data. Is that right?

14:02

Exactly. That's absolutely true. And that's artificial intelligence. You connect it on connected if they're not connected already. And then you collect the data, and you analyze the data. And based on that analysis, that happens automatically, you make a decision, what you want to do next

14:21

is your zero learning component to AI. It's one thing I can create parameters, I would imagine you're the expert, I can create parameters that certain data gets through is that can that can I learn and be and hone and be more refining? as I grow and be able to improve the analytics of that data for my my business?

14:45

Play? Yes, the data machine learning aspect of it. So the algorithm that you add to the computer that is running that algorithm basically, it gets better and better terabit more data, one of the main challenges that we currently have in the manufacturer is that they have a very high yield is finding bad parts. Because if you want the device to, to locate the bad part in a production line, you first need to teach that algorithm what a bad bad part is. So if a manufacturer has a very high yield means that they do not produce so many bad data. So sometimes it takes three months to collect bad data in order to train that algorithm. And those algorithms, they get better over time as we get more data through them.

15:42

And it I would imagine, so hard that that, if I want to be competitive going forward, if I want to be that, I want to have some sort of legacy sustainability, when it comes to my business, I'm going to have to embrace this, I'm going to have to figure it out. But you know what the problem I have, and help me understand this. I just think of costs, I think it's going to be expensive. I know today, what I'm looking at. And if you're telling me I got to go down this road, I have, I don't have that clarity, what what's the economics behind all this, that's

16:15

a very reasonable, actually concerned by any type of manufacturing managers or executives. So we all if you're living in a very competitive board, all the customers, they want perfect products, but cheaper, and everyone is trying to pay that. So in order to keep that profit margin for my factors and keep our business running, they need to have solutions that make business sense. And usually, that's why that I was thinking that AI and machine vision, powered by AI, our best solution to start speed, because you don't need to change much on your manufacturing line, you just add the machine vision, you assess the quality of your devices, and usually within eight to 12 months, you get the positive ROI.

17:07

Spectacular, you know that? That is without spectacular. I mean, if if I had I mean, I was evaluating investments that had a three to five payback, right? took three to five years just to start looking at things that are positive. And that's pretty common. Now, but I don't want to gloss over this. But explain what machine vision is? Oh,

17:31

yes, let me explain what machine vision is. So let's imagine that you have a factory line that has a product and you want to inspect it, you put a camera on it, and you connect the camera to a piece of compute. And machine vision actually is capturing those images, and analyzing those images through a AI algorithm on that compute. So there are different type of there are different types of technologies being used. anomaly detection is one of the paths that people take, basically, looking into good and bad data, the good data, you don't mind you just say good data good go away. You don't want to keep them but the bad data you can locate and you can say this part is bad. So that's how machine vision boards by looking taking images and being connected to compute that has AI algorithm on it.

18:29

So this is how I see it happening this I see it rolling out. If I am able to deploy AI deploy the machine vision in the right area, I might capture anomalies within my manufacturing quicker compressing that time, not waiting for it to get shipped off to my customer, who then finds out that it's not in line with their specification and have that absolutely awful conversation.

18:57

Yes, you nailed it. Those are the cost saving that we will get out of installation of machine vision. I like to add one more thing. On the machine vision we do have two different types of machine vision machine vision technology is based based on a camera and a separated PC. And then there are integrated a smart camera that they have a smarter chip, but it's integrated on the camera. So I want to be clear if any of the audience they have experience with smart cameras that compute based on algorithm is embedded in the camera itself. But around the effect of it. That's very true. When you do the quality inspection in advance to the processes. Let's imagine you have a silicon chip that you need to put a solder ball in and it goes through mold etc. Or I don't know even in automotive part when you are welding something and then it goes on it gets painted. Now at the end of the line then it's getting inspected and you see that defect on Do you need to do the reward on the whole car is a lot of manual engineering work, which is expensive. But if you had figured out that weld, defection early on in the processes, you could just remove it because it's so fresh and you can redo it and so you don't have the removing the paint, etc, in an automotive industry. So that's one part of it. The other part is customer credibility. You don't want to send defective products to customers. That's not good nowadays, for any

20:36

good for anybody. That's what I got Jeffery, not good. See, you know what's interesting, I believe, people like you, and others, Intel, whatever. This strive to be able to produce a to produce solutions that generate high quality products. Okay, we consumer, me and others. I'm telling you right now, we take that for granted. We take that for granted every week. I remember growing up, and I had a 57 Chevy, I still have it by the way. 57 Chevy, there are things that I just sort of accepted. The door didn't close, right? Doesn't matter. It's just that we would never, ever tolerate any, any flaws or problems with our cars. Even the inexpensive cars have a high-quality output. It just it's because of people like you.

21:35

Yes, absolutely. Because the world has changed computer is doing the job of human. And with this AI solution, they're really replacing those repetitive boring jobs, yes, to take the jobs away from employees. Actually, those type of jobs are very repetitive looking at every weld pieces to make sure that it's okay or not you might meet it is just like boring, there is not advancement for employees. So they can really give those jobs to the computers. And robots do that for us. And they do it with more accuracy and faster.

22:10

But sorry, you're you're bringing up an interesting point. And if I had a nickel every time somebody said, Hey, that AI is going to take away my job. I always say it'll take away and deal with the mundane. But the the intellectual component of your job must be done by you.

22:27

Exactly. Yes, absolutely. Actually, I think Ben, if you need to look at it this way. Maybe in the older generation, some people got used to those repetitive jobs. And kind of I would say people like to do like normal things forever. But not new generation. These people, they really grew up with computers and cell phones, etc. They don't like to work with 30 year old technology, they don't like to learn it. And they don't like to do a lot of physical job. So they really like to use their brain, they're into writing software's and thinking about designs and innovation, etc. And this new technology is a great fit for them, why it is a great fit for those leveraging the learning and that blast. When experiences that they had it the older generation. So they learned all of that they built the experiences, and now they need to transfer it to the newer generation. So some of these technology captures those learning as part of the AI solutions or trainings for these new generation. So those learning estates and would be leveraged years over years,

23:39

it I don't see any of your options. If I'm if I'm manufacturing, if I'm small man, whatever, whatever my manufacturing, business it I, I have to recognize that this I have to go down this road. I can't say business as usual, given the realities of what's taking place in the market, and the technology and the innovation that's coming out of, well, Intel right now I can't. And it's because if I do, then somebody is going to take over my job, somebody is going to put me out of business because they're going to be more efficient, more competitive, greater quality, everything that I want as a consumer, I will not be able to meet that.

24:25

I can give you an example you reminded me of a very good part of this technology, adapt adoption and transformation. A lot of smaller small medium companies they they really didn't want to adopt be the first one of adopting industry for Dotto in their manufacturers. They were waiting for others to adopted getting technology mature enough and adopting it and then suddenly pandemic hit and impacted all these smaller and medium businesses. Now they're taking get more and more seriously in Germany, in Australia, even in China, because they figured out that a lot of manual processes are happening between their factories. And now because of their pandemic and all those cocksure factories, they couldn't get enough risk center enough resources. And let me give you some use cases, that just gives you the understanding of application. For example, previously, the machine builders who build the equipment for automotive companies or, or any other factories, pharmaceutical companies, etc, they would build the machine sell it to them, and every year they would go to do software upgrade, or if there was issue, they could do their maintenance of equipment send an employee there, during COVID, that couldn't happen. So the equipment would go down. But with AI and connectivity, they can have access to the machine data, not the processes data that has the IP of the manufacturers, they can only get access to machine data and how the machine is performing. And when they see something is not working out very well, as expected. They catch it early. And they can do all these software upgrades, etc, remotely without sending any video. Just imagine how much of efficiency is in that just by adopting led by by adopting connectivity, let's say,

26:32

let's see, this was interesting, because that same in we spoke briefly about this asset reliability, I can take that same asset, collect the data, recognize the challenge, deploy somebody in maintenance, saying, Okay, now you need to screw this round piece and this whatever, you don't need anything else. That's what you need. Go out there. Do it done. You know, that that is that is so powerful. It's so impressive. It is happening now. It's now. Yeah, yeah, it's not pie in the sky. You know, Buck Rogers, stop, no, wait isn't done. All right. So So tell me, what are the roadblocks? I mean, either I'm just sort of all geeking out on all this stuff. And I'm all Yeah, I'm all in. But there are people that are pushing back? What What, what is that? roadblock? What? Why?

27:27

So actually, I think we talked about all of this goodness, that technology is bringing it to manufacturing. But how really, can we make it real? It's not a one company's job. They're an ecosystem. And actually, I think that's a beauty of the work that Intel does. We work with a broad ecosystem from software companies who build the algorithm, and is optimized an Intel silicon, we work with OEMs, who are already leveraging our silica and but we work with them to come up, come up with the flexible software defined as devices in a set of fixed function devices. We work with manufacturers itself to understand their pain points and address it in a way that really, really puts that pain point in consideration, not because technology is cool and nice. It's related to business cases for them. So this the I think, the Roadblock, the main Roadblock, is moving in synchronized way all together. Because we all need each other to make these to enable this technology and make the commercial version available for the customers to be able to deploy it. We do have that ecosystem partners. And we do have some of the solutions that are already available. But there's a still a long way to go.

28:52

So how are you you hit the nail on the head? I'm always talking about especially today. We need to collaborate? Not everybody has all the answers. No company has all the answers. No individuals have all the answers. And the only way that we're really going to continue to move forward in this brave new digital world, right? It is through collaboration. It is understanding problems. You're not going to just go out there and hey, I'm building this widget and it does this and nobody wants it. Because it's not doing anything and might solve something I don't know. But it is all about collaboration because you cannot innovate without that level of collaboration. You are absolutely on fire. so far. All right. Let's talk once again, we've got you know, we go out to industrial talk we try to promote and I know that you have some webinars coming up but we don't have really any date. So listeners, there are going to be some webinars that are going to be put on by Intel. And I think that it's important to be able to participate. Am I am I on point on there?

29:55

Yes, absolutely. We are going to have a series of webinars as you Intel industrial solution builders event. So we used to have all these in person, but because of the COVID now is virtual. And because we understand how people get bored quickly on virtual platform, we have these small, like one hour webinars that come with our partners. And we talk about the solution that are already available in the market. We talk about use cases, real world use cases. And we share the pain points and the path that these end customer manufacturing went through to find the right solution, right partner in cooperation. Fantastic webinar series is going to take place from beginning of October through mid December, please stay tuned, and we'll share the schedule with you.

30:47

Yeah, and I'll be able to let people know because that that, once again, is an important conversation to have. And listeners, you just got to keep learning, because we're all about educating, collaborating and innovating. And we've got to educate and why not learn from? I do I learned from Intel? Because I can and that's a good thing. It's not a bad thing. All right. Couple of cash questions. First off, I want to get a hold of you. How do I as a listener, get a hold of you? What's the best way?

31:16

Absolutely. I'm on LinkedIn, please feel free to send me messages. And I'd be more than happy to help. And I think that would be the best thing easiest and fastest in the world of technology.

31:31

exciting time. I'm telling you. There's a hobby that I like, of myself. I like I like cooking. If you can believe that. I love cooking. I love it a lot. Can you share with me because I'm such a bozo about this. A recipe. When I say recipe, what was one of your favorite foods growing up?

31:52

Oh, interesting. Well, I I from Middle East and Iran specifically. So kebab is my favorite foods. So it's K, A, B, or p.

32:07

Got it? kebab. See soap. Okay, see, I love that stuff. So I'm going to do this, I'm going to I'm going to cook some kababs. And then I'm going to demonstrate that I support her because I love cooking. And I love that you were fantastic. Spot on. All right, listeners, we're going to have all the contact information for Sahar, we're going to also be able to just just bear with me on the events that are being put out by Intel, they will be out there for you or not. It'll all be out there. Thank you so hard. Thank you very much for joining industrial talk.

32:48

Absolutely. It was a pleasure. And as you know, we all are very passionate about technology and the positive outcome that it brings.

32:59

Yeah, it's so funny. I get to talk to people who are not passionate. I haven't unfortunately for me, I haven't come across anybody that says, Yeah, we're just deploying some AI. No, nobody does that. everybody's like, Yeah, man. We're doing this. And we're doing that. And it's like, it's exciting. All right, listeners. Thank you very much. We're gonna be wrapping it up on the other side. Stay tuned. You're listening to the industrial talk Podcast Network.

33:31

All right. Oh, Hardy, eight, I mean, hearty Thank you to Sahar and Team, Intel. And what they are doing in the world of manufacturing is it's an exciting time, as I mentioned in the interview, exciting time, great time to be alive. Let's focus in on all the positives that are taking place. And just remember, industry, you're changing worlds, you're changing lives, that means you are doing great things. And we need you. We need you to educate that's again, go out to industrial Academy, right? It's out there on industrial talk.com. And if you want to participate in it, great. If you want to be an instructor, great. If you I'll try to make it as easy as I possibly can. We've got to get your information, your insights, your wisdom, out to the masses, so that we can educate as many people as we possibly can have all the exciting stuff, all of the cool tech, all of the innovations that have taken place. Be bold, be brave, dare greatly hang out with bold, brave and daring greatly. You're going to be changing the world. Thank you very much for joining. It does real talk. We will be back with another great interview.

The post Sahar Ehsani with Intel appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Hansa Iyengar and Alex West with Omdia about “The convergence of OT and IT”.  Get the answers to your “OT/IT” questions along with Hansa and Alex's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2021. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

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Hansa's Personal LinkedIn: https://www.linkedin.com/in/hansa-iyengar-0140a67/

Alex's Personal LinkedIn:  https://www.linkedin.com/in/alexdwest/

Omdia's Company LinkedIn: https://www.linkedin.com/company/omdia/

Omdia's Company Website: https://omdia.tech.informa.com/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

industrial, alex, technology, people, digital transformation journey, data, ot, business, companies, enterprise, customer, supply chain, digital transformation, pandemic, solutions, Hansa, industry, tx, machines, legacy

00:00

Hey industrial Talk is brought to you by CAP Logistics. You want to minimize downtime, absolutely increase reliability, you bet ensure operational profitability. Yes you do. That means you need 20 473 65 insights into your supply chain Look no further cap logistics go to cap logistics.com or just call them they're great people 800-227-2471 also TX one now you know cybersecurity is important if you're on this digital transformation journey, TX one networks has the solutions for you. And you're saying to yourself, Scott, they're going to be complex, they're going to be difficult. No TX one's taking that into consideration. And they provide a suite of solutions that truly meet your cybersecurity needs. Go out to TX, one dash networks.com and find out more, you're not going to be disappointed. Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat grab your work boots, and let's go Alright, welcome to industrial talk. This is where we celebrate you industrial heroes, you are bold, you are brave. You dare greatly. you innovate. You're changing the world. And you're changing lives as we speak. Right today. Thank you very much for joining in the hot seat. We have to Odia is the company, Alex West, and Hansa. In Gar, we're gonna be talking a little bit about ot IT Convergence. And how do we make that happen in this digital transformation journey? So let's get cracking. Yeah, everybody's talking about that. ot IT Convergence important, especially when you're in this digital transformation journey world that we live in. From an industrial perspective. It's it always gets down to people, it's always gets down to organizations talking common focus, common interest in what is needed for the organization. And right now, if you're looking at going down this digital transformation journey, you're gonna have to have that conversation. Before we get into that. Just another FYI, Hurricane Ida slapped us upside the head down here in Louisiana. And for the most part, we're fine here at international headquarters for industrial talk medium. But there are a lot of people in need of help. And I encourage you, if you have it in your heart, if you desire to, to help out in any way, shape, or form, just go to redcross.org redcross.org has everything you need, you can get you can get engaged, you can provide help where help is needed. We on the other side of New Orleans, where I live, which is Mandeville, we had some trees, had some fence fall down, but pretty much what is always interesting to me is the human spirit, the human condition where the next day we were out and about cutting trees, and getting life back to normal as fast as possible. But this does not. I mean, we were out of power for a week. And we're still down from a Wi Fi perspective. But I mean, we survived. And that is important. But a lot of people south of us are still struggling, really got hammered got flooded, and just keep them in your thoughts that that they need help. And it will continue for some period of time and a lot of people, there's still people that are out of power. I can't believe it. I gotta tell you, South Louisiana in August with no air conditioning. Yeah, that's, that's tough detail. So keep that in mind. All right. Another thing I want to be able to point out, and we're going to be starting this to we're starting the utility Roundtable. And that's important because we want to be able to highlight how the energy industry is venturing into, of course, digital transformation. And that is great conversation to have you got microjet you got, you know, it's just there's a lot of things happening, and a lot of big time thinkers solving the problem. So keep on the lookout at industrial talk.com for these particular series. The other series we're going to be talking is is what I call Mt. Ms. That is

04:50

media, technology, marketing and sales. Why is that important? And why am I all geeky and happy? About that, well m TMS because I get tired of saying the words, no matter what your tech is, no matter what your solution is what no matter what you're offering, there is a necessity to to figure out how to use media effectively for you, you've got to do it. And then you've got to leverage technology. From that perspective, if I'm using media, I've got to leverage technology. And there's some incredible technology out there to help make your media life easier. Marketing, what are the strategies associated with marketing that you can deploy today? And, and going forward? What are those strategies, and then of course, sales. Yet, if you're not, if you're not closing deals, it's a struggle out there. And we're going to be pulling together a great organ of a group of people that are going to really talk about Mt. m s, and and be able to just offer it to you. It does sort of talk me is all about that. It's great to have conversations that are around the stuff that's happening within industry, the the industrial for Dotto, the edge, the IoT, the IoT, we need to be able to communicate our message in a way that makes sense, it's got to be, to a certain extent provocative, it's got to be human, it's got to be human. Don't shy away from that. It's got to have a strategy around it. And of course, it's got to be entertaining. If it's not entertaining, and you have the cure for cancer, everybody dies of cancer, that, put that on, I don't know if you can put that on a bumper sticker, but that's the reality of it, just FYI. So you're gonna have to get out of that comfort zone. Anyway, industrial talk medium, all about that. And, and being able to just continue to look at what's available to help industry succeed. We need you, you need to be successful. You need to be able to transform the world. That means you need to be able to communicate your message out there in a big and wonderful way. All right, let's get on with the interview. Omdia o M. D, I want to make sure I got that right. Because I don't want to I don't want to mess that up. Oh, m d. I was right. I was going down that road. But I didn't want to leave that but Omedia and Alex, Wes and Hansa Iyengar, incredible conversation. And not and for me. Personally, I love the fact that organizations like Gandhi and others are looking ways of being able to bring them together and bring people together and and because it is what has to happen. You have to come together. Okay. That's just me. I'm pushing myself out there. Tried to be vulnerable here. I don't do well with vulnerable but I am human, happy. Whatever it is. All right. One last mark. redcross.org please consider giving. All right, enjoy the interview. All right. Welcome to industrial talk. We have two incredible guests. I'm always excited about interviewing individuals from I'm going to get an idea. Did I get that right? I'm gonna wear I'm all worn out by the stress of me remembering and being able to pronounce that name correctly. All right. We have Hansa, did I get that? Right? Did? Did it. Okay. And Alex, did I get that name right? Just about? All right. For the listeners out there, we're going to have to start out with a little background on who you are starting with you. And so how, who are you talk to us.

08:37

I'm a principal analyst and on the US enterprise IT practice. I've been an analyst for almost 15 years now. And I've been covering the systems integration and IT services space for all this time. I cover a lot I do a lot of work around digital transformation itself and how that works in enterprises. And part of my role involves me advising enterprises, on our enterprise customers on best practices, strategies, and you know, guiding them through their transformation journey.

09:10

And if you're looking at on video, she started her career at the age of five. No, I did not. I'm older than I look so clearly, clearly. Like Alex and I have been rode hard and put away what I mean. Without a doubt. It's like, well, geez, gosh. And Alex, this is the second time you've been on industrial talk, but still give us a background.

09:33

Cool. Thanks for having us again. Scott's Yeah, I'm Alex West. are on the I'm an analyst on the over the industrial IoT team. So I have a background looking at all the automation, manufacturing technology, everything from all the exciting stuff like sensors, bearings, belts and chains. But last 510 years, last five years as IoT is, you know, got the buzz behind it. Now things are getting a lot more interesting. So we're really looking at That transformation of industry so I kind of splitting the

10:06

here's a quick little off the off the chart question, Do you find that the digital transformation journey This is to you Alex digital transformation journey was accelerated as a result of the pandemic.

10:18

I think it was hindered, but it set the acceleration post pandemic. So, you know, you had the IT budgets were cut. But those companies that had already invested in are already doing some of these remote operations and things great and we carry on, they're better other than around cans, the cans that were being kicked down the road. Now the company is already looking at. And so we've got amazing.

10:41

Alright, let's talk a little bit about convergence of OT and IoT. Now on so give us a little background, or define what OT and it, what's the difference? And then Alex, we're gonna go talk a little bit about what do you mean by convergence? Give us a little definition of Ott?

10:56

Well, from how I look about it, look at it as ot is the part of industrial, you know, enterprise scientists or companies that keeps it running the machines and manufacturing, you know, the supply chains, and all, while it is a technology that drives these processes, and these value chains within the business. So it was a time when, you know, for most industrial customers, when technology was primarily their supply chain software, maybe a big SAP system, that, you know, they used to raise invoices and stuff. But over the period of time, we've seen that, at least in the last seven or eight years, the use of data has accelerated significantly because there are multiple ways in which it brings value to the industrial customer brings optimize or optimizes efficiencies in the OT processes and the OT value chain.

11:51

So that's why convergence, and and bringing the two together is important, right, Alex?

11:57

Yeah, that's right, you know, you've got the operational technology side, and it have been traditionally completely siloed. You know, they don't, it doesn't want to talk to it. And it kind of gets frustrated with it, you know, it's different technologies, different persona in different, you know, stereotyping, but different types of people in these different departments. And so there's very much been a slight analysis hanselman mentioned, if you want to start doing all of this digital transformation, you know, there's a lot of companies, how do we improve productivity, quality, and all these things, if you're trying to have a new approach to this data as part of that, and now it's data from the factory floor all the way up to the enterprise level shop floor to top floor integration, you've got to bring these two teams together play nicely to really generate the best benefit for the business.

12:44

Yeah, that's some heavy lifting. Go ahead. Haha.

12:47

Yeah, and, and the data doesn't just end there. The data also has to include data from customers, and the customers customer. So if it's a if it's a manufacturer of let's say, baking machines, they need to know what that customer is baking, how frequently they're using it. So I've seen cases, where do you have these, you know, manufacturers of these machinery, put in IoT devices to get data from their machines that helps them provide different set of services, you know, predictive maintenance services. And I've seen a couple of cases where the manufacturer of the machinery went from being a manufacturer or producer to a provider of services where they don't sell machines anymore, they lease it out. And and they charge for that, you know, annual maintenance contracts, and in order to build on top of it. So it's a completely new business model that is transformative. In talking about moving your SAP to the cloud. That is fine, it enabled transformation. But that itself is not transformative. So there is a long way to go before in a large industrial customers can say that they have really transformed their business.

13:54

But Alex?

13:56

Well, yeah, go ahead. Go ahead.

13:57

If you think of data condition, something like condition monitoring condition, it's been done for decades now. small increments in improvement and analytics, that's basically as fundamental that's not transformational. But when you start measuring the health of an asset that ties into how hard you run your operations, which ties into how well you can deliver products, your customer when you're going to deliver, changing potentially to selling them an outcome as opposed to selling a product. Now you and then that linking into your supply chain. Now you're really doing what we talked about transformation manufacturing

14:32

the scene, I think it's dead sexy, what you guys are talking about, and I believe you're grabbing that data, there's gold in that data, I've got to figure out where the gold is I got to do a little mining, I got to get rid of some of the stuff that doesn't make sense, but there is gold in that data. And it does create a more resilient business, right? I've got greater uptime, I've got you know better you know better asset management and it just keeps on going and going and going and I have visibility into my What my customers have. But it all starts with data and and that strategy of how do you get it? Is that correct there?

15:10

Yeah, it has to start with that convergence. And like you mentioned, Scott, where I and then Alex as well, where it and ot don't talk to each other well, there's essentially the CEO is the CEO who sits on both their heads and says, You know what you guys have to work together. But many times, it's a forced relationship now that that, you know, kind of forcibly shoving it down or distraught or shoving it down, it stopped, that has to actually stop, you know, you have to take a step back and say, you know, what, this is what we are working towards. And I think a lot of that has to do with the fact that many industrial and manufacturing companies do not have a very clearly defined vision. And this is something that I was discussing with one of my colleagues on my podcast at the end of the show. You have a podcast that you just sort of just it's a baby. Yeah, but it's growing. So yeah, but we talk about things that are strategic to digital leaders. So all things that impact leadership in the digital age in that podcast. So we were just talking about the fact that you need if you have a clearly defined vision, for example, upss that they want to be the enabler of global e commerce. You know, it's it's, it's one sentence, but it's short and sweet and pointed to become the enabler of Global eCommerce, not just not just the US, not just Europe, global. So what do I have to do to align myself to that vision? What are the investments I need to make? What what technologies do I need? What will help me drive my business to become the global leader in a driving ecommerce supply chains across the world? So I think having that vision is the number one priority to bring that convergence between it and ot. Yeah, but

16:57

here's the funny thing. Alex, I've heard that, you know, that's good. That's that, I get the picture. I see it, I, I am all into it. But how many times have companies come out and say, this is where we're going, and then they change their direction? They have to stick by that vision. In the case of ups, they've got to stick by it. They've got to put the capital behind it. They've got to do that. How do that that's where trust and and, and a desire to do it comes from Do you agree with that, Alex?

17:28

Yeah. And that's, that's got to come, as it said, that comes from the top down. So well having these initiatives, but it's also and this comes to that like to a tee. Yeah, it's having all the themes at the table. Because we sometimes hear about, hey, the CEO had said, we're going to do digital transformation, and it kind of gets thrown over the wall. And the operating it goes into the light. Okay, you've just told us go play with a lot of new technology, we need a bit more strategy, or it's having that focus, where it mot are at the same table and that Hanson said, it's a it's a constructive discussion. It's not just here's a dictate, this is what you have to you have to digitally transform it, how are we going to bring it together? One of the big things we find is that companies don't always look at what the pain points are, you know, there's a buzzword digital transformation, right, we've got to digitally transform. Let's go and throw loads of sensors out there, we'll send it all up to the cloud and figure out what we're gonna figure out. And it can't it's got to be the other way. What are we trying to do? Yeah, trying to go and get the OT and the IT guys on board so that you know, what's possible. Start with starting with the end in mind

18:36

seeing I love that, starting with the end of mine I but the reality is haunted is that companies to be truly resilient to have some sort of longevity some legacy, or they're just going to have to embrace digital transformation. And and, and it makes sense. It's not just buzzwords out there. It makes sense. Is that correct?

18:58

Of course it does. And if anything, if you look at the last 18 months at the start of the pandemic, I think the the manufacturing and the industrial segment was one that was impacted the most when global supply chains just just locked down overnight. Everything was in shortage, you know, you didn't have no draw materials, you couldn't get consumers the products they needed in time. And that speaks a lot to your business, right. You're as a manufacturer, it's your duty to get things to the market to the shelves on time for the customers to consume. So that and like Alex mentioned this at the top of our discussion that he has seen there's been there was a kind of a dip but then the acceleration in adoption of technology had just just skyrocketed. I think it's got a lot to do with this jolting reality that that that many of the industrial customers faced at the start of the pandemic that uh, you know what, we are not as resilient as we thought we were our supply chains. You know, our ecosystems are not as resilient as resilient as they thought we they're so what is the problem if people move to two Remote working, you know, model overnight, across the globe, it was not just one place and no no company. No, no nobody I've ever spoken to in the last 18 months had a disaster recovery or business continuity plan that accounted for a global pandemic of this nature, not not one not. So everybody was caught unawares, and that proves the app. But the ones who had made those investments in technologies were the ones who were able to pivot really quickly. For example, I can, you know, locally in in the US, we have Walmart, they were the one of the earliest were able to offer online shopping pickup in store. Yeah, so having that having that supply chain resilience, because they had made investments in the technology needed to support that, that you know, and having an app having the ability to provide consumers with a with a mobile phone app that they could use to quickly make those orders. And, you know, and check what the status is of the order. I think that makes a lot of sense. And again, it comes to having not just the digital tools in hand, but the fact that they have visibility across the entire data spectrum. They know what's where, in what's coming, what's not coming. Yeah. So So again, it brings us back to the table that technologies should not be invested for technology's sake. But for the sake of how can I use these tools? technology is a tool. It's not the be all end all. It's like, how do I use this tool to make sure that I my company can be at the best that it can ever be?

21:28

How do I get Alex Alex's point having the end in sight? Right? I think Alex, and maybe it's just me, I believe pre pandemic, we were somewhat lazy. And I and when I say lazy, it's like, hey, whatever to your point. Honza is that, you know, nobody had global pandemic on their, you know, disaster recovery plan. Nobody is I got but that's hurricane that's fine, you know, whatever. But we were lazy. But now I find that we have the ability to be able to truly trends. And I've mine, me consumers DNA has already been altered. I look at I like the world differently. Right? And it's because I it's like, yeah, I'm never going into that store over there. Because they bring the groceries out to me. Yeah. And it's so. So what do we do, Alex? How do we, how do we facilitate, there's still a lot of resistance, I'm just good, bad and ugly, positive negatives, everything in between in the spectrum is is definitely out there. Give us a roadmap on how we can begin to bring the OT and it together in this whole digital world that we're living in. Okay,

22:44

yeah. Just before I do that, just jumping to a point that Hansel mentioned, around that whole idea of remote. Everybody was going remote. You look at how that solves a big problem in industrial. So yeah, we had COVID. And everybody was working from home. One of the biggest headaches for manufacturing CEOs at the moment is talent. Everybody not about people retires right? loss of skills, you know, who who's the people with that tacit knowledge about how to run it. So the things that have been put in place, post COVID are actually things that are crucial, a little bit longer term for the industry over the next few years, as we see people retiring anyway, remote Centers of Excellence where there's training, augmented reality, these ideas about providing additional training. So I would just highlight that I think Hansie Hansie is the great word jolt is kind of jolted people, but it's also now support in the future. Yeah, like that. In terms of what needs to be done now? Yeah, I think one of the big things is coaching, you've got networking and infrastructure, you've got that all the technology, but the people part is key. And as hunter mentioned, sometimes it's got to start at the CEO. But one thing that we've seen some companies do is actually transfer jobs. So we've seen it where it had the CIO has actually been pushed into a CIO role. environment or vice versa to say, look, you guys are going to experience what their their pain points are really get exposure to what they care about, you know, an IT guy, his idea of downtime, is we're going to force a patch and you're going to have to run it and yeah, yeah, the OT side is like, you are not going to interrupt production. That's the one we cover. So just getting shared experiences is one way we've seen it being done and is interesting.

24:34

Because that that your you bring up. I've heard that conversation a number of times where Hey, I've got to do a patch. You're not bringing me down. Everybody's complaining about it, doing whatever they can, but we have this other thing going on here and it's just it's a constant state of flux and pressure and friction and it's not a good thing. I like that idea. About Alright, okay, IT manager Come on. To LTE and see what that's like, Okay, I think that that really sort of opens up other solutions or insights. Right? What else? What else do we need to do?

25:11

Oh, well, one more thing is that in most places, it is given a mandate. It's like your CEO, it's your job to keep the lights running, and it's your job to make sure it my ot guys get what they want on time. But then, to allow them to do that also requires you to make investments in in in it. But that's not how it works. It's like, Hey, I know, you know, hey, it got to take 20% of your costs off. And then at the same time, give me the word, you know, how is that going to happen? And if that's not how it works, the other aspect is that many times the CIOs office, short sells itself. Like they have the ability to bring a unique perspective on the role that technology can play in bettering the business. But they don't usually do that they are at the table. But they sit at the table and they they just listen to what everybody else is saying. And then they say, oh, know what these are the requirements that we see. And but you have to be proactive, get the it ot guys in the same table, talk. And don't forget marketing. Those guys are essential, because they are the ones who are out in the market to the customer. So they so you bring all these perspectives and as to what the customer wants, what the business wants, and what technology can do to facilitate that. I think that having that conversation where everybody is an equal partner on the table, I think that's essential. Yeah,

26:38

we think a lot about the C suite. And senior leadership is really about bringing the people with you on the journey. Yeah, we see a lot of projects where, hey, we're gonna do this. And, you know, Bob, the maintenance engineer says, I'm not going to have at this technology come in and take my job. And you know, it gets mothballed. So it's really supporting the people that are going to be using these technologies. We see companies doing things like data, citizenship programs, they have get data champions, we saw one vendor of the solutions that we're doing that kind of drink your own medicine. They offered incentives were people on the line, if they came up with good applications, for these projects for digital transformation projects, they get a bonus. And so now now, rather than everybody seeing it as a potential threat is like, Hey, cool, we can prove our jobs we we bought into the introductions technology.

