Industrial Talk is onsite at Accruent Insights and talking to Noah Reding, Vice President/GM at Accruent about “Smart buildings – optimizing the efficiency and value of building assets“.

If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation.

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!

NOAH REDING'S CONTACT INFORMATION:

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

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

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Hexagon: https://hexagon.com/

Arduino: https://www.arduino.cc/

Fictiv: https://www.fictiv.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:

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

The post Noah Reding with Accruent appeared first on Industrial Talk.

Industrial Talk is onsite at Accruent Insights and talking to Israel Ortiz, VP and GM at Accruent about “Accruent's Space Intelligence Platform for optimizing building assets”.

If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation.

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!

ISRAEL ORTIZ'S CONTACT INFORMATION:

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

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

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Hexagon: https://hexagon.com/

Arduino: https://www.arduino.cc/

Fictiv: https://www.fictiv.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:

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

The post Israel Ortiz with Accruent appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at Xcelerate 23 in Orlando, FL and talking to Lee McClish, Director, Maintenance and Reliability, NTT Global Data Centers about “Ensuring Data Center Reliability to Deliver Optimal Performance”.  Summary of our conversation:

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!

LEE MCCLISH'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/lee-mcclish-b79069a/

Company LinkedIn: https://www.linkedin.com/company/ntt-global-data-centers/

Company Website: https://services.global.ntt/en-us/services-and-products/global-data-centers

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Fictiv: https://www.fictiv.com/

Palo Alto Networks: https://www.paloaltonetworks.com/ot-security-tco

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

Armis: https://www.armis.com/

Saviant Consulting: https://www.saviantconsulting.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

The post Lee McClish with NTT Global Data Center appeared first on Industrial Talk.

Industrial Talk is onsite at Hexagon LIVE and talking to Chris Walcot, CEO of Progressive Technology Solutions about keeping critical assets operating and your business running.  Here are some quick points:

Also, 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!

CHRIS WALCOT'S CONTACT INFORMATION:

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

Company LinkedIn: https://www.linkedin.com/company/progressive-technology-solutions-ltd/

Company Website: https://progressive-tsl.com/

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

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

The post Chris Walcot with Progressive Technology Solutions appeared first on Industrial Talk.

On this episode of Industrial Talk, we're onsite at Accruent Insights and chatting with Kristi Flores, CMO with Accruent about collaborating with your user community to solve operational challenges.  Here are the key takeaways:

• Focus on innovation. Accruent is investing in innovation to help its customers solve their biggest problems and improve their bottom line. This includes developing new products and services, integrating its products to create a more seamless user experience, and using AI and machine learning to automate tasks and improve decision-making.
• Create purpose-built solutions for different industries. Accruent understands that the needs of its customers vary depending on their industry. That's why it develops purpose-built solutions that are tailored to the specific challenges faced by each industry. For example, its solution for the medical industry is different from its solution for the manufacturing industry.
• Embrace a culture of experimentation. Accruent encourages its employees to experiment with new ideas and technologies. This helps the company stay ahead of the curve and identify new opportunities to help its customers.
• Make data meaningful. Accruent is collecting data from its customers' assets and equipment. However, it's not enough to just collect data. Accruent is also working to make the data meaningful by using AI and machine learning to identify trends and patterns. This helps customers make better decisions about how to maintain their assets and equipment.
• Deliver value to customers. At the end of the day, Accruent is focused on delivering value to its customers. This means developing solutions that help customers solve their biggest problems, improve their bottom line, and make better decisions.

Here are some additional thoughts from the conversation:

• The pace of innovation is accelerating. The pace of innovation is accelerating, and Accruent is committed to keeping up. This means investing in new technologies and developing new solutions that meet the needs of its customers.
• The human factor is important. Technology is only one part of the equation. Accruent also understands that the human factor is important. That's why it's focused on making its solutions easy to use and understand.
• The future is bright. Accruent is well-positioned for the future. It has a strong track record of innovation, a deep understanding of its customers' needs, and a commitment to delivering value. I'm confident that Accruent will continue to be a leader in the asset management space for many years to come.

Also, 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!

KRISTI FLORES' CONTACT INFORMATION:

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

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

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

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

The post Kristi Flores with Accruent appeared first on Industrial Talk.

Industrial Talk is onsite at the 30th Annual SMRP conference and speaking with Mark Brown, Business Development Manager at Doble Engineering Company about “Technology that provides locational insights into cable and conductor faults”. Get the answers to your “Doble” questions along with Mark'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!

MARK BROWN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/markbrown2/

Company LinkedIn: https://www.linkedin.com/company/doble-engineering/

Company Website: https://www.doble.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:

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

The post Mark Brown with Doble Engineering appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at Xcelerate 23 in Orlando, FL and talking to Bill Green, VP, Customer Success, Fluke Reliability about “Listening to your user community is central to a vibrant reliability program”. Get the answers to your “Reliability” questions along with Joe'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!

BILL GREEN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/bill-green-b2739228/

Company LinkedIn: https://www.linkedin.com/company/fluke-reliability/

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Fictiv: https://www.fictiv.com/

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

Armis: https://www.armis.com/

Saviant Consulting: https://www.saviantconsulting.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

The post Bill Green with Fluke Reliability appeared first on Industrial Talk.

Industrial Talk is onsite at the 30th Annual SMRP conference and speaking with Klaus Blache, Director – Reliability and Maintainability Center at the University of Tennessee about “Educating the Asset Management Leaders of the Future”. Get the answers to your “Reliability Education” questions along with Klaus' 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!

KLAUS BLACHE'S CONTACT INFORMATION:

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

Company Website: https://rmc.utk.edu/

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:

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

The post Klaus Blache with University of Tennessee appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at Xcelerate 23 in Orlando, FL and talking to Joseph “Joe” Rich, Chief Revenue Officer, Fluke Reliability about “Customer Collaboration key to Innovative Reliability Solutions”. Get the answers to your “Reliability” questions along with Joe'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!

JOSEPH RICH'S CONTACT INFORMATION:

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

Company LinkedIn: https://www.linkedin.com/company/fluke-reliability/

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Fictiv: https://www.fictiv.com/

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

Armis: https://www.armis.com/

Saviant Consulting: https://www.saviantconsulting.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

The post Joseph Rich with Fluke Reliability appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at Xcelerate 23 in Orlando, FL and talking to Sue-Ann Prentice, CMO, Fluke Reliability about “Listening to customers and solving their reliability challenges”. Get the answers to your “Reliability” questions along with Sue-Ann'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!

SUE-ANN PRENTICE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/sue-ann-prentice-0846185/

Company LinkedIn: https://www.linkedin.com/company/fluke-reliability/

Company Website: https://www.accelix.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

The post Sue-Ann Prentice with Fluke Reliability appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at FABTECH in Atlanta, GA and talking to Andrew Robling, Senior Product Manager with Epicor Software about “Manufacturing insights through collaborative cloud technology”. Get the answers to your “Manufacturing” questions along with Andrew'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!

ANDREW ROBLING'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/andrew-robling/

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

Company Website: https://www.epicor.com/en-us/

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:

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

The post Andrew Robling with Epicor appeared first on Industrial Talk.

Industrial Talk is onsite at the 30th Annual SMRP conference and speaking with Erik Klein, Senior Sales Engineer with Prometheus Group about “Strategies around digitizing and executing your reliability journey”. Get the answers to your “Asset Management” questions along with Erik'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!

ERIK KLEIN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/edanford-klein/

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

Company Website: https://www.prometheusgroup.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:

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

The post Erik Klein with Prometheus Group appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at Xcelerate 23 in Orlando, FL and talking to Jason Waxman, President, Fluke Corporation and Ankush Malhotra, President, Fluke Reliability about “The State of Reliability and Strategic Vision of Fluke Reliability”. Get the answers to your “Reliability” questions along with Jason and Ankush'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!

JASON WAXMAN'S CONTACT INFORMATION:

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

Company LinkedIn: https://www.linkedin.com/company/fluke-corporation/

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

ANKUSH MALHOTRA'S CONTACT INFORMATION:

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

Company LinkedIn: https://www.linkedin.com/company/fluke-reliability/

Company Website: https://www.accelix.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

The post Jason Waxman and Ankush Malhotra with Fluke 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:

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

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

Industrial Talk is onsite at the 30th Annual SMRP conference and speaking with to the Reliability Legend Nancy Regan, Founder of RCM Training Online about “Human Reliability and possible Obstacles”. Get the answers to your “Human Reliability” questions along with Nancy'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!

NANCY REGAN'S CONTACT INFORMATION:

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

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

Company Website: https://rcmtrainingonline.com/overview/

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:

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

nancy, duality, thermodynamics, rcm, reliability, fear, eastern airlines, people, goal, scott, maintenance, industrial, physics, speaking, moving, humans, podcast, professional, blacksmith, lofty goals

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.

00:22

Alright, once again, thank you very much for joining the industrial talk the number one industrial related podcast in the universe, Nancy. It's backed up by data. And we are broadcasting live. We're on site at SMRP, the 30th annual SMRP conference, and it is in Raleigh, North Carolina, there goes a fan right there. And we are just highlighting some of the best professional solving problems. And if you're in the maintenance of reliability space, you need to be involved with SMRP. Alright. This is a big conversation. This is probably the most famous individual I've ever had on my podcast, Nancy Regan. Hi, Scott. She is in the house. She's in the hot seat. And she is speaking at SMRP How are you doing? I gotta tell you, man, I was so excited.

01:05

I was excited that you're here. When I

01:09

got that text, I couldn't believe it. I couldn't believe it. If there were two people I could pick to be able to see this week. It's you and Susie

01:20

right here right now.

01:22

And having a good time. Now you're uh, you're here and you're speaking on human reliability. And I'm just jumping the gun. Give us the background on who Nancy is.

01:32

Well, I was born the daughter of a blacksmith in Everett, Massachusetts.

01:38

Whoa. Whoa. Really a blacksmith? Really?

01:41

Really? When you asked me that was kind of like a joke that I know. But it's like, yes. Yeah. She's,

01:47

she's telling the truth.

01:48

Ya know, my father was a blacksmith. And then I was very young. I don't know what happened with the shop. But then he went to work for Eastern Airlines. And he, he cleaned airplanes. But he, he acted like he was the CEO. He loved Eastern Airlines. He loved his job, he put his heart and soul into it. And now in the 1970s security was not what it is now. So his badge, his Eastern Airlines badge would get us onto the ramp. I didn't we didn't even have to go through the metal detectors. He would just flash it. And he would take me maybe two weekends a month. And he would take me down onto the ramp and put me in the seed of the aircraft tow tractors and walk me all around. It was like amazing. And so how synchronistic is it that when I finally found the technical love of my life, Reliability centered maintenance, my see him? Yes. My first analysis was on an aircraft tow tractor. No, really, really? Yeah, it really was.

02:47

Those were the days I remember.

02:48

I remember my family coming to the gate when I get off the gate. Yeah, it would be. I would see my family. Yeah.

02:57

I miss those days.

02:58

I do too. So

03:00

anyway, and then and then you're just you're RCM. I was telling somebody that you were designing some components to the catapult system and whatever. Well, I

03:09

facilitated analyses analysis on them, where I where they I asked the questions, and they make they answered them, and we created a maintenance plan together for that stuff. That's when I first started my career. That's in the late 90s. I'm totally dating myself now. Oh, yeah, you are.

03:31

Brilliant. Doogie Howser, girl. Brilliant. All right. That's MRP. And of course, you've got the street cred and reliability RCM specifically. And you're speaking on the topic of human reliability. So help us

03:47

define what that looks like.

03:49

Okay, so that's the gist. Now, the more so I've been doing Reliability centered maintenance for 25 years. So

03:56

you know, you're dating, you're saying? No,

03:58

but I started when I was 10. So now you're 35? Yep. Actually, I'm kind of I'm okay with being my age. It's I should be Yeah, I know. I am. I don't have a problem with okay, I'm way good. Okay, good. So anyway, the more than I do RCM, the more I realize how much we humans have in common with our machines. And in fact, we have an invisible machine built in side of us called inner success mechanism.

04:29

Inner Success Mechanism, okay, got it.

04:33

All you have to do is know what it is and how to operate it and you can achieve just about anything.

04:41

Okay, so here it is. What is an inner success mechanism? How do I know? And I want it now.

04:48

Okay, so I flew out i If, if you Scott or anyone out there has ever been stuck on a goal or frustrated, you're not alone because I was You have to until I found clarity in four very unusual places.

05:04

Pepper us with those four very far. Yeah.

05:07

Reliability centered maintenance. RCM thermodynamics. Physics. Any you ready for this one? Yeah, go and do monk, a Hindu, a Hindu, okay. Yep. Okay. So when you do Reliability centered maintenance, you build an fmba, or a filling Modes and Effects Analysis. And the first step is writing functions. And you start with the, with a primary function. Well, the more I thought about it, the more I realized that we as humans have primary functions to, you know, we, it doesn't matter if you call it a goal or your purpose or your mission, all you have to do is realize that it's that thing that keeps nudging you that thing that keeps poking you to do to work on, I call it my heart's desire. So that's one thing that we have in common with our machines. So, here's another thing that, you know, I don't know, if, if you're listening to this podcast, then you probably have a goal. And it doesn't matter if it is personal, or professional. But sometimes we have really lofty goals, and then the voices can start like, Who are you to want to do that? Don't tell anyone, you're gonna do that. They'll think you're insane, right? So I think that as human beings, I'll speak for myself, I struggled for a long time with the things that I want to do, like, how is that ever going to be possible? And that's when thermodynamics comes in.

06:36

Okay, are you ready for this? Yeah. Okay, cool, then, the first law

06:40

of thermodynamics says that energy can neither be created or destroyed, it can only be transferred from one form to another. Now, when you think about your goal, you may feel excited, you know, you may feel joy, you may feel relief, you could feel all kinds of things. So that just proves that the thought of your goal is energy. Right. Fair enough. Okay. So if it's if the first law of thermodynamics is true, which it absolutely is, because it's because of the first law of thermodynamics that the air conditioning is on in this room, right? Refrigerant changes state. If that's true, then that means that your goal already exists. All we have to do is use our power and our will and our determination to change its form, we have to take action and bring that form to life. So when I when I put that together for myself, I mean, I heard all this stuff. I didn't come up with this. But when I put all these pieces together for myself, I realized I can achieve it cuz it's already there. I just have to change its state. What do you think? Am I you think I'm in? No, no,

07:53

no, no, I'm sitting there. I'm trying to think I'm trying to internalize what you're talking about. On my half.