27:28

Yeah, that's it, that's got a lot to do with democratizing innovation within the business. It's like Mark

27:33

Holden, hello, I gotta write that one down democratizing of innovation.

27:39

Yeah. And that's something we're seeing, you know, when I speak to a lot of vendors, and I speak to enterprises across the spectrum, not just industrial. So I see a lot of that happening in, in sectors like retail, or hospitality and logistics and banking, where they are equipping their, you know, non it employees with the tools to come up with solutions that still, you know, fit the compliance and security requirements of the enterprise. They work with the existing infrastructure, but it allows them to come up with small modifications of features to do something faster and get something done quicker. So the customer is happy. And these innovations and are then put together, it could be a hackathon, a lot of people, you know, they use that word now hackathon, where you have your citizen developers, as they're called, working on bringing in some new ideas, new, new, innovative uses of existing technology within the enterprise. And having that approach itself is essential. And and that kind of familiarizes everyone with it, it's all it is not a bad word. It's not a black box, where you just throw in some requirements and expect that it gives you results. But then, but having that ability to bring I think it requires a lot of communication requires a lot of change, management will happen in the background, but breaking that glass barrier between it and OT and telling them that you know, you're not you're not enemies, you guys are all on the same journey with everybody else in this organization. We all got to work together to pull this in a business down into the digital future. I

29:12

think that's essential, especially for the industrial environments. that's crucial. So for talent acquisition. Now the idea Yes, hearing, you know, who wants to, you know, pick up a greasy Spanner that that's not attractive to the new workforce when you're hiring these technologies that is really crucial for for manufacturers.

29:33

Yeah, that is like it's huge. So what I hear you saying, and it's First off, I like the idea of trance, you know, transferring jobs good enough, no, be a part of this whole greater picture, see what people are doing. I like the the need to invest in it can't just pull back and then try to do that. I understand that. I like the fact that bringing people on the journey on this digital transformation journey. And then finally, of course, the demise of democratizing The, the innovation, I like that it has to happen from, from a business perspective, it makes good business sense. And it is truly the technologies, the technology, right? It's people, it always gets down to people. Yeah. And being able to bring them in. Okay, so we got all that sounds great. Kumbaya, I'm all in. But there's there's always roadblocks. What are the roadblocks?

30:35

The biggest one, which I see in from the technology standpoint is the fact that I mentioned right at the start in a legacy system 30 year old for Yeah, which are, which have been, you know, it so many fixes have been applied on top of it. So many layers and layers of, you know, API, or whatever you want to call it, Devon birth, it's baked on top, to such an extent that the system has become extremely brittle. And there is this, there is this fear this this fear that freezes most of the industrial CIOs in their tracks, or when they will even think of touching that legacy system, you know, what, if I don't know what's going on, because 40 year old technology, the guys who built it are dead. There's nobody there anymore, who knows the code, there is no documentation that exists. But if I'm gonna go tinker with it, I gotta be dead sure that I can come out of it, you know, without disrupting and without breaking the business. So what do I do? Uh, you know, what, just let it be let it run in the background, we build one more layer of API's on top of it. Right, right. Yeah. Because it because each generation of CEO does not our CIO does not want to carry the blame of being the one who broke the business. End of the day, yeah, it's like it's a job. So I think getting rid of there are tools now that are available that that can help break that chain of legacy break that dependency on the legacy system by containerizing it by quarantining it and building incrementally, there are automation tools out there. And there are vendors who are who have got those tools and got the talent who can come in and take the rules take the business rules, the logic and the the intricate details from the legacy system, the custom, the hundreds of 1000s of customizations that have been built on top over the decades, and take them out and make sense of them and bring them to the digital age one by one with an you retire it in portions without really, you know, breaking it, essentially. So I think having that that approach and having that courage, I would say to kickstart that initiative, and go ahead and do it. And once you're, it may take three years, it may or may take five years, but then once you have retired that legacy system, you're no longer bound by the ball and chain that prevents the business from moving at the speed and the flexibility that the digital age demands.

33:03

See, I knew that that was gonna if you want to add to that there, Alex, because that's a tough one to follow, right? There is a good

33:13

part is that right? setting expectations around rate of change as well, you can get people again, it and ot is different worlds, a laptop lasts for three to five years, you know, a machine might last 50 years. So there's this idea, hey, things are gonna change. And you're not just going to replace, you know, half a million dollar machines just for the sake of doing IoT. So kind of responses that you strategize, you've got to find where you can do it now. We're going to build it in the long term. But as you're doing all of that, I think it's the data side of it. Going back to what you mentioned earlier, is key having a very clear data management strategy. How are we going to Yeah, not just recoated things a little bit. So they integrate and just kind of work now. But how is this going to be tied into our long term goal of everything integrates having a very considered clear data management.

34:05

Yeah. I like it people

34:06

people say data is new oil. But you know, we don't put oil in our cars we put gasoline in the data needs to be refined. So we don't need just the oil refinery to make it something we can use.

34:20

Yes, now, that is the first time I've ever heard that. And I like it. I like the word. That's alright. So I'm going to steal that. And I'm going to claim it my own. No, I'm not. I want. But I do like it. You're absolutely right. And a lot of people, this is another topic, but I've got this legacy data. And it's dirty and it's filthy. It's great. I don't even know how you begin to refine that data. Nobody ever wants to raise their hand and say, I'll take care of it. Nobody. I haven't met one person. They say yeah, maybe but then they just fall off. Okay, we're gonna have to wrap this up. Now. Ponce, how do they get ahold of you?

34:57

You can reach us anybody wants to talk to me can reach me on My email id just turns out I anger@omdia.com or ask an analyst@omdia.com. So you can send a query to ask an analyst and they will get put you in touch with me or Alex or whoever else it is within omdia. Who can answer that question for you

35:15

like that. Alex, how do we get a hold of you? Because you, you did well against concept because she's he's bad, but I'm telling you right now she goes, yeah.

35:24

Alex west on the.com asked Matt, I saw someone. All right. Follow up. Questions.

35:30

You guys were absolutely wonderful. Thank you very much, you brought a lot of clarity into a topic that I believe well is still at the beginning. And and it is still a journey. I always talk about the journey. But But you're the professionals. I am just at the humble learner in this whole event. Thank you very much for being on the podcast. Our pleasure, thank you for having us. All right, listeners, we're gonna wrap it up on the other side, you know, you're gonna have all the contact information with both of these fine professionals. So, so don't come to me and say, I can't get ahold of him, because that's a lie, because it'll be out on industrial talk.com. So stay tuned. You're listening to the industrial talk, Podcast Network. All right, a hearty thank you to Alex and Honza for being on industrial talk. The company is omdia we talked again, OT i t convergence, important conversation for you to have, make it happen. They've got the solutions, look them up. Because you can go on industrial talk.com. Right. And you can find the contact information, you're not going to be disappointed. All right. redcross.org. You know, they have a Hurricane Ike to help out there. Consider. There's a lot of people that are in need of support and solution. So consider that put that on your bucket list to do. All right. We've got the industrial Academy out there, sharing all this great knowledge to people that really can be transformed by trying to make it easy for them. Industrial talk is trying to make it easy for them. So consider to be to be a member. And look at that. Thank you. All right. Thank you for doing what you do. It is an honor to be able to know you and you'll be a part of it. Thank you very much. We're going to have another conversation right around the corner when we get the Wi Fi back up. So stay tuned.

The post Hansa Iyengar and Alex West with Omdia appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to John Glassmire, Senior Advisor, Grid Edge Solutions with Hitachi ABB Power Grid about “Microgrid, Grid Edge, Energy Storage.  The Electrification of Industry”.  Get the answers to your “Electric Grid” questions along with John's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

Hitachi, grid, renewables, power, edge, utility, john, big, talk, batteries, power grid, reliability, ABB, industry, lights, industrial internet consortium, technology, hear, energy, event

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, welcome to the industrial talk podcast where we celebrate industry heroes such as yourself, you are bold, you're brave, you dare greatly. You're changing the world and you're changing lives. That's why we celebrate you on this particular podcast. Now, this is going to be a series now. And of course, I'm super geeky about all this stuff. This is utility stuff. This is power stuff. This is energy stuff. This is brave new world stuff. And this is stuff that is pushing the edge of innovation. We're going to be talking to a gentleman by the name of john a glass Meyer, and he is with Hitachi ABB power grid. And we're gonna get we're going to start this series and we're going to be talking about what it looks like this brave new future and you know, I turn on my lights and it happens. He's got a great story to tell, let's get cracking. Yep. Okay, you know, I love this stuff. Old lineman as myself. I remembered that, you know, it was pretty simple back then when you'd have these big old dog on generators put right at the edge, typically, Bywater whatever, pushing power and and it was pretty straightforward. And and now we're venturing into a brave new world for power generation, utility, grid management, and how do you pull all that stuff together and make it a product that we who we take for granted. So I walk into a room flip on a light switch? Boop, it happens. And john, with Hitachi ABB power grid, and and others are asking those questions because it is very cool. Before we get into the interview, I want to make sure that you have these two events on your calendar. The first one is IoT solutions World Congress, this is October 5, through the seventh, I am hopefully broadcasting from that location at the at that time, spectacular event brought to you by the industrial internet Consortium, and Farah, Barcelona, both organizations put on a great event, let's get our life back in order. The next one is the manufacturing and technology show this is November 9, through the 11th, it's up in the beautiful town of Cleveland, put that on your bucket list, because it is a great location. And they're gonna bring about some great, you know, information about manufacturing technology. And once again, let's get our life back in order because this is a special time. Alright, let's get on with john. Now, again, john brings up I don't know, a semi load of experience within power grid. And of course, when we start talking about attaching additional grip, when we're starting to talk about what is taking place within a lot of the the management of fossil fuels versus energy and, and vice versa, and what do we do? And how do we do it? How do we and and the market saying, hey, I want more of this? What do we do? How do we respond? How do we ensure that the quality of our power is there, because we've got all this technology and, and yet, be able to implement renewables re implement the innovation that is taking place out there. You know, john and his team at Hitachi ABB are doing it. Now we're going to be doing a little quick cast because this is heavy stuff. And we want to make sure that we can consume it. So these are about 10 minutes or less, give or take a few now we're going to be talking on this particular conversation about the grid edge. So enjoy. JOHN, welcome to the industrial talk podcast. I'm looking forward to this conversation because listeners, I'm a big geek when it comes to anything utility anything generation. And, and john brings, well, all of that. How are you doing, john?

04:26

Great. Thanks, Scott for having me here. I'm I'm I can't say that as excited as you but I'm pretty darn excited. Wow,

04:34

man, you're gonna bring me down now. All of a sudden, I bring you down. No, yeah, I was just sorry. No, you didn't give me a break. All right. For the listeners out there. Give us a little background a little 411 on who john is.

04:45

So I am a senior advisor in grid edge solutions with Hitachi ABB power grids. And you may be wondering what on earth grid edge solutions is I believe we're going to talk about that today. So I won't I won't spend too much time but don't. Don't blow it. But the I also so I worked for Hitachi power grids as well as I'm professor, affiliate faculty at the University of Washington in distributed renewable power systems.

05:11

Is that at University of Washington so what is it? university? Yeah, the Huskies, Huskies fantastic football stadium. Oh, it's it's a beautiful football stadium. Fantastic. And you know, I've heard about boats coming up on it. It's like, hey,

05:29

what will happen is the boats will go out, they'll get lunch on out in Ballard and then they'll boat over through the, through the channel and parked right out there for the games.

05:38

All right, these are quick casts, we're going to be talking a lot about just on topics one topic at a time. So we're not going to be impacting your day. If you're listening. That's what we're going to be talking about. Let's, let's broach the subject of grid edge. What is that? grid edge.

05:57

So you may be familiar with the term edge computing. It's it's the power utility equivalent of that. So the idea is, if you look over the 120 30, plus years of power utility that have brought electricity will all over the North America, this is a little bit of a rethinking of that it's rather than that centralized power plant idea grid edge, flips it on its head and talks about bringing power in from the edge. So it's enabling not just the power out there, but all the smarts and all this intelligence related to that. So that would include things buzzwords that you might hear related to this are micro grids, battery, energy storage systems, distributed energy resource resources, or DVRs. There's a whole bunch of things, solar photovoltaics, they're big in this space, too, if you know that getting your power from the sun.

06:51

For me, we take it for granted that on I flip the switch boom, powers, good lights, good. I've got I've got equipment here. It doesn't like fluctuations in any of the cycles or anything it wants. Clean, consistent power. How is grid edge helping me achieve that? Or, you know, achieving my renewable whatever targets? versus how's that helping me?

07:16

Yep. So that's a that's a great point. You know, we're, you know, Hitachi power grids are just more broadly, within the power industry, reliability has been the cornerstone of that you, you say, you flip the light, it comes on. That is awesome. And that is something that we highly, highly values, we talk about reliability, resiliency. So that's if you had this idea of the light, you flip the light on, it comes on. But what if there are some big dramatic event that hits you say there's a superstorm or hurricane earthquake, with these sorts of grid edge technologies, where you're getting your power is close to you. So there's an expectation that you'll be able to have not only reliability, but also resiliency, you're also figuring out and bringing in some of the automation and controls affiliated with this type of stuff. So that if you want to get your power from lots of renewables get, say, all of your energy from renewables, it provides the power electronics, the controls, the automation, all that stuff you need, you don't have to worry about it.

08:18

You're saying you're saying that if I want to get my lights today, from wind? Well, for lack of a better term right there, right? You're saying the the the automation or the the technology out there? tells me that I am getting in from wind?

08:36

Well, issue it right. Yes, that's right. If you do it, right, you have designed it from the get go with reliability in mind. And you can do that you can run your power system 100% on renewables, if you want, we often look at that. And you may not want that, we like to question Where do you get your power, we definitely, if you want to do that, we can enable you to do that. If you want to focus completely on reliability, if you want to focus on low cost, if you want to do some compromise, or some way to maximize across all those different considerations of reliability, cost, renewable, you know, environment type thing, you can do that with grid edge solutions, they really allow you to do that.

09:21

See? Now that's interesting. What was the tipping point like all of a sudden, you know, traditional utility business model, right? Big generation, pushing it through wires, bringing on data substations, and it's just not right to the house. But it was just big, big stuff. What was that tipping point where if somebody says, Hey, you know, I can have micro grid, I can I can do this. I can do that. But as we continue to do this and that it requires greater sophistication from a digital point of view. Right? digitalization, what was that tipping? What was that tipping point?

09:57

So you know, actually, I think it's essentially I don't know I haven't really thought about it in those terms of a tipping point, I've thought of it more like a locomotive getting up to speed, there's just been sort of momentum building around this. There are there have certainly been some big moments, some watershed type moments, things like the price of solar panels, solar photovoltaic panels coming down consistently. I mean, you know, you think about that 1010 years ago, the price of solar panels were about, oh, somewhere in the neighborhood of five to 10 times what they are today, you look at battery, and the batteries that go into some of these, you know, big you'll hear it called in, in the, in the common media, the batteries in the utility network, you know, if you're getting the technical service or battery energy storage systems, those the price of the batteries that go inside those, those have come down, like five years ago, they were maybe $3,000 a kilowatt hour. They're they're also down by about an order of magnitude. So you can get the batteries that go in for, you know, normally around a 10th of that today. So there's been these massive swings that of course, you'd be remiss not to talk about the computer revolution that's that's been our Yeah, see,

11:13

that's that's hold that industry for Dotto, that whole innovation that all that that one day, we couldn't do it today we can it's all cloud, it's, it's this it's that we're going, you know, data analytics, we're just popping and snapping and all that stuff. To your point, Tesla has come out with a car, electric car. And I think the price point on it is 19 grand. It's it's, it's the economics, that is from my perspective, driving this, if the economics continue to push down and makes it more viable, utilities as a whole, have no excuse, they've got to figure something out. And that's where that's where Hitachi power grid comes into play. Because you, your organization, make sure that my lights don't flicker.

12:07

Yeah, it's, it's, it's all well and good to have an electric vehicle but you, you talk about wanting your lights to come on, I guarantee you, if you've got a vehicle that's powered by it, you definitely want that power there when you need it. And with these grid edge technologies, you can have that assurance, you can have the assurance of the utility, with an additional security layer right there. You can have some backup at your house, at your business, in your community, all these different layers of where you get your power from, and where you get your reliability from. Those can all be brought together under this portfolio of solutions.

12:42

And the bottom line, it's happening. It's happening, you either either play or you just move aside because it's like your train analogy. It's happening. You're trying to get down that and it's only going to go faster. It's only it's only going to be it's just going to happen, you better be a part of that whole game.

13:00

You got to be a part of it. And you know that you'd be remiss not to talk about just, you know, it's not just the cost of these things. It's also people are demanding it. People want their energy to come from renewable sources. Many people are worried about climate change. There's all these considerations that are you know, you hear it in the remaking the backbone into the renewable backbone, the backbone of the grid, renewable backbone or this full decarbonisation of society, electrify everything, all these things fit under that we want to use renewables to power more of our lives and make sure that we can get our modern energy services to things that power our lives from those sources in a reliable clean, low cost way.

13:44

Alright, we got to wrap it up. Sir john glass Meyer, did I get that my Yes, sir. Oh, Ron, again, glass. All right, hot. Hitachi power grids is the organization john, how do they get ahold of you?

14:00

You can email me, I assume you'll pop it up on the site. And probably reach out. I've also I'm also on LinkedIn, you name it. I'm here to listen.

14:10

Alright, dead sexy conversation. We're gonna, we're going to continue to sort of sort of a sort of he's quick Cass type of things that wrap around this whole utility energy power grid. The reason for that is because we it's the only way we're going to be able to consume this because it's pretty damn sophisticated. All right, we're gonna wrap it up on the other side. You're gonna have all the contact information for john, and anything else. Thank you very much for joining the industrial talk podcast. We will be right back. You're listening to the industrial talk Podcast Network.

14:48

Alright, that's number one. Number one, and as you can see that this is interesting from my perspective, and hopefully from your perspective as you are in industry, because this will impact you how we address power how we address energy, how we address the grid, how do we create a stable environment such as that, telling you, it's an exciting time. And I don't know what the future holds. But people like john and company, though, they know what's going on. And that's pretty exciting. All right. Again, we have an event October 5 through the seventh IoT solutions World Congress, brought to you by those incredible folks at industrial internet Consortium, as well as Farah Barcelona. Both organizations put on a fabulous event. So you know, put that on your bucket of Barcelona's great place. And also Let's go, let's, let's do what November 9 through the 11th. This is in Cleveland, Ohio. This is the manufacturing and technology show. Both great opportunities. All right. Be bold, be brave, daring greatly. Change the world. Thank you for joining the industrial talk podcast.

The post Mr. John Glassmire with Hitachi ABB Power Grids talks about The Electrification of Industry appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Christine Witte, Director of Product and Services at Seam Group about “Looking at Safety the way we look at our Children”.  Get the answers to your “Safety” questions along with Christine's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

safety, cme group, industrial, people, problem, create, oxygen, christine, industry, conversations, maintenance, reliability, big, desensitized, year, absolutely, lily, assets, safe, skilled worker

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get all right. Once again, thank you very much for joining the industrial talk podcast of the number one industrial related podcast in the universe. Where we celebrate industry heroes like you, you are the miracle, you are the hope you are the individuals that create dreams. You're bold, you're brave, you dare greatly. You solve problems. You're always curious. And that's why you're changing lives. And you're changing the world. We have a great interview. Her name is Christine a Witte, now it's spelled wi t t, but it's pronounced Witte, and she's got a major stack card out there. Let's get cracking. Yeah, we're gonna be talking about safety on this podcast. And it's always been an interesting dilemma, personally, is that when we start talking about safety, the data, what for whatever reason, the data never really changes. The focus is always on safety. I see all of the wonderful posters out there right? in the workplace saying, hey, you're the You're the reason to be safe. All of that good stuff tried to be motivational. But the data doesn't support that. And I have always been fascinated. Christine came to me. And she says, Scott, I think an interesting way of looking at safety is this. Safety should be prioritized across all verticals of the industry. Yes. But what if everyone looked at safety, the way that we look at our children? Yeah, why not? Why is it sort of all of a sudden, different. When we step out of the house, we go to our location and safeties, we say safety is important. But we just continued, sort of go through the motions. But then all of a sudden, you're not going to let your kids just run across the street without being safe, you're not going to let your children do something like climb a ladder without being safe or not, or explaining some of the challenges. I think that's a brilliant point of view. All right. Again, I'm going to be harping on these events, because I want me personally selfish reason and get back to normal as much as we possibly can. I want to get back to normal, I want to have fun, I want to be able to continue to just sort of sing the praises of industry. first event that I want to put on my calendar would be October 5 through the seventh. And it is a beautiful Barcelona. And if you've never been to Barcelona, it is a must. I mean, you got to go to that town. It's great. And hopefully I'll be broadcasting from that location. But it's a great event brought to you by IoT solutions World Congress, Farah, Barcelona, and the industrial internet Consortium, great people putting on a great program. Last year, it was cancelled, of course, this year, boom, you got to put that on your calendar that is once again October 5 through the seventh this year. The next event is in Cleveland, Ohio, and is the manufacturing and technology show. This is November 9 through the 11th. And again, I was in Cleveland last year, wonderful people, great food, exceptional venue, a, again, a wonderful opportunity to get back to normal. Go to that manufacturing and technology show November 9 through the 11th. But fear not all of this information will be out on industrial talk.com homepage, which we are redesigning as we speak so that you don't have to struggle finding these great events or great learning opportunities are wonderful speakers. Right there right now. All right. Great stat card on Christine Woody. So you got to reach out to her. And she is with the same group. And let's just check out her. What Oh, she's the director of products and service with CME Group. The website CME Group. That's s e a m gr o up, Christine, a Witte like city. Enjoy the interview. Christine, welcome to the industrial talk podcast absolute honor that you found time in your busy schedule to be on the number one industry related podcast in the universe. And I mean that from my heart. How are you doing? Great, Scott, thank you for having me here today. Excellent. You are absolutely wonderful. I'm excited about the conversation in safety. Just let's level set a little bit. You're with the same group. Give us a little background on what you do is seen? Yes, of course.

04:57

I'm with Steam group. We are focused on reliability, maintenance and safety. I am the director of product and services. And today we're going to talk about something that's very near and dear to my heart safety.

05:09

I love it. Because let's just sort of, let's just lay it out on the just right there, let's be candid about it. We talk a lot about safety. But for whatever reason, we don't, we still don't make a dent in the data. And what what I like about CME Group is that I've had conversations about reliability, I've had conversations about maintenance, and I have constant conversations about safety. But it's marrying those two, but you have a unique, unique approach to how we look at safety. And I got to tell you, I'm a big fan of that approach. So with that said, let's talk a little bit about that. We're looking at and I think because you're a mother, mother of four beautiful children, looking at safety, from the perspective of kids is a real powerful way of looking at it.

06:03

Can you explain a little bit about that? Yeah, you know, I think that's kind of what we're missing in the industrial space. It's desensitized, and we're not. It's not emotional for us. But if you put yourselves in the shoes of a parent, and you look at safety, the way that you protect your children, it's very emotional, it's always top of mind, you don't even if you're late for school, you don't rush, you know, across the road, when cars are flying by you still take the exact steps you knew you need to take to keep your children safe. But what we see in the industrial space is quite the opposite. We see this lacs way of approaching safety where you've done it once you can do it again. And there isn't that emotional tie to it. If anything, safety is almost an antithesis of you know, the productivity because if you make a mistake, you're punished for it, and your peers look down on you. And it's, it's really, it's fine. There's not an advocate for safety in the way that there's an advocate for protecting your children know

06:57

that big time hit the nail on the head, you're absolutely spot on. I guarantee it companies out there, that we have the conversation. Things happen if you're moving around out in the field, things happen. And and those things that are happening could be unsafe, it could be near me, and and nobody wants to get into an accident or whatever. But we do. And then when that happens, we get the hammer thrown down on us. And we learn quickly how to fudge and not look at the numbers properly, whatever it might be, we

07:32

be rear we know we loo catalyzed so we want to hide and that that you know penalization is driving a problem because then you're you know, we probably aren't being transparent about all the things that are unsafe. And there isn't that closed loop process. It's very much it's an opposing relationship. And I think that, you know, there's no compromise. There's no new, diverse or innovative way of looking at it, we really need to change that, Scott, it's a if you look at the statistics, you would actually be appalled.

07:59

To give us give us an

08:00

f1 from from a webinar, a webinar that Terry O'Hanlon, he's a big reliability leader, great mentor of mine 10 times more industrial technicians die per year than first responders from accidents in the industrial space that could have been prevented. We know all these failure modes are we know where all these hazards hit. But we rush or we forget or a manager is pushing for something to be completed. And that particular person wasn't the skilled worker that should have completed that task. There's all these reasons why they happen. But technicians aren't first responders. They shouldn't be risking their lives every day. I mean, to me, I don't that doesn't sit well with me and and then you look at OSHA intend to OSHA was to drive safety. And for 50 years, they've been putting all these processes and regulations in place. But in the last 10 years, the serious injuries and fatalities have increased or they've plateaued. They have not decreased, like some of those slips and falls, right. So why there's a lot of reasons one thing that we've talked about it seem is there's this like disproportionate relationship between the minor injuries and the serious injuries and we take the same approach to safety that we deal with slips and falls to burns and and crushes basically which are the ones that are the biggest Yeah, the biggest reason for for lost lives. And it's

09:25

just the culture it's just I don't know what it would take and I'll give you an example. If I go out to whatever social platforms out there, okay fine. And I look and I scroll eyes, hips, hips, I will always fall upon my heartbreaking for that abandoned dog, I will always look at things differently, but then when it comes to people in the field in the in the plants you know, yeah, whatever you become, like you said, desensitize What do we do? What do to change? that mindset,

10:00

we become desensitized because we're looking at a fine, or we're looking at a, you know, piece of paper that has showed a reduction in our safety rating. We're not looking at the life that was lost, we're not hearing the story about that gentleman at 30 years old, who got electrocuted and doesn't go home to his family and his kids. That is something you can't be desensitized to, you remember that. But instead, we see Oh, so and so let's just say Johnson Controls has been decreased to a level or a safety rating of B, which means that their vendors won't let them in. And that's what we think about. And that's the wrong way to think about it. It has

10:36

punitive, financial, motivator and punch, fortunately, and you're right, you're right. Anybody out there knows that that doors will be closed, my, my financial livelihood will be impacted if I come. And that's, that's at all levels. I can't get into businesses, I can't get hired all of this, it happens everywhere. And so you are incentivizing people to not tell the truth, fudge the numbers just because I gotta keep my doors open. I don't know where you start.

11:12

Yeah, let's go back to kids. So we think about how we raise our children to speak up if they see something unsafe, if they see a stranger and stranger danger, and they screen it and they have no problem. There's no mental model holding them back from being very vocal about what's not safe or tattletaling, when their sister or brother does something unsafe. But in the industrial space, we see something, but we don't necessarily say something because we feel that I may be penalized for bringing this up. Or maybe it's not a big deal, because I don't have the skill set or the knowledge or the experience to know that that is actually a very big hazard that I should be mitigating. It's, it's just not clear. It's not part of the culture. And we have all these trainings and education, but it doesn't stick, you'll see an increase maybe in the, I guess the safe, safer ways of doing things. But then, months later, it's back to normal, because that change process hasn't been put in place that it hasn't been ingrained in their souls and their hearts the way it is, when we protect our kids. I mean, that's the only real way i can think about it. And if we compare it to other industries, like let's look at healthcare, the innovation that happened, look at COVID, we, the 10 years it takes to do to create go through the drug trials, now we do it in six months, three pharmaceutical companies did it in six months, they came together knowing we had no choice that innovation needs to happen in the industrial space, how I think there's a technology enabled part of this, I don't know specifically what that is, same group is looking into different things like heat mapping to show risk. So you actually know what that risk could be based on the different processes within the plant and the and they change the different workers at different processes, the different regions, but you still as a human have to take ownership. And from the top down, it has to be cultural.

12:55

You know, it's interesting, it's always a human element. It's always the necessity for somebody to truly champion who has the swag for whatever reason to be able to, to instill and move forward with change, because the reality is, somebody come flying in, hey, we're going to be safety centric, whatever company, and then that individual flies back out. nothing really happens. business takes over, I need to, you know, make my production numbers. That means I've got to cut corners. That means I've got to do things that are unacceptable. And you know what the problem is? Everybody does the same thing. It's not just one person that's just been a, you know, a cowboy out there and just plays in a truck. No, everybody, everybody's doing it. And I think I think a way a possibly moving that needle just a little bit. It has to be down at the local level, but you have to do it incrementally. So that it creates I think you said stickiness. Tell us what do you think? Yeah, I

14:07

think um, as you're saying that I'm thinking about something that's personal to me that's worth sharing because it shows that it's an ecosystem of different players that must come together from the leadership to the manufacturer. So the OEMs to the regulators to the reinsurer. So, I think about my daughter Lily, when she was in they were all born very premature. They were triplets right of course, they're born premature, but they were doing pretty well. And Lily was on an oxygen Blender that was supposed to be giving out a certain amount of oxygen. And that diet was set on room air which is 21%. Right Lily never decided and if you think about you know your oxygen levels, your D sat all day long, a little bit here a little bit there. Lily was always at 100%. So right there, that's an anomaly that someone should have questioned. Everybody called her super baby instead. They didn't question why knowing they'd never seen that before. They just thought Wow, she's a super baby. Okay, but then when they would take for up to clean her, she would reset drastically. So they just assumed she doesn't like that. But as a clinician, you know that that's not realistic. And the layers of ignorance beneath those assumptions. Wasn't anyone's fault. But there wasn't that culture of it doesn't look right. So let's question it. Let's come together. And, you know, roundtable on it a couple weeks later, Lou is getting trios for her retinal development and tortuosity for blood vessels because of over oxygen over oxygenation. So toxic levels of oxygen are being saturated into her blood vessels, which in her retina, which is known as retinopathy of prematurity, and that is common, and babies that need a lot more oxygen, to stay alive, so that they can actually, um, their brain can develop, but in babies that don't need it, it's very detrimental. And it's kind of a skill that the clinician has to weigh very carefully. So long story short, that oxygen Blender was mis calibrated, during preventative maintenance, and there was no way to actually confirm that that preventative maintenance was done correctly. And that that 21% was getting off 21%, it was the opposite was getting off 70%. So what happened then, is the standard of care changed. Now every oxygen blender, every baby that goes on a blender, they check it with a dial to make sure that it is actually calibrated correctly. And every time they change it, they recheck it. So they've created some sort of redundancy, so that the last one to defense isn't that sticker on the back of the in the industrial space, we don't do that we don't. And then, and then outside of that, even the OEMs get involved now. And the manufacturers have of the RVM, pulse oximeters and the digital analyzers that show you what you're really getting, they all get involved. And they talk about this issue that occurred, the new standard of care and the safety net to prevent it from happening again. And it's spread throughout the neck us right, because they come together to say we're going to protect babies going forward from ever having this happen having this happen again. But we don't do that in the industrial space, we hide it, it's under the rug, we don't hear about it, we just know there was a fine someone died on with your business, there has to be some sort of way that all these stakeholders come together. And they say no more as a manufacturer of this equipment, this enterprise asset, let's say, as a regulator, as a reinsure, as a company, who has people that are employed to do a job, all of these people within this ecosystem need to come together and create a safety net around safety. And I think when that happens, it's not so disparate. It's not so silent, it's not so opposing, it's um, it's a commitment and a family and, and a culture, I guess, is the best.