08:01

I'm trying to Okay, I got it. I got some lofty goals. And and, you know, what,

08:08

what are those? The barriers? What am What am I? What am I experienced? What is it? And you know, it's a it's a reflection?

08:15

Do you ever doubt it? Are you ever like, oh my gosh, am I can be able to do that

08:19

by saying no. Am I a psychopath? Or not? Oh, that's like, I think I can I can achieve anything that that? Okay. No, but it's, yeah, some days maybe I guess you're right. I mean, I can say,

08:33

well, we all have our moments. But yeah, but when I heard it when I heard it expressed that way, and maybe you know, because I'm an engineer by degree. So when you throw thermodynamics at me, I kind of I get it. Yeah, right. Okay, so then physics comes in. Right. And, you know, have you Surely you've heard of the power of positive thinking right now? Yeah. So a lot of people think that it's just like wishful thinking. It's this Frou Frou stuff? Well, okay, but really, it's just physics. Because we live, you may have heard the term, we live in an ocean of motion, meaning everything's moving right? Like this microphone. It's not static, it's moving. And we know from physics, that everything that moves has a vibration and a frequency. So the frequency is the speed at which it moves. And we know from quantum physics that like attracts like. So that's the whole premise behind the power of positive thinking, where if you this is what I learned from the Hindu monk, he said that the key to the success mechanism is that you have to keep your goal in your mind. It has you it has to be constantly repeating in your mind. You have to be constantly remembering it, but that is because when you do you actually raise your vibration. So now you it's because it's physics. I'm not being a nut job here. Now you are literally vibrating at a different frequency you are vibrating at a frequency at which you now attract the people and the opportunities and the things you need to take the next step.

10:10

So with that, you know, there's somebody's gonna say, hey, Nancy,

10:17

is it working for you?

10:20

Yes. But here's the thing. All of this stuff that I just said is simple, but it's not easy. Because have a you ready? Do you have a drumroll on that?

10:32

Let me let me see just one second. Let me let me do this. No, we do this tank type.

10:39

Drum roll. It's a joke roll. That's still a gerbil. I have I don't think I have anything else. No, I have chirps. No, I don't have but

10:52

we can do this. Okay. Okay. So you know, if this stuff were easy, then everyone would be living the life that they want. But what I learned from this Hindu monk, his name was Brother Ananda boy, and all this I was just surfing the internet. And I saw a talk that he gave called, your thoughts can change your life. That's how I was made aware of some of this stuff. But he mentioned duality, where we live on planet Earth and not fantasyland. So we are all subject to duality. There is good and bad, there cannot be darkness without light, for example. So there is this constant thing that we have to deal with. Now, the best way to illustrate duality is think about Las Vegas, Nevada. At any given time, you can dine in the most exquisite restaurants, you can shop in the finest places Chanel and Gucci and Christian Louboutin, you can say in the most opulent hotels, but simultaneously, there's garbage on the streets, there are people sleeping on the streets, you can't go 20 feet without watching someone dig in the garbage for their next meal. So there is this constant duality. And so as humans, we we have to fight the urge to like being negative, or sit on the couch and just watched.

12:23

But it is easy to be negative. Yeah, it's easier. There's no friction there. It's like it's like a superconductor. It is like, it's, it's there's no friction.

12:32

Yeah, none of this stuff is easy. And we're, we're not on this planet, to be on the couch. And to take things easy. We're on the planet to challenge ourselves and to achieve our heart's desire. And that can be personal or professional, whatever it is. But the other part, the other part of that duality is we often have these voices, you know, you're not good enough, you don't know enough, you'll never be able to do it. And then you know, these fears, like, if I do this, they're gonna think I'm an idiot, they'll finally figure out that I don't know what's going on. And here's where thermodynamic thermodynamics comes in again, and with what I'm going to suggest to you, you really may think I'm a nut, and you may never have me back

13:13

again. No, no, no, no, I'm all buckled in. Let's, let's get it all buckled in here. Okay, click, get going.

13:19

Okay, so when it's, it's part of this duality, and it's the way the world is set up. It's like, we've got this stuff that hounds us, the these voices and these these fears. So fear is one of the biggest killers for human beings. It will Its job is to strangle us, and to keep us small, unless we know how to manage it effectively. Now, one of my mentors, Christina Thomas Frazer, she taught me something really important about fear. First of all, all fear is real. But there are two kinds of fear. There's valid fear, and there's invalid fear. So let me ask you a question, Scott. Let's say you for me. All right. You wake up at one in the morning and you hear someone trying to break into your home, and your children are our home for the weekend. They're spending the weekend with you. And your wife is next to you. Yep. And you hear someone breaking in? I'm going to assume you will feel some sort of fear. Is that, is that fair enough to say?

14:26

Yeah, yeah, I'll be it's a I don't know if it's fear, but it's all fight like,

14:33

yeah, that's my next question. What are you going to do? I'll

14:35

fight like a son. Like a badger.

14:39

There is nothing that you will allow to come between you and your family right now. Okay. See, that's valid fear. So valid fear rarely keeps us from doing what we know we need to do. The invalid fear is the stuff that kind of makes us feel strangled. Like okay, you just end up sort of from the internet or answering emails instead of working on the paper or doing something that you want to do. So if we bring thermodynamics back into it, this is where you're going to think I'm not. And what Christina taught me to do is that you name this fear energy. I mean, you name it, I have all different kinds. There's probably more than one in your

15:21

life like, well, I can name like, like, your name, what are your fears? Scott?

15:25

Yeah, like Johnny or whatever name you want, right? You name it, and you give it a job. It is remarkable at finding parking spaces, smoothing things out after you've maybe had a little tiff with your spouse, oh, keeping the middle seat on the plane empty. And reserving overhead space for your, for your, your suit your carry on. It's wonderful at that. So because you because this fear is energy, and you an energy cannot be created or destroyed. You can't. You can't just work through the fear. You can't you know, some people, they always push it aside and keep moving. You can't, because it's thermodynamics, you cannot destroy it. But you can flip it on its head, and you can turn it into your supercharged assistant. And I'm telling you, I don't know if there's anyone out there if you think maybe you feel you think that I'm not. It is remarkable how this works.

16:24

Okay, so let's, let's take that analogy of the plane right? There. Your,

16:30

you want that middle seat vacant?

16:33

You want some storage space for your bag. Yep. Whatever else. Take us through that thought process.

16:41

Okay. So there's Okay, for example,

16:45

yes, I'm concerned, I want to, I don't want to sit

16:47

next to you traveling to a conference and you're presenting, and all now you're all tied up in knots. Because you're afraid you're gonna forget what you're going to say, once you get up on the stage still do that all the time. You name well, but when I use this technique, I get it off my back. So I name it I have I have different names for the different, you know, for the for the invalid fears that I have as a human being, I name it and assign it a job. So mine right now, because I'm presenting tomorrow morning, is arranging to make sure that there is overhead space for me on the airplanes when I go for my flight home. So you quite literally talk to it. You name it, and you tell it to go what to do. And when it comes back, because it's always going to come back because you cannot destroy it. It's gonna keep coming back at you. You just keep giving it another job. It is so remarkable how it works on a plane I flew to and from Australia, three flights each way. And the middle seat was next to me.

17:47

I don't understand how you're saying that. And how that. It's like, take me through it. It's like okay.

17:53

Yes, I want my wife to sit in one place and might and have that separate. So what do I say?

17:59

You say to it, you name it. Right, Johnny, Johnny, Johnny. Hi, while he said, You know what? I have got to, I've got to get this done. And you got to get off my back. So what I need you to go do right now. Oh my god. I need you to go talk to whoever you need to talk to get into computer systems make that middle seat be empty for me. And you keep telling you, I'm telling you, I know you think I'm the night. No, no,

18:26

no, no, that's not it. It's I just wanted to understand it's like, okay, I

18:30

got it. You're saying, Hey, get off my back over there and do something productive for me. Right? Yeah.

18:36

That's what you're saying?

18:37

Yes. So you flip it, you change it? Got

18:39

Got it. Got it. Now, here's

18:41

one key. These things play up, especially when we're onto something good. So that's a clue for anyone out there. If you do have something you want to work on some big goal you want to do, if all of a sudden you're plagued with whatever, whatever kind of fear you're plagued with, then that's like a clue that you're onto something good. And why why is it all set up this way? It's because we live on planet Earth, and we have to deal with duality. I tell my husband all the time when he says yeah, but that's not fair. And he says, I know, I know. You're gonna tell me I have to move to fantasyland.

19:19

Yeah, I hear what you have to say. All right. Talk to us. How do they get a hold of you, Nancy?

19:27

Well, you can go to Nancy Regan.com and ancyregan.com for this URL. Got it? I got it. Is it available? Do you have to for enough American dollars you can have almost anything you want to get out of here. It really wasn't that much relatively speaking. Do you want to know how much $1,500 That's really not much if you think you're gonna have a website for 20 years. Okay, there you go.

19:58

Because it's always like that. Do we have that URL? How did you get that URL? Stumbled by that? You are great. As always, I can't believe you're nervous about just speak all the time. Always

20:10

nervous. I'm always nervous. I'm gonna forget. Yes, I'm always nervous

20:16

since Shut the front door. All right, we're gonna have all the contact information. And Nancy out on industrial talk. Once again, we're broadcasting from the 30th annual SMRP conference here in Raleigh, North Carolina. Great people, great solutions, solving problems. Right here. Put this on your bucket list for next year. I think it's in October, and it is in Orlando. All right. We're gonna be back and wrap it up on the other side. So stay tuned. We will be right back.

20:42

You're listening to the industrial talk Podcast Network.

20:47

He Yeah, yeah. That's the legend. That is the Nancy Regan legend. RCM Reliability centered maintenance. You need to reach out to her without a doubt. And you can tell one, she's passionate, too. She wants you to succeed. And she wants to help you any way shape. She can. Nancy Regan, you go out to her stack card on LinkedIn. And yeah, she's got a header that's, she's speaking and you get. It's all chock full of great things that are associated with RCM. Yeah. Yeah, you will not go wrong with that one. All the contact information for Nancy is out on industrial talk.com accord according as well as her wonderful LinkedIn profile. They're right there, right there she is awesome. So reach out, do not hesitate. Reliability, asset management, maintenance, you need to be if you have any passion around that you need to be connected with SMRP, the Society of maintenance and reliability professionals, and look at their next conference coming up this year, get engaged, you're just going to be involved in a lot of incredible professionals passionate once again, passionate about reliability, and a must to connect with because we need for you to be successful. And a part of that success equation, of course, is being able to to perform and manage your assets and keeping them up and running and all of that good stuff, as well. As you know what Nancy was talking about, right here between the ears, the noodle in your head, important stuff, all of it. All of it is important, and we need for you to be successful. All right. Be bold, be brave, daring greatly. I said all the time. Because you are wonderful. And this is a celebration of you, industry professionals, hanging out with people like Nancy, you're gonna change the world. We're gonna have another great conversation coming from SMRP shortly so stay tuned.

The post Nancy Regan with RCM Training Online appeared first on Industrial Talk.

Industrial Talk is speaking with Chris Pepin, Founder and Adrian Messer, VP with Progressive Reliability about “maintenance debt and finding the right M&R talent”. Get the answers to your “Reliability Hiring” questions along with Team Progressive Reliability 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!

CHRIS PEPIN'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/chris-pepin/

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

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

ADRIAN MESSER'S CONTACT INFORMATION:

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

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:

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

people, reliability, adrian, chris, world, company, asset, conversation, industrial, dedicated, person, progressive, professionals, reactive, maintenance, focused, culture, work, scott, pro

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.

00:22

Alright, once again, thank you very much for joining industrial talk, a platform that is dedicated to you industrial professionals all around the world, because you are bold, you are brave, you dare greatly. You solve problems, you collaborate, and you're making the world a better place. That's why we celebrate you on industrial talk, because you're worth it. And in the hot seat, we have pro rely. And we have two gents. Chris Pippin, as well as Adrian Messer, both are with this wonderful company. And you know, we're going to be talking about, yeah, there is a debt, there is a resource debt when it comes to finding the right reliability professionals to keep your project up and running. So let's get cracking. I enjoyed this. Because the reality is right, let's just let's just lay it on out there, you need to keep that asset, you need to keep that business run, and you need to be able to maintain that asset effectively, so that you can get the most out of it right. And given the changes that are taking place within industry, it is becoming more and more imperative to be able to do that. And do it effectively and finding the right people because it's always a people equation, always a people equation that is necessary to make sure that this asset, your asset, and you you know, you've got that business that is resilient Berlei right there. And we're going to have all the contact information for those two gents, as well as of the organization out on industrial talk.com. Now, we are, as I mentioned, we're creating this platform, this platform is really dedicated to education and and the more and more we work and connect with individuals and connect with businesses, it becomes more and more apparent that education is really necessary, because it's happening, and it's happening so fast. But I think one of the most important component outside of education, which you need to continue to just do is the ability to collaborate is the ability to be able to work with individuals that definitely want you to succeed, they're looking for help. Because every every conference, every organization that I've been to, there's this speed and and the way the speed is happening is that the only way you're going to keep up is with the ability to be able to collaborate, that's that's me. And finally, that innovation component. So you have that education, because it's happening fast, you have that collaboration component that is happening, because it is. And then third, you need to innovate because it never stops changing. And if you're an industry, that is a must, absolutely a must. And pro rely and others within the reliability space, are all dedicated to that all dedicated to this, this, need to educate, collaborate, and of course, innovate in everything that they do. Industrial talk is definitely the place to be able to do that. And, and and if you want to get a hold of me, yeah, just reach out, go out to industrial talk.com Reach out, say, Scott, I want to talk to you. And we need to tell your story, we need to be able to amplify that story. Because you are the heroes in this, this, whatever this industry world is, you're the heroes, you're making lives better, you just are not just here, but around the world. Thank you very much. All right. So I was broadcasting from smrp, the Society of maintenance and reliability professionals and of course, I know Adrian from that wonderful organization. And and what they're dedicated on is definitely the profession of asset management, asset reliability, maintenance, and the tools associated with being able to do that effectively. And to gain the insights necessary to be able to affect the maintenance in a way that keeps that asset are up and running. So SMRP If you're in a maintenance, if you're a reliability professional that is an organization that you must connect with smrp.org Anyway, a part of that is there is this ever focus on keeping those assets up and running as I continue to say, but the reality is, is that there's this resource debt, where do you find the right people? How do you retain the right people? What are we and Proreli has a wonderful model to be able to identify and procure those, those valuable and I mean valuable members of your team to be able to help you succeed and and there's no other way of getting around it. You need to be in the reliability game. And you need to have those the members to be able to do that. So Proreli that's P R O, R E, L i.com. Go out there. All right, let's get cracking with the conversation. Because it's, it's a, it's a good one. So here's Chris. And here's Adrian. Hey, welcome to industrial talk. Thank you, we have Adrian. And we have Chris. And we're going to talk a little bit about something a little bit more advanced in the world of reliability in the world of finding skilled professionals really focused in on your, your benefit, and this is the team, this team does it right then and there. Before we get into that conversation. Let's do a little background check. That sounds sort of overwhelming. But let's do a little background into Chris, give us a little 411 on who you are, Chris.