17:34

I hear what you're saying, I hear what you're saying. And I think that really, from my perspective, the only way that I see it really getting done, it's got to be one company at a time, that company has to realize that maybe some of the, there will be difficult conversations. And in those difficult conversations, you can't sit there and hammer people and and teach them to hold back. It's got to be inclusive in areas like it's that is the mindset to have. I'll give you an example. When I was alignment, climate towers, we didn't have people falling out of the sky, there's no way right, you knew what the risk were you looked around, you had that conversation, they were just touching, you know, energized lines. That didn't happen, you would have these conversations all the time, you were aware of the risks you were in, and it's life or death, right? It's either or it's it's on or off, it doesn't matter. And it's amazing that our conversations were around like that safety. And people aren't, like I said, fallen out of the sky kicking up and up, I believe in a manufacturing or a highly complex system. Unlike maybe linework, where you see it in front of you. These you know, you've got different locations within an organization requiring different sensitivities that that level of knowledge has to amp it up from perspective to

19:08

just covered a few things that are part of the problem is there's a continuously growing gap in skilled workers. There's a it's a very big problem. You know, I'm on a government or Government Relations Committee for this problem to try to create apprenticeships to fill that gap as all of these workers aged out, but then you have these these mechanical systems, these electrical systems that are much more complicated and and have all these different components that there's just no awareness or knowledge bank, on how to appropriately maintain them, how to even inspect them, how, what type of, you know, protective equipment to have when you inspect them, and that's where I believe technology is going to help us there. But the complexity of the, you know, these innovative systems and the skills gap. Oh, that's something that I wouldn't want to be responsible for you

19:59

bring up a Really interesting challenge. Like when I was alignment, I went through an apprenticeship program, it took four or five years to get to a second step, journeyman. And it was, you know, you're doing it, you're working it, and you understood, and it was an apprenticeship, and you had to take tests, you had to progress anyway. It, it seems to me that, that that commitment to education from an industrial perspective, and an apprenticeship approach is lacking, too. And that means and, and that the sophistication of the assets that exist in the field today have just went through the roof. It's not just a pump, it's a pump with a lot of tech to it.

20:44

And the people designing those are these brilliant engineers that don't understand the use case for the actual, you know, how they take shape in a plant, an intern last summer, and she's a mechanical engineer at Duke, she had no idea what reliability and maintainability of these assets mentioned, you know, as a field to understand that, when these systems are commissioned, how they're maintained across their asset lifecycle, and that to me was like, wow, we need to do a better job. While these, you know, during the education phase of it, but also, they're complex, because these kids are, you know, stem, stem, stem computer lab, everything is taking what happened to just the normal trade school, like those, I don't think they're there anymore, at least, you know, my high school, I could have went to shop, I could have went to homag, I could have went to, you know, become a cosmetologist. Now, those programs, there's no funding, and they've been replaced with computer labs, which of course, that's a great thing for advancing that part of where we're going. And we need that because automation and visualization, we need to have those skills, but we're going to instill new people to fix these machines to maintain these machines to understand how to, that's a big gap. Big problem.

21:52

I think if you could communicate a level of sophistication, before you were just like a wrench Turner over here, and that's where you were going in your wrench-turner, that's not the case. I look at the the profession of reliability, the profession of safety, the profession of maintenance, like a doctor, if you can communicate, you've got a sick asset out there. And you're you're consuming the data, you're looking at it, you're assessing the situation, and then you're going to apply, you know, whatever the care needs to be. We have a need to be able to communicate, and to be able to make sure that it's it's not it's not a wrench Turner, it's far more important. It's sophistication.

22:38

It is that's what when you mentioned the doctor, it's like, have you heard of this concierge doctors where they really manage your wellness, not just your, your physical exam, it's your wellness, it's your you know, it's all inclusive. So I don't go once a year to get checked, I am managed 365 days a year, 24 hours a day to ensure that I am well and then I am mitigating things that will make me unwell staying ahead of them. We don't do that with assets, we check them because we have to. Yep, check off got my piece of paper I'm done. I think we need a concierge we're maintaining these pieces of equipment. And I think that's exactly what we used together. Safety, reliability and maintenance. So potentially that's where the issue is and or that's where the opportunity is. And we now need to figure out how to land that and expand it to make it stick.

23:22

Yeah, and I love the the term stickiness because you're absolutely spot on. I've been at involved with many organizations, everybody talking like we're going to be a reliability centric organization. You come back six year or a year from now, and it's all falling apart safety, they've gone All right, we're gonna put up all the posters around, but it still doesn't change it. And and and their maintenance is still reactive, and still causing a lot of problems. Yeah, exactly. Right. It just happens. And I don't know. It's it's cultural doc got it. If you could come up if if CME Group could come up with a, a cogent way of being able to create that whole holistic view of moving forward and keeping people safe and, and assets up and running and maintenance? Oh, gosh,

24:17

I have no doubt we will. I mean, we're all very passionate about it. And when we understand what needs to happen, we know we'll get there we're figuring out exactly how to get there so that it does all these problems across regions. And different use cases because it isn't a one size fits all. It has to be flexible and it has to be you have to be able to tweak it for our audience and for whatever they're doing. You're in that space. You have to

24:39

one size does not fit all and and you're absolutely spot on. And you're going to have to have that insight and vision to be able to adjust and to mold that program. Alright. You had me at safety. How do people get ahold of you?

24:58

I can be reached pretty much The email text phone I LinkedIn Find me on LinkedIn. Christine O'Rourke Witte is where you'll find me but go to CME Group comm check out our websites, check out our LinkedIn page, you'll see me on there. And I look forward to talking to you guys. If you have any ideas for us, we have a challenge that we can solve for you. You know, we'd love to help. Again, it's a great group, we're very passionate about what we're doing and where we're going.

25:26

I have to say that I love that that triad view of and I'm looking out at the website, the CME Group website, which is really nice. In that triad view of safety, reliability and maintenance. Yes. But in the real world, we always like maintenance, it's over here. Reliability is that person in the thing and safety is over here. There's no it's not across but it is across it is a part of that. Oh, you are just absolutely wonderful Christy now, listeners, her last name is wi t t e with E like city and CME Group SCA m gr. o u p is the organization. Absolutely great, great, great. Team out there. Good job, Christy. Thank you, Scott. It was a pleasure. All right, listeners, we're gonna wrap it up on the other side. So if you're not, we're gonna have all the contact information of Christine and the same group. So stay tuned. You're listening to the industrial talk Podcast Network. All right. What did I tell you? Did you like that topic? I thought that topic was exceptional. If everyone looked at safety, the way we looked at our trip, yeah, things would be changed that data, that data would go down in a big way. CME Group is a company, check her out. Great stat card out on LinkedIn, you will not be disappointed. All right. To reiterate, we've got a couple of events. Let's get back to normal. We've got one October 5 through the seventh. This is IoT solutions. We'll Contreras Congress is brought to you by fair Barcelona and the industrial internet Consortium. Absolutely great people, great companies putting on a great, great show. The other one is the manufacturing and technology show. That is November 9 through the 11th. Get your focus up to Cleveland, and enjoy this particular event because you will not be disappointed. All right, be bold, be brave, daring, greatly hang out with people who are bold, brave, daring greatly. Be the creator of drapes, be the miracle. Be the hope. That's what industry is all about. Thank you very much for joining the industrial talk podcast. We're gonna have another great interview right around the corner.

The post Ms. Christine Witte with Seam Group talks about Looking at Safety the way we look at our Children appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Dave Lakin, CEO at Acacia Business Solutions about “Returning to the Workplace with a Focus on Honor, Truth and Integrity”.  Get the answers to your “Integrity Leadership” questions along with Dave's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

DAVE LAKIN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/davelakin/

Company LinkedIn: https://www.linkedin.com/company/35574222

Company Website: https://acacia-solutions.com/

Company Facebook:  https://www.facebook.com/AcaciaBusinessSolutions

Twitter: https://twitter.com/BizCoachHSV

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

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Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

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Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

integrity, business, dave, project, customers, lies, people, industrial, contract, truth, lose, world, listeners, truthful, calls, roadblocks, conversation, understand, workplace, put

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get all right. Once again, thank you very much for joining the industrial talk podcast, the number one industrial related podcast in the universe. You know what came to mind as I was thinking over the weekend, you are the miracle, you are the hope. You are creators of dream you industrial, you know, hero, because you are bold, you're brave, you dare greatly. you innovate. You're changing lives, and you're changing the world. I don't think I'm overselling that one bit. All right. Dave Lakin is in the industrial talk hot seat. He is the CEO of Acacia business solutions. And we're going to be talking about honor, truth and integrity. bringing that back into your business, let's get cracking. Yeah, I was just thinking over the weekend. It's like, it's, if you're not, if you don't think that you're a hero, if you don't think that you're what you do is important. I want you to just recognize that you are the creator of miracles. It's because of your innovative thinking that you create miracles. It's because of your innovative thinking that you're creating hope. And it is because of your innovative thinking that you're creating dreams. And again, I yeah, I might be the biggest Gomer, for all things industrial. But I truly believe it, you need to believe it as well, because it's that important. And especially now, holy cow, there's a lot going on a lot of great stuff happening. pencil and paper time. Let's get cracking on that pencil and paper time. This is in Barcelona, this is a great event. Let's get back to normal. That's what I want to do. This is October 5 through the seventh. It is the IoT solutions World Congress been broadcasting there for the past couple of years, except for last year. And I'm just telling you IoT solutions World Congress, the industrial internet Consortium, they put on a fabulous, fabulous event. And of course, it's Barcelona, what can you say about that town? A lot, because it's great. All right, put that out there. That's October 5 through the seventh. The next event that I want you to put out there is the manufacturing and technology show. And this is in Cleveland, Ohio, Cleveland, Ohio, and this is November 9, through the 11th. And again, we were very fortunate last year to be able to go up to Cleveland. And it is a wonderful place with wonderful people. And I'm just excited that I'll be broadcasting from this particular event. And just, I don't know, man, it gets itchy to get like back into sort of the swing of things and start truly, truly celebrating the wonderful women and men of manufacturing the women of men of industry, the women of men of innovation, it doesn't really matter. Let's just begin that celebration because you deserve it. All right. Again, we are going to have a great conversation. Good, good interview, Keisha business solutions of the company, Dave like and that's L a k i n is the CEO. And I really enjoy the conversation about honoring, bring an honor and truth and integrity back into the workplace as we start to open doors back up. I think that that is a really wonderful thing. So enjoy this interview. Dave, welcome to the industrial talk podcast. Thank you very much for finding time in your busy schedule. Calling all the way from Huntsville, Alabama, got to share with us some great coaching insights wisdoms, for you listeners out there. So I am going to be absolutely jacked about this interview. As you know, I will Dave, background, give us a little 411 on who you are.

04:13

On March Scott, appreciate you inviting me to be here. I'm an executive coach. And I work with medium sized businesses to make them better, stronger, faster, more profitable, more efficient, and and to be more competitive and successful in the market.

04:30

How did you get into business coaching?

04:33

Well, I'm a licensed program manager and I'm a retired Navy Chief Petty Officer. And I finished up at never headquarters and went from there and the program management got burned out and decided that I really loved helping people like I did back in the Navy and transitioned into into coaching and been down for about eight years and I love every minute of it. So it's my full time gig.

05:00

Acacia is the business name, which is great. And you've been at it for what? eight plus years? You said? Eight years? Yes. Login. Alright. listeners, we're going to talk a little bit about a number of things. And so stay tuned state, like, state the issue here. What are you? What are we trying to solve with this conversation there? Dave? What are we trying to highlight? What is this, this this topic that we want to drive into, and I see it, but I want you to tell me about it.

05:37

The short Cliff's notes version is returning to the workplace from now everybody's been kind of sheltered in place. And we're, we're slowly getting back out there now. And in, you know, out of our home offices into the workplace. And you know, one of the things that the across the country we've been suffering with, for the last several years is, we're getting pretty hot and loose with the idea of truth and honesty and integrity. And, you know, that may work at home, but it doesn't work so well in the workplace, and especially with customers and vendors and things.

06:12

So it's been about a year, over a year, it just seems like it's dragging on, it seems like 10 years, FYI. But all of a sudden, you're right, that this is an interesting change that's taking place in the workplace. Companies have if they made it through the year, they're surviving, and they're trying to rebuild, and they're trying to prosper in this, whatever that next normal is. But you've identified this whole principle of honor, truth and integrity, why what's what's taken place to where that has to be identified and highlighted. I don't

06:47

know, we all want to, we always want to put our best foot forward, right? And, and make ourselves look good to prospective hires, and to vendors and partners in the marketplace. And particularly to our customers, right, the people we're working with, even you know, in the contracts world, we want our customers to just love us. And so that takes us into exaggerating our capabilities, not performance, you know, where we've worked, what we've done, you know, in the, in the whole safety world, you know, we're just as safe as we can be, you know, and, but the reality of it is, maybe not so much. And, and so that's a, that's what we're struggling with. And we take it beyond that, you know, we call it exaggerating white lies, and business ethics, things like that. But at the end of the day, it's just not true. And so where do you draw the line on it? Right? Where do you Where do you say, that's just not true? We can't, we can't say that to our customers, because we have to be able to back it up with performance, right? You know, if we, if this is our safety record, then then that means nobody's gotten hurt, you know, nobody's smashed the foot, now, nobody's lost a hand, we got to be able to say that our capabilities of our product, you know, are great up to this point. But that, but that's where they drop off. We're working on it. But that's, that's our limit. And if that means you lose a contract, I would I would much rather lose a contract. Because it would have forced me to exceed our capabilities and put our future work in jeopardy. But also, you know, maybe potentially put lives in jeopardy, too, right? So yeah, but

08:26

here's the here's the dirty little secret, right? If I submit a RFP, me to you not to say, view you, but let's say business out there, and, and I'm looking for, I'm looking for price, right? I just don't because I'm still in a in a position of I'm trying to survive, I'm trying to keep my doors open. I'm trying to rebuild, I'm trying to figure out the way of being able to prosper in this next normal. And on both sides, I'm looking for cheap and on your, their, their side, they're looking for doing it, right. So there's this mutual and, and the other thing that is a dirty little secret, if I am truthful, like everybody should be, if I'm supposed to be driven by integrity. I'm going to I am going to, unfortunately, maybe reveal a little my dirty laundry and and, and lose, like you said lose opportunities, and I can't afford to do that. What do we do? How do we change that? What are what are some actionable items that we can sort of leverage?

09:32

Well, that's that's a real problem. Right? You know, yeah, absolutely. So so what happens is, you read the you read the requirements of the contract, and then you build a proposal that that absolutely, at the very minimum, if I'm just barely meeting the requirements, this contract, then it's going to cost this much. Right. But But you know, and I know and the contractor knows the sponsor knows that that this can be 100 change orders, you know, so so this is what change orders cost, it's what you know, you usually have to put up, this is what man hours cost at these different levels. This is what materials cost, this is what research and development costs. And, and so you have to lay out all these other things. And they're going to compare you against the reality of the people they're used to working with. But I would much rather come in on on truth and integrity, because, you know, you're fighting against somebody, they might have three other guys lined up who have done this work for them before. But those three other guys also have a reputation they carry with them. Right. So yeah, they do good work. Yeah, they get done on time. But, you know, we get eaten alive and change orders, and things like that. So, you know, even if you're the new guy, if you come in with a spirit of honesty and truth and integrity, and say, This is what it's going to cost a minimum meet the, this RFP. But this is my, you know, my ala carte set of fees, that, you know, we're likely to walk into, if change orders occur, and they always occur. You know, most contractors know that the the real money's in the change orders, right?

11:13

Ah,

11:15

yeah, that is the case. So a couple of analogies here, one. Here in Louisiana, we have the causeway bridge, and there was a big project that was awarded to a particular contractor. I don't know the details of it, but that particular contract is in dispute. And the reason it's in dispute is that we naturally, we, the majority of people gravitate to the it's a commoditized market out there to a certain extent. So I'm going to gravitate to the cheapest provider, unfortunately, it's just a commoditized market. Well, that is a problem they use. From what I understand pour equipment they're trying to cut around, they're trying to make their margins are doing everything they can. It is a failure on both parts. Right. So with that said, I hear what you're saying day, Dave, and I and I'm all just like, Yeah, he's right. It's got to be about honor and truth and integrity. How do I, how do I communicate that with perspectives, prospects that I'm a, I'm a good person, my company's a good company, and we're going to, might be a little bit more but man, we're gonna deliver what do we do?

12:31

Yeah, everybody says that, though, right? So it's not like you're coming up with a new concept. No. Everybody wants to project this, this image of Look, man, you can you can trust this business is built on, on truth and trust and, you know, know, like, and trust, right? Yeah. And so, so we all go in with that position. But it's, it's the, you know, how did you end up at the end of the project, right? Normally, you're gonna have a meeting at the end of the project that wraps it all up, and says that you met all the requirements of the project. And, and, and you, that's where you get to ask the customer. So how did we do? Right? You get that customer feedback. And, you know, unless you're a brand new company, you have you have a history of that customer feedback, good and bad, you know, not every project is just going to go swimmingly, right? So you're going to have that history of feedback. So you can you can show this new customer that you've never worked for before. Look, I've worked for these 10 other companies and the Closeout project, we got these kinds of statements, loved working with them, you know, they did everything they said they were going to do which, just that right there would be amazing, right? They did everything they said they were gonna do they did on time on budget. And, and, and the project turned out great, just like we had hoped it would. So you know, so that's one thing is, is being able to show that history of great performance, right. But also in your day to day dealings, you know, when people can smell fear, they can smell desperation, they can smell I often, you know, we have we have these physical cues when we're lying, you know, tend to touch your face and look away from somebody and, and you stammer over the response to a question because, you know, the truth is too painful to tell you. Even if we even if we can't put our finger on what what a lie looks like, instinctively. Intuitively, we know what a lie looks like. We can tell when someone's lying to us. So we're fudge truth. Well, much in the plain, white lies, white lies, right? You your boss has been, you know, two days a week he's been stepping out of the office, right is don't tell his wife that he's been stepping out of the office. Right. And and you know, the reality is he's taking dance lessons so you can surprise her on her 25th anniversary, but we don't want her to know that he's been stabbed But out of the office, right? So she calls and says, where's Henry? And you say, Well, he's at the worksite. I can't I can't get him right now. Well, it's a lie. Right? So those kinds of lies, nobody gets hurt, it's not a big deal. Fine. Could you come up with something else you haven't got put on the spot. So white lies, whatever. The truth can be painful, right? The customer calls and says, hey, how come you guys weren't out on site yesterday. And the truth is, because we overbooked ourselves, and we didn't have enough manpower to be out on site there. So we were on the other side, even though said we were going to be, but the answer that you give the customer as well, our foreman was out sick, we had two other guys had COVID. And we just weren't able to get up there. You know, when when did the lies stop. And we get back to truth and honesty with our customers. We just weren't able to get out there yesterday, we're planning on putting on extra hours or whatever the response is. But, you know, at some point, we got to draw the line and say, how far we're willing to go. When you make mission vision, core value statements for your business. It's all about who we are, what we do, and what we're willing to do for business and what we're not willing to do for business. And, and integrity has to be taken into account. They're in the military, when, you know, when I was growing up in the Navy integrity was one of our core values. And they, you know, early on in my career, they the Navy redid their core values, and it just want to honor courage and commitment. And I thought it was a real failing, they took out integrity. But you know, you have to have core values in your business, you have to, you know, you have to know what they are how you define them, your people have to know what they are. And your customers have to know. They have to see it in your day to day work, even if they don't know the words.

16:52

I believe and correct me if I'm wrong, Dave, I think there is a level of desperation out there that we want to stay alive, that the market is tight. There's a lot of factors impacting the economy got it. Understand. I think COVID as a whole has given us the approval to be vulnerable, to a certain extent. I'm not perfect. I'm not, you know, a superhero. In a sense, I have challenges. And to your point, I think it's, it's more beneficial. To be truthful in saying, I don't have the people I don't have I have people that are missing just because of XYZ, whatever it is, I think your customers can understand it today. Maybe pre virus, no. Post virus, yes, they can understand it. And, you know, put your adult pants on and we want to succeed. I don't think the statistics with these projects are ideal. I think that every project to a certain extent, has suboptimal results, whatever that looks like, but it happens all the time. But, but I think, to your point, if we, if we're driven by that, we can have these conversations, we can eat that Humble Pie a little bit better. And and yeah, it's not fun, but it has to happen. If we're truly wanting to succeed and flourish into the future. I think we have to do that. That's just my my two cents.

18:34

I agree with you. 100%. But you know, look at your, your, your Scott MacKenzie from the clan, MacKenzie, your type looking guy, you know, I'm, I'm retired Navy chief and, and, you know, we just, you know, we don't want to admit our weaknesses and failings and stuff to everybody. You don't want to wear him when you sleep. But, you know, I agree with you absolutely. Just got a man up sometimes and, and be able to go and say, you know, we didn't get it, we didn't get it done. We were supposed to yesterday, we're gonna go back and do a little redo. We're gonna get it right. You can count on us for that might take a little bit longer, but it'll be right when we hand project over to you.

19:12

It's interesting in industry, unfortunately, we always have all the answers, whether we have the answers or not. But we have all the answers, right? We have the solutions. We have the direction we have the you know, the golden goose, you know, and we just, it's it was just baked into the culture. Nobody. Nobody was vulnerable. Nobody said, that's, that's a job. Yeah, I could do it. I could do that job. And so I like that, but here we are. We're trying to survive. We're trying to rebuild. What are the roadblocks, you're preaching to me? It's good. I want to survive. What are the roadblocks?

19:53

Well, let's look at the other way. What are the roadblocks to continuing the lies right? We lose trust, confidence and credibility across across the line people who sit across the table negotiating with us. They don't know if we're negotiating in good faith, because we've lied to them before and they just don't know. So number one, it makes it harder to get them to the table. So you lose customers, you lose employees, you give them all those expectations, when they're going to come to your company, they're going to be treated, you know, with dignity and respect or, or, or like a ditch digger, who knows, but you know, they're going to be treated in a certain way. And then when they're not treated, at least that well, then then they get upset. And sometimes they leave, they say, you know, 90 plus percent of the reason people leave a job is because they don't get along with their boss, because often, that's because the boss wasn't truthful with them. And of course, you lose revenue over all of it. So the roadblocks for continuing down the road of a lack of honesty and integrity could be greater than the roadblocks to just, you know, to being on a strike. Yet, if you're, if you're honest about it, you may not get the contract. But you may not end up over your head and performing badly in the project either. So, you know, which, which is more preferable, you know, from the time that you that you get awarded the contract until the start date of the of the work, can you make up that last ground for where you need to be to be able to do the work? Maybe. But in that time, we try to make up that last ground, you could be out there trying to get five other contracts that you are capable of doing.

21:32

It's an edge, I look at it. Of course, it's a people challenge, but it's also an education challenge. We don't talk about that we don't talk about the necessity in business. We do. Say we do. But do we mean it about integrity truth on are all those those? Well want to think that we're that way, right, though, don't want it all thinking, we've talked about it, we talk about it. But really, when the rubber meets the road, you're going to say yes, we can do it and try to figure out how to do it. And then during the process during the project during the whatever the work, you figure something else out, it's now, and I would imagine now is the time for bold leadership. And I think that what you're talking about is this is necessary for a vibrant business in the future. I don't have luxury of taking chances, I need to have it done right done right now. And if I have, if I have trust in what you're talking about, I feel better. I will always recognize that sure. Things happen within projects, you didn't know that you could, you couldn't remove that bolt or whatever, whatever it is, you can only say so much course. But still, if we take that position, take that level of vulnerability. I want to have that conversation that truthful, integrity driven conversation. It's great that I leave anything out there. Because I love it. I do I love what you're trying to do. And I love what it's all about. And I agree with you 100%. All right, listeners, we got a couple of things out there. We've got adding zeros, the five disciplines of online training, which is pretty cool. And then another one from adding zeros of five discipline assessments. So Dave, where do I go to get that?

23:40

Well, the The only condition on those is I would love to have a conversation with you about your business and, and where you are and where you're trying to get to, just to make sure that those things are appropriate for what it is you're trying to accomplish. And then I will send you a link. If I think on your on your show notes, you'll have my email address. They get in touch with me and we will set it all up. Looking forward to it.

24:05

All right, listeners, we're all about that education, collaboration and innovation. We got to be driven to that we've got to create a business of resiliency. And we've got to do it with a sense of integrity, honor, and truth. We just have got to do it. Dave is preaching to the choir right here. I love what you are doing and what you are talking about from a coaching perspective. Dave, thank you very much for being on the industrial talk podcast. It's been a pleasure. I really, really appreciate it. All right, listeners, we're gonna wrap it up on the other side. Remember, we're gonna have all the contact information for a day. Acacia Business Solutions is the business. He is the CEO got mad skills, his team out there. They want to make sure that you succeed. And again, it's all about education, collaboration, can't do it on your own. You need people like Dave, and innovation, you got to look at business from an innovative perspective. All right, thank you very much for joining. We're gonna wrap it up on the Other side you were listening to the industrial talk Podcast Network. Again, thank you Dave for being on the industrial talk podcast and sharing your insights and wisdom into you know, the, the need to bring back that honor, truth and integrity back into the workplace can love it. Everything will be out there at industrial talk.com all his contact information and take him up on that free stuff that he offered. All right, to recap, we've got the IoT solutions World Congress, October 5, through the seventh, Barcelona is a great location, love the location, as well as we've got the manufacturing and technology shown that is November 9, through the 11th. Those are must attend events, let's get best worlds back to sort of back to normal, whatever that might be. Let's make it happen. All right, you are the miracle. You are the dream makers. You are the light of hope. That's what an industrial heroes all about. And that's what you are all about. Thank you very much for what you're doing. hanging out with people who are bold, brave and daring greatly. I guarantee you're gonna have a wonderful time changing the world because that's where it's at industry is where it's at. All right, thank you. We're gonna have another great interview right around the corner. So stay tuned.

The post Mr. Dave Lakin with Acacia Business Solutions talks about Restoring Honor, Truth and Integrity appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Patrick O'Rahilly, Founder of FactoryFix about “The Tight Manufacturing Labor Market and Solutions to Succeed”. Get the answers to your “Manufacturing Labor Market” questions along with Patrick's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

PATRICK O'RAHILLY'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/patrickjr/

Company LinkedIn: https://www.linkedin.com/company/factoryfix-inc-/

Company Website: https://admin.factoryfix.com/

Personal Facebook: https://www.facebook.com/patrick.orahilly

Company Facebook:  https://www.facebook.com/factoryfixllc

Instagram: https://www.instagram.com/factoryfix/

Twitter: @factoryfix

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

manufacturing, people, individual, manufacturers, patrick, hiring, career path, machinist, uber driver, applicants, match, industrial, industry, company, factory, job, machine, world, fix, work

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, welcome

00:22

to the industrial talk podcast. It is a great day to be in industry. This is a no legacy thinking zone right now, you always ask the question, What if and Why not? Because your industry heroes, you are bold, you are brave. You dare greatly. You're changing lives. you're solving problems, and you're changing the world. Why not? You guys are absolutely wonderful. Thank you very much for joining the podcast. in the hot seat in the industrial talk hot seat, we got a gentleman by the name of Patrick O’Rahilly. He is the founder of FactoryFix. Pretty cool name, quite frankly. And you know what they're doing? They're doing a lot of stuff and trying to match up labor, the tough labor market. How do you leverage technology to help manufacturers succeed, matching up important, critical people with the needs of the manufacturer? That's what we're talking about. He's solving problems. FactoryFixed team is solving problems. Let's get cracking.

01:24

Yeah, again,

01:26

you're looking at somebody like, Patrick. He said, hey, what if? Why not? He's asking that question in a big way. Before we get in the interview, you know what I got to do take care of little business. All right. paper and pencil once again, this is October 5 through the seventh. This is this year 2021. This is the IoT solutions World Congress, it's in the beautiful town of Barcelona. And I'm telling you, they're going to be talking a lot about IoT AI and everything that's industrial for dot o from the best of the best, great organization, IoT solutions, World Congress, as well as the industrial internet Consortium, both organizations dedicated to your success. Let's get back to normal. The other one is the manufacturing and technology show. This is in beautiful Cleveland, Ohio, which is a great place to be. This is November 9 through the 11th. It is talking all about manufacturing solutions. I'm looking at my dog on screen here, it's on the website, it's going to be out on industrial talk.com the home page. Got it. We just got to do everything we can we've got to think about getting back to normal. And events like the manufacturing technology show, November 9 to the 11th. Boom, great opportunity for you know, getting back to normal or whatever that next normal is we've got to keep moving. We got to keep pressing forward with a sense of tenacity, and speed. All right. Again, Patrick O’Rahilly founder FactoryFix in the hot seat, we're going to be talking about manufacturing labor market. Yep. skills gap. Absolutely. And recruiting and hiring had a great conversation with an individual pro today. And we're just talking once again, about that skill gap out there. We need people to fulfill these manufacturing jobs we need. And it's these are sophisticated jobs that need to be filled. We've got to do a better job at getting that message out. It's an exciting time. Let's get the people out there working.

03:33

Alright.

03:33

Enjoy the conversation with Patrick O’Rahilly. Patrick, welcome to the industrial talk podcast. Thank you very much for joining this prestigious platform that features wonderful heroes all across industries. about that. I try to add on

03:50

top that, Patrick, it's an honor to be here.

03:55

For the listeners out there, give us a little 411 on who you are.

03:59

Yeah, so I am the founder of a company called FactoryFix and what FactoryFixes we're a manufacturing hiring platform. So essentially, we have a big online community of manufacturing workers. And we built some like really cool technology to match it to the right ones. And then we'll also vet out all of the applicants, so you're only dealing with the good fits for your specific company and job.

04:31

I have to ask it, how is it different than some of the other sites that are out there that sort of do something similar where I'm trying to match? You're a matchmaker of companies and individuals. How does yours differ from that?

04:46

Yeah, I mean, so when you're talking about like, you know, the LinkedIn or the world or Craigslist or indeed you know, one, we're 100% focused on manufacturing. So the people we're recruiting your network are, you know, everyone from you know, welders, machinists, maintenance mechanics, you know, electricians, even up until the higher skilled roles, you know, some of the automation technicians, robot programmers, you know, neutrals engineers. So that's that's one the focus there, but we're going deeper on each workers profile than a, you know, General job board would, you know, we're finding out if you're a machinist, for example, you know, do you work on Mills or lathes or, you know, grinding machines, even down to the brand level, if you worked on classes or amaze acts, that sort of thing. And, you know, when you as a, as an employer signs up, we do this onboarding process with you to find out what machines and technologies are you using in your facility? Right? Like, what what types of CNC machines do you have? And that enables us to make better matches and send you people that in theory will hit the ground running and be valuable from day one.

06:13

I like that. And I like that focus, because there I think your your analogy of CNC is a great example. There are a ton of CNC machines out there. And and with that inventory of CNC machines, there's a ways of using them. And if you're a better skilled at amaze, Zack versus another type of brand boom. Yeah, and I think and you're right, the other platforms that provide solutions, like you're talking about, don't go into that level of detail. By no means. No, no. So me as a an employer, I like that. Why wouldn't I like that?

06:52

Yeah, no, I mean, look, I think, not only do we have our own network, but those other networks, their partners of ours, too. So when you as a company, you post a job on FactoryFix. You know, we're also sending, you know, feeds to those other networks as well. And, you know, we just want to be like this turnkey package, almost like a talent department, you know, as a service. So that, you know, instead of having to hire a bunch of people internally, are having to post all these individual job boards, you have one source, and, you know, we can get it all done for you.

07:36

Yeah, not like that. That's a that's a neat pain relief for the topic that we're going to be talking about, because I think what we've known and I think it's out in the news, that there's a really tight labor market. And they'd be able to have that tight labor market and then match the skills, there's a skills gap. Are we doing a good job? And and I think that that's going to be a great topic to talk about. Let's talk a little bit about that problem. What are we seeing out there in the marketplace today from a manufacturing perspective? and labor?

08:08

Yeah, I mean, it's beyond tight. Like, it's, it's as bad as like I've ever seen it. And not only it's not just confined to manufacturing, either of you look at any industry, frankly, I mean, you just look at like McDonald's and Chipotle, they just had to raise their minimum wage to attract people. But manufacturers have this unique problem to where, you know, they can't provide some of this, like hybrid flexibility work from home stuff, right. So there's an inherent like disadvantage of attracting talent, especially for like, some of the more entry level positions, you know, you don't have some of this flexibility that other positions can offer. But, you know, manufacturing companies do have an advantage in that, you know, manufacturing can be like, a career, right, not just a job like there is there is a progressive career steps that you can take after you get this first entry level job. But, you know, I think it's competitive as hell out there. You know, obviously, the government and like, the unemployment benefits are at an all time higher is as like, yeah, generous as they've ever been. So, you know, you have to make sure at least for some of these entry level roles, that the pay rate is above what someone would be making just kind of living off the government right now. And it's, it's as close as it's ever been. So it's very difficult.

10:00

So correct me if I'm wrong, if I want to keep my doors open, and I, and that requires people that require skilled individuals that require individuals that have the proper training and all of that good stuff and have a head about them, okay, that's tight. Secondly, I'm going to because the market and because if I find an individual that has mad skills, that individuals demand out in the marketplace is much greater. And then for me as a, as an employer, I'm going to have to raise my prices, just to retain that individual, because somebody is going to try to grab that individual, it's very fluid out there. Am I correct on on that?