05:52

My name is Chris Pepin. I'm the founder and managing partner here at Progressive reliability. Been in the talent acquisition world for over a decade, and really, really passionate about the services that we've created here.

06:06

Well, that was pretty cool. That was quick and simple. But you can make it faster there. Right? Yeah, you can trust me. Don't give us a little background, Adrian.

06:14

Yeah, sure. Adrian Messer here with progressive reliability, serving as Vice President of executive services. Been in the maintenance reliability space for nearly 20 years. Fairly new here to progressive reliability as of April of this year, really enjoyed it, though. Met a lot of people talk to a lot of people. And it's fun, being able to help them be a resource for people looking for a solution or looking to make a next kind of move in their career to a better job and a better better environment.

06:47

The URL is pro rely that's PR, o r e l i.com. So make a note of that listener find out more connect with these two, wonderful and just team and the team at pro life. Okay. Here's the deal. We've had a number of conversations revolving around reliability, there's a ton of conversations and the conversations sort of involved in, hey, how do I manage that asset? What do I do? What are the strategies? Why is it important? And all of that? But sadly, there's a there's a human component there, right? So take us through about progressive reliability. What happens? What what makes that process? sort of unique? Can you do that there, Chris?

07:39

Sure. I think one of the first thing said of the year, that makes us unique, because we have a very big not to do list. So there's a lot of companies that do a lot of things, they have a lot of services, and we stay incredibly simple and therefore incredibly focused and powerful. And that is we purely work with maintenance and reliability professionals and professional and executive roles, finding them the right job. So Reliability Engineers, planners, schedulers, folks, everybody else's assists with that vibration analysts. That's the core of the folks who work with under our tire jobs, and then all the other companies competencies that support that. So we can find contract Reliability Engineers for special projects, we can find a team if you need six or eight, specialized tradespeople or craftspeople to support an initiative, we can get them there on site within 30 to 60 days. So we really that's, that's just the simple one, two punch of what we do within reliability, finding professionals, making sure they're plugged in making sure they're as qualified as possible, and eliminating all the noise on everything else.

08:44

Adrian, how. So? What is the problem that exists out there today in the reliability world, about managing and finding? I mean, come on, you know, these reliability professionals, really skilled individuals that have dedicated a lot of time, energy and effort and education to do and to deliver their crafts real well? What is this? What's the challenge out there?

09:14

Though, the challenge I quickly quickly realized when I started in this that the challenge was, you have, say a company's internal HR internal recruiters who are non technical people. They are tasked with finding highly technical people. So the challenge is, in most cases, they don't know where to look, they don't know the right questions to ask and they don't know how to find technical people. So that is the biggest challenge. So for us, you know, we look to really try to streamline the hiring process. You know, where we're most successful is when we partner with a company's internal HR, where we've got good communication, we've got good feedback, we've got good clear job descriptions and Everybody's kind of on the same page. So that's really what we're about, we want to really try to improve the candidate experience on their end as far as you know, their interviewing their, their feedback that they're getting from these potential offers, and in turn improving a company's own internal hiring practices.

10:21

That's a great point. Because, you know, if somebody said, Hey, Scott, I need a reliability engineer, right off the bat, if I'm an HR person, and I've got all these other things that I've got to sort of deal with, I wouldn't I wouldn't know. The questions I wouldn't it that would be a tough one. So is it safe to say that if I'm a company, and I recognize the need to manage my asset better, and and I don't have really the skill set? Can I go to progressive reliability and just say, Hey, guys, I have this, here's my asset, here's my business right here. Take me through that. And help me really try to identify and and find resources that make my business better. Is that Is that something that you have those conversations Chris,

11:16

do all the time, you know, we've got a 45 day process where we come in, we do, we set up the search, we get all the parameters, we have our internal process around it, and you should within within three weeks of the initiation and the search should have talked to five people through us. That's just that's how we do it. Because again, it's it's all we do. And that's our focus. Just first year doing this, I wouldn't say it's easy, or that we make it easy. You know, internally, it's still a difficult thing to do. However, it's what we do. It's what we do all day. So we find efficiencies, just by running through it over and over again. And we get the right people with the right culture match.

11:55

So you show it progressive reliability. You go on site, I'm company, I'm Alpha Company, and you come on side, you hear what I have to say. And then you have to do sort of an assessment is that is that what I'm hearing about just where we stand to sort of the as is assessment of my business from a reliability perspective, and then develop a plan of attack going forward? Is that what I hear Adrian,

12:19

pretty much, and it's no different. So it let's say you've got a piece of machinery, you've got a piece of equipment in your plant that keeps having failures over and over and over and over. And there comes a time when people say, Okay, we've got to do something. The same with some of these positions. So we have people contact us who have had these reliability focused positions open for several months to upwards of over a year. And they finally say, hey, we need some help, you know, we've got this position open, you know, we and they come to the trusted resource, they come to the people who they know that can deliver a solution to this problem that they're having over and over and over. So that's really the type of conversation that we have pretty often with with competencies.

13:06

So it can be both a macro assessment of the business and Okay, let's look at it from that perspective and come up with a really more comprehensive plan to the micro and say, Hey, your, your, your pump is having a, it's always going down. And for whatever reason it's going down and our our team of maintenance, people are just struggling with it. You can you can work with that one, right, Chris?

13:30

We can. So that's why we've got two different types of services, finding the full time person you need, or we need somebody in here for three, six months. And most importantly, the name of the game is knowledge transfer. So we don't want to put somebody in there to kind of create the codependent relationships that a lot of consulting companies do where you're always dependent on them to send somebody and send somebody, we want to get the right person out there. And we want to make sure that person's knowledge base transfers to your team so that we leave the company better than we found them.

13:57

Yeah, like that. That makes sense. That's the right way to do it. That is an out as I look at the form that you filled out, because Thank you very much for doing that. Because I like that. It makes me look over here at the other side. Chris, take us. Take us through the definition of what this this we see maintenance debt. define that for us. What does it mean? Yeah,

14:24

so this is what happens when facilities have incredibly understaffed for too long. A lot of times, especially in the reliability world, there's reactive and proactive facilities. And sometimes

14:38

I want to just lay it out there and I'm gonna pretty confident that's mostly reactive, FYI.

14:45

So when you're short staffed on reactive, that means that the brake fixes and the fixing it faster isn't even happening before you can get into your PMS and doing things to get ahead of things before they break. And overall, it just it caught causes a lot of chaos. And actually worse, it causes a lot of churn, people burn out, find another position, they go someplace else. So that constant reactivity, that constant actually being woken up in the middle of the night, to be brought back out to the plant to do a fix, that sort of thing wears people out in in, in the post 2020 work world, it's really chewing people up fast. So we want to help facilities, again, we can't work with everybody. So we're looking for the kinds of organizations and those kinds of cultures that want to get towards proactive, that want to take good care of their people that want to keep their people because, again, we want to leave our clients better than we found them. Importantly, take good care of our candidates, we kind of get people Yes, yeah. So that's, that's the piece where I wanted to flip it. Scott, you mentioned about the job description, a lot of companies are great in terms of advertising, here's what the job means to us the company. But there's four to seven job openings for every qualified person. So you need to start focusing on what's in it for the person, we kind of take the opposite approach and finding the best people out there and getting them tied up with the kind of roles that are going to further their career and build up build up on them. That's the kind of talent pool we want access to, as opposed to constantly just filling heads and charging fees. I mean, this is this is a really, really big shift in workforce that's taking place right now, not only do we have a generational one, but we have an entire new look at the way work happens in the last two to three years. So we you know, we want to make sure that we're playing an integral role in that we're putting people in healthier environments.

16:29

If I had a nickel every time I the conversation revolved around culture. And this is sort of interesting. And I think you guys are sort of balancing your, your on that. In a good sense. You're, you're you're walking a tight line, and they're tight line is, Hi, I'm, I'm a company. Yeah, I think I think reliability is important. And then I give me somebody that can do that. And then you put yourself out there and you, you work with individuals say, hey, go into this company, and do x, y, z, because they want to do that. You, Adrian, you have to vet that company to see if they're truly serious, because, again, if I had a nickel every time somebody says, Hey, we they say it, but then it just, you know, implodes on itself, and they go back to reactive, and that's just sort of the status quo, and we feel comfortable there. How do you how do you sort of manage that?

17:25

Yeah, I'm like you I wish I had a nickel for every time I've had a discussion with somebody who's looking to get out of a toxic work environment. Yes. culture. And, you know, again, when I first started in this, it surprised me. But then I thought, well, I really shouldn't have but you would think that people would only be making moves to for economic reasons, you know, for a better pay better salary. But the conversation is always centered around culture, work life balance. And, you know, there are a lot of companies out there that oh, yeah, they say that they do reliability, or we Yes, we are reliable. But there's a difference between actually putting action to that and just saying that we are reliable, or that I see reliability looking, you know, I

18:09

said, I'm gonna look at, y'all know, if you're looking at it's like, net.

18:14

Yeah. So you know, it's very rewarding, very satisfying to be able to take somebody who is looking for that better culture, that better work environment. And if they're in an environment where it's very reactive, where there's no reliability, and that person knows that there are better ways to do things, it's rewarding to finally place that person in the right environment that fits, you know, what they're looking for. And in turn, yeah, getting a little bump in pay. Now, the people that we place, granted, you know, they are making moves for increased pay, on average, about 20%. More with that move, but, you know, again, they're getting better culture, better work life balance, and they're put in a better position to where they can thrive and further grow and develop their reliability skills and their place in the industry.

19:08

So you can't avoid the conversation with me. Company the same. It might be a part of your, you know, 45 day process here. Why? Why did you why did you do this? Why did you wait so long to get here? Why Why? Why are your your why is your team leaving? And what? And you got to you got to fix that? Are you just going to continue to have that continued problem, just just, you know, festering the whole time. Do you have that conversation

19:39

there? Scott, there's a script. One of the first questions is why is this position of Rainer? Yeah, so we definitely want to understand and sometimes we just got a great client, flagship site. They need somebody right now. And the person that was in the role got promoted. It's like gap. That's what we work with. So that's working for we find out that or sometimes we'll find out, hey, somebody got promoted to this role. They, they didn't quite have the chops for it. So we need to go outside, but we promoted somebody from within, it's like, okay, so fail, you know, you want to groom people from within somebody didn't have it, we're keeping them, we're moving them in as different places, that works, too. So those are the kinds of things that we're sniffing out when we take on and assess it well, because we have a very thorough commitment in terms of our process. And our reputation is on the line with everyone we take. So we have to, you know, we're vetting each other. When we move at

20:34

that job that Chris just referenced, that's an example of one of those that the job would have been open for about a year, they finally threw their hands up and said, Hey, we need some help.

20:43

What Oh, I gotta ask them, What did they say? We don't know why. Why was it open for a year? What were what were they doing?

20:52

They actually were doing everything. They've got one of the best job descriptions we've ever seen. No way. Yeah, they do. So here's, here's the challenge, though. It's an old quote, that I love. If you have more than three priorities you have not. And so this is what happens a lot of time to HR, even in large organizations that have a dedicated recruitment team. There's so much demand for hiring constantly that how do you prioritize? It's it's kind of based on where's the noise, right, it tends to get reactive. Whereas when we come in on retained search, or we come in on a focus project, this is all we have to do. This is where we are we dedicated team member, we have somebody you know, with, with these kinds of retained searches, got a team member who spends half of their day on the roll until it's closed every day. That's what they do. It's just a matter of force and volume sometimes, you know, and the other thing is, we have, frankly, an exorbitant amount of tools. So you know, before we started this conversation, we talked about software, I have no less than seven subscriptions and data access, I've you know, we've got sources for work their entire day, all day, just finding names, numbers and emails for potentially qualified people for us to call through. So a lot of it is frankly, it's not sexy, it's just a volume of work that we put to and dedicate to something that an internal team just doesn't have. That's it's just it wouldn't, it wouldn't make any sense for a company to apply that much. Unless they were doing what we're doing every day. And because we're so specified more we are, it tends to work.

22:24

The EC, that's, that's great. By the way, I have not received an email or a call from anybody from progressive liability asking me if I've kind of hurt. Well,

22:35

when was the last time I saw your resume before we got on? There? Pick it up.

22:44

Yeah, please. Now. Hey, this is Noah.

22:49

Already profile? Just got. We've done our homework.

22:55

Yeah, absolutely. Let me ask you this. And I'm going to change sort of direction. Real quick. There's a couple more questions when asked, there is this necessity to sort of infuse youth to inspire? Young you know, it, you know, it's one thing to have that old crotchety guy like me, who's been around for a long time has got that wisdom and everything? Do you guys find the necessity to try to figure out how to sort of bring in the new talent to to help that whole process too, as well, Chris? All right, Chris, go ahead. Tell me about that. Sure.