10:41

Yeah, I mean, I think so. The problem is, there isn't, you know, a bunch of extra margin where you can just raise wages, and, you know, raise prices, and everything will be okay. Right. At some point, demand is going to fall off. And I guess that's where you get all these inflation concerns that that you're seeing today? Yeah, so I mean, we're, it's, it's in a tight spot.

11:07

And, and rightly so. And I know, unfortunately, listeners, I've had that experience when I owned my maintenance company. And it is very difficult for an owner to manage these valuable people to keep the lights on to keep the machine moving, whatever it is, and then the market. You can't, I can't begrudge the individual saying, hey, if I make a couple of dollars more over here, it's better for my family. I can't. It just puts people in, it's just a real trickling. What know, what do we do? I mean, how do we, it's the realities out there in the market? And I don't see it, you know, ending anytime soon. What do we do?

11:51

Yeah, yeah. I mean, I think manufacturing companies have to emphasize the advantage of a career in manufacturing, right, which is, you can come right out of high school, you know, get an entry level job. And, you know, there's a natural like, career path for you within manufacturing, to where you can make 8090 100k salary, you know, within a relatively short amount of time. So I think the career there are the, the key is emphasizing this manufacturing career path that people can take advantage of, if they get into this industry. Right. That's, that's all we have. Because, you know, on the surface, if I'm coming out of high school, I see all these different opportunities. I could be an Uber driver, I can go work for tripleplay. Yeah, I can, you know, or I can try to be a machine operator, right on the surface, like, I don't know, I, Uber driver, sounds nice. I can work when I want and, you know, no boss, really, and be flexible. But there's no next step for you there, right, you're just you're still an Uber driver. What manufacturing has going for it is that, you know, there is a path for you to get to that 100k career, you know, in like, five years, even if, if if you work hard at it and learn the skills necessary. So that's what we got to double down on.

13:38

Now. You see it, right? And that's because you're, you're right in the trenches of this particular challenge. What about manufacturers, they're going to have to change, they're going to have to adapt to this, the realities of this market, and be able to educate and say, we want you on board. This is your career path. We expect you to be here and whatever. And we're going to be paying you this much. And I think that the manufacturers, some are better than others, but sometimes they fail to paint that picture.

14:11

Totally 100%. You know, I don't think it's, it's really been all that necessary, until recently. But yeah, I think too much of the hiring in the industry is very reactive, where my machine operator just quit, right? I need to fill them with someone else that's had some experience. And that's kind of it. Like, I'd be happy if he just was a machine operator for the next 20 years and just kept that spot filled. I think instead, we got to have this paradigm shift where, you know, it's very proactive. It's clear that you know, you're a machine operator for two years. And you know, if you learn these skills, To have a good record, you can get promoted CNC machinist or set up machinist. And then another two years after that you can be a CNC programmer and learn, you know, CAD CAM, almost like an up or out strategy. And I always use my wife's company as an example, because I think they're the best in the world at this. She works for Boston Consulting Group, and they basically have these levels. And every two years you either get promoted, or they help you find another job somewhere else. Like you're you're just not going to make it here. And they're very gracious about it, and you know, help you find another another company. But, you know, maybe maybe manufacturers can't get to that extreme. But implementing some of that thinking, I think is critical. And But yeah,

15:59

I never really think you know, that. It's like, if I do that, if I train these individuals, what do you think's on my mind? They'll leave me I spent all this money and they're gonna leave me and they're gonna find something else. And, and that's it's a vicious, vicious cycle.

16:16

But the reality

16:18

is, is that, yes, these manufacturers have to think that way. And they have to deploy these new types. And from my perspective, what I hear you saying, I would probably use your service all the time, just to make sure that my funnel maintains some sort of level of activity of people, skilled individuals, because the dynamics of the marketplace warrant some sort of ability to do that. And then the other element, as a manufacturer, I've got to paint that picture. Gone are the days that I say, Hey, I'm gonna hire that machinist. Come on in knowing full well, that machine is will probably stay maybe 18 months, maybe Max, good, boom, you got it, we got to rethink that. Got to create the Yeah, these are important jobs. These are important. Okay. So with all that painted, with all that reality, just sort of thrown on the desk, and and manufacturers? What are the real roadblocks right now? What do you see? What are the What's your real challenge right now, outside of all the other things that we've been talking about?

17:31

Yeah, I mean, obviously, there's all these macroeconomic forces, you can't really do too much about that. But, you know, I think what I see as a lot of these companies get in their own way, in that, you know, you look at their production floor, you know, they implement all these lean manufacturing principles. It's totally streamlined and efficient. And, you know, it's amazing, like, they're, they're great at producing parts. And then you look at, like the hiring and recruiting process. And there's so much like, unnecessary friction, unnecessary steps, like, you know, you're posting jobs to all these different boards, applicants are coming in, you know, you're looking through applicants, maybe once a week, and maybe it's the HR person, and they're trying to do an initial prescreen, and then, you know, get some feedback from the hiring manager. And like, you know, it's just, you can't do that right now, with the labor market the way it is, if you're not like reaching out to an applicant, the same day or the next day, and just making this whole process as streamlined as possible. Forget about it, like, you're just not going to get anyone. So I think a lot of it at a micro level is just companies kind of getting in their own way and not having a streamlined process.

19:00

Which is an interesting statement. I know when I was in the business of hiring people and all that good stuff. It wasn't pleasant for me. I just, quite frankly, the couple of thoughts that had come through my mind would be that it looks great on paper. I talked to the individual sounds okay. But the proof is in the pudding, get them out on the field, whatever that mean, or in the plant, and then all of a sudden, we have an issue, and then I have to relive it again. And then again, and again. It would seem to me your value proposition at FactoryFix makes sense to where you're doing a lot of my legwork, you're doing a lot of my upfront and my confidence in the applicant coming to me is much greater, which then removes a lot of headaches. From my perspective. Am I looking at it properly

20:00

Yeah, no, I exactly I think, you know, Gone are the days where you can look at hiring is a very like transactional process where, okay, I have this one job opening, I'm going to go through the process and I'm going to fill it and then I'm going to be done for a while until the next job opening happens. Like that's, that's over with now you have to, it's almost like a sales funnel, you need this engine in the background and constantly like, you know, out there looking for leads, and then, you know, keeping them warm and that sort of thing. So we essentially act is like that recruiting engine in the background, that builds the pipeline, vets applicants, as people ready to go for when you need them.

20:50

And the other thought process, that's a beautiful statement, the other thought process is manufacturers have to just recognize would say you're feeling it, this dynamic it work environment. So they have to, in that thinking, to your point, embrace more of a funnel mind mindset, as opposed to one and done one and done one and done. It's, it's like, I've got to make sure that my individuals move forward. And that is a beautiful thing, hey, if we got a career path, I'm going to, I'm going to move them and I'm going to make sure that I'm chirping in them. But that once again, that gets to the thinking and the culture within the organization, which is very unique.

21:31

totally easy, you still have to be an attractive place to work. And that's where the career path, you know, play. Very good. Yeah,

21:42

they got to invest the time, energy and effort to make that an attractive place to work. I like that, that that's where it gets down to. And there are manufacturers out there that do truly try to make their place attractive and, and are succeeding in this challenging. Shall we say time, big time?

22:03

Yeah, absolutely. I mean, it's anything you can do to close, you know, using the sales analogy close, you got to close the deal with the actual product, which is your culture, your your company.

22:20

I like it when we summed it up. Well, you did. That's fantastic. I like that. Now, looking at my little cheat sheet here. We've got a free trial of manufacturing companies for manufacturing countries that want to try FactoryFix. What do we do to get that free trial? What's that all about?

22:40

Yeah, just go to FactoryFix Comm. There's a little form on the website, just fill out, fill out that form. And we'll get you set up for a free trial. You can post some jobs, start seeing some candidates, you know, and use our software to streamline the whole hiring process. It's a beautiful

23:01

thing. How do they get ahold of you? Let's say I want to talk to Patrick. How do I get?

23:05

Yeah, just Patrick at FactoryFix. Calm is probably the best way.

23:11

That easy with finding resources easy with connecting with Patrick. There's no friction whatsoever here. I like what you guys are doing the value proposition. All right. Hey, Patrick, thank you very much for joining the industrial talk podcast. You were absolutely wonderful. Love the topic, by the way.

23:29

Yeah. Thanks, Scott. Really appreciate it.

23:31

All right, listeners, we're gonna have all the contact information out on industrial talk.com. So don't go away. We're gonna wrap it up on the other side. Stay tuned.

23:40

You're listening to the industrial talk Podcast Network.

23:48

All right, a quick shout out to Patrick O’Rahilly and team FactoryFix excellent conversation. It is a challenging time, as you can tell by the interview. But we've got great thinkers, innovators like Patrick and team FactoryFix out there. They're gonna make it happen. They're passionate about it, they're gonna make it happen. One last little reminder, October 5 through the seventh, this is the IoT solutions World Congress and industrial internet Consortium. Both are passionate about making this happen. And it is in beautiful Barcelona space. And I'm telling you right now, you're gonna be learning from IoT experts. You're going to be learning from AI experts, 5g then their past couple of years. Excellent. And I mean, excellent venue. Excellent. Just an excellent show. bar none. All right. I'll be broadcasting also from the manufacturing and technology show. This is November 9, through the 11th in the beautiful town of Cleveland, Ohio, make that you got to make it we got to get back to normal. All right. Be bold, be brave, daring, greatly hanging out with people who are bold and brave and daring greatly. You change the world. We're gonna have another great conversation shortly.

The post Mr. Patrick O’Rahilly Founder of FactoryFix Talks Solutions in A tight Manufacturing Labor Market appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Matt Mong, Vice President of Market Innovation with Adeaca about “The Power Behind Project Business Automation”. Get the answers to your “Project Business Automation” questions along with Matt's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

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Personal LinkedIn: https://www.linkedin.com/in/mgmong/

Company LinkedIn: https://www.linkedin.com/company/adeaca-corp./

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PODCAST TRANSCRIPT:

Matt Mong Interview

Tue, 5/18 2:01PM • 27:26

SUMMARY KEYWORDS

project, business, Adeaca, matt, industrial, company, happening, pba, talk, manufacturing, silos, listeners, system, people, podcast, innovation, champion, mindset, real, standardized

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, welcome to industrial talk. My name is Scott MacKenzie. And thank you very much for joining me. Number one. It does every related podcast in the universe. There, this is a no legacy thinking zone. You each and every day you industry hero come out and say why not? What if you're solving problems, you are bold, you are brave, you dare greatly. You're, you're changing the lives, you're just constantly disrupting in a positive way. You're changing lives and communities. That's why we celebrate you on this podcast. in the hot seat, Matt Mong, he is vice president market innovation with a company called Adeaca, Adeaca and boy, I'll tell you, man, we're gonna have a great, great conversation. And I think it's a topic that is really, I think it's happening now. And we're talking about project business automation, we got a lot to cover, let's get cracking.

01:24

Yeah, you know, what's so great about this world we live in right now is the fact that people once again, innovators, innovation is pushing the envelope, providing solutions that make our lives better, make our products better. And just bottom line, create a resilient business. And it's based off of success. And that's what Adeaca provides. That's what Matt Mong begins to talk about in this particular In short, it is, well, it's 20 minutes, like we always do, but nonetheless, great conversation, you're going to dig it. Alright. Now, again, I'm going to be talking about a couple of events. So get out your calorie, it's going to be at an industrial talk, don't worry about it. This is October 5 through the seventh 2021. right around the corner, let's get back to normal. This is IoT solutions World Congress, it is in Barcelona, and they will be focusing on IoT AI, 5g, digital twin robotics, boom, quantum computing. That's pretty cool stuff. And it is happening this year, thank goodness, Hope it opens up and all that good stuff. And hopefully, I'll be broadcasting from that location as well and highlighting all of the incredible individuals that are changing the world each and every day. Second, the second event that you need to put on your calendar is the manufacturing and technology show. This is in Cleveland, Ohio, this is November 9, through the 11th. And if you've never been to Cleveland, we put that on your bucket list, because that is a great town with great people who are just

03:01

they love that area. And it is beautiful, no doubt about it. And this event is

03:08

going to be just absolutely spectacular. And it's going to be in a great venue. So put that down. That is the manufacturing and technology show November ninth through the 11th put it down, it'll be out there on industrial talk.com. So if you're not, you don't have to worry about missing out. Now. We're going to be doing a lot of things. You know that industrial talk is about education, collaboration, and innovation in the industrial world. And I believe that that will be changing lives and communities. Big time, we can do it. And fortunately for me, fortunately for industrial talk, we have the opportunity to talk to the very best and we're going to be cranking out a lot of great programs. We're going to be talking about cybersecurity and why that is important. big topic, right? In utility transformation. Another great topic that utilities got to get on on the train the digital transformation train, it's leaving the station. So anyway, there's a lot of great stuff that's going to be happening at industrial talk. So just bear with me because we're doing a redesign of our homepage. I call it industrial talk two dot O. Very important. All right, let's get on with the Doug gun interview. Matt, Mong M,O, N, G. A, D, E, A, C, A is the company. He is the Vice President, as well, what makes sure vice president he had he had a change market innovation. I didn't mean to screw that up. But anyway, that's Matt mark. Great, great conversation. Enjoy. Matt, welcome to the industrial talk Podcast. I am so honored that you have found time in your busy schedule to talk to our wonderful listeners of this incredible and I'm not overselling it. Incredible podcast. How you doing there, Matt? I'm doing well. Thanks for having me, Scott. Excellent.

05:00

Excellent, excellent. So let's level set a little bit for the listeners out there, give us a little 411 on who Matt is. Yeah, so my background is mainly mainly in marketing communications. And I've been VP of Marketing for several

05:16

startups and small companies looking to grow. And my most recent position here at Adeaca is, is to do the same thing, but going about it a little bit differently. creating our own sort of category for what we're doing. It's, it's a really innovative company, cuz you're gonna be the category King on that particular whatever that category is.

05:43

Yeah, so the, the that category is project business automation.

05:48

Yeah, I love it. And listeners, it's Adeaca, that's A D, E, A, CA. And it's sounded out like Adeaca. So make a note of that. But we're gonna have all of that AP industrial talk calm, so don't worry about it, don't sweat the small stuff. So we're going to talk a little bit about project bid business automation, give us a little background on what that is. So

06:16

first, project business automation is about addressing the needs of project based companies in a single business system.

06:26

So it, what it does is it brings all the project processes inside one business system, which is the DRP, and brings it all together. So it's seamless, and in real time. So that's essentially what it does. And it's for any company that really, you know, visions themselves as a project based company. So it could be, you know, different types of manufacturing engineer to order manufacturing, project manufacturing contractors, also the construction engineering companies, even professional services, a lot of different project based companies are out there. That's what project business automation is for. What is the problem that you're trying to solve with this solution? Yeah, so these project based companies have been operating the same way for Adeaca, which is, they take care of the business system in one area over here. And that may have, you know, their accounting, and, you know, their reporting. And if their manufacturing does have some MRP, maybe supply chain, shop for control, but then all their projects are outside of that. So the project management, their project, scheduling, estimating, resource management, analytics, all stuff to do with projects is outside of that, and they don't talk. And so what ends up happening is, they start using basically tons and tons of spreadsheets to you know, manage their projects, import and export data, try and consolidate it all and figure out what's going on, as you know, projects progress. And

08:09

this is the main reason why, you know, projects are behind schedule over budget. And so we're trying to address that by bringing all this project stuff into the business system. So that all works together. And you know, as a project based company, projects, drive your drive your business, so they should be at the core of your business system as well. So projects drive your your manufacturing project, strive, your construction projects, your supply chain, your MRP, your your accounting, everything is driven by the project. And so if you don't have that connected in one system, it's a nightmare. And then that's what these people are, these people are dealing with, you know, the sad part about it, they're mad is that you brought it up, he said, hey, these have been going on for Adeaca. And and that pain has always been there for Adeaca. And everybody has talked about the fact that, hey, I'm having challenges here and there. And I'm and and but nobody and I don't understand why I don't understand why that there has not been more action in an attempt to be able to consolidate and put this all under one umbrella to grade. I don't have greater visibility in what's taking place in your project. I it just makes it makes complete sense. Why Why? Why are Why are they reluctant to do so? What What is going on? Why it just seems like it's a no brainer. The pain is extensive? Well, yes. So yeah, it's interesting. I think there's a couple of different reasons. The first is, it's just as the way we've always done it, you know, this is just, it's just a traditional

09:48

as far as the culture of what they're doing, and they built up the silos of all these different sort of fiefdoms. Yeah, that's true, right? You've got

10:00

You've got your, your, your project managers over here, and they have their tool and they love it. And they do it this way. And then you've got your engineers over here. And you've got your accountants over here and your controllers, and they do you know, their own things in their own way. And unfortunately, that's sort of how they've grown up. And then when they go out and look for a system, that's how they look, they look, okay, well, we need this and then we need this. And then they don't they don't look at it all together as one business. And so we're trying to get people to focus on your a project business, like and look at it holistically. It is, it is you, you've got a beginning and an end. And if you're a project business, right, many project business out there that make money off of projects and doing it right, and being on budget and on time and all of the metrics that are so important, you would think that that would be just the absolute top of the heap when it comes to doing things. Right. Right. It's not because of the human component, and all these little fiefdoms that happen, it doesn't happen. Yeah, what exactly what it has to it has to be a human, it has to be an education, it has to be a human type of thing. To move that ball forward, it's like, that's it, we're done, we're going to go down this road, whether we like it or not, and everybody's going to participate. Is that right? Absolutely. I mean, the, the customers that come to us, obviously, kind of have this realization, at some point, to some extent, where, okay, this just isn't working any longer. Like they they've optimized these little silos as much as possible. But nothing more is happening, they get these little incremental, you know, productivity gains, maybe here and there, point 2%. And it's just not, it's not affected to the business overall. So it's about educating people on, let's look at the whole thing, and then bring it all together. And that's really going to give you that next, you know, order of magnitude improvement, really the technologies, the technology it is, and it always gets down to people. So this is great, this is wonderful. You've spoken to me, my heart is full of opportunities and joy. Tell us, what do we need to do? What are these actionable points? Let's say we want to begin this journey? What is it? Well, I think first you need to,

12:26

somebody needs to be the champion in the organization, whether that's, you know, the continuous improvement person, VP of, you know, the CIO or the CFO, likely, it needs to needs to look at this and look at as, okay, we need to, we need to make a change.

12:44

Because it's gonna take a lot of education, and in getting people on board with, with the change, because you know, a lot, they're just used to it. So and they have to look at it from a different perspective. Like, we got a lot of customers who come to us, and, you know, say the, you know, the, the CIO, or CFO is like, okay, we're gonna do this, but then you got, you know, even you know, you have people that are unwilling like or, you know, skeptical, you know, on the lower rungs, and they're like, well, we use this app, and I don't know if this is going to do what we want it to do. And then three months later, they're like, Oh, I get it. Like, it's about the whole company. And we're just, you know, everybody's able to see what's going on in real time. Now, I get it. So it's it, it is an education thing. So it's, it's sort of that mindset of, we're a project business, we need to think like a project business, and what does that mean? Okay, well, then we should look for a project is this system. Right? So that is, that's how people need to think. So just for clarification, how do I need to think like a project business? What is that? What does that look like? I know, it's not what I'm dealing with today. Whereas pay pay pay pay pay? This is okay. And it's like crazy and nutty. That's not a project mindset. What is that? Yeah, so it's really about

14:03

the center, like bringing projects to the center, a lot of companies see themselves, as you know, I'm an engineering company, or I'm a construction company, or I'm a, you know, a manufacturer. First, they see that first, and then they think, but you know, we do it as projects. So we need we do need some project stuff over here. So they and that's how project management applications have typically grown up, there's, you know, they've usually been used for, you know, internal projects where, you know, it's just,

14:32

you know, it's something you might you got some projects doing, you're trying to improve the business, and it's internal. And it's, it's sort of separate from net, the bottom line, really, but when you're a project based company, it is the bottom line, the projects drive, the business, the revenue, the margin, it's all right there in the project. So the project has to become center, and the way that they think and they approach their business and they approach their systems and how they support their business.

15:00

They have to think projects first. And then oh, that's true. I'm a project based company, I'm a project business. And at the same time, how do what what do I deliver with my projects, that's, that's the difference. So I deliver a deliver an airplane, or I deliver a turbine engine or I deliver, you know, steel modular frames, you know, that, you know, it doesn't quite matter.

15:28

To a degree, what the actual product is, or the services, if you do it by projects, you need to think projects first. See, it's interesting, you're changing my mindset on that. And so I get it, I get it from the perspective, if I'm a black and Veatch or a key wit, or a Jacobs, and they make a lot of money doing projects, that's what they do, we've been on this, we're going to do this project, and we're going to, you know, build this water treatment facility got it, there's a beginning, there's a middle, there's an end. And that end is a delivery date. and everything in between is the budget and executing, got it, I can put my arms around that type of a business as a project business. But I think what you're sharing with the listeners and myself is that even a manufacturer that's manufacturing, plastic pieces, whatever it might be internal to that business, our projects,

16:25

I might, I might have a project to optimize that line, I might have a project to do whatever. And and from that perspective,

16:35

I shift my mind from manufacturing to a project and therefore, that drives that optimizes, because I have a project mindset, even in those environments. Is that correct? Yeah, it can be used that way? Absolutely. Because you know, that, and this is sort of been happening for a while now in the industry that, you know, every everything's becoming project fat, you know, projectized, you know, so yeah, you know, people are trying to make that shift, I just think, you know, the project based companies that were where they are delivering through projects, those are the, those are the key people that need to think this way, they need to make that shift in mindset. And then the other other companies who, you know, they may not necessarily be project based, and how they deliver their products, but they can be if they, you know, think about it the right way. So when we you started talking about these silos, which I understand it, and we've all experienced, I know, listeners out there, you experienced, you're living it today, by the way. And one of the things that I think is a driver, is how do you create a unified process map to make sure everybody knows where they're at, and drive the process with drive the system? So there's that you have to have an incredible conversation around that. And everybody's got to shake their heads and say, Yep, that's the process now. Right, that's how we do it now. You know, and that's one of the great things about it is to you systemize, the process, you know, and around that the best practices of your company. And so it is standardized, you know, you can, you know, and that's part of what, you know, the AARP gives you, and it gives other companies in different industries, like, you know, retailers or distributors, distributors, or those high repetitive, you know, volume manufacturers, everything's in one system, and everything talks to one another. And it's all standardized. And that's what gives them huge amounts of efficiency and productivity. And that is what we're trying to do for project business. So you bring your projects inside and into a standardized system. Now you can actually, you gain a lot more control over the process. And but you also give it your you're maximizing productivity through that process, and that standardization. Alright, so what I hear is that I've got to have,

19:03

I've got to have the right individual in place to be able to be that champion, I'm going to have to go through the process, and agree that we're going to take these fiefdoms, these, these silos and begin to bring them together and we're going to be a project centric, focused business. Right now, that's a lot of pain. That's a lot of change. That's a lot of frustration and pushback and all of that stuff. That's why that champions there, you better have better have a strong shoulders, and then

19:41

I'm going through this pain, what's the benefit? What am I going to see? I'm already dealing with it I'm already losing money here. And it's it's it's the devil I know. Right? So there's, there's a lot of there's a lot of different ways to measure ROI on something like this. So I'll go through

20:00

Uh, sort of the two. One is obviously the hard costs. So for example, if you have, if you're using 10, I mean, we've had customers that come to us, and they're using 13, different systems, you know, different applications to do different things, resource management, project management, spreadsheets, scheduling, product lifecycle management, all that stuff, right, and they got all these different systems, well, if you can eliminate 13 different systems and bring it down to one, like that, already, is just those hard costs in in the licensing, but also, the main maintenance of all those systems is is dramatic, as far as cost savings. Now, that's, that's one. But the real big benefit, I think that's even harder to measure is is the

20:47

is the productivity, the visibility into what's going on the real time connections in your business that just speeds everything up, and makes it and increases quality of your processes and your delivery. So all that getting into the one system that does that. So for example, I had a customer, we had a customer come to us, and they didn't know they, they would do very long engagements with their customers probably three to five years on average. And they wouldn't know if they made money on that project. Till 90 days after it was totally complete. And

21:29

and it's just, it's, it's kind of amazing.

21:33

can operate a business like that, right? So now, you know with with the Adeaca PBA. It's real time they know exactly where they're where their project stands as far as profitability, revenue, everything at all times. And so now they know, you know, what they need to do how to make adjustments to make sure that they're going to make money on that project. I would imagine that this creates a business that has greater resiliency greater, given the fact that we had the pandemic, a lot of people, we're not in a good position. Now, I would imagine that there has to be conversation of business resiliency. And this to me speaks to resiliency. Now, with that said, I see the value proposition, I understand the the need to transform that business and have that conversation. Can I want to do it incrementally? Or is it a big bang?

22:28

It depends. Yeah, it can, it can be incrementally depending on where you're at. So for example, we work off the Microsoft MVP platform. So a lot of times they'll implement

22:43

us with with the platform at the same time. And that's that's a big job right there. But then it's really the the adoption that could be incremental. Yeah. Right. So yes, you've got, you know, like we talked about, you got these different silos, and you can't just get everybody use it now. Like, you need to focus on one, maybe bring them over, and then focus on the other one, bring them over it, there is a whole change management process that needs to happen like that. And, you know, it's it's, uh, yeah, I love that. Yeah. Because you want to minimize that, that frustration. You want adoption, you want to be able to bet Yeah, that's great. Get victories? You know, all of that good stuff. What are the roadblocks?

23:25

I think

23:27

there's, there's a couple. One is when they go and look for these typical, these project based companies, when they go and look for any RP or business system, they actually aren't looking for, you know, what project business automation they're looking for. They're looking for accounting, right? They're looking for accounting, some expense reporting, maybe some timesheets, that type of thing. They aren't. So the first challenge is to the roadblock is to open up the scope of what you're looking for. Because it's, you know, there is better a better way to do things out there. So you have to open up that scope, what you're looking for. And then the next challenge is just like I think we talked about earlier, getting that champion and getting getting everybody on board getting that buy in from the you know, from the executive level. Yeah. You know, that's, that's a common tale. With any,

24:22

as we're talking projects, it's a common tale with all projects, it seems like you better have the right champion in place to really push that, that project forward. Alright, let's, let's talk about how we get a hold of Matt, you might be speaking, something that's touched somebody's mind and heart and says, Yeah, I got to get a hold of Matt, how do we get ahold of you? Right, so just Adeaca.com, right, so just go to Adeaca.com. And we have lots of information, lots of documents you can do you can download as well. We have the project business automation blueprint, which sort of defines what we've been talking about.

25:00

gives you a little bit more in depth view of what PBA really is and what it can do for your company.

25:07

And then, you know, just reach out to us, we'll engage with you.

25:12

at any level, I mean, even if you're just looking for some information, you know, we're not here. We're here to educate, is what we're trying to do. That's really what we're trying to do. That's a beauty. All right, Matt, thank you very much for joining the industrial talk podcast and sharing this insights into project business automation, cool stuff, my friend. Thank you very much, Scott. Go to Adeaca.

25:38

Alright, listeners, we're gonna wrap it up on the side, we're going to, I want to make sure that we've get the link to the PBA blueprint, that is a opportunity for you listeners out there to sort of route around to look at that particular thing. And also the contact information for Matt, and all of the social. That don't come to me and say, I can't get a hold of Matt, because I'm gonna have it all out on the industrial talk.com. site. Again, thanks, Matt.

26:05

Thank you, Scott. All right, listeners. Don't go away. We'll wrap it up on the other side. You're listening to the industrial talk Podcast Network.

26:17

All right. Thank you very much, Matt, for coming on the industrial talk podcast. I absolutely love the conversation, great innovation, great solution for companies that are really project centric. Right? It's a must. Let's remove all the chaos that can exist within projects because it's happening. It's been happening. There's a solution, Adeaca. Alright, reminder.

26:41

Put this on your calendar October 5 through the seventh. This is IoT solutions World Congress, you got plenty of time to put it on the calendar right now. We're going to be talking all things IoT, Ai, 5g and everything in between highlighting the best of the best at that particular conference. Let's get back to normal. And the second one, the manufacturing and technology show.

27:02

That is November 9, to the 11th. beautiful town of Cleveland wonderful people wonderful venue. Alright, you've got them down, make it happen. Let's get back to normal, the sooner we can. Be bold, be brave, daring, greatly hanging out with people who are bold, brave, daring greatly. You will change the world industry changes the world. Thank you. We're gonna have another great conversation right around the corner.

The post Mr. Matt Mong VP with Adeaca talks about Project Business Automation appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Colin Duncan, CEO at The SEAM Group about “Unleashing the Potential of Your Organization through the Performance Triad of Safety, Reliability and Maintenance”. Get the answers to your “Performance Triad” questions along with Colin's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Colin and the wonderful team at the SEAM Group on Unleashing the Potential of Your Organization by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

COLIN DUNCAN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/davidred/

Company LinkedIn: https://www.linkedin.com/company/national-oilwell-varco/

Company Website: https://www.nov.com/

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Industrial Academy: https://industrialtalk.com/industrial-academy/

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The post Mr. Colin Duncan with SEAM Group Talks About The Performance Triad appeared first on Industrial Talk.

this is a

The post Mr. David Reid with NOV Talks About a passion and need to innovate in the energy market appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Ricky Watts, Industrial Solutions Director at Intel Corporation about “Utility 2.0 and Modernizing Utilities Supply and Demand through Digital Transformation”. Get the answers to your “Utility 2.0” questions along with Ricky's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Ricky and the wonderful team at Intel Corporation on solution to modernizing the Utility Industry by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

RICKY WATTS' CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/wattsricky/

Company LinkedIn: https://www.linkedin.com/company/intel-corporation/

Company Website: https://www.intel.com/content/www/us/en/homepage.html

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

vehicle, Balyo, talk, distribution centers, industry, people, company, concept, driving, industrial, tech, moving, equipment, world, john, floor, expensive, autonomous vehicles, important, solving

SPEAKERS

Scott MacKenzie, John Hayes

Scott MacKenzie 00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go Alright, welcome to the industrial talk podcast. Once again, we take a journey into why industry is so doggone cool. I'm telling you right now you're bold, you're brave, you dare greatly you solve problems. you innovate like nobody's business. You're changing lives and you're changing the world. That's why we on this podcast, celebrate you, the industrial hero, that's who you are. Thank you very much for what you do. And that's why we love you here on this platform. In a hot seat in the industrial talk hotseat, we got a gentleman by the name of john Hayes. He is the director of sales at a company called Balyo. And we're going to be talking about autonomous vehicles. So let's get going. Yeah, so there's some challenges that we are experiencing. And and of course, you know that the industrial talk platform is all about innovation and being able to apply that innovation, creativity to apply those solutions to industry to be able to be better, stronger, faster, the Steve Austin approach, and Balyo is no different. We're talking about autonomous vehicles. Now, before we get into that particular conversation, let's just have a just a recap of industrial talk to Dotto again, if I keep on preaching the necessity for education, it's out there, if I keep on preaching the necessity to collaborate, that the people are out on industrial talk, and they do want to collaborate, they do want to solve problems. And thirdly, if we're talking about innovation all the time, and how that innovation is applied to each industry and how they're using that in innovation to well make you better, provide greater customer service, everything in between. It makes sense. So Industrial Talk 2.0 is a focus on being able to make that process the education, the collaboration and the innovation process simpler, because we need to bring people together, we need to be able to have that conversation in a big way. And john Hayden and the wonderful team out of Balyo, they're just like right in the thick of it. And they've got solutions that are very, very important. Now, let's get on with the interview. So we're going to be talking a little bit about the over the period of times we're finding that that labor is a very tight commodity. And yet companies need to keep going. And companies need to keep their doors open. And company needs to continue to deliver good customer service and survive in this particular unique market that we find ourselves in. And of course, the conversation has to revolve around autonomous vehicles, what do we do within the warehouse? And how do we create a safer environment of course. So john and and team Balyo have a great solution. But we definitely talk about a lot of stuff that's associated with the market today. So with that said, Here's john. JOHN, welcome to the industrial talk, podcast absolute honor that you have joined and start to share your wisdom and insights with the listeners of industrial talk. How you doing?

John Hayes 03:35

Very well, thanks for having me on today. Thank you very, very cool,

Scott MacKenzie 03:38

man. I'm gonna enjoy this particular, you know, conversation, because it's really wrapped around and listeners, we're going to be talking a little bit about sort of that lack of labor that exists within today's market and sort of this push for autonomous or automatic vehicles. And then Fortunately for us, john with Balyo sort of understands that particular topic. But before we get going, give us a little background on who you are.