23:33

We look at trajectory. So it's, it's not necessarily age, because wisdom can exist at any point, you know, within somebody somebody's age. I mean, there's 20 year olds that are far wiser than the curmudgeons. You just mentioned. So did you

23:48

really see me when I was young? Yeah. So I mean,

23:51

that's, that's one thing that we always look for is trajectory. So it's not necessarily about a perfect resume or perfect background, we want to find people with what kinds of questions to ask, what kind of questions are they asking on the interview? What are they looking for? What's important about the next role that they're taking? You know, those are one of the things I we really like when people are qualifying us and asking us the right questions around the job, which we're going to start releasing this information as well, because everybody needs to know just how to interview in terms of how's this role, right for me, here's where I want to go, here's what I want to do. That is the thing we look for. And if you can find it early, it's fantastic. And that's where we try to pair people up with right organizations, we know organizations that are looking for here's another thing, Scott, this is really, really big for us veterans. I mean, you want to talk about a tremendous resource of folks who know how to work know how to show up time and time again, who really know how to lead and who can work in extreme extreme circumstances. Like that's that's a big thing for us is working with our veterans and we work with I work on the board of a group called Operation Are you problem which helps transitioning veterans who are coming out of the services and into the civilian world find find jobs. So that's, that's a really passionate thing for us as well as, of course, finding the right youth and the right people with those trajectories. Yeah,

25:13

the biggest thing with the veterans is, you know, being able to translate their skills, what they learned and how they did things in the military to, you know, public, you know, to industry, you know, they may have a term that means, job planning, or pm or inspection, but in the military, they call it something else. So we kind of work with them to to look at their resume, and be able to translate, okay, this means that in our world,

25:41

yeah, common lexicon is a big deal. Now. There is no bigger fan of reliability out there. And then me, I really enjoy many of the conversations around that profession, asset management, maintenance, all of the strategies love it I and what you have just sort of laid out is a completely needed lead needed solution. What are the roadblocks? I mean, I'm, I'm all if I had a business, I'd be talking to you guys. But what are the roadblocks Adrian

26:15

time, you know, in the current job market the way it is, you know, it's a job seekers market. So if we go out, we find quality people, we submit them over for the job. So we're tasked to feel, you know, if that person hasn't been given any kind of timely feedback in you know, 24 to 48 hours, it's very likely that that person will lose interest, and they've got another offer waiting. So time is of the essence. So when we're working and kind of venting and onboarding, the companies that we work for, you know, we really stress you know, time is of the essence. So that's really our biggest roadblock. And our biggest challenge is just making sure that these people that we're working for work, you know, they're tasking us to fill these roles we deliver, we bring them high quality people just provide feedback with them in a timely manner to those candidates before they move on and accept other offers.

27:10

Well, that's key. Yeah, you're absolutely spot on about that. I didn't realize that. That? Well, of course, from my perspective, what you are dealing with and working with are, every bit is important. Like from a doctor's perspective, they're just they're just providing their solutions on these assets and trying to keep them working properly. All right, we got to wrap it up. Now. Here's the deal. How does somebody get a hold of you, Chris, if they say I, I really want to be able to reach out to these guys, what's the best way to get ahold of you?

27:42

LinkedIn is popular. So if you're looking for us on the socials, that's when we live on, we haven't quite gotten around to the Tick Tock and the Facebook's of the world. So right on LinkedIn, PR o r e li Yeah, we'd like to keep it professional. So that's it. I'm short and my initials Cp at Ro rely.com. If you want to reach out straight to me, otherwise, the whole company, we're all first dot last. AT Proreli.com. You can email any of us. We stay. We stay up on top of it.

28:10

All right, Adrian.

28:12

Got it with me. Yeah, same with me. I'm on LinkedIn every day always checking activities and messages. So I would absolutely love to connect up with listeners via LinkedIn, just look me up. And you can also find my contact information on there. And like Chris said, is just first name dot last name AT Proreli.com.

28:33

You guys were great. Thank you. This was a very, very, from my perspective, a very important conversation. I see that progressive reliability, providing a pretty decent roadmap on how to how to navigate these waters and find it because it's always a human. It's a human conversation. So you're, you're providing an incredible solution. Thank you guys for being on industrial Talk. Thanks for having me. All right, listeners. We're gonna wrap it up on the other side, we're going to have all the contact information for both Chris and Adrian. So if you're not reach out to these two gents, you will need not be disappointed. How about that for just getting all tongue tied? All right, we will be right back. You're listening

29:14

to the industrial talk Podcast Network.

29:19

All right. Thank you once again for joining industrial talk. And absolutely. Thank you. Thank you very much for your support. We're creating this platform. This platform is dedicated to industry professionals all around the world. Thank you for what you do. Your story needs to be told. And it needs to be amplified. And also a hearty thank you to both Chris and Adrian. Proline is the company and yes, you need to manage your assets. And yes, you need to find the right individuals, the right professionals to be able to make that happen in a big way. Proreli.com We're going to have all the contact information as I indicated out on industry Real talks, a look for their podcasts, look for their conversation, and boom, you'll be able to reach out to them because I'm just telling you, you need to have these guys in your back pocket to help you succeed in managing your assets and making sure that your business is truly resilient. All right, be bold, be brave, daring greatly. And again, we're going to we're building a great platform, and you're going to hang out with people because we want to collaborate, you're going to hang out with people like Chris and Adrian, and you're going to change the world. We're going to have another great conversation shortly. All around reliability. Absolutely. As well as all of manufacturing, you name it. It's here on industrial talk. So stay tuned. We're gonna have another great conversation shortly.

The post Chris Pepin and Adrian Messer with Progressive Reliability appeared first on Industrial Talk.

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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!

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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.

Industrial Talk is onsite at the 30th Annual SMRP conference and speaking with to Shon Isenhour, owner of Eruditio, LLC about “Consistent, timely and current education is vital to your asset management strategy”. Get the answers to your “Reliability” questions along with Shon'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!

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Company Website: https://eruditiollc.com/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

people, education, Shon, maintenance, industry, reliability, conversation, ibl, technology, industrial, Shon, work, implementation, irreducible, world, asset management, part, collegial, storeroom, charleston

00:00

This episode of industrial Talk is brought to you by RDI Technologies RDI Technologies is the pioneer in motion amplification. Their proprietary technology enables users to see and measure motion impossible to the human eye and turning complex data into easy-to-understand videos to solve maintenance challenges quickly and safely. For more information, go to RDITechnologies.com. Also, AiDash.  AiDash is on a mission to create a greener, cleaner, safer planet from space. AiDash helps core industries become more resilient, efficient, and sustainable through the power of satellites and AI. Go out to AiDash.com Find out more

00:51

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.

01:08

And let's get right once again, thank you very much for joining industrial talk a platform that is dedicated to industry professionals all around the world. We celebrate you here because you are bold, brave, you dare greatly you collaborate, you're solving problems. You're making my life better, and you're making the world a better place. Why not celebrate you? Via I'm sitting next to Shon, I'm celebrating him real soon. And we are broadcasting from the 30th annual SMRP conference here in Raleigh, North Carolina. And if you're a maintenance professional, you need to be here. If you are a reliability, and you're passionate about reliability and asset management, you need to be here. That's SMRP absolutely make that happen. All right in the hot seat we have Shon here in the show is the company. Let's get cracking with the conversation. You know what I'm running out of room I'm running out of Nope. I'm looking at my notebook and I can't I can't I need notes in the notes. No, I can't write anymore. There's just it's just like Blair like a player? Player. Right? There's player knows, right?

02:14

I don't know what to do. And Blair guys pretty good guy to talk to there. He's quite chirpy, he is. He's fun. If we look close, we may be able to see him from here.

02:23

Oh, I already is I yell at him from this distance. But it looks like he's got it's got a group around a group

02:29

around them. They must be have something so the total

02:33

sound dish. Big time.

02:35

Yeah. All right.