John Hayes 04:05

Well, thank you very much. I hope I have some knowledge and background I started in 1993. In the industry, yeah, I'm old. That's right. I'm getting gray.

Scott MacKenzie 04:19

Hair I don't.

John Hayes 04:22

I started way back then started building vehicles and then went on site to install. And then from there, I was lucky enough to be kind of adopted by this industry. It was a very, very small industry in 93. And most of those folks that I work with moved on to other companies and as did I and jumped back in finishing after I got back from a project in Japan, and sent a resume to a company that happened to have probably four or five people that I was in Japan with that was another AGV company. And it just grew from there moved into sales. Then from sales and applications, engineering into More of a strategic role. Vice President of Sales and Marketing, I think that marketing is a strong component of what we do as well. And then Director of Sales here at Balyo. So I've been, unfortunately, I've been around if you say they've been around for quite some time through the HGTV concept, and now into the EMR world, and you know, some differences, the concepts are still the same, there is still moving product from point A to point B, there's a lot of technology that we talk about, you know, this is different how this works, and those sorts of things. But in the end, I think that customers or users really only care, and can really only afford to care that things get from point A to point B efficiently. And they don't have to worry about it, why put a system in, that's going to be more problems than it's worth.

Scott MacKenzie 05:46

Yeah, for, for the listeners to define AGV.

John Hayes 05:50

And Mr. absolutely happy to do that. So he is he is kind of the catch all term that's been around for ages. And it stands for automatic guided vehicle. And you know, that goes back to the 50s. Really, a very early system, I believe Barrett was the first company that put one of those in on wires. And the fundamental principle of AGV is that path follows. So if you think about the earliest vehicle, it just ran, it had a sensor under the vehicle that looked for the wire in the floor, so the frequency frequency generator and for that frequency, but conceptually, they all do exactly that same thing today, even though most of them are virtual, using something called laser guidance using laser triangulation, they still do virtually the same thing. Now Amr is a new concept, which stands for automated or autonomous mobile robot. Really, it's a technology difference. And then it's highlighted by the way that it gets from point A to point B autonomous mobile robots path plan versus path follow. So that whole concept going back to the 50s with the wiring the floor, has been turned on this year. So use a similar technology, sensor base, much more sensor, which has a lot more sensors on the vehicle, but the vehicle itself maps its environment and then understands where it's at, and doesn't follow a defined path. It creates its own path now many companies constrain them but really that's the difference. One path plans a Mars path plan and agvs path follow. Now there are shades of grey and companies are starting to overlap AGV companies are being more Amr like but they in principle, that's really the what makes them different.

Scott MacKenzie 07:34

So why is this important? What why the why is this tech important with the industry?

Scott MacKenzie 07:39

Well

John Hayes 07:42

agvs have historically been very custom. So most vendors would build a custom vehicle every single time for every single customer. And the integration was difficult installation and integration because it required that line in the floor, keeping in mind that it doesn't really exist that much anymore. But it meant a lot more time in the field. So they were expensive. At the root of it, they were expensive, is the shifting to a Amar began a few years back probably 10 or more years ago with respect to ACD vendors putting controls on that we haven't vehicles ever again, being vehicles being high street Ale, which is one of the companies we use lambda in Europe, those types of vehicles platforms and putting controls on them. And then the structure of going to a controls platform that didn't require infrastructure. So that wire in the floor or the targets or those sorts of things, that concept called slam and stands for simultaneous location and mapping, and almost masters of infrastructure for use that concept. What highlight said is the fact that it's inexpensive, because we don't need anything to Matt, I mean, we use the vehicle to map the facility, we don't need any infrastructure. And the systems become smarter and smarter. So as time went on, the systems become smarter and smarter, the tech gets better. But there's a trade off, as with anything, right? That new tech is still It has great promise. But it's not as stable. It's not as accurate, generally speaking, and it's not as fast as AGV technology. So it's almost like going to you take the car concept. You've got gas powered cars, right. And you could have a drag race gas powered car, you know, like the john Porsche concept of drag car. You can have an electric car. Obviously electric car is more technologically advanced. But right now there's no drag race, electric car, maybe in the future, right? So to draw an analogy, that's kind of where we're at You can, you can have a Cadillac of a system that, you know, you can trust with an AGP concept. We'll just do the job all day long, it's a little more expensive, maybe in some ways a little, you know, maybe has a little bit more maintenance because of the awkward equipment. But you know, it works. And then there's the other side. And then there's the far side is the tech of the situation, the the tech, the Amr, Amr tech in and of itself, with respect to some of the applications suitability is great, because it doesn't require high accuracy, and it doesn't require high speed. And when I say that application will make it more clear, picking applications where people walking along, or being what we call, picking those say, in an area in the vehicles will come to them. And they will place something in the bins, that doesn't require an awful lot of speed. It doesn't require an awful lot of accuracy. A lot of integration work. But you know, that's expected across the spectrum. But when you start to get into the middle ground, and then moving over to speed and efficiency, that's where the Tech has promised. But it's not totally there yet. So you know, you're just not quite yet. Okay, this

Scott MacKenzie 11:17

is all great. Well, what problems are we solving? What What is the problem that's demanding this?

John Hayes 11:24

Well, taking tech out of it, and let's just look at it as an industry. Historically, going back many years, the problem we were solving was one of our ally, it was one where you erred on the side of the company every single time, which was, I would theoretically talk to someone about, well, we could take a person off of a forklift, and that would save you X number of dollars a year. And in order to do this project, you will need to remove this many people. And you will get what you call her rate. Typical hurdle rates in the US are 18 months or two years. So it's always been at that point about ROI. And it's completely changed. So what are we solving today, I'm driving down the highway and you'll see manufacturing plants and distribution plants with banners hanging outside now hiring. And what we're solving is an inability for businesses to find people to move product. And it is a it's a real problem. And it's one that exists this move the needle for this type of equipment, it's it's wildly popular now used to be new people were looking at moving around autonomously and would back away like what in the world am I seeing here is becoming more adopted. The ability just to get Labor has eclipsed nearly any other reasons, purchases, equipment, safety is still a reasoning, certainly. But it's the ability just to find someone. And then when you do so we did a project a couple of years back for a large shipper. And everybody knows who the big two are, it was one of those. And they said that, you know, we're looking at this project because our turnover is over 100%

Scott MacKenzie 13:11

hold a turnover a people,

John Hayes 13:14

turnover of people over 100%. So what what they say, what they said they were seeing is that one of the larger companies put a put a warehouse distribution center and down the road, and people were getting paid a little bit more problem and went down the street. And you can't blame a forklift operator, he's making X number of dollars an hour, if he's going to get a nickel dime, quarter dollar an hour more, he's going to go down the street, that's what's going to happen. But you know, one of the things that I found funny is they would say, Well, you know, eventually they come back because we pay them to come back here, but didn't have you know, you have resources bouncing back and forth and those things. And when you think about trying to run a business, when your primary concern is moving product from either a manufacturing line or through a distribution center, your primary resource is the movement is that person or that equipment. So it's gotten to the point where when you have that risk, you have to find a way to mitigate it. And that's really what we're what it's coming down to. So that I think that's the problem that we're solving today. It's interesting.

Scott MacKenzie 14:24

Yeah, it's interesting, because I would imagine a lot of these distribution centers are not located where there's a big pool of skilled individuals. So that's also a problem, correct?

John Hayes 14:40

It's not, you know, it's funny. If you think about a forklift driver, we don't need a Harvard graduate to drive a forklift and god knows what the savvy ones are the ones that do look at the guy who just moved across the street, and take that Our our network over there. And and the ones that stay. And frankly, any forklift driver, when you look at the safety aspect, the number of injuries for forklift drivers is quite high. Simply because driving a forklift is not the most gentle thing on your body, you know, you're driving, in some cases, a 10,000 pound vehicle around, that's bouncing off of, you know, expansion joints and holes in the floor, or maybe running into things. So you have a lot of injury, you have a lot of those things, which obviously drives your costs up for, you know, insurance as well as workers comp and those things. So, you know, it's even though they may not be, you know, the Harvard grads of the world, they're getting hurt. And if you can find a way to not get hurt, then that's obviously a beneficial thing. And I think that my message has always been, you know, we don't want to put people out of work, what we want is a benefit, mutually beneficial position for these folks, I think, at least I think I would, I don't know that I wouldn't want a mindless job, or I was driving back and forth. Some of these distribution centers are 200 or 2 million square feet. Yeah, they're driving, you know, a half a mile. And by the end of this their day, they're, they're thinking about anything, but what's going on in the plant. So I think that having the ability to move folks into a position where they can do stuff with their mind versus just driving a vehicle over and over and over again, the same path, can you imagine, you know, eight hours a day, you drive the same path over and over and over again, we mean, people run into things because they just get tired mentally, they get tired, worn out at the end of the day, mentally more than physically.

Scott MacKenzie 16:50

And I would imagine the same thing exists, there's a greater demand concept.

Scott MacKenzie 16:55

It's there's an increased demand to I I see it out there, that there's just more movement of products. And this, this, this logistics backbone is becoming more and more important, and creating more and more demand on that. That professional that is just driving that, that forklift around. And I like the point that you talk about safety, you're absolutely spot on. I think that there's business continuity.

John Hayes 17:25

Huge.

Scott MacKenzie 17:27

And and, and you're sure you're hitting on some great, great points. With With that said,

John Hayes 17:33

What, what's,

Scott MacKenzie 17:35

what's the biggest pushback here? I mean, it makes sense.

John Hayes 17:40

Well, it's still a bit of black magic, and it is still a bit expensive, um, the pushback has been reduced greatly, mostly because of what's been termed the, you know, the Amazon effect. And I am part of it, and I bet you're a part of it as well. We had a conversation the other day, and you say, go get these headphones, because they're, you know, they're gonna work very well. But guess where I'm from? I'm from Amazon. There's an Amazon distribution center, I'm outside with Virginia, it's more than 50 miles from here. And with the truck stuff that we talked about a few minutes ago, the over the road, trucking that they can only do eight hours a day. Well, they pop distribution centers up around larger cities. So you're right, that the regular desire and need for automation means more people, more people harder to get. So by proxy, the automated equipment becomes more and more in demand and favorable. I think that it's it's not black magic any longer. The costs have come down. But even so, if you look at the paradigm, us versus Europe, the hurdle rate, or the internal rate of return for Europe, in many cases is five years or more. In the US early on, in conversations about this equipment, we're looking at 18 months to two years, which means that really we're looking at two or three shift operations and sometimes for it's a no brainer for three or four shift operations just makes because we're providing the vehicles that operate on all four shifts with no people if you thought about that very same operation, you have four times the number of people so the numbers start to make make a lot of sense. I think that we're personally I think this will start to make a lot of more beneficial use. We talked about this internally Balyo the other day, you know how do we kind of work towards being a more we're all responsible company I guess is the best way to say it. My view is when we can take this equipment and mom and pop companies can have Third, to take a piece of automated equipment and grow their business, then they can compete with and I don't want to, say, the Amazons of the world, but I think you kind of see where I'm going with it, they can grow their business without having to add the expense of, you know, multi shift operations they can grow and, you know, moving people again into this more mutually beneficial roles, you know, running a machine or working on things, or there's things that use your mind when when we can take this concept and it becomes less the purview of Fortune 100 companies, and becomes more available to mom and pop. I think that everybody's going to be a lot happier with what with what we can do in this world. But you know, it's still expensive equipment, expensive, the sensor basis, something else,

Scott MacKenzie 20:48

but you're getting there. I mean, yeah, continue.

John Hayes 20:55

Yeah, the tech, when we talked about Amr, originally, you talked about the Gulf of differences, you know, the cost for EMRs are less expensive than average. And almost all cases, and the costs are coming down. Now, one of the things that we're seeing is, the average used to be kind of built jack of all trades. And that was the expectation that I could buy an ATV and it would do just anything, you know, where it could pick from the floor and put something in a rack 30 feet tall. But if you reset your expectations of what automation can do, and you're smart, start small. This stuff can be inexpensive. So you know, you pick something very simple to automate, you don't have to start. And frankly, I recommend that you don't start with a 3030 vehicle system that's super complex, the rapid pace of change within your organization would be head snap, and you would you you entire organization would be turned upside down quickly. The thing that the new tech is allowing us to do is do things like proof of concepts and those things where we can come in and put a single vehicle system in and show you in your organization, how that works, what the process changes might need to be and how to get used to them before rolling out more and more vehicles. So most all of our aging VA Mr. Brother, brother in reports to the MH I used to be called MH I think it's called MH II now material handling industry of America. And so the numbers used to be represent we would all report our numbers. In on average, the average AGV system was about five to seven vehicles. And the reason for that was just the three line items outside of the hardware, which was engineering, installation and integration. That was the time on site really. And you had to amortize that over the vehicle cost and five to seven just happened to be the sweet spot where it started to make return on investment sense, right? The new tech allows us to put vehicles in for a much lower number so people can now afford to put a single vehicle system in and learn from it. So the tech is pushing all of us forward. It really is.

Scott MacKenzie 23:04

I like it and the what stands out would be that incremental approach, even proof of concept it I think that's great. It doesn't have to be big bang, you don't have to dig a trench of some sort. It's it doesn't have to be that complex. Now we're gonna have to wrap this conversation up. JOHN, how does somebody get a hold of you?

Scott MacKenzie 23:26

I think the best case scenario would be to reach out via the internet. That's Balyo comm www.meliar.com. And you'll be able to reach out to us as a company there. My personal email address is certainly available. That's john dot Hayes ha ye s Balyo COMM And I'd be more than happy to help. I tend to take a more consultative approach to everything that I do so pretty little to salesy with me. So I'm more than happy to just chat with people if it's something they'd like to talk about.

Scott MacKenzie 23:53

And if you type in john Hayes, if this just blows me away on on LinkedIn, you've got john Hayes. I was looking at him going, and I saw john Hayes 7953 blah, blah. No, that's impressive.

John Hayes 24:17

Right.

Scott MacKenzie 24:18

All right, a couple of things that I want to put before you listeners, once again, I love the concept, and we've got the problem of up labor, we've got to be able to look at it from that. From the technology perspective, I think Valley has got an interesting value proposition. I like the fact that we're talking a little bit about the incremental approach. I think the future's bright when it comes to this and and I think if you're driving down the costs, and and trying to have that mom and pop mindset, I think you've got a great value proposition. I like it.

John Hayes 24:54

Thank you very much. All right, we're gonna wrap it up. I really appreciate you. Yeah, we're

Scott MacKenzie 24:58

gonna wrap it up on the other side. You're not go away. We will be right back. You're listening to the industrial talk Podcast Network. All right, that is john Hayes i t y e s and you definitely can go out to john hay. His Lincoln stack card is all out there and you know what? It is truly john Hayes h A y e. s. Balyo is the company go to be a lyo.com find out more about how those that solution and what they're doing. Balyo can definitely help you and your manufacturing process as well as your warehousing stuff. It's everything that's john right there, man. I'm looking at it as that card right there. JOHN, good looking guy with the beard can't miss. Alright, once again, we are talking about industrial talk to Dotto. This is where you're going to go this is where you're going to go. You're going to go to educate, you're going to go to collaborate and you're going to glue to innovate. We are all bound together without a doubt. We have ties, every industry whatever it is, let me Valley Oh man, that's important stuff and they have ties to the warehousing and and the manufacturing world. important stuff. Reach out to him. All right. Thank you very much. Be bold, be brave, dare greatly you change the world. Thank you very much for joining the industrial talk podcast. We will be right back

The post Mr. John Hayes with Balyo Talks About the Power behind Automated Transportation Solutions appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Ron Gusek, President at Liberty Oilfield Services about “Leveraging Technology and Innovation to Reduce the Cost of Energy and Minimizing Environmental Impact”. Get the answers to your “Oil and Gas Innovation” questions along with Ron's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Ron and the wonderful team at Liberty Oilfield Services on the innovative solutions that reduce the cost of energy while minimizing the impact to the environment by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

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Personal LinkedIn: https://www.linkedin.com/in/ron-gusek-3b27232/

Company LinkedIn: https://www.linkedin.com/company/liberty-oilfield-services/

Company Website: https://www.libertyfrac.com/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

oil, people, gas, ron, industrial, oilfield services, world, drill, industry, technology, liberty, north america, energy, produce, important, alberta, emissions, impact, innovation, big

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots,

00:21

and let's go. Alright, welcome

00:22

to the industrial talk podcast, the number one industrial related podcast in the universe. I'm not overselling that I don't think I am. Thank you very much for joining. We celebrate you industry heroes all around the world because you are bold, you are brave. You dare greatly you solve problems, you make people's lives better, and you're changing the world. I don't think there's anything else better to celebrate than you. Thank you very much for what you do. And joining the industrial talk podcast. All right. in the hot seat, we got a gentleman by the name of Ron Gusek, President of Liberty Oilfield Services, we'll be talking a little bit about fracking 101 pretty cool topic, as well as technology, the advancements of technology and how it just makes the world a better place. Gosh, you guys are great. All right,

01:17

let's get cracking.

01:20

Ron,

01:22

go out to a stat card, big time stat card, you'll say Wow, he's uh, he's got some skills, I've got some mad street credit, as well as he's a super nice guy. As is a lot of people within industry, super nice people. I don't know, it's, I'm living the dream, I'm living the dream. Before we get in the interview, let's just talk a little bit about business. We have a new, well, I can't say we're in the process. Industrial talk 2.0. And, and what we're doing there is we're just sort of redesigning, we have the podcast, we have videos, we have training, we have everything. And now we want to be able to begin pursuing and having greater educational opportunities for industrial professionals, greater and easier collaboration opportunities with industry professionals, like for example, if you want to get involved, let's just say you want to reach out to Ron here, you can you can see what he's doing, what his team's doing at Liberty, oilfield services, and so on and so forth, and be able to create these great opportunities to be able because I'll tell you right now, Ron, others are really into this whole education, collaboration, and innovation. I think that's, that's where we have to be. That's where we're going. And that's what's industrial talk to dot o is we want masterminds, we want to solve problems, more problems using and connecting with the individuals that make things happen, which is everybody, and then be able to put it together because I think me and I just got done talking with Intel, that the same thing exists, we we just don't have pre pandemic. Yeah, maybe we have the solutions during this pandemic, during this next normal during this new normal, whatever it might be. I think what we're looking at is a necessity and people's willingness to collaborate and solve problems. Because that's really where it is. And I think that more and more people are just doing that. And that's what this is all about. I'm just telling you right now. That's what this is all about. All right. That's industrial talk. 2.0 Be on the lookout for that. All right, another thing?

03:36

Not,

03:37

there's not I'm gonna hold off on that. Let's talk a little bit around. Ron gooseneck. All right, Liberty oilfield. He's been there for about seven years little over. He's got oil and gas pedigree like nobody's business, and just all around great guy, Canadian, just like my parents. So he is a nice guy. But we're talking about fracking 101. And I think that it's really interesting for us to have that realization that energy is very important, especially today. And companies like companies like liberty. They're doing everything they can to deliver the energy to deliver the products at the lowest possible price. And and do it in such a way that it minimizes the impact to communities in the society. They have a really beautiful purpose. And then you can tell man a they've got that desire to do it and do it right. Gosh, Liberty oilfield services.

04:38

Alright,

04:38

let's get on with the interview. Ron Gusek is in the hot seat. He spells his last name g USEK. Reach out but you know, it'll all be out on industrial talk.com everything that you need to know to be able to connect. Alright, enjoy the interview. Ron. Wow. Welcome to the industrial talk podcast absolute honor Howard. Are you doing today?

05:00

Very well. Thanks, Scott. Excited to be here with you. So thanks very much for having no idea

05:05

how excited I was looking forward to this interview. I, of course, I was looking on my, my calendar and I'm going all right Ron's right around the corner right there. And I, I might as well just sort of sit here. Just be excited about this conversation. All right, listeners, we're gonna be talking a little bit about what Liberty frac does, you can imagine in their name. Yep. They're in the oil and gas industry. And they definitely help a lot of companies do a lot of great things. And we're gonna go into that particular conversation. But before we do that, Ron, little 411, because your stat cards great out there, but little 411 on who you are.

05:40

All right. Ah, yeah, quick, quick history on me. I grew up in Canada, just outside of Edmonton, Alberta, and ended up going to engineering school I love taking apart cars and things like that. So mechanical engineering was, was in my, in my nature, my dad was a carpenter, pretty handy guy. And so I was hands on sort of person. And, and, and so engineering came pretty natural to me. I swore I'd never saw a store, I'd never work in the oil and gas industry. You know, I grew up in Alberta and a crazy time, and thought that was too volatile and industry for me. And so I started working in heating, ventilation and air conditioning figured everybody need that all their lives, that's a safe place to go to work, but our oil and gas in Alberta so it didn't take probably four years after I got out of school and I ended up in oil and gas have been in it ever since. So I'm I'm almost 25 years in the oil and gas industry now seeing a good chunk of the world as a result of it. But most of that based in Calgary, but packed up and moved down here to Denver in 2014. And been here with Liberty ever since.

06:42

That is amazing. That's it? I mean, it's it's hard. Yeah, you're in Alberta, it's hard to avoid that. Oil and Gas. It's, it's it's a big deal up there.

06:53

It is a big deal. 30% of the GDP or something like that.

06:58

Yeah, it's a big deal. Yeah, it's hard to avoid, and it's but but being in the business for 25 years, you've seen a lot of a lot of changes a lot of technology, a lot of advancements, and and from my perspective, all pretty benefit, you're not sitting out there trying to say, I'm going to make it as as inefficient as I possibly know you guys are always pursuing that technology, the efficiencies and being able to achieve that as much as you possibly can. Now, for the listeners out there, and for me, too, because I'm not the sharpest tool in the shed give us a little tracking 101. And what Liberty frac does just just give us a little basis, and then we'll just sort of springboard from there.

07:38

Alright, sounds good, a little basics on exactly what we do. So, you know, today, when we drill a well, it's something called a horizontal well, so we're going to drill down maybe 7000 8000 10,000 feet into the ground vertically. And then we're going to turn that well horizontally, and we're going to drill out a mile or two or three inside the rock that we are interested in. And then the problem is the rock that we're drilling into the natural pore spaces in the holes for the molecules to flow through are so small that oil and gas wouldn't naturally flow out to the hole to the well that we just put in. And so it needs a little help. And so we do something called hydraulic fracturing, which is creating cracks in that rock radiating outwards from that wellbore that we drill. And that provides a better pathway for oil and gas to get to the surface, I kind of liken it to creating a city. So you know, if everybody wants to get downtown, you know, we have major freeways on which all the cars can get from their little neighborhoods, then you get out onto a big freeway and then ultimately end up in the place you need to get to fracking is just like that we put, you know, we put a big wellbore down there, which is the major freeway, and then we create all these arteries into it, which are the hydraulic fractures. And that gives those little molecules a path to get to serve where we can use them.

08:58

So the question I have somebody had to come up with this thing, this fracking solution, how long has it really been around?

09:07

It's been around a long time. Well, more than 50 years, we started fracking in North America back in the 1940s or 1950s. It looked a lot different back then, of course, but but fundamentally the exact same idea that we do today, we just do it at a different scale.

09:24

See, I never knew that. The way I sort of look at it, it's like, hey, this came out it's relatively new and they're doing this and and but but it's it's a it's a technology that's been

09:37

Jeez.

09:39

Yeah, that's a long time. It

09:41

It's Yeah, you know, it's evolved for sure we we do it at a different scale. Today, we do a lot more of it. The reservoirs we work in require more stimulation, more fracking to to produce oil or gas but, but still exactly the same principle that we started decades and decades ago.

10:00

So in this particular case, the benefits of fracking are obvious you can get greater yield from a specific location. And, you know, it's I guess, and correct me, Ron, if it's like low hanging fruit, I can pick it, but maybe there's some fruit that's a little higher up, and that tree can yield more from that that analogy, which is, I admit very weak, however, it is for me and the listeners anyway. From from a yield perspective, what what, what can we see from an existing location greater yield? What are we talking about?

10:41

Well, I would guess that most of the wells we drilled today, if you didn't frack them, they wouldn't produce a drop of oil or gas, you would get almost nothing out of them. And so, hydraulic fracturing means the difference between a well that does nothing and and a well, that will produce hundreds of 1000s of barrels of oil, or or millions and millions of cubic feet of gas over its lifetime. That wasn't true. Historically, it used to be you could drill a well, and it would flow on its own, and it would flow that way for years and years and years. But today, the reservoirs we work in, that's not the case, they they require stimulation to produce at any economic level.

11:17

Amazing. And, and you get to a point, and once again, I would imagine, a driver is a cost per barrel, and the solution needs to sort of be within that economic benefit. If it's outside of it, then it makes no sense. But if it's within that, so you're constantly driving, to the point of trying to make it more efficient, better cost effective.

11:41

Yeah, I mean, of course, oil, oil and gas are commodities. And so they are driven by a supply demand curve, to to at least some extent, and so you know, there's a, there's a price out there that we can get for a barrel of oil. And ultimately, you know, if a company is going to be a success, they have to find a way to produce a barrel of oil, for less money than they are able to sell it for same is true of any business, and ours looks no different than that. Now, of course, you know, the great thing about having low oil and gas prices is that is that everybody benefits from that, you know, we all, we all consume hydrocarbons in some way, shape, or form that might be directly in the form of your furnace, or hot water tank or something like that, that might be a little less directly in the form of gasoline in your car. But we all consume those less expensively, we can ultimately find a way to produce a barrel of oil or a molecule of gas, less expensive energy is for humanity. And so, you know, we have to continue to be innovative and find ways to lower the cost of energy. And we also have to find ways to lower the impact of producing that. And

12:45

when you say impact, what do you mean by that?

12:48

Well, I think there's a lot of ways you could think about that certainly the the most talked about one is is the thoughts around impact co2 emissions in the climate. So that's a, that's a very, very big picture one. But you could also drill down to a much, much smaller level than that, you know, here in Colorado, the majority of the, or the core of the field that we work in is right up and down the front range of the Rockies here, which also happens to be where the vast majority of people are moving into Colorado. And so we find ourselves in a situation where we are going to be working in very, very close proximity to a place where somebody is living close to a backyard close to a park or a playground or a school or something like that. And so as you know, when we put that pad in place, and ultimately go out there to work through the exercise of drilling and completing those wells before they they produce, there's some impact to those folks. There's there's noise and some dust and some truck traffic. And and we recognize that as a as an inconvenience to the people who are nearby there. And so it's incumbent upon us, as industry to find ways to minimize that impact for the time that we are there. So we don't want to keep them up at night with loud engines, we don't want trucks coming and going at all hours of the night to the extent we can avoid that. We want to find ways to minimize the dust in the air so that they don't, they don't have their enjoyment of the outdoors taken away from them. So we continue to focus on solutions to try to get that local impact small as possible.

14:15

See, that's interesting. Because, you know, of course, your business wants to do that. Of course, you you want to minimize your impact, because the value of what you're doing is important because beyond the the natural gas component and beyond the the obvious one gasoline, petrochemicals I mean, it's a it's an everything. I mean look, it's everywhere, right? And without it I mean you're just like my speakers. I guarantee you right? But it's we forget the the the massive impact, but then you've got this desire within let's say Liberty frac to To really minimize the local impact to the community and people, because that's important, too. And I'll set you live in you live in beautiful country. Do you do it, but but there's the resource, and you're going to be challenged to do it in a way that is that makes sense. And you guys accomplish that. That's how I look at it.

15:22

Yeah, I think you're absolutely right. You know, having worked in this industry, now I've grown to truly appreciate what what energy has done for humanity and what it will continue to do for, for the future. And so I think what we do is incredibly important, you, you made a lot of great points there. Oil and gas is everywhere around us, there are the obvious things like transportation, fuel, and whatnot, but plastic medicine, and the list go fertilizer for agriculture, the list goes on, and on and on. There are lots of great videos out there that show what life would look like without oil and gas. And it is a shadow of the, you know, the world that we enjoy today. So, you know, we we view what we do is incredibly important. And while a lot of people maybe don't recognize exactly how critical oil and gas is to their world, we know that but we take very seriously our responsibility to produce what we view as an as maybe the most needed industry in the world, to do so as responsibly as we possibly can. And yes, to your point, that means continued investment in technology and innovation to find new and better ways to do things.

16:28

So speaking of that, you touched upon it, it is a it's a bullet point on my some on my my sheet right here, Rod, is, let's talk about technology. You're constantly investing, you're constantly applying, you're constantly looking at the technology that can produce the results that you need to produce, minimize whatever it needs to be minimized, make it more efficient, and so that the cost points are constantly being what recent technologies. Can you sort of point to? That says, Yeah, this is this is this is cool.

17:05

Yeah, sure, I'll I'll point to a couple, there's the list is long. And we've got all kinds of ways with that. But let me go back to that, that whole idea of reducing impact in in a local area, you know, we take, we take a lot of equipment out of to a location to frack a well, if you if you ever have a chance to go visit a location, it is something to see, we will, we will drive out there, you know, your average car is maybe 200 250 300 horsepower in the engine, we will take 50,000 horsepower out to location. So you can appreciate that a lot of engines out there running at the same time. And they make a lot of noise. And so we work 24 hours a day, 365 days a year to produce energy and, and so you know, if we're out there making a lot of noise, and somebody's trying to sleep through the night door, that's not a good combination. And of course, that frustrates them. And so we worked hard to find a way to quiet down that equipment to make sure that even if we were running at two o'clock in the morning, if you were 500 feet away from where all of that equipment is running, you would not be able to hear it. And so a few years ago, we rolled out something called the quiet fleet. And it takes the hit for our equipment down at 500 feet to less than 65 decibels which is which is you know, just in common terms, quiet conversation. So if you're 500 feet from our frack location where all of those big compson engines are running, you can listen to the birds chirping now. And that was important for us, particularly here in Colorado, in the northeast, for example, they do a lot of work around residential areas there. And even in even in Texas, we find we're doing work closer to cities there as well. That's, that's one example. Another good example just might be evolution from an emissions standpoint. You know, we of course those are those are big diesel engines and and if you've driven around behind a diesel truck, you know that they they emit black smoke, sometimes particulates. And so we've continued to invest in the in the best engine technology to make sure that our emissions profile will follow. And so, you know, when we first started the company 10 years ago, that was those engines meta, a tier two emission specification, we now have moved to the latest and greatest which is year four, that's like a factor of an reduction in in those particulate emissions versus what they used to look like not that long ago. So the the emissions are getting cleaner. Our next step that we're working on right now is actually an electric, frankly, be driven by electric motors instead of by diesel motors. We'll have that out for tests this year, but ultimately commercialized I think next year, that'll be a dramatic step forward and what one of those locations sounds like, looks like and operates like so. Yeah, lots of lots of big investments. And I mean, these are these are not inexpensive things measured in millions and millions of dollars to deploy technology.

19:46

I'm I'm done to buy the quiet equipment that I know I've seen it I if I come to Colorado, I expect a trip to one of your locations but Sirius Sirius equipment. And I'm I'm amazed that you're able to achieve it's amazing the the innovation that can be applied that that equipment is that quiet. I mean, it just amazes me, I don't know how you do it.

20:15

I appreciate the creativity of our engineering team when they dream things up like that, you know, it took us a couple of years but but I kudos to our team for having the initiative to do that, for having the vision to think that that can be accomplished and ultimately getting there. And but I think that just speaks to the level of innovation that exists inside our industry, I never cease to be amazed by

20:37

itself funny when I have conversations with individuals within the oil and gas industry, the market.

20:43

It's

20:45

it's like, it's innovation on steroids. You have to constantly think of innovative ways of doing your work. And and it and yeah, you may be you guys put your money where your mouth is you make that investment you do it. It's one thing to chirp about it. It's another thing to make it happen. Kudos, I just think it's in that in that in that admissions. So that electric, the electric option. I mean, I've been having a lot of conversations about just electric everything, right? There's a lot of lot of horsepower. And and solutions there. I mean, it, it could be that that's amazing.

21:32

Maybe a big step forward, you know, not a small undertaking. Of course, if you looked at if you looked at the equivalent of that, just thinking about people, I guess one frack leads probably the equivalent power draw of a town of, I don't know, 15 or 20,000 people. So it's, it's a major undertaking to get that electrified, we probably don't take that power off the grid, at least not to start with maybe that's a long term goal, we probably have to generate that power nearby ourselves. But but it will still be a meaningful step forward from where we are today. I

22:02

just you just sort of glossed over that. That little statistic of the power requirement of a 20,000. You know, population community. I grew up in that town in California, and you just sort of roll about that and go, are you kidding me? That is stunning. That is that? How many Meg's would that be? I don't even know

22:29

about about something between 15 and 18 megawatts.

22:32

So you're looking at a GE type of deal. You're looking

22:35

at a on one side? Yeah, you could use a gas turbine, that's certainly a solution that you'll find out there for generating that kind of power, we're gonna take a little bit different approach that maybe the equivalent of a hybrid electric vehicle where you have natural gas engines, but we're going to use Recep engine, so kind of like a car engine, but run on natural gas, together with a battery pack. And and that will allow us to, to, to deliver a bit of a hybrid electricity approach and run the engines as little as possible. So we're aiming for as low in emissions footprint as possible with that solution.

23:12

I'm telling you, man, that's dead sexy.

23:14

I don't even know where to go. You smile everyday getting up to do this stuff.

23:19

Yeah, I see. I'm sitting

23:20

there. I'm just geeking out on everything. They're just saying, because my mind's going a gazillion miles per hour. But I love that. And you know what's interesting? Speaking for you, you're talking natural gas out of that. That last solution? Well, I mean, you guys, you guys know a little bit about natural gas. Right?

23:41

A little bit. Yeah.

23:44

Good, fit, good fit. Now, let's, let's sort of put on our future hat. Where do you see it going? I mean, there's a lot of a lot of activity going out there a lot of uncertainly. I mean, come on. I mean, I haven't. I think I went to the gas station. What, once in six months or something ridiculous. And so a lot of people are in that, that sort of, so that that consumption, where do you see it going? So future?

24:14

You're absolutely right. Last year, I can't remember what demand came off by at the low point, but it was pretty significant. Pretty meaningful dip in in demand for our products. It's come back. Not all the way of course. But it might be off three or 4%. Now from where it was before. But, you know, going into going into the whole downturn as a result of the pandemic, the world was consuming, Ah, look just a little north of 100 million barrels of oil a day. We're still up in the 90 million plus barrels of oil a day. And I'd be very surprised if we didn't get back up over 100 million barrels a day in the foreseeable future and and the story is not much different for gas you know, if you if we live a fantastic life here in North America, I mean, you look around and we are absolutely spoiled. In terms of the world that we enjoy, there are still a billion people in the world that lack basically any access to electricity. There's another billion people in the world who have intermittent access to electricity. The demand for energy is still growing dramatically. And while we are working our way through a transition to add different forms of electricity generation to our world, we are still some ways from being in a place where I think that displaces oil and gas, particularly for transportation, fuel and whatnot. I haven't seen the statistics for 2020 yet, but 2019 was a record year for total energy delivered by oil and gas in North America. And so and I'd be surprised if 2020 wasn't another record year in terms of percentage of total energy provided by oil and gas. It's, it's a massive number. And so it continues to grow for a while yet simply because we don't have an easy replacement for it. You know, battery technology has come a long ways. But it is still a long, long ways from being able to provide grid scale power to us for a meaningful period of time. And we're not in a place where batteries put a fixed issue that happened a couple of weeks, but we're not there yet. And so I see it continue to grow for some period of time, I'm kind of in the camp that we don't see Peak Oil and Gas demand out, you know, for another two decades, probably a decade and a half, for sure, well into the 2030s, maybe into the 2040s. And so for at least as long as I'm going to be working, we're going to be working hard to produce oil and gas as cost effectively and with as little impact. Awesome.

26:33

So yeah, that's that's passion, baby. That is what I do, man. So here's, here's the funny thing, one of the things that just sort of stuck, and we once again, and you brought it up, we take it for granted, we live here and in where we live, we have access to pretty much anything, we take it for granted, and will complain about something and, and and yet, there are billions of people who do not have that type of luxury. And we forget, we forget that there are large portions of the world's population that don't have access to it.

27:11

Yeah, that's it, you know, so we have that global focus, but But even here in North America, you know, you can look at a map of folks who still have to dedicate 10 plus percent of their household income to paying their energy bill. And so I think it's incumbent upon us to still continue to work here in North America to find ways to lower the cost of energy delivered into somebody's house. And so that's important to me out on the coasts, it's, it's the worst, you'll see significant portions of the population on the eastern West Coast, challenged by paying their energy bills, just given the cost of living in those areas. It's a little less prevalent through the middle of the country, but it is a it is a big issue for people to afford energy, even here in North America, despite how well off we are. That is an interesting segment and we're talking you know, I don't like it when I when summer hits Louisiana.

28:06

My my, you cannot live in Louisiana without an AC, you just can't just me, you can't. And if you think you can, well, your line, and and my, my, my bill is substantial. And, but when it goes down, when there's adjustment, whatever it might be, that's real value to the bottom line, that's real value to individuals and their and what they did, so that's important. You know, you're you're clicking on all cylinders wrong, just FYI.

28:36

Well, I, you know, we when when you when you work in an industry that just plays that bigger role in our worlds, you, the people here are passionate about it. And you know, I think having having worked in it as long as I do, and, you know, I I've come to gain an appreciation for exactly what oil and gas has done for us. And, and, you know, while we're, while we're not always the, you know, the most favorite thing to talk about. It's important and so, you know, for as long as I'm here in this industry, I'm going to do all I can to make sure we're doing the best we possibly can to to do what you do every day.

29:13

Awesome. All right, we're gonna have to wrap it up. Are you out there on LinkedIn?

29:19

I certainly am. Are you active? I'm, I'm pretty active. Yeah, I you know, I there's lots of great things to share out there. And social media is a wonderful avenue to get to people. So I do what I can to share what I think are valuable contributions to that

29:32

community. A unique guy, he's just a unique guy.

29:37

I've tried to tell my girls I'm an influencer, but they have a different definition of influencers.

29:46

Yeah, you influence me. We could just say, Hey, tell your girls I've been fluid Scott. about right. Yeah, no, you're not. Those influencers are influencers. They're they're amazing. All right. So we're gonna have everything just FYI you listeners out there. I love this conversation. I will keep on going. But we're gonna have everything out on industrial talk.com. And you need to get a hold of this gent and great topic. candidate. I truly enjoyed it. A lot of good stuff out there

30:25

as well, Scott, really a chance to get on here with

30:27

you. Yeah, you're dropping value bombs. It's so cool. All right, innovation is on the gas, oil and gas innovation, what they're doing the investments. They understand it. We need energy. Ron's right in the thick of it. All right, listeners, Ron Gusek, who is on it. Thank you, Ron, you all of a sudden need to be staying tuned, because we're gonna wrap it up on the other side. So thank you very much for joining the industrial talk podcast. We will be right back.

30:57

You're listening to the industrial talk Podcast Network.

31:06

All right. That's Ron, told Jim, great guy. Great purpose, great focus. All those people at Liberty Oilfield Services definitely served a purpose. And trying to deliver that energy as low as possible, as efficient as possible. leveraging technology and everything in between. Yep, that's team liberty. oilfield services reach out to

31:29

all our

31:31

industrial talk.com. All right, one last thing. Remember, industrial talk 2.0. We're creating a plan that is all about the collaboration. Continue to do this. It's going to require heavy lifting on our side, but we're going to be able to do we're excited about it. And it's all about education and collaboration and innovation. We need to spread that good word. So anyway, thank you very much. All right. Be bold, be brave, daring greatly. But my challenge to you is hanging out with people who are bold, brave and daring greatly. You're gonna change the world, just like Ron and team. Liberty oilfield. Thank you very much. We're gonna have another great interview right around the corner. So stay tuned.

The post Mr. Ron Gusek with Liberty Oilfield Services Talks about Applying Innovation to Reduce the Cost of Energy appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Dan Anderson, Manager at Life Cycle Engineering about “Real Strategies and Solutions for an Effective on-line training program”. Get the answers to your “Virtual Training” questions along with Dan's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Dan and the wonderful team at Life Cycle Engineering on upping your online virtual training platform game by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

DAN ANDERSON'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/danandersonlinkedinprofile/

Company LinkedIn: https://www.linkedin.com/company/life-cycle-engineering/

Company Website: https://www.lce.com/

Company Twitter: https://twitter.com/LCE_Today

Company Facebook: https://www.facebook.com/LifeCycleEngineering

Company YouTube: https://www.youtube.com/user/LifeCycleEngineering

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

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Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

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The post Mr. Larry Olson with Picavi Talks about the power behind wearables in logistics appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to David Cahn, Product Marketing Manager with BlueRidge Global about “The Need for Supply Chain to Invest in Resiliency”. Get the answers to your “Supply Chain Resiliency” questions along with David's unique insight on the “How” on this Industrial Talk interview!

You can find out more about David and the wonderful team at BlueRidge Global on creating a resilient Supply Chain by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

DAVID CAHN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/dacahn/

Company LinkedIn: https://www.linkedin.com/company/blue-ridge-global/

Company Website: https://blueridgeglobal.com/

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

CAP Logistics: https://www.caplogistics.com/

Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

supply chain, demand, pandemic, optimize, people, inventory, blue ridge, systems, problems, industrial, industry, supply, drive, managing, david, collaborate, talk, planning, technology, selling

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. All right, again, welcome to the industrial talk podcast. That's right. It's about you, you industry here on if you're out there on video, I'm pointing right at your face right now. This platform celebrates you, you are bold, you are brave, you dare greatly. you innovate. You're changing lives and you're changing the world each and every day. And if you're not, you know, think, come talk to me because you are. Thank you very much for joining. Thank you for joining this particular celebration. All right. in the hot seat, we have a gentleman by the name of David Kahn, that ca h n. Blue Ridge global is the company and this is a timely topic because of this squiffy, whatever this market we call post pandemic, pandemic, whatever it is. Supply Chain must invest in resiliency. How about that one? Yeah, let's get cracking.

01:16

Come on. That's a cool topic.

01:19

I mean, I've had a number of conversations about supply chain and why it's important and it is important, don't get me wrong, it is important. But I think one thing that this particular COVID world we live in, we need some level of resiliency within that supply chain, because I think it caught us off guard. But you know what people like David, Blue Ridge, and others, they have answers because you know what we're all about here on the industrial talk podcast, right? You know, we're all about educating. But we want to educate in a entertaining way. That's right. And we want to be collaborating, and we don't just want to collaborate and chirping each other. We want to collaborate to come up and solve problems, because industry, you solve problems. And we have to collaborate to do that. We don't have all the answers. But when we get together in a collaborative way,

02:12

answers happen. I love it, you're solving problems. And then of course, we got to really think about innovation, we do. And they're not gonna happen if you're not educated. And if you're not collaborating, and you know, innovation is a result of that type of stuff. You got to dream, you got to think big, you got to work with people. The industrial talk podcast, the industrial talk platform, is a network of networks, where we're doing an industry talk, industrial talk. 2.0, how about that, because we want to be able to take you, industry professional, you, whoever you are, you know who it doesn't really matter, and be able to highlight your skills because you solve problems. Industrial talk.com is where it's at. Be on the lookout because it's pretty duck gun. Cool. I'd telling you right now, um, for me, I get, you know, I'm always excited. I am I do, I'm pointing at myself, right now, Scott does get pretty amped up about things. But this one I was I'm really amped up about because you could go out to industrial talk, you can then go to industry heroes, we're going down that road, you go to that industry heroes, right? And then you're gonna say, Well, I want to know somebody that's in, let's say, oil and gas. I want to know somebody that's in a, you know, IoT industry for data, whatever might be, and you can filter and find those individuals and their companies and reach out, and then find out everything that is damn cool about every single one. And then you're gonna say, I want to educate some more. I want to collaborate with them, because I want to innovate. How about that? I'm all tingling now. That's pretty doggone Cool. All right. Let's get cracking. Again, I gotta tell you, man, this was a pretty cool doggone interview. I really enjoyed it. David, just, he's got a lot of energy too. You'll notice if you go out there and a video if you go to YouTube channel, my youtube channel industrial talk, and you find this particular video, or you can just go to industrial talk and then find his where his podcast is located. You'll see the video there too.

04:24

He's, he's, he is infectious when it comes to this supply chain stuff. I'm telling you right now. It makes it fun. And I mean, it is entertaining. I'm new without a doubt. I'm thinking about changing my career to be more simple. No, I'm not. I'm sorry. That's, that's just me just putting myself way out there jumping the Shark Tank right now. But anyway, we're gonna be talking a lot about supply chain resiliency, and we do need it and what do we do? What are the strategies? David is out there.

04:56

He's got a badass stat card on LinkedIn.

05:00

Yeah, but you could find it on industrial talk and you're saying, Scott, Okay, I'm gonna do that. Yeah. David Kahn, he's bringing the lumber. Enjoy the interview. David, welcome to the industrial talk podcast. I'm excited about this conversation. How are you doing? I'm doing mighty fine. You know, living the dream, living the dream. And that dream is what?

05:22

solving problems on this solving, you know, the problems on industrial talk today. Yeah, that's exactly right. And I hear you, because that is important. And that's what people want to hear. problem solving. With a with a sparkly attitude.

05:39

All right, let's give the listeners a little background, a little 411 on who David Kahn is and Blue Ridge global and then we're going to venture into I like this resiliency in your supply chain and why we need to do that. Give us a little background. So David Kahn, been around the AARP supply chain CRM space for too long.

06:03

You know, Ben worked in manufacturing b2b distribution retail had my own e commerce companies for a while, built them grow them sold them

06:15

and, and driving really driving product marketing activities and content for Blue Ridge and and Blue Ridge. Global is isn't actually a supply chain planning provider. They're kind of a leading space in the

06:29

wine and spirits in the food service. Oh, really? distributing

06:35

automotive aftermarket? Yeah, I was you had me on line and spirits? Yeah, yes, they do.

06:44

Dramatically these days. So yeah. So they're doing very well. And they do pricing and planning and price optimization and planning optimization.

06:54

Well, the industry see it like that. And I mean, it was funny because the pre pandemic, right? If you can remember back then, because I certainly can't apparently, that was such a long time ago. But but apparently they were saying, but anyway, pre pandemic, we didn't realize how important the supply chain was right? Just like it you just took it for granted. You know, that product was on the shelf. Yeah, there it is. It's right there. It's ready to go. And then the pandemic hits, and then all of a sudden, Where the hell is that product? It's not on this. Then everybody all of a sudden said, Doggone it, where is it? And then they realize supply chains. pretty important. Yeah. As we go scramble for, you know, sanitary clothing and toilet paper and hand sanitizers and can't find them and empty shelves. And yeah, pretty cool stuff all sudden, it was but then that segues into what we're going to be talking about, I realized how

07:48

how, to a certain extent, how fragile that supply chain was, we just sort of took it for granted. And it was like, doing its thing. And then all of a sudden, there's a burp in the old thing. And then all of a sudden, boom, everybody's all pissed off. Tell us a little bit about investing in the resiliency. What does that mean? I don't know what that means. What are we really talking about here is that the pandemic and there's gonna be other crisis's, you know, that occur every, you know, every day, every year, you know, and that caused basically the supply chain disruptions that you talked about. And they're requiring really better visibility to supply and demand fluctuations. And that's really what, what we're talking about resiliency, and then how can I respond quicker. So you see, like, for example, unforeseen weather events, and seasonality. You know, we have spoilage on fresh fruits and vegetables, we have people hoarding items, we have demand for other items, you know, that comes to come almost to a complete standstill, you know, you got all these different changing business models, you know, you have foodservice distributors that were selling a lot to restaurants and that kind of distribution channel and now selling to grocery stores. And so whole different shifts and models are occurring. You know, same is true with, you know, the wine and spirits in a manufacturer starting to ship their business models and making hand sanitizers, you know, and selling that to totally different markets. And at the same time, you know, how do I get these products to the market, because of this, you know, there's labor shortages on drivers. And so, you know, so not only even if I was able to react, I got delivery and fulfillment issues. And as people come in, you know, people want to get this stuff faster, better, quicker, you know, they want to get used to ordering today and getting it tomorrow and getting into an hour. And so that puts unbelievable demand pressures on how I support and how I can respond to changes in demand a lot faster.

09:55

I'll tell you it

09:58

it highlighted just

10:00

That complexity that exists today in the supply chain and how, you know, that chain itself, there's some weak spots within those links. And, and once that one, one link begins to falter a little bit, then everything else starts to there's a rippling effect. And so, so the question I have to you recognizing that if you haven't taken this whole pandemic thing seriously, and made some adjustments, and making your supply chain more resilient, what do we need to do today to, to, to achieve that?

10:33

So it is a couple things. One is really, we have to fine tune how we drive our planning, and pricing, you know, and, and the amount of data that we're that we're coming into the supply chain, and how do I absorb that. So for example, Blue Ridge is using a lot of artificial intelligence and machine learning, based on that data that's coming in, I mean, this phenomenal amount of data is coming into the supply chain. And so at the same time, they you have to maximize or optimize the 1000s and 1000s of stock keeping units that you're delivering to the market, and through different channels. So you may have a, what they call a multi Echelon network where you're selling food, distributors, you're selling those distributors and selling to wholesalers. And then you're you're selling

11:24

to retailers. And so managing the inventory and the price point and the geography by category by assortment, you know, how do I effectively do that without using some level of machine learning or artificial intelligence to help me drive that analytics, you know, much more effectively, and optimize my levels of assortment inventory, optimize my revenue, you know, slashed my inventory, carrying costs, but really one of the unique things about

11:57

it, it all comes back to our, you know, knowledge of supply and demand, you know, traditionally managing that supply and demand. And one of the unique things is we started out historically with supply, you know, supply chain planning. And that was really managing the supply side.

12:16

And then we started to wake up one day, and we said, you know, we need to start managing our demand better, we need to get better visibility to the math. And so up came this house sales and operations planning, and we were marrying demand management systems with supply chain with supply chain planning systems. And so the next evolution really came with integrated business planning.

12:41

And really what we're talking about there is integrating some financial modeling into the system. So I can find to my revenue streams, fine tune my margins, optimize and even tune that demand that selling the products that I want to sell versus reacting. And that's really where the pricing optimization comes into the equation. So yeah.

13:03

David, it's interesting, you're, you're talking talk, you're walking the walk, you're doing all this stuff, that's really pretty cool. I just think that people because of the pandemic got caught off guard, I think what you're talking about is a very sophisticated level of thinking associated with their supply chain that supply side demand side, using AI analytics data, pulling it in and, and and being able to identify those nuggets of insights to make better decisions. I think, because of the pandemic, everybody's like, Oh, my God.

13:37

It's out there. But I mean, you're, you're a sophisticated type of guy. So think about it, you know, simplistically, let's kind of take it back level. So simplistically, no one wants to hold the inventory. Nobody want it

13:53

doesn't want it, the distributors don't want it and the retailers want to keep their inventory, you know, as fast moving as possible. Everybody wants that inventory to move as fast as possible. So we implemented all of these different tools to manage that inventory, as fast as good as well as we can. And so we want to know, as fast as possible, from the demand of when we buy it, how to replenish it, we want to we want to react really fast. We want to know which stock keeping units are moving faster. How do I want, I want to optimize the fast flowing, I want to do something with the slow moving, but at the same time, how do I balance that? And since no one wants the inventory, you know, everyone's running lean, so you get a disruption or get a spike in demand. And the supply chain is not ready for that. We no longer have that luxury of huge buffer stocks and huge safety stocks.

14:56

You know, everyone is, you know, we're delivering right today.

15:00

The consumer, we're deliberately cutting out the middleman in a lot of industries, no one wants the inventory. Everyone wants to accelerate that whole supply and fulfillment equation. And what's funny is, I've been at a lot of industrial sites, and they have this hush hush conversation about their bone yard. And it's, it's a special locations where nobody wants to carry inventory, but they have a bone yard. So when that whole problem happens, they have a bone yard, that they have this buffer stock.

15:36

And so the buffer stocks, you know, is really what they call safety stocks. And it is, you know, how do I optimize that safety stock, because I really don't want it if I can, if, I mean, the safety stock is like your insurance policy, it is. And so, if but if I had better forecasting, and better demand visibility, and I was much more integrated throughout the supply chain, that bought the stock was safety stock could be lower, and lower and lower, and it would reduce everyone's carrying costs here, here's my, here's my question is, is I get it, I see what you're doing. That's fantastic stuff, great thinking, great innovation in that mindset. But what if the, if I'm a, a vendor, and I'm just, I'm old school guy, right? I do it this way, I've been doing it this way forever. I'm gonna have my I'm gonna have a disconnect between my innovative thinking like what you're doing, and having that conversation with old school guy, and and see how I can optimize it. How do you deal with that sort of disconnect?

16:41

lexicon disconnect, I don't know. So I think really, you know, the, the problem is,

16:48

is that that person that was doing it manually, or spreadsheet wise,

16:53

can't do it that way anymore. He just can't. The reason is, is that we are now delivering, and fulfilling our customer customer demands, in so many different ways you can order on one place and have it shipped to another, you can order online and pick it up in the store, you can, you know, managing all of those echelons of quality of inventory, where do I put the inventory to optimize my demand signals? Where should I have? How much should I have? What? which items? Should I have that in it? You know, how do I how do I price those items more both effectively to drive revenues, wherever is the ones that have the least carry. And at the same time, people are driving more customized, personalized type of products. So the number of stock keeping units is going is growing phenomenally. You know, it typically in a high tech market, the average product life cycle is about 14 months. So there's new products coming out every day. So you know,

18:01

how do you

18:03

use and you should aspects without a system? I i what i hear you saying, David is that you if you're listening to this podcast, and you do it on a spreadsheet, I highly recommend that you sort of get into the 21st century, and begin to invest in some innovation, to manage that demand and supply all of the stuff or somebody who's just gonna go ride around you and satisfy their need to be able to not hold stock but have greater real time capabilities. So don't don't be left out in the cold. Right. Yeah, exactly. It's just not that. Come on. It's not that difficult. It seems to me it would be far more difficult to manage these doggone spreadsheets, then

18:56

not to allow the technology the innovation to do it for you. Right. It just seems I mean, we're there now. I mean, is so, you know, we've always kind of managed the supply side, and that, you know, we're getting better handle on the demand side. But what are the things that really can shape the demand and drive ultimate clean a forecast is that pricing optimization tool? So you're really bringing in financial metrics for the company that, you know, what is the target margins that they want to achieve? What is it? What is the high selling products that they want to move forward? How do they remove How do they move the slow moving items, or end of life items that we just talked about? How do I how do I optimize what I have and drive the revenue and shape my demand instead of being reactive? I want to be proactive. And if I can be proactive in shaping the demand that I want to sell at the price points I want to sell then I can supply that

20:00

more effectively and more efficiently. And I can lower my inventory, optimize my carrying costs, optimize my inventory delivery systems, optimize my fulfillment, for what the truck loads, and I need to deliver out to out to the channels. And

20:15

can I incrementally approach this problem? Because you know, as well as I do, everybody gets into that business mode, we're just doing this, we're just grinding it out. And, and and

20:26

we're not optimized by any stretch of the imagination, I'm just sort of to, in general, is your way of being able to sort of incrementally proceed down this road to do that?

20:37

So yeah, there is I mean, you know, you're going to start using a lot of start using, you know, before you start planning, you're going to start executing, you know, I got a react, I got a new customer, he wants this, and he wants this product, and I need to get it to that person. So you're going to react, you're going to use what we would call supply chain execution, you're going to optimize your transactions to fulfill that order, prioritize that order, get it on some truck and deliver it, you know, and so you're going to use different warehousing systems, different transportation management systems, that really drive execution of, of your supply chain, where you start getting the next level up is loud, let me stop that and do better planning of that. Ah, yes, let me plan better. You know, let me get a forecast that's more accurate. And traditionally, you know, your forecast

21:31

is going to gonna be off, you know, I didn't rock it, it was it was so mature over here, I could forecast I could sort of deal with it over here pre pandemic, but now the pandemic is good. I'm having a hell of a time trying to forecast this, like, because I have no idea what that that demand side equation looks like, because I so squiffy out there. How do I deal with that? So there's a lot of different technologies, a lot of different methods in which you can start getting real time signals of the demand, you know, think of integration from a retail or, you know, the point of sale system, you know, if I can react, you know, there was one example of a leading

22:14

perfume manufacturer, okay. And they, you know, they put out something like 1500 new products a year. And some of them, some of them are successful, and some of them aren't. Okay, but they gotta be react real fast to the ones that are successful in the ones at the same time, which ones aren't? Yeah, so there was a story where there were

22:37

a leading actress was on Good Morning, America. And she talked about this new mascara that she was using, right? And immediately, within like an hour, it's like that demand. And so that that manufacturer, and those resellers and wholesalers had to, you know, jump up their replenishment. So those demand signals are real time. Yeah. So getting closer to the demand signal, yeah, allows me to be punished better. Yeah, you need to integrate, you need to be able to, you need to connect, it's an integrated, it's a data thing, and you can pull it all in. But this is all great conversation. It's all wonderful. And I got my help. I'm shaking my head, you had me at Wine and Spirits at the very beginning. I was like, super homed in on this conversation. What are the roadblocks so

23:34

just like any other technology, it's, you know, people process and technology. So, you know, I have, you know, the ability, how effective Can I do change management, you know, and another thing is, hey, I've got all these other conflicting projects going on, at the same time, I don't have time for you need help. And, you know, I'm too busy putting out fires, fires, then, you know, try to get things you know, predictive. Yeah. So, I think, you know, moving from putting out emergencies and fires during the pandemic, to actually moving towards something that's more proactive, and planning in the new weld is, is gonna really help it. But you know, you you know, right now people are trying to get back to work, you know, are they trying to survive and trying to figure out how to rebuild and what do I how do I prosper going forward? Or is this just, like, digging a ditch and and filling it back in and there's no real progress being made. But But to your point, and, and for your listeners out there, it's always a human element and the technologies the technology, and you're gonna have great people talk about their innovation and, and how they're constantly adding to it. But unless you get people to really embrace it and recognize that this is important, and be able to prioritize their, their workload, for lack of a better term, it's it's always going to be something of

25:00

Have a challenge. It's always a human element. It's always that culture that keeps succeed or fails it is. So it's like, and boy, especially today, I find, David that the pandemic itself has created

25:17

a greater focus on things that are important right? Before it before pandemic, it was like, yeah, there's a lot of fluff a lot of crap out there. But now, people don't have that luxury of just sort of,

25:32

I want to focus on what is important, and executing it as fast as I possibly can, and adjusting and so on and so forth. Do you get that same sense? Yeah, you know, I, yes, I'm gonna say yes. And the way that I see people responding to that is,

25:49

tell me what I need to work on, you know, managed by exceptions. I know, you know, if, if I if I got all these different, you know, orders out there, you know, I tell me, the ones that I'm in danger of Tell me was the ones that are going to be late? Don't I don't, you know, I don't care about the 95 of them that are on time. Right now, I just let me deal with the five exceptions, you know, and so how do I, how do I get that material? To me faster? How do I fulfill that order quicker? You know, it's, it's management by exceptions, you know, but yeah, we're gonna let the data and the decisions to help drive those decisions on how I'll correct that action, or correct that exception, I'm going to leverage technology to do that I can use machine learning, I can use artificial intelligence to say, how did that I had a similar problem to like that, you know, two months ago, or a year ago, you know, how did we handle it, then, and let the system make recommendations, not only be kind of predictive, but let it be prescriptive. And so a lot of analytics are really much, hey, here's a dashboard of your problems. Some of them will recommend, you know,

27:03

you know, be you know, based on based on past performance, this is going to be late. But if if you can actually start saying I'm going to be prescriptive, and here's how you resolve that issue, then you've got, you know, some true value and with the, you know, with, with the newer generation of people coming on board into supply chain, let them leverage that experience, you know, and knowledge workers kind of technology, you know, brain trust that existed in the company, to how they solved that problems in the past and let them let the machine Help Help the new generation. See, it's cool. I like I like what you're talking about, right? Because I think that

27:48

right off the bat that the genies out of the bottle, if you think you're gonna be doing business the same old way. I mean, a, you just got another thing coming in, um, and, and you can't, you can't expect to survive or have some sort of legacy, if you're thinking that you're not going to have to innovate your business and leverage technology like yours. He just, it's just, I mean, either way, I'll put it. Yeah. And you know, and, you know, a lot of a lot of folks will say, Hey, you know, I have systems that do that already. You know, I already have an ER p system, and it does some supply chain stuff. And I already have that stuff. Yeah. And in reality, that's, that's like you said earlier, like, Where do I begin? So some of those supply chain systems within, you know, most of the MRP systems, they're really not focused on sophisticated pricing, they're not supposed to, they're really an execution system, or, you know, with for the enterprise. And what we're really talking about here is outside the four walls. Yeah, you know, we're talking the supply chain. It's not, you know, most of the EMP systems are going to hit you, you know, throw the production over the finished goods into the warehouse, and you may, you know, support the at an aggregate level, but it's not going to kind of fine tune, how much inventory do you need this distribution center, versus this wholesaler versus this e commerce warehouse?

29:16

That's not what it was designed for? No, not at all. So we complement so bluebridge complements the GRP systems that people are using today. Let let it be the transactional backbone that's running your manufacturing facility and let fluids be kind of the era of your supply chain. There you go. Dead sexy, my friend. All right. David Kahn has his name Blue Ridge, global is the company supply chain and how you create some sort of resiliency was the topic. I enjoyed this conversation and it's a we got to wrap it up. I'm sorry to hear that. Thank you very much for joining the industrial talk cop podcast, David Kahn. Thank you very much. All right.

29:58

Well, yeah, hello.

30:00

Hell yeah. All right listeners. We're gonna wrap it up on the other side all the contact information by the way, are you active out there on LinkedIn? How do people get ahold of you? So I am active on LinkedIn.

30:12

I'm on you just spell my name David cod ch n. Help. Yeah. Bingo. Easy peasy. All of his links will be out there. And do not go away. We will be right back.

30:26

You're listening to the industrial talk Podcast Network.

30:35

All right, what did I tell you, man, he is passionate about supply chain and being frickin Bob problems. That's what he's all about. You needed to reach out to this jet. Blue Ridge global David Kahn, you will not be disappointed one day, not one bet. If you're looking out in the video, I'm holding up one, not one bit. All right, we're gonna wrap it up pretty quick on this one, we don't really have time to waste. Remember, industrial talk. 2.0 is coming your way. This is a place where you you need to get a get on a podcast, you need to start developing that content about you, your company, and then be able to collaborate because we're building a market. And we're really a network of networks. Because we need for you to constantly educate. Constantly collaborate, to innovate, because we need you for the future. Industry.

31:28

I'm a big fan as you can tell. All right. Be bold, be brave. Dare greatly hang out with people who are bold and brave and dare grant me change the world. That's what we're talking about. Thank you very much. We're gonna have a great interview right around the corner.

The post Mr. David Cahn with Blueridge Global Talks about the need for Supply Chain Resiliency appeared first on Industrial Talk.

The post Mr. James Upton with Ergon talks about the Science Behind Energy Based Hazzard Recognition appeared first on Industrial Talk.

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In this week's Industrial Talk Podcast, we're talking to Efe Erdem, Technology Center Director at MESS and MEXT about “Addressing the major skill gap that exists in today's Digital World”. Get the answers to your “Digital Education” questions along with Efe's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

technology, companies, member, collaborate, called, digital transformation, people, industry, turkey, partners, understand, digital, create, educate, industrial, initiative, embrace, education, max

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, thank you very much. Again, thank you very much for joining the industrial talk podcast. Because this is where we celebrate industry heroes. I am so jacked for this particular interview coming up, and I just want to make sure you got to stick around. Because you are bold, you are brave. You dare greatly. you innovate and you're changing lives and you're changing. just changing the world. Why can't we celebrate you each and every day? That's what we do. We celebrate you each and every day. All right, in the hot seat, you know me, Scott, MacKenzie, you know me, and I'm all about collaboration, innovation, and education.

01:02

Here's a gentleman fa. That's e f e epi. Alright. Erdem, er d m, he's with an organization called matched. And they've got they're just coming out of Istanbul, Turkey, and they've got a lab, they've got an ecosystem that is really looking into industry for Dotto training the individuals around Europe, about the technology, it is a fabulous conversation, they are passionate about what they do. So let's get cracking. Stop listening to me right here. Now you got to keep on listening to me. You definitely do. All right. I've been doing some series, and we're gonna get into the interview. But I just I just need to reiterate. 2021 is right around the corner, it's right over there. And if you're looking out at the video, I'm looking at 2021 right down there. And it's right around the corner. Now what does that mean? Well, let's put it this way. It's going to be great to look at 2020 behind you, right. But the other thing is that what is your plan? What are you doing? How are you going to generate revenue? How are you going to close deals? How are you going to do all the things that you need to do because you can't live through 2020? Again, in 2021, now I understand the challenges that exist out there, I understand the the fluidness of this pandemic, and I have no idea. All I know is that 21 because it is December 2021. Let's create some strategies. Let's be bold here, let's be brave, let's, let's, let's consider going rogue a little bit and pushing that envelope in how you market and how you sell. Because right now, right now is the time to be able to differentiate yourself to be thinking about how things are just what can I do to be different? How What can I do to get my message out? You know, those are some of the things how do I reinvent myself, you know, that means Do you know what that means in reinventing yourself and going rogue and being, you know, unique and sad and being bold, requires you to be a little uncomfortable. But that's okay. You just been through 2020. And it's okay to be uncomfortable. Because you need to be we need you out there. So I did a, I did a live and then I flipped it into a podcast just because I can. And so I did that. And what was great about it is it's my beef with webinars, that's one that's a live that I did, we can do better, we have to do better, you have to do better, I have to do better, you know, just being okay is just not going to do it. We've got to be quite innovative when it comes to this stuff. And that goes for your marketing and your sales strategy coming up in 2021. You can tell I'm amped up on goofballs on that stuff. Because I just

03:56

I want you to be a success. That's it. So one of the things that we're doing, and I'm going to continue down this road, I want to collaborate because we're about collaboration, you know, innovation and education. But I want to collaborate with industrial sales and marketing people. I want to hear what they have to say, I want to be able to get that information out. Because if you're not generating revenue, if you're not breaking into opportunities,

04:20

it's not gonna be a good year. And I want it to be a good year for you. And so that means we've got to figure out how to do this whole marketing and sales things better. So I've got a lot of I got a lot of baggage that I want to be able to get off my back because I think we have to, we have to be so creative, so innovative, and we can't, we can't give up on our education. And that's brings me to this particular dog gone interview with Epic, fabulous organization. The, the the, the hub, they call it a hub and I'm looking at my notes because

05:00

The Hub the MCs me XT, and they're just all in passionate about educating

05:09

about industry for Dotto, it's here, your digital transformation journey has already begun, you need to figure it out, you need and that means education, because it is going fast, and it is speeding through your life. And you need to be able to educate yourself on that. And and when we start talking about all this, you've got you got to do it, man.

05:35

I'm all wigged up. Because I just, I'm so passionate about it. I'm so passionate about everybody collaborating, because we need solutions. And that means we've got to talk and collaborate. We need to innovate not just from a technology perspective, but how we interact with people be innovative. Rethink yourself. And then the third one, of course, is education. You can't stop. You can't stop not just from technology. But how are you going to get your message out? What are you going to do? That's it. All right. I'm done. I'm spent. Yeah, I am. I'm spent. All right on the hot seat again. Fa. Erdem, he's with Max, enjoy the doggone interview. All right, fa, thank you very much for joining the industrial talk podcast. How are you doing? Well, in Turkey, it's afternoon, here in the United States in Louisiana. It's the morning how are you doing today?

06:31

I'm doing fantastic. Thank you for the right kinds of mutation. I hope you're also doing well. Oh, I mean, I'm talking to you, How can I not be doing well, this is fun stuff. And it's really an incredible topic. And I and I love it. And I love what you guys are doing there in Istanbul and with an organization called mess and maxton, all of that good stuff. And I think that this is a timely conversation. But before we get into that conversation listeners,

06:58

epi brings a lot of doggone street cred. If you go out to his staff card on LinkedIn, you will not be disappointed. Give us a little background on who you are.

07:10

I'm the Managing Director in Charge of the MCs initiative. And they initiative is actually a product project of the largest industrial association of Turkey called mes. It's an association that is looking after 250 big large industrial companies who are active in the metal industry. And when I say metal I refer to automotive, steel, white goods and machine builders. So we are a large industrial Association and three years ago, the chairman of the association decided to undertake a massive project to build a technology center in essence, it's actually digital capability sensors that would help the member companies so I'm it's called mixed the initiative and the project is called I want to make sure this is clarified it m EXT not NEZM e XT continue that that's absolutely right. And we decided to brand it as me XD s next, that would basically refer to the next level, next era of the metal industry or next level of the manufacturing, the upcoming digital manufacturing revolution, so to say. So here, here's my,

08:31

here's my beef. Here's my insights here. My here's my challenge. And especially with this, I've I've had hundreds and hundreds of conversations that are all around industry for Dotto, digital transformation. Edge cloud II, people throw it in 5g, what the heck, why? Let's just throw that in there. Right? Let's just say it doesn't really matter. It seems like it's the the miscellaneous file for everything that's taking place within technology today. And one of the things that you could probably attest to and I have a challenge with is the speed at which technology is evolving, and the human capability of being able to

09:11

embrace it, right. It's like it's going really fast. It's like you're trying to hold on that Tiger's tail, and yet I can't consume it fast enough. Is that what Max is all about? What what give us a little background into mext. That's accepted I take Sure there so that that is a needs that are identified among our member companies as well. So we have observed that some companies are investing into upskilling and rescaling their workforce to cope up with the upcoming digital manufacturing era. But we have also observed that that was not done at scale. So it was usually the upskilling and rescaling efforts, were usually targeting maybe a small set of engineers, maybe some managers, mid level managers, but that's the

10:00

So it was we felt that it was not enough to undertake a massive transformation effort at a company scale. So as an association, we decided to step in and provide the necessary training, actually a free of charge to our member companies in order to better equip them for the upcoming new digital manufacturing era. So as you rightly pointed out, this is our primary goal, we want to upskill and rescale the workforce, so five member companies, so your member companies right now it's about 250 plus heavy industry within the boundaries of Turkey, are they just naturally a part of the maxed initiative? Like I'm a member, I'm over here now too, as well, I can get the access to this, this great training, is that how it works? That's right, we are giving them access to the training programs plus the consultancy services, which we can also touch on in a while. But, of course, like any new initiative, it's taking some time to also convey the message to our member companies. So it is not very ordinary, that an association undertakes something like this, it is such huge scale. So it is also taking some time to explain it to our member companies. Why are we doing this? And how are we going to help them? Of course, once they understand the message and our ultimate goal, they really appreciate it, and then they immediately start making use of our services. Yeah, because I'm telling you, if you think this digital transformation journey is going away anytime soon, your saw us, Sara Lee, you're going to be disappointed because it is not going away. And it is going to be around and either you're in the game and you're trying to figure it out, and how it will benefit your organization benefit your business benefit your career,

12:00

you're going to be left behind. And that is unfortunately, the truth. So guess get with the game and it now. So when you were sitting there about a few years ago, and you're with the

12:13

the head guy at Mass, and you started talking about this, a What's this gap? What's going on? What was the thought process behind that? Yes. And we observed it's a some of our members even did not realize, as you just said that it is a necessity to transform. So with some of the member companies, he felt that we need to create the urgency, a sense of urgency, and then the awareness about the digital transformation.

12:44

We also observed another set of member companies, which already started to take initial steps towards transforming their factories supply chains. But again, a I think some some the some consultancy companies prefer to refer to it as a pilot purgatory. So they were stuck in their pilot purgatory, and they were not scaling

13:09

So again, in that we identified the need to provide training to the whole workforce rather than a privilege subset, in order to in order for the company to embrace such a culture as a whole. And that was the thought process that the Soviet Navy identified first of all the need to create urgency, a sense of urgency, and provide the necessary understanding for what it takes to do that. I like it. Okay. Sorry. I like that. Go ahead. Perfect. Secondly, I think that the other observation was that the top level decision makers, and they were puzzled with the buzzwords you threw in those buzzwords just a couple of minutes ago, and

13:58

put, if you put them yourselves into the shoes of those top decision makers, they usually get to see colorful slides from a consultancy companies and everybody knows what to do best. But at the end of the conversation, the key decision makers is really puzzled about what to do what what is the initial step, what should I do for my factory, a me so it was this lack of clarity, lack of clarity that was existed in the minds of the top decision makers. And that was the second, I would say, toward that, that provoked this whole project and idea this the fact that we need to provide this clarity to the key decision makers of our member companies so that they can embrace that and cascade it as a vision to this whole workforce. So this is how I see that rolling out that is a great explanation, especially with this new

15:00

digital transformation, industry for Dotto, whatever that high level, we speak in this sort of language that we all understand, but nobody else does, right? We assume that they understand we assume that they get it right. But what what I hear FAA talking about is that there is a sense of urgency, whether we like it or not, whether you want to ignore it, there is a sense of urgency, you got to keep moving, you got to understand that means you've got to educate, that means you've got to figure out and say, yes, it's here. Yes, I got to understand. And then I've got to, I got to truly understand how this technology, this, whatever this is, is is clearly understood in into my business itself, how does it apply? All the technology is a technology, that's great. And as we talked about going forward, technology will be technology, and people will continue to push it. It's how you understand how you see it, and how you can gain value from it. I like it. I like it a lot. epi. That's a good, good way of starting out this conversation. Now. It's not.

16:10

It's not all pink elephants in cotton candy out there. What's the resistance here? Does it make sense? What's the resistance? Yes, I think that resistances is especially in with the smaller scale companies. So among our 250 companies, it's a very interesting portfolio, very diversified portfolio. So among our member companies, we have the largest industrial company of Turkey, the whole country. But also we've got SMEs, small medium sized enterprises, who employ not more than 150 people. So when you re approach, it's not an insignificant subset is roughly 77, zero out of the 250 can be classified as SMEs, when you talk to the bosses. And usually they are family owned enterprises. When you approach their bosses, it first insists they're not comments at all about evaded the digital technologies are really needed for them would bring value to them. And they have this prejudice of being confronted with not affordable technology so that they feel so this is a genuine prejudice that exists in the minds of people, they find that the technology is hugely expensive, it wouldn't add value to them. So I think to, to to answer your question, if especially in the SME segment, I think a the the resistances to overcome this prejudice, in first instance, to tell them well, there is affordable and accessible technology that would create value, even for a small sized enterprise. So this is something we are working on at the moment, I would say yeah, and you have to keep on educated, you got to keep on providing that information, you got to keep on pushing it out there just because that's important. And then it changes. And then. And that's what's so great about what you're doing at max, because you've got your finger on the pulse of what's taking place in this whole digital transformation world. That's great, and how rapidly it is changing. And therefore you can keep current with what's taking place out there in the market. And that is of significant value. I I can understand why this is an important initiative for the the the organization mess. Now, let me ask you this.

18:35

One of the very, I mean, I can't I can't ignore it, is that I know that a lot of companies are going in and are going to be impacted from the deployment of digital transformation solutions. And the and people getting their say, displaced. Is that a conversation? What? Tell us, give us a little, you know, warm and fuzzy why that's not gonna be the case. Or it might be the case, but there's still a bright future. Give us a little background into that. Yes, yes. I think a this is a very well made point. So we we have a huge target. We would like to touch 50,000 employees every year. So it's a massive effort. In fact, he did you say every year 50,000 that's that's exactly right. That's exactly what I said. Absolutely a stretch goal.

19:28

Yes, so that as you can imagine, a we are going to employ all sorts of methods, including a digital way of bringing up those courses and modules, but 50,000 people every year so that that number itself, even a brings us is the largest initiative in the world to upskill at such a scale. And so, of course as you can imagine among the 50,000 people in May

20:00

A major chunk of that population will be a hourly paid person. And so operators on the shop floor right yeah. And of it is essential that we bring across the message that this is something that that will be helping them going forward. So as you said, of course, there are some sometimes these statements like it may displace workers,

20:28

again that you have studies from Bertie economic forum that suggests otherwise, that such as in 2013, that the digital transformation and technologies will actually create more jobs than it would displace. So we are also advocating the same and saying that this is a game for all countries, for everybody. And that one cannot turn a blind eye on instead, a, I think every one of us should understand how to come to terms with this reality, what it means to have a life to our work practices, in order to continue, actually the likelihood of

21:15

having better chances for a state visit. I embrace what you're saying, I think it opens up opportunities. And I think if you accept the fact that this digital transformation is happening now, there is a sense of speed, there is a sense of urgency. And if I learn as much as I possibly can me as an individual, that just opens doors because it's not digital transformation is not just going to just be in Turkey, it's going it's global, right? You access and learn and grow and get into it, then it just opens up doors globally as well. It just does. There's no there's no way of ignoring that. And that's why it's exciting. I fully agree with that. And I think it's the moment if you look at the global landscape, there is a race and there is a race. So so even the developing nations, of which Turkey is also one are trying to not to stay behind. So it is it is it is everybody calls it it's an exponential disruptive wave. So it's happening fast. And we felt that our member companies should not also stay behind the curve. And they should be ahead of the game. You can't because you can't compete globally, because there's going to be companies that aren't going to be all in on this digital transformation, which, which we've had this conversation prior to this particular podcast, you and I and others are, embrace that incremental approach, right? It's not a what we call a big bang approach. It's like, Okay, I've got this company. And now I got to do it all at once. So you don't have to. And that's the beauty of the technology. It's, it's, it's nimble enough to be able to say, Okay, here's, here's some low hanging opportunities right here. Let's deploy it here. Let's get some wins and victories here. And then we can scale from there. And I think that that's what what do you guys advocate? Now all of this is great stuff. It's all wonderful. I get it. But you're not just in the, the the business of

23:26

here, here. Here's the education. You guys also do consulting, because one of the biggest problems I see is I don't even know where to begin. I have no clue. So you guys provide that type of guides, right? That's absurd, right? That's absurd that and that we do partially on our own in house training consultants that we have trained for this purpose. But also we are partnering up with a great institutions and other companies from across the world. In fact, with from offer from Germany, we are providing the so called Digital maturity assessment service, that would help the key decision makers to basically understand figure out for themselves, what what is the customized take a tailored roadmap for their company and for the affected for the next two years. So this is actually how the whole journey starts with our members. So we go in for one week in depth on site study, and together with our partners, and they observe end to end the whole manufacturing system. And from a special lens perspective, of course, and then they come up with the reports. It's not a generic report, but with a specialized report for that particular company Exactly. What should be done in the next two years. But then, but let's say I deployed if I say

25:00

Yeah, this is great stuff thumbs up, I'm ready to get going. But you're not going to leave me out there to dry. I'm not going to be there alone. I mean, I because technology is like going really blistering fast, right?

25:14

Two years from now, it's gonna be a completely different landscape. I'm not alone, right? I mean, you guys are just gonna still be there. That's exactly right. Not only us, but also the ecosystem that they've established, they will be there to support our member companies. So from the very beginning, give her very much conscious that nobody can do that alone, even the big companies. So everybody needs some sort of help and guidance leads from a startup need from a technology software company. So we did set that, as an association, we can afford to basically establish this web of partnerships that would help our member companies in their transformation efforts. And as such, we've signed a contracts partnership contracts with more than 40, a globally known a universities, institutions, from everywhere from Singapore to North America, we have partners that will assist our member companies together with us during a transformation journey. So I fully agree with you, it is a must to have a partner set onto it, who are

26:26

keeping up with the fast pace of technology and who can guide you during this journey. It is an ongoing journey, actually, that is here. And it's not going away. And I and I'm all into it. I hear what you're saying what with all that said, with all this great momentum that you guys are experienced, which is great, great, great. Where do you see it going? Where's that future? Where does it look like?

26:52

Yes, and I think what they would like to see a within that time horizon of planning horizon of two years, we would like to create some measurable impact in the transformation efforts. And we will measure it. And by using the just mentioned, digital maturity assessment methodologies, so we will have a pulse so to say, an index, which will tell us how much we have succeeded in transforming our member companies or help them transform themselves. So they would like to see, to see that uptick in the index for the overall metal industry among our member companies. So and then, of course, what we would like to see, of course, most of our effort is towards creating that cultural awareness, starting at the C suite, and they should embrace this as a leader, and that they should regard this as an ongoing journey rather than as a one off effort. And hopefully, within two years time, we will see our member companies coming back to us and asking for more asking for a refreshing curriculum, asking for a new set of technologies. And if we can achieve that continuity, and that's that, that sense of ongoing journey, I think that we will call consider ourselves successful in the medium term, two to three years. And going forward, going forward, hopefully, if we can create an ecosystem where our member companies cooperate, collaborate with a with other partners, from the ecosystem, global ecosystem, and mourning the research and development efforts to to start creating technologies for themselves. That would be a huge success in the longer term. Yeah, I'm telling you, right. Now, listeners, you're gonna need a definite partners, like

28:53

this group and others, but you're gonna need a partner like max. And the reason for that is that just any, any,

29:03

any technology, and any journey like this requires that because you're not going to keep up with it. And you don't want to be stagnant in that journey, right? You don't want to say, Hey, I get a thumbs up, or we're good. And then all of a sudden, you're, you don't keep up. And that's why I love the use of ecosystem. I love the use of that, that necessity to collaborate with everybody because this stuff is moving fast. And you need an organization like max to truly help you with that journey. I like it a lot. Now, Effie, are you out there on LinkedIn? I am in DTS, and you're pretty I mean, you're I need to find found you and

29:43

grab me it's Effie. Bird, I'm gonna get it. That's that's a good pronunciation if you just Okay, so the spelling is E F, E, first name, last name, e r d, e m, right? Reach out to him. I'm sure that

30:00

There's not many out there that have your name, which is a very good thing than like john Jones or something like that it's very common, but reach out to him and your, your active because I think, and this is not just, this is not in the confines of just

30:16

Turkey and that it's International, you spoke up the international fingers that are taking place with this Mex initiative. Right? That's very much true. In fact, he actually make use of saying services from international partners. But in the in the area of developing new use cases in our digital factory, a, most of the international partners utilize it as a testbed to showcase the latest and greatest technology. So I mean, we did this is something it's a winning proposition value proposition. The value for the partners, if you look at the other side of the equation is that they gain access to the leading 250 industrial companies of Turkey. So if they can, in a real working environments demonstrate the value of their technology. And this is an amazing advantage to them. Because you cannot do it in a standalone showcase environment, industrial people usually would like to visualize it on a real working production environment. Otherwise, it's just empty words to them, unless you can prove the real added value of the technology on the real working environment. And that's what we set out to do. That's why they established this digital factory. And this is why most of the partners are jumping in actually to be able to speak to the real clientele customers prospective customers and demonstrate their technology and the value of their technology. In such a great case. Even I can give you some examples during the high initial period of the pandemic. And late April, we were cooperating with with a German startup to develop a use case for CNC machining, utilizing 5g technology and highly advanced analytical modeling. So why I am giving you this example is that we are ready here to cooperate with everybody, so long as they want to reach out to the Turkish customer base. And it's great that in today's world, even a pandemic cannot prevent you from doing this. So it was possible for us to collaborate with a German startup in late April, despite the pandemic periods. And we are in fact continuing to collaborate with technology companies, startups, from Europe, from Singapore, even from North America In the meantime, so yeah.

33:00

Yeah, and I mean, I've been a big advocate on collaborating, innovating and educating and you guys reflect all of that, you create a platform, you create a an environment that allows people to collaborate, which is a positive, you create an environment that allows people to truly innovate and think through that and be innovative in their approach their business and their careers. And then of course, you provide the ability to educate because without the education, you can't innovate or it's hard to even collaborate because you're not, you're not educating yourself and I and what you guys are doing at Mex, it's, it's a great thing, because that that's what you guys do. And you're doing it with a sense of urgency and speed. Because now is the time you can't lollygag I like that. I

33:48

can use that. Go right ahead. Go use it. Put it on a bumper sticker. I don't care. It will surely by No, this is.

33:56

Alright, we're gonna have to wrap this up. And I'm sorry. We had a bit of a technical difficulties. That's what happens. You know, you live by technology, you die by technology. But for the most part, technology's pretty doggone good. All right. Now we also have a virus. I hope I said that right? as well as gorg. See, Gox Guk. Did I say those right? Come on, guys. Help me out.

34:23

You can call me Jackie. Okay, because

34:28

I feel like I'm just sort of swinging in the wind here and going Okay, here we go. Anyway, great team. Great, great spirit, great energy that you guys are doing there at max. I really appreciate you guys jumping on the industrial talk, podcast. Thanks for inviting us. Thank you so much. All right, listeners. We're gonna wrap it up on the other side. All of the contact information and information that you need to get a hold of this great team will be summed up after this break. So stay tuned, we will be right back. You're listening to the industrial

35:00

Talk Podcast Network.

35:08

Alright FA he's the man he understands and he understands and his team at max understand the necessity of education. If you don't want to leave people behind, they have organizations just like, like, max out their fabulous purpose because I look at it this way technology is barreling down that track, and they need to, we need to train. And that's why these guys are so incredibly wonderful. All right. 2021 right around the corner. I'm looking at it right now. It's right there. What are you going to do? Are you gonna market how are you going to sell? You cannot as a company, relive? 2020 Let's be successful. Right. rebuild, right. prosper. twenty.com 2021 do it. Reach out to me. I'm here to help. Big time. Alright, people be brave dare greatly hang out with those people that are bold and brave and daring greatly. You will not be disappointed. Let's have another interview right around the corner.

The post Mr. Efe Erdem with Mess talks about Training the next Industry 4.0 Professional appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Rebecca Kersting, President of CAP Logistics and Uptime Logistics about “The Impact of COVID19 on Logistics and Supply Chain and solutions for Success”.  Get the answers to your “Logistics and Supply Chain” questions along with Rebecca's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Rebecca and the wonderful team at CAP Logistics by the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

REBECCA'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/rebeccakersting/

Company LinkedIn: https://www.linkedin.com/company/cap-logistics/

Company Website: https://www.caplogistics.com/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

logistics, industry, solutions, business, people, supply chain, uptime, manufacturing, strategy, sourcing, products, part, customers, industrial, day, transportation, important, agile

SPEAKERS

Rebecca Kersting, Scott MacKenzie

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go

Rebecca Kersting  00:22

Hey, welcome to the industrial talk podcast, absolute honor that you have joined the number one industrial and manufacturing related podcast in the universe. I'm not I'm not over selling that, am I over selling that? But it does, however, celebrate the women and men of manufacturing and industry. We celebrate you because you are bold, you are brave, you dare greatly. You're changing lives and you're changing the world. Why not celebrate you each and every day on this particular podcast? And I'm gonna tell you, again, you're gonna say, Scott, you always have great interviews. Damn right. I have good interviews. This one is no. I mean, she's amazing. Let's just put it this way. She brings definite logistik street cred. Her name is Rebecca Kersting. That's ke r s t. i n g, CAP logistics, and uptime logistics are the companies and she just happens to be the president. Let's get cracking with the interview. All right. Another great interview? Again, I'm not I'm not tired of having great interviews. That's exactly correct. Yeah. Take that one to the bank. All right. Now, you know, I've been talking a lot about collaboration, innovation, and education, with a sense of speed, purpose, focus each and every day. And I think you're going to have to get through this next normal with those components in mind. Okay, you can sit there and say, well, Scott, what about this? What about this? You know, I'm not the sharpest tool in the shed. So I tried to say, collaboration, innovation and education are keys. And they are, and you got to do it with a sense of speed. Now here is, you know, from, from my perspective, one of the biggest industries that got impacted, hammered, if, you know, drop kicked, was the logistics supply chain, sourcing, you know, industry as a whole. And they just got hammered. And with all of the changes that are taking place within this country on how to effectively and efficiently bring in products from outside sources, move it efficiently, and with a great competence, and has just been a real absolute challenge. And so, on the industrial talk podcast, I've been really focused in on solutions, strategies, specifically to the supply chain logistics, and sourcing, you know, opportunities now, because I not a professional, all I know is that this is important stuff. And you know, how I know it's important stuff. Well, outside of the fact that I've been in business for a lot of time, many years, is when I went to the Walmart, to pick up some groceries and realize that that product wasn't there, I realized how important the supply chain world is some to me to make my life better to make my life easy. And you know what? It just happened? pre virus, it just happened, didn't know anything about it, go to the store. There it is. I don't have to think through it. That's what it was all about. Now, with this next normal, what does that mean? Where are we going? What are the challenges? And And honestly, I don't have the answers. That's why collaboration is so important. That's why innovation is so important. Because people like Rebecca, her team at CAP logistics, that's what they they just, they excel at, they excel at solving problems. They excel at the opportunity to collaborate with companies who have really problems on solving important supply chain issues. And then they're always innovative, because it's because it's so fluid, because it has just, it's just constantly changes. You need a company, you need solutions that are innovative, and they never stop educating to see how it rolled out all in collaboration, innovation and education. And you know what? Yes, they do. They do it with a sense of frickin speed. And they're there to help you because they understand that their service is needed. So that you can maintain your uptime, you know, business, whatever that looks like manufacturing with uptime, and they're going to also also make sure that they do it as efficiently and as rapidly as possible. Yep. They embody CAP logistics Rebecca's team at CAP logistics. They embody that collaboration spirit of class. The spirit of innovation and definitely the spirit of education because I'm telling you right now, I can't keep up with it. All right, about that. All right, let's get on with the interview. Once again, Rebecca Kersting KRSTING, President of CAP Logistics, as well as Uptime, and she talks about a little bit of the Uptime Logistics and why that's important to different business models to different focus, all geared toward success. Oh, that. Alright. Here's the interview. Enjoy. Rebecca, welcome to the industrial talk podcast. absolute honor, it is an honor. I'm telling you right now, it's an honor that you in your busy schedule, found time to get on the industrial talk podcast. How are you doing? I am doing great. You're so fun. This is gonna be a good time.

Scott MacKenzie  05:48

And I'm ugly. And on bald? Yes, I'm a complete package Most definitely. Hey, listeners, we I've been very fortunate to be able to work with CAP logistics on a number of initiatives. And and Rebecca is the president of CAP logistics. And we're going to be talking a little bit about COVID, we're going to be talking about the impact of the logistics, supply chain sourcing, and everything in between. and Rebecca, Rebecca brings a tremendous amount of well, street cred to this particular conversation. Before we get into that now, Rebecca, give us a little 411 on who you are, and why you're such an incredible professional

Rebecca Kersting  06:27

in the logistics world. Well, I am humbled by you saying that I have grown up in logistics. My father started our company when I was a year old. I've been in trucks, picking up freight moving it all over the country, I still remember going to the Denver International Airport. With him when I was little to pick up freights been out to mind sites in Wyoming. And so the business was started in our basement. The story goes that my mom would help answer the phones with me on my lap, and she would hang up and we would both cry. I've officially been with the company for 17 years and had a number of different roles. But I love what we do. It's exciting. And it's great to help companies be able to keep their operations running every day.

Scott MacKenzie  07:30

Yeah, I gotta tell you, man, especially now, one of the biggest topics and I mean, I've interviewed a ton of people. And one of the biggest topics is that happened, pre virus, everything, all the supply chain, everything was just happening and just rolling and going and having a fantastic time. pandemic hits, two finger death punch COVID pops you in the head. Now all of a sudden that that supply chain gets disrupted, yet companies are still dependent on it. sort of give us a little background on, you know, the positives and negatives. Of course, we want the positives. But we got to touch on the negatives on where you know, the impact of COVID to your business happen going forward?

Rebecca Kersting  08:11

Well, I think initially, the impact was just a slowdown of the economy. And and these key industries in the country. No one knew what a single day looked like. And so initially, I think the strategy for companies was to address their slowing of business while trying to protect their workers. There was already some tension with us trade. There was some things happening in oil and gas and mining. So there there was a culmination of complicating factors, where we saw a dive in our customers’ business and therefore our business. A lot of companies took the approach of of shutting things down or slowing them down. They looked for opportunities to save costs. So they stopped purchasing inventory. They stopped doing a lot of things that they would normally do to try to save costs, and things just slow down.

Scott MacKenzie  09:23

Yeah, it was overnight. It was it was a flip of a switch, man. It's like, yeah, we're rocking What the hell? I know. I know.

Rebecca Kersting  09:34

And everybody thought that it was this temporary thing. And if we all hunker down for three weeks, then we'll we'll all be free and it just didn't pan out in that way.

Scott MacKenzie  09:46

No, and you know, what's interesting too, is in these conversations and it it's amazing how in being a manufacturer and being an industry, how resilient and flex Some of these companies were like, like, it hit. They had this morning time, like, Oh my gosh, what are we gonna do and then all of a sudden you just boom, and they were able to hit hate using the word pivot. I gotta use a pivot word, pivot, and and be able to try to succeed in this sort of this new normal, whatever it might look like. Where do you see how it's impacting your business? Where do you see this sort of new normal impacting your business in a positive way, not in a negative, we already understand the negative so?

Rebecca Kersting  10:31

Well, there's, there were just so many changes that we didn't see coming. So obviously, there's this whole new gamut of product that people are trying to move in pp. So initially, we saw a lot of that, and you just never would have thought like, there was this business of masks and hand sanitizer, and all of these things that we just never thought of as, as key critical items that people were going to be desperate to move. And then as things began to normalize, we we saw some other industries come back online, and a lot of demand on you know, paper products, or in edrick, salutely.

Scott MacKenzie  11:17

forgot about that. You're right. I did forgot about the paper product one. And I remember, just FYI, I'm leaving Walmart, whatever it might be. And I'm seeing people just stacking up on paper products. And, and I'm telling you, I'm sitting there going, what am I missing? What news? Am I missing that I've got? I do I have to run back and get it? There's no paper products, and I never could understand it. I survived. I'm still old and ugly. So

Rebecca Kersting  11:42

we all do. And I'm bet there's a lot of people who have an insane amount of toilet paper, hoard it away somewhere. Know how long it's gonna take for them to get rid of. Yeah,

Scott MacKenzie  11:54

I know, I hear you. And boy, I'll tell you this. It was really an interesting, the other item, or the observation that I I've seen is that the pre virus, we just took things for granted. And I'm when I'd go to the store, boom, it's on the shelf. I know it's on the shelf, and they had it all nailed down. Right? And and this is just me, humble little guy going to the store, and then all of a sudden, the the virus hits and then bam, I'm thinking to myself, why isn't that on the shelf? And then I realized that the the supply chain is disrupted, it might this one right here might work just fine. But then this one broke down. And then this one, can't you it just I didn't realize how sensitive the supply chain is.

Rebecca Kersting  12:42

Yeah, it is. It is.

Scott MacKenzie  12:46

So let's, let's talk a look. Where do you see it going? I mean, come on. Let's let's put on a little future hat here. Where do you see it going? Okay, we've been past the paper push. And we've been past all the other stuff. And I think I think you're better at this. I think industry is starting to come back up. They're starting to just get a little bit more on out there a little bit more understanding the demands of the market understanding it what this next normal, do you see that in your business?

Rebecca Kersting  13:15

So I am very hesitant to try to predict anything, because Could you be wrong, because I will be wrong. But I have my hopes. And I am seeing some trends that I that I think are in a positive direction. So during the initial part of the pandemic, we really saw a lot of customers and a lot of industries start to look at where they could control cost. And inventories were big item that that people began to cut in with that the transportation of these components, key supplies, things that they were able to put off. So if it was a manufacturing line, or a refinery, they the backups for key components. They put those those orders by the wayside. Now that things are picking up, and they don't have those industries, we are seeing an influx in in the critical need of these parts that are necessary to keep these companies up and running.

Scott MacKenzie  14:28

Yeah, I think you bring up a good point. And I think that as these assets were idle, as you mentioned that I'm going to save money. And I think that everybody's sort of in that beginning saving money mode, and now they've got to figure out how to make money. And a key component to making money is being able to get your products, either from where their manufacturing to destination or their feedstock, into their manufacturing process, and wherever that might be. And I think That I see a shift, I think, I'm not gonna, I'm not gonna be. Don't bet on me anybody out there, please don't. But I think that there, it's starting to ease up a little bit. And I think that people are starting to recognize this next normal, but a key component, you will never ever, ever get away from that logistics that supply chain component. And that's where CAP shines just shines, because you're able to do that in a way that that makes sense. Because for me, if I was a company got my company hat on, I have different needs, I have different demands, I have different insights into what my market needs, and what my business needs, and therefore my sourcing requirements. The other company, Acme, whatever, has completely different, it might be somewhat similar, but completely different. And that's what brings us to this point of being able to sort of customize those solutions. That's what you guys do.

Rebecca Kersting  15:59

That is, and I think that's where we've really been able to help our customers through this time is we're very responsive, we're very agile, and the media are made of problem solvers. Our team is hired, trained, retained, evaluated based on their ability to, to solve problems, to be committed to the customers and their solutions to have a positive attitude and show up. Every time our phones ring or we get a request through our portal, or a text message or however our customer chooses to engage with us. We're there with our problem solving hat on ready to help them through their challenges.

Scott MacKenzie  16:54

See, this is interesting, because especially now in this next normal next opportunity, whatever. I think the the need for solutions like that solving problems within your supply chain within your logistics is even more paramount. Because if you're going to survive, and a key component of that is of course, being able to, you know, manufacturer and get into destinies, and so on and so forth. Today, those challenges are even greater, just because pre virus pre pandemic, okay, it's sort of ran, it was all good. all bets are off, especially when we're starting to talk about new regulations that are taking place globally. I mean, you gotta stay on top of that. I can't meet company. I can't I need somebody to help me.

Rebecca Kersting  17:40

Yeah, yeah, it is. There are just so many complexities right now. And I don't know what tomorrow is gonna look like. So being agile is is so paramount. Yeah. In industry right now.

Scott MacKenzie  17:55

No, yeah, I think that that, that that is a great term and being agile. And so I've always just sort of predicted that to to be collaborative, innovative, and then educate as fast as possible, this ability to be agile and innovative and solutions within logistics, supply chain, whatever. Because some of these, I guarantee, I bet I bet. I'm going to be bowling, I'm going to step out on this limb. I bet you're somebody who's come to you and said, Hey, Rebecca, I don't know how to handle this. This is sort of what we're trying to do. But I don't know what to, I guarantee you that you've got new challenges. And you're going to have to take your team and say, All right, here we go, we got to figure this one out, too.

Rebecca Kersting  18:35

That's that's what our team loves. They don't have any prewritten solution that's templated out for them. Yeah, they come up with the solutions. And not just one in most cases, we're able to come up with three price time options, depending on the strategy that our customer has. So if if they have a part that they know, they don't need immediately aligns not down yet, but they wanted in their inventory, they can look at a mode of transportation that is lower in that is is going to be less expensive.

Scott MacKenzie  19:14

Yeah, you need that. You need these options. You just do you can it's like, you know, one site is size does not fit all, especially in the world of logistics. Now. One of the confusions that I have. And I want you to clarify that. You've got CAP logistics, great company been around forever. Little little younger than your dad. And then you have this other initiative called uptime. Can you explain a little bit about uptime, and what does that mean?

Rebecca Kersting  19:39

So, uptime is is a term that is used very frequently in reliability and maintenance. And so that audience really understands the importance of keeping a line up and running. Because that's how you generate profit. That's how you generate revenue. And so our uptime logistics is really focused on those reliability and maintenance professionals who in the past haven't had logistics in their purview. But to have a complete reliability strategy, they need to have a logistics partner in their back pocket for when their reliability fails. And forbid, yeah.

Scott MacKenzie  20:29

fails, you'd brought up the F word definitely. And but in the real world, it does happen on and reliability professionals, no matter how many PMS they do, or whatever the tools that they're trying to diagnostically, ask, evaluate that asset. Sometimes there's those. Damn, I missed that one moment. So

Rebecca Kersting  20:53

yeah, if we see them, we see them every single day, multiple times a day, some situations are more dire than others. But even even in a situation where a reliability manager has has a part a replacement part for when that part fails. We've seen it where that replacement part goes in, and it fails to. And then what do you do? You

Scott MacKenzie  21:23

panic, and then you move forward.

Rebecca Kersting  21:25

Exactly. And you don't want your crews standing by waiting. For Gosh, knows how long for that replacement part comes in. And you don't necessarily want to rely on the supplier to be responsible for getting you that part. You want to take an active role and have visibility and control in getting your line back up and running.

Scott MacKenzie  21:49

So what I hear you saying and I'll put my manufacturing hat on, I have a damn I missed that moment in my life. And all I have to do is just call you guys. That's it. Like, by here it is this. This thing failed and I am and it's costing me a million dollar an hour whatever it might be. I need a part. yesterday. That's true. No parts too big for you guys.

Rebecca Kersting  22:15

No, no, no parts too little. It's funny. A little does end up being just as important. That's correct. The box the Boltzmann you think that one could live without a box of bolts but we've we've had to do hand carries a box of bolts across the country before

Scott MacKenzie  22:36

but anyway, you guys can handle international and all the way down to local whatever box a bolted. Yep, We sure can and and be able to do it because i what i hear you saying there Rebecca it's, it's a sense of urgency, especially with uptime, uptime, logistics, you recognize the role you play within the world of reliability. And it's all about urgency, getting that asset back up and running, getting that asset, churning out whatever widgets are supposed to be churning out as quickly as possible, or to become attached to as well.

Rebecca Kersting  23:09

Right, right. Now well in our whole business is set up with with that in mind and to stream like line mat and make it very, very easy for a customer who is in a bad situation to get in touch with the right person.

Scott MacKenzie  23:26

24 seven, whoa, whoa, what do you say? Are you saying the fact that these Oh, damn, I missed this moment happened at 2am. You saying I can get a hold of the right person at the right time at 2am?

Rebecca Kersting  23:37

Yep. You will be directed to the person who can help you that person answers the phone, there is no automated phone system. And the person who answers the phone is a transportation expert, who can work with you on price time options and get you what you need anytime.

Scott MacKenzie  24:00

Roll out a beji as schlepp start answering my questions now. It's panic Time Baby focused?

Rebecca Kersting  24:08

Yeah, that's what we do.

Scott MacKenzie  24:11

I love it. And it's exactly what i what i and I, I'm gonna throw this out too. So you, you've been involved in the manufacturing all the spaces Don't get me wrong. I'm just sort of focusing in on manufacturing. So you, you focus in on the manufacturing, you're providing these uptime, logistics solutions. But I would imagine that, like you said, these manufacturers cut back so, so much to try to figure out what's going to happen, what the market is going to look like all of the all of the components that they got to balance. Now they're trying to start their, you know, their lines up again or they let let things just sort of slide are you seeing a sort of a, an increase in the necessity to be able to provide these uptimes logistics solutions?

Rebecca Kersting  24:57

We are we are in There has been some changes to to the, to transportation in our country and in the world, where we've had even change the way we could move those those critical parts to so we have customers who are coming back online, and they're realizing the maintenance that they put off for their part that they decided not to order they need those. And so we are seeing every week more and more companies come back online, more and more companies needing to get back to that bad output that that they were at.

Scott MacKenzie  25:40

Yeah, yeah. And they're looking at data. They're saying, hey, maybe you know, the economy's turning around, maybe some more or greater demand for the price or whatever they're, they're looking at, they're analyzing it. What if I, what if I, do you guys do some warehousing? Or do you work with companies that I don't want to I don't want to buy this motor? Or I see that's the motor over there. But I don't want to bring it in. I want to just keep it over there. You work with people on solutions like that?

Rebecca Kersting  26:09

We do? Yeah, we we're able to help consults on a variety of supply chain issues, including, including warehousing. And

Scott MacKenzie  26:21

because that's all a part of it. It is I mean, if you're if you're if you're uptime, logistics, solutions, CAP logistics solutions, or strategies that encompass that massive industry, and if you're able to do provide solutions quickly, cost effectively. Other strategies. I mean, there's, it's, it's a portfolio, it's like, when we start talking about onshoring, reshoring, and nearshoring, right, there's a there's a focus on trying to figure out sort of a portfolio of sourcing solutions. And it could be, okay, we're gonna keep some over here in Asia, we're gonna put some down here and in Mexico, and then we're gonna put some over here in the United States, and to be able to sort of do that efficiently. You guys do something like that?

Rebecca Kersting  27:10

Yeah, well, I think having a logistics partner who intimately knows your business and can help you develop that strategy is absolutely paramount. Because you may be looking at purchasing and warehousing materials, that it really just doesn't make sense for you to to have that overhead of that inventory, some components that it does, but

Scott MacKenzie  27:36

you're absolutely spot on. I'm not joking,

Rebecca Kersting  27:39

right. But if you have a partner where you're able to have that dialog, and where you know that, if I don't have this in inventory, how quickly can I get it to me? How can I leave it at my supplier? Where I don't have to buy it from the supplier until it makes sense. But I know that I'll be able to get it in a very quick timeframe. Love it. That's a strategy and not a bad one.

Scott MacKenzie  28:07

No, no, not at all. And especially, especially today, you know, I think that we can't be fat, and inefficient with the way we address our logistics supply chain and sourcing strategy. You've got to be efficient, you got to be nimble, you gotta gotta be agile. And I don't, honestly, I'm trying to figure out and I'm trying to poke holes in why I shouldn't engage CAP logistics I am, but I'm failing miserably.

Rebecca Kersting  28:37

Thank you, we'd love to have the conversation with where we fit in. Different companies have have different strategies. I think a lot of companies look at transportation as an expense. And when they're trying to control that expense, they might be going with a lower cost provider. And that is the strategy but but that that low cost provider does come with with other costs that may be

Scott MacKenzie  29:10

I couldn't do it, I couldn't do it. If I'm over here, and I'm, you know, the big wig at Acme manufacturing, there's no way I would be able to take all of the fluid parts within my you know, supply chain logistics sourcing, and be able to do it myself or within a team that is not engaged in it all the time. Because it is a dynamic environment that requires people who are absolutely engaged each and every day.

Rebecca Kersting  29:39

Yeah, and and also that they're with the right carriers. Yes, the right assets to to move. To move the phrase, you want to be working with a trucking company, an airline who isn't going to damage your product, who isn't going to violate yourself safety procedures, who isn't going to cause you more headache at the end of the day?

Scott MacKenzie  30:05

Absolutely. Yeah. See, I mean it's a no brainer for me by the way, we're gonna have to wrap this up because I can talk about this all day long and I'm looking at your stat card on LinkedIn and and you're not very engaged out there on LinkedIn.

Rebecca Kersting  30:21

No, I, I prefer people relationships. And you are, you are virtual relationships.

Scott MacKenzie  30:31

Well, anyway, hey, how does somebody get a hold of you? Because you might have just said, That's who I want to talk to? What do I get a hold of you?

Rebecca Kersting  30:37

Well, you can get a hold of us 20 473 65 one call solves all at 800-227-2471 or you can visit us at Apple logistics comm or you can also shoot us an email at info at CAP logistics calm.

Scott MacKenzie  31:01

Easy peasy. So So listeners out there if you've if you think what she's talking about is important to you reach out, go to CAP logistics, definitely CAP logistics calm and the 800 I'll be out there on industrial talk.com. So there's no excuse. And there's no excuse to sit there and wallow in your your supply chain pain. There she is. a mega Scott and there's CAP Logistics. They've got your back. So there you go. Alright, listeners. Hey, Rebecca, this was fun. Thank you very much. Super fun. Thank you, Scott. Very cool. And listeners do not. And I mean, do not go away. We will be right back. You're listening to the industrial talk Podcast Network. Alright, what did I tell you? Rebecca Kersting ke RS T. img. Now she has a great stat card out on LinkedIn. But however, she doesn't use it. She only has a few followers. You know, you can get ahold of her. That's right. CAP logistics.com. And that's where you're gonna go. Right. And I'll have all the other contact information out on industrial talk. COMM. Right. So again, I'm going to challenge you. You need to collaborate, innovate and educate each and every day you got to do with a sense of speed. But I challenge you to hang out with people that are pro collaboration, pro innovation, pro education, and I'm telling you right now, your life will be changing. Your outlook on life will be changed. This whole whatever we're going through right now, will look differently. Because you're hanging out with people who want to solve problems. CAP logistics is a great example of that. All right, be bold, be brave, dare greatly change the world. That's what we're all about. So we'll talk later with another incredible interview on the industrial talk podcast.

The post Ms. Rebecca Kersting President of CAP Logistics talking about the impact of COVID19 to logistics and supply chain appeared first on Industrial Talk.

The post Mr. Brian Miller CEO of Easy China Warehouse talking about warehousing, supply chain and COVID impact to China appeared first on Industrial Talk.

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In this week's Industrial Talk Podcast we're talking to the Titans of Data, Bill Schmarzo, Chief Innovation Officer with Hitachi Vantara and Kirk Borne, Data Science Fellow and Executive Advisor at Booz Allen Hamilton about “The Power of Data and Impact to Business and Culture”. Get your answers to the real power behind data analytics along with Bill's and Kirk's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Bill and Kirk and the wonderful team at Hitachi Vantara and Booz Allen Hamilton at the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020 and beyond. All links designed for keeping you current in this rapidly changing Industrial Market. Survive! Rebuild! Prosper!

BILL SCHMARZO'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/schmarzo/

Company LinkedIn: https://www.linkedin.com/company/hitachi-vantara/

Company Facebook: https://www.facebook.com/HitachiVantara

Company Website: https://www.hitachivantara.com/en-us/home.html

Company Twitter:  https://twitter.com/HitachiVantara

Personal Twitter: https://twitter.com/schmarzo

KIRK BORNE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/kirkdborne/

Company LinkedIn: https://www.linkedin.com/company/booz-allen-hamilton/

Company Facebook: https://www.facebook.com/boozallen

Company Website: https://www.boozallen.com/

Company Twitter:  https://twitter.com/BoozAllen

Personal Twitter: https://twitter.com/KirkDBorne

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The post Bill Schmarzo with Hitachi Vantara and Kirk Borne with Booz Allen Hamilton talk Data Analytics And Impact to Business and Culture appeared first on Industrial Talk.

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On this week's Industrial Talk Podcast we're talking to Bonnie Shields, Director of Global Supply Chain at CAP Logistics about The Current Trends and Prediction Hitting the International Freight Market.

On this Podcast episode, Bonnie talks about the 4-key areas that industrial companies need to understand in this transitioning supply chain world:

1. Recent experience with importing medical supplies and other items for US companies.
2. The changing and evolving regulations between the US and China
3. 2020 predictions for global freight: volatility increasing the need for AI
4. US perception of China and how this may shape logistics moving forward

Learn more about Bonnie and the wonderful team at CAP Logistics and how to succeed in this dynamic Supply Chain market by the links below and on this podcast:

Company Website: https://www.caplogistics.com/

Personal LinkedIn: https://www.linkedin.com/in/bonniejimenez/

Company LinkedIn: https://www.linkedin.com/company/capwwide/

PODCAST VIDEO:

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OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

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The post Ms. Bonnie Shields with CAP Logistics talks about trends and predictions hitting International freight! appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Tim Rice, Founder and Principle Consultant at The Defect Elimination Project, about how companies and reliability engineers can achieve massive reliability success through a strategic and focused defect elimination project. Why eat the whole reliability elephant at one time when you you can achieve reliability success one bit at a time?

NOW is the time! Execute on your Reliability Program for real Financial and Operational Victories through Defect Elimination – NO Excuses.

Learn more about Tim and all things Reliability and Defect Elimination by the links below and this podcast:

Company Website: https://thedefecteliminationproject.com/

Personal LinkedIn: https://www.linkedin.com/in/tim-rice-70266b33/

Company LinkedIn: https://www.linkedin.com/company/the-defect-elimination-project/

Mobius Website: https://www.mobiusinstitute.com/site2/default.asp

Mobius LinkedIn: https://www.linkedin.com/company/mobius-institute/

Mobius Facebook: https://www.facebook.com/mobiusinstitute/

Mobius Twitter: https://twitter.com/mobiusinstitute

PODCAST VIDEO:

https://youtu.be/qtt-mwUwRsQ

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

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Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

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The post Mr. Tim Rice talks about Defect Elimination as a Powerful and Nimble Friend for Asset Management Success For the Future. appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Breanna Fullman, Reliability Engineer and Root Cause Analysis Expert at ARMs Reliability, about creating a culture of problem solving through RCA and achieving a competitive advantage. Breanna, through the use of the Apollo RCA methodology, discusses the importance of a formal and documented RCA process to correct and eliminate hazards, making the workplace safer.

Learn more about Breanna and the wonderful team at ARMs Reliability on all things Asset Management and RCA. Find out more by the links below:

Company Website: https://www.armsreliability.com/

Personal LinkedIn: https://www.linkedin.com/in/breannaweil/

Company LinkedIn: https://www.linkedin.com/company/armsreliability/

Company Facebook: https://www.facebook.com/ARMSReliability/

Company Twitter: https://twitter.com/armsreliability

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

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LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

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Enter Promo Code: IndustrialTalk and Receive $600.00 Off the Reliability Summit 2020:

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Ms. Breanna Fullman with ARMs Reliability is talking About Root Cause Analysis and Competitive Advantage appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Stephen Reeve, General Manager – Europe, Middle East and Africa at ARMs Reliability, about the challenges for companies to reduce operational costs, increase performance and do more with less. Stephen lays out the Asset Management strategy to exploit “low hanging fruit” opportunities to begin the Asset Management journey to reduce cost, improve performance and gain efficiency. Learn more about Stephen and the wonderful team at ARMs Reliability on all things Asset Management. Find out more by the links below:

Company Website: https://www.armsreliability.com/

Personal LinkedIn: https://www.linkedin.com/in/stephen-reeve-2b0a12/

Company LinkedIn: https://www.linkedin.com/company/armsreliability/

Company Facebook: https://www.facebook.com/ARMSReliability/

Company Twitter: https://twitter.com/armsreliability

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

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Enter Promo Code: IndustrialTalk and Receive $600.00 Off the Reliability Summit 2020:

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

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The post Mr. Stephen Reeve with ARMs Reliability is talking About Industrial Asset Management Strategies! appeared first on Industrial Talk.

Live from IoT Solutions World Congress, IIC Voice Podcast interviews Robert Jackson, Global IIoT Program Manager with Moxa and Syed Ali IIoT SME at Chevron. In this episode, the Robert and Syed team discusses leveraging IIoT solutions for optimizing Heat-Exchangers. Get the answers to your “How” questions along with this teams unique insight on where it's all headed on this IIC Voice Podcast interview!

You can find out more about Robert and Syed and the wonderful team at Moxa from this interview and the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

ROBERT JACKSON CONTACT INFORMATION:

Personal LinkedIn:  https://www.linkedin.com/in/robertcjacksoniii/

Company Website: https://moxa.com/en/

Company LinkedIn: https://www.linkedin.com/company/moxa/

Company Twitter: https://twitter.com/MoxaInc

IIC Twitter: https://twitter.com/

IIConsortium IIC Company Website: https://www.iiconsortium.org/

SYED ALI CONTACT INFORMATION:

Personal LinkedIn:  https://www.linkedin.com/in/syed-ali-pmp-p-e-84a65119/

Company LinkedIn: https://www.linkedin.com/company/chevron/

Company Website:  https://www.chevron.com/

PODCAST VIDEO:

Industrial Academy (One Month Free Access And One Free Licence For Future Industrial Leader):

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

Business Beatitude The Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Live from IoT World Congress Mr. Robert Jackson and Syed Ali with Moxa and Chevron talk IIoT and Heat Exchangers appeared first on Industrial Talk.

Live from Inforum 2019, Energizing EAM Podcast interviews Angel Torres, InforEAM Practice Lead at VisualK US. In this interview, Angel discusses the power of leveraging InforEAM and keeping power utilities up and running and serving customers. It's about service continuity in an asset intensive industry and keeping your customers moving forward! Get the answers to your questions along with Angel's unique insight on the “How” on this Energizing EAM Podcast interview!

You can find out more about Angel at the links below. Also, get your free InforEAM Toolkit. Finally, get your exclusive free access to the Industrial Academy and webinar access to “Building a Better Industrial Sales and Marketing Platform for Greater Success in 2020“. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

ANGEL TORRES CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/angel-torres-morales/

Company Website: https://visualk.com/en/

Company Twitter: https://twitter.com/visualk_usa

InforEAM: All you need to know about InforEAM

YOUR INFOR EAM TOOLKIT:

Click on the InforEAM Toolkit picture above and receive the following “Must Have” EAM reports:

1. 7 Steps for implementing reliability-based maintenance
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4. EAM vs CMMS, don't get fooled
5. Infor EAM Brochure
6. Infor EAM Overview
7. 9 fleet management challenges and how to resolve

Industrial Academy (One Month Free Access and One Free Licence for Future Industrial Leader):

Industrial Talk Free Webinars:

Related Podcasts At:

https://industrialtalk.com/infoream/

Business Beatitude the Book

Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES…The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES!

TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES!

Reserve My Copy and My 25% Discount

The post Inforum2019: Mr. Angel Torres with VisualK talks about How to Power Flowing and Customers Moving appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Jaime Jay, CEO at Bottleneck Virtual Assistants about outsourcing strategies that will improve your financial bottom-line by freeing you up to effectively focus on work that expands your market, improves your sales and brings in revenue. Learn more about Jaime and the great work at Bottleneck Virtual Assistants at the following links below:

Company LinkedIn: https://www.linkedin.com/company/bottleneck-virtual-assistants

Personal LinkedIn: https://www.linkedin.com/in/jaimejay/

Personal Facebook: https://www.facebook.com/heyjaimejay

Company Facebook: https://www.facebook.com/bottleneckvirtualassistants/

Instagram: https://www.instagram.com/heyjaimejay/

Personal Twitter: https://twitter.com/heyjaimejay

OTHER GREAT INDUSTRIAL LEARNING SOLUTIONS:

Infor's Educational Alliance Program:  https://www.infor.com/services/education-alliance-program

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Festo Didactic: Blazing the trail in hands-on Industry 4.0 training: https://www.festo-didactic.com/us-en/

OTHER GREAT INDUSTRIAL RESOURCES:

InforEAM:  https://www.infor.com/products/eam

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

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YOUTUBE VIDEO OF INTERVIEW:

RELATED PODCASTS:

Industrial Leadership – What You Do Is Important!

Podcasting 101 – Physical Tools

The post Industrial Operations: Industrial Outsourcing Strategies with Jaime Jay appeared first on The Industrial Talk Podcast with Scott MacKenzie.

The post Industrial Operations: Industrial Outsourcing Strategies with Jaime Jay appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Chris Badgett, CEO at LifterLMS about how easy it can be to Leverage Powerful Learning Technology to create a Branded in-house training solution for employees, partners, customers and prospects. The 5-Pillars of Industrial Success are 1. Leadership, 2. Finance, 3. Operations, 4. Sales and Marketing and 5. Technology. All 5 Pillars are supported by consistent and ongoing industrial education! To be truly effective and successful in Industry 4.0, consistent education is a must and non-negotiable for your competitive edge. Learn more about Chris and the great work at LifterLMS at the following links below:

Company LinkedIn: https://www.linkedin.com/company/lifterlms/

Personal LinkedIn: https://www.linkedin.com/in/chris-badgett-57486325/

Company Facebook: https://www.facebook.com/lifterlms/

Group Facebook: https://www.facebook.com/groups/lifterlmsvip/

Company Twitter: https://twitter.com/lifterlms

Personal Twitter: https://twitter.com/ChrisBadgett

OTHER GREAT INDUSTRIAL LEARNING SOLUTIONS:

Infor's Educational Alliance Program:  https://www.infor.com/services/education-alliance-program

Infor's GenOne Program: https://go.infor.com/genone/

Festo Didactic: Blazing the trail in hands-on Industry 4.0 training: https://www.festo-didactic.com/us-en/

OTHER GREAT INDUSTRIAL RESOURCES:

InforEAM:  https://www.infor.com/products/eam

Safeopedia: https://www.safeopedia.com/

Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

LifterLMS: Get One Month Free for $1 – https://lifterlms.com/

Bliss Drive: https://www.blissdrive.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

YOUTUBE VIDEO OF INTERVIEW:

RELATED PODCASTS:

Industrial Academy: Training Future Leaders in Industry 4.0 with Thomas Lichtenberger

Industrial Leadership Dojo – Curiosity In Learning!

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In this week's Industrial Talk Podcast we are talking Industrial Education and Training the future Industrial Leaders in Industry 4.0. Industry is changing rapidly. The Forth Industrial Revolution is happening NOW and represents a fundamental shift in the production and manufacturing of goods and services. Thomas Lichtenberger, CEO at Festo Didactic discusses his passion for providing Hands-On learning opportunities/solutions for building the Industry 4.0 workforce of tomorrow! Learn more about Thomas and the great work at Festo Didactic at the following links below:

Personal LinkedIn: https://www.linkedin.com/in/thomas-lichtenberger/

Company LinkedIn: https://www.linkedin.com/company/festo-didactic-lt%C3%A9e-ltd/

Company Facebook: https://www.facebook.com/FestoLearning/

Company Twitter: https://twitter.com/didactic

OTHER INDUSTRIAL LEARNING SOLUTIONS:

Infor's Educational Alliance Program: https://www.infor.com/services/education-alliance-program

Infor's GenOne Program: https://go.infor.com/genone/

OTHER GREAT INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

Bliss Drive: https://www.blissdrive.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

YOUTUBE VIDEO OF INTERVIEW:

RELATED PODCASTS:

Industrial Sales – Industrial Market Segmentation!

Industrial Marketing – Digital Compounding

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In this week's Industrial Talk Podcast, we discuss the positive impact that technology is having on the Industrial supply Chain. Guy Courtin brings a wealth of Supply Chain knowledge and vision into the exciting future of Supply Chain. Want to know more about Guy head to the following links:

Personal LinkedIn: https://www.linkedin.com/in/guycourtin/

Personal Facebook: https://www.facebook.com/gfncourtin

Personal Instagram: https://www.instagram.com/gcourtin/

Personal Twitter: https://twitter.com/gcourtin

OTHER INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

Bliss Drive: https://www.blissdrive.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

YOUTUBE VIDEO OF INTERVIEW:

RELATED PODCASTS:

Industrial Marketing: Standing Out In The Crowd.

Industrial Sales – Industrial Market Segmentation!

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Today, our world's energy, food, and water systems are so poorly protected and we have a responsibility to protect them from nefarious intruders wishing harm. Cyber attacks are on the rise and we must work together to make our factories, refineries and smart grid secure, safe and reliable. In this weeks Industrial Talk episode, we talk to Keao Caindec, Head of Cyber Protection and Privacy with Mocana and we are talking about the importance of an ongoing cyber security strategy to ensure long-term safety and operational continuity. Learn more about Keao and Mocana at:

Company Website: https://www.mocana.com/

Company Facebook: https://www.facebook.com/mocanainc/

Company LinkedIn: https://www.linkedin.com/company/mocana/

Company Twitter:  https://twitter.com/mocana

Keao's LinkedIn: https://www.linkedin.com/in/kcaindec/

YOUR MOCANA TOOLKIT:

Click on the Mocana Toolkit picture above and receive the following “Must Have” Mocana Cyber reports:

1. Mocana CyberWall Datasheet
2. Mocana PNAC Datasheet
3. Mocana TrustCenter DS
4. Mocana TrustPoint DS
5. Mocana Unpatchable Legacy ICS Devices

OTHER INDUSTRIAL RESOURCES:

Safeopedia: https://www.safeopedia.com/

Industrial Marketing:  https://industrialtalk.com/industrial-marketing/

Industrial Academy: https://industrialtalk.com/industrial-academy/

Industrial Dojo: https://industrialtalk.com/industrial_dojo/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

Bliss Drive: https://www.blissdrive.com/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

Social Jukebox: https://www.socialjukebox.com/

YOUTUBE VIDEO OF INTERVIEW:

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No Frills Industrial Coaching or Mentoring

As Elite Industrial Professionals or Companies you need a Coach/Mentor. Not someone that strokes your ego or makes you feel warm and fuzzy, that is a waste of time and money! You need someone that is painfully honest and shines a spotlight on areas that need improving to take you and your company to the next level. That is a valuable return on your time and money…

YOUR INDUSTRIAL DIGITAL TOOLBOX:

Bliss Drive: https://www.blissdrive.com/

Feedly: https://feedly.com

Active Campaign: https://www.activecampaign.com/

BombBomb: https://bombbomb.com/

Social Jukebox: https://www.socialjukebox.com/

Podcast Transcript:

[00:01]                                    The industrial talk podcast go big in just six minutes a day. Building a legacy of success in a rapidly changing industrial market. Right. Welcome to the industrial talk podcast. My name is Scott MacKenzie. I am so glad and honored that you are here and joining the Industrial Talk podcast. So let's get going. We're going to talk about no frills

[00:21]                                    coaching or mentoring. We've been talking over the past few weeks about that elite industrial athlete. We've been using the elite athlete as an example and uh, and what it takes for that elite athlete to Xcel. Right? It's important. There's a, there's a lot of things that we have discussed, but before we go down that road, I want to make sure you that you are aware of the industrial toolkit. We've been talking aloud about that too. You need this industrial toolkit starts with Active Campaign that’s your CRM goes into your Bomb Bomb shown that human side from a, from an email perspective, we discussed Bliss Drive. That's B L I s s drive, which is an organization that is really focused on your search engine optimization. It's vitally important for you as an industrial company to understand search engine optimization or SEO, and that's Bliss. Drive, B, L, I, S. S. And then we're going to throw in there one more tool, and that is Feedly, F, E, E, D, L, Y.

[01:33]                                    And that is sort of the, the, it's just a congregation of information that is specific to anything out there and you can hone in on that information. We're going to talk about that in later podcasts. And then of course, we're all about education. Industrial Academy as well as the Industrial Dojo, all focused 100% on you, the industrial professional, you, the industrial company, and your success. So anyway, this is where we're at. We're going to talk about no frills, but before we go down that road, we talked about grit. You need grit in a, an elite athlete just continues to push, push, push, push, push, never gives up, never surrenders process, very structured, organized, what they do. Same thing exists for you as an elite industrial professional. Then you have that intense focus. You're not flying all over the place. You're not just looking at all those shiny objects, which is very easy.

[02:28]                                    I'm telling you right now, it's easy. I, I am the biggest culprit of that. We're going to now venture into a no-frills coaching situation. Now, if anybody, if you know me out there and many do, uh, I, I, I'm not huggy, feely, fluffy. I, I'm not intentionally going to hurt your feelings, but I'm going to tell you the truth and we're going to get going. And that's what you're looking for. You're looking for a coach that gets right into it. No frills, no. You know, I mean, it's just, it's about you, your success, your elite status. And that coach is there to tell you the truth. So I'm looking out on forbes.com and there's an article out there and there are components of a good coach. So I want to read them out. It helps you to see yourself more clearly. Demand that. So if I'm an elite industrial athlete, I want to see myself more clearly to see others more clearly.

[03:35]                                    I want to see my competition. I want to see who I'm racing against and I want to see them in clarity and then I'm going to learn new ways to respond. So the market itself, your coach, your mentor needs to look at that market, have that big vision market view, and be able to say, okay, we're going to go down this road, we're going to do this, we're going to pivot here, we're going to do whatever and, and, and demand that and no fluff, once again, no fluff, that they're going to learn new ways to respond. Leverage your existing, you have strengths and weakness. So we're going to leverage your existing strengths, right? And we're going to exploit those, for lack of a better term, to benefit you. Your coach has got to do that and push you down that road. Build more productive relationships, okay?

[04:28]                                    You need that as an elite industrial athlete professional. You need to develop productive relationships. It is so important. And your coach, your mentor is dialed in on making that happen and then a six, achieve what you want, right? Because that's really what the coach is all about. A mentor. I want to win the race. If I'm an elite athlete and I'm putting out the grit and I'm following the process, I've got this intense focus and I want that coach to be painfully and I mean painfully honest in everything that I do and direct my steps. That's what a coach is all about. And I'm not gonna sit here and, and be fluffy. I like to work hard and play hard and, and I expect anybody coaching me, mentoring me, get to it, cut right to the chase, one of my weekend. What do I need to improve?

[05:32]                                    Where do I need to go? How do I, you know, whatever those components are those six components out on for now, I'll have that and linked out in my, uh, on my website at industrialtalk.com on this particular podcast. So that's what I challenge you. If you need a coach, you're an elite athlete, you need a coach, and that coach has got to be no frills, no fluff, no rough, all of that stuff, or it's not going to be worth your time. It's not going to be worth your effort. It's not going to be worth your energy. That man, six minutes, get the pup baby. No prob coaching, no broke. You're an elite industrial professional and you require, you've got grit, you've got the process down, you've got intense focus and now you got a coach or a mentor that is no frills gel in it. Like it is being real. Have a wonderful day. Thank you very much. And if you're looking at me out on the video right there, I got a nice little world would graphics out there. So it's pretty cool looking. I kinda like it wore me out, but nonetheless, there it is. Thank you very much for joining the industrial talk top podcast. I appreciate it. Be Safe. And we will talk later.

Related Podcasts:

Industrial Leadership: Intense Focus

Industrial Leadership: Discipline, Grit, Never Give Up!

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Question: Do you have an Industrial Crisis Response Plan? Has your plan been Tested and Exercised? Finally, is the plan current and reflects the changes in your business? Important questions that need answers.  Kirsty McKinlay-Stewart, Director of Crisis Management Limited and Publisher of Crisis Response Journal is passionate about you and your company having a powerful Crisis Response plan in place and ready to activate on short notice. Find out more about Kirsty at:

Company Website: http://www.crisis-response.com/

Personal LinkedIn: https://www.linkedin.com/in/kirsty-mckinlay-stewart/

Company LinkedIn: https://www.linkedin.com/groups/3798271/

Twitter: https://twitter.com/KirstyCRJ

The post EP 066: Yes – Industrial Crisis Response is Very Important! Not Having a Plan is BAD! Kirsty McKinlay-Stewart Tells Why. appeared first on The Industrial Talk Podcast with Scott MacKenzie.

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