02:36

It's about time. This listeners This is a probably a 27 year in the making conversations and I haven't I've been I've been running Shon down for 27 I'm not exaggerating. Not even a little bit. One bit. Maybe it's gonna be a yeah, anyway. But we were able to be you know why I was able to get a hold of them because his his booth is right to my left and I'm I stare at him and stare at Eruditio. So it's pretty much a shame conversation.

03:05

But I'm here.

03:08

Excited. All right, for the listeners out there. Shon, give us a little background on who you are. And then we're going to jump into era DCO and all of the reliability stuff.

03:18

Sounds good. Well, my name is Shon Isenhour, and I am from Charleston, South Carolina. I get the pleasure of living near the beach every day when when they'll let me stay in Charleston, as you and I've talked about. I've been on the road quite a bit this year with our clients. So it's been it's been really busy. But I am the owner of your D show. And I didn't know that. Yeah, yeah. I'm the owner of your D show. And and so we live on that. Yeah, well, not exactly. Not exactly. No, I think here's your house is a little nicer. Right. All right. How

03:50

long has she been in business?

03:52

We've been in business almost eight years. Wow.

03:55

What does the irreducible mean?

03:57

It means to teach and learn at the same time. There are few other definitions. It's very much about the educational side. So you know, for us, we're an education first consultancy, and so your Nisha rings pretty true.

04:10

See, I'm always about education, and collaboration, talking, finding people with solutions, working together to come up with and solving problems, and of course, innovation. Hey, there's that your fan?

04:26

I don't know. But he's cool. He's a fad. He's gonna sit and watch Oh,

04:29

I know you. Sorry, we're on a podcast but we're gonna have a conversation to check it out. Okay, so so that's cool, because it's it really is and especially in the world of reliability maintenance. I just don't see how you can not be successful at it if you're not keeping current with the velocity of things that are changing.

04:56

Yes, definitely a lot of things changing. I mean, you know, a lot of things do say they say that will start over. A lot of things stay the same. That's right. You said you sort

05:05

of flew close to the sun

05:07

on that was right. That was a little close. So yeah, it's it's interesting. I mean, we've got a lot of new technologies coming to the field. We're seeing technologies used in new ways, which is always fun. But you know, at the end of the day, a lot of the basics, the blocking and tackling has stayed the same for years.

05:23

But don't you think that there's they're still having the same conversations?

05:26

You know, in some ways there are we were actually joking over in the yard. He shared with yesterday that we think we can take some of the presentations from SMRP, 20 years ago, and deliver them today and blow people's socks off with them again,

05:38

that's the case you're absolutely spot on. It's it's I think, I think today, this time, I think some of the conversations is there's that innovation component. Yeah, got it. We're all anyway, yeah. And it changes rapidly. And everybody's sort of hanging around the watercooler and they're saying, yeah, what if we do this? Here's a new use case, wow, blah, blah. But I think I think the technology and that passion for technology gets is a head of the human side, very much. Like it's way over here. And, and you're on version two, you know, already seven, I'm just trying to figure out one,

06:17

you know, yeah, I think that's very true. You know, we see a lot of times the technology truly does get out ahead of people change. And you know, let's be honest, as engineers, we love new technology. We love new gadgets. I mean, check out these mics were using right?

06:29

Yeah, they're kind of high end. This one's handmade right there. Yeah,

06:32

that's, that's pretty fancy.

06:36

Steam functions. It's right. And there it is. There's a reason you

06:39

like it. I know. It looks great. And that's exactly the same with all these folks out here. Right? They love that technology. But at the end of the day, if we can't get people to adopt that technology, or use that technology within their business processes, doesn't matter.

06:53

Yeah, if you have a cure for cancer, nobody knows about it, and nobody uses it. Well, those who died from cancer. Yeah. And that's, that's a dead shame. So with that said, era DCO. If you if you're you're truly about or you're looking at the education, how do you approach projects, clients? What what is that value proposition?

07:16

Well, for us, I mean, we really try to make sure that we are first coming to them with a solution that they can sustain. Right? And for us, that's part of why it's education first, because if we educate them on what it is, and why we're doing it, then they understand it, instead of just coming in and doing it for them and handing that to them. Because then there's no ownership. Yeah, no, he's just kind of going to fade away over time. Right, you know, entropy kicks in and it starts to go back to the way it was,

07:42

if I was an engineer, I would know what entropy would. That's right. I just know that it's okay.

07:47

I just remember some class in college, you know, we're just down the road from NC State. I graduated from there. So you know, it, pull it out from there.

07:57

But the reality is, is that that I liked that approach. I don't think I don't think you can. And granted, I'm not I don't want to simplify maintenance. I don't want to simplify asset management, reliability. It's, it's, it's a complex ecosystem, things change all the time I got it. But if you're not an organization that's committed to education, if you're not an organization that is committed to upskilling, I mean, if you want to retain people, I get the I get the risk, but you need to upskill because things change,

08:35

they do. Are you a part of that? Well, and they, you know, they degrade Right? And, you know, depending on what the topic is, a lot of people talk about the half life of education, right? If you're not using it, once a year, then can you really truly still execute whatever that is, whatever that task may be moving forward,

08:52

you're you're spot on in AI? So how does, how do you do that? How do you go into an organization? If you say, okay, education, is it I want you to get on a shelf and take us through that process of, because the reality is just just so that we're all on the same page. This is a human conversation. Technology is a technology. Yes, we gravitated towards it, because it's just sort of cool. But it's a human conversation.

09:18

It absolutely is at the end of the day. So you know, one of the models that we use, and it varies depending on what the outcome is the clients looking forward and where they're headed. But, you know, one of the things we think is really important, and we use our in our IBL process, it's a blended learning process that trains individuals, you get an acronym there that IBL inspired blended learning. Alright, and it's a it's a process that we use internally to develop folks basically into internal consultants in certain fields. We've got it available for for maintenance managers and reliability engineers, but we also have it for planners and schedulers and MRO storeroom. And so what we believe is If we can get folks into that process, and it's you know, it's It's project based, it's got a coach that they work with, for an extended period of time, you know, they're actually doing the things that they've learned and submitting them to the coach that allows those folks to really become the experts inside the facility, then we can start talking about the implementation, but now it's supported within the organization. So if you look at many of the implementations we do, will have focus teams, and there'll be an IBL leader that leads that focus team. And as you go through that, that that person knows the big picture knows how it all fits together. But the focus team focuses on the details around work control, or the storeroom, or planning or scheduling. You know, they're focusing on those, but at the end of the day, the ideals job is to make sure that we pull it all together, that it never becomes a silo that we don't just have the storeroom over here and a reliability engineering over here and planning and scheduling over here. So it gives us a very cohesive implementation with internal consultants, internal leaders that understand what the big picture looks like.

11:16

Is there a specific industry that you focus on? Is this sort of agnostic? Of course, you're gonna have to use the the acronyms and the terminologies specific to the industry? Is this something that is just industry and it's agnostic,

11:33

it's really pretty agnostic. I mean, originally, we would have said, you know, it's a manufacturing thing, right. But now we find ourselves doing it in a lot of facilities. And the process works just the same, we use what we call our ideal ideal light bulb model. And it's just an implementation strategy. And we first started out in, in automotive, and then we took it to food, and then we've taken it to pharmaceuticals, and discrete manufacturing, and now facilities. And so it's a model that is repeatable, we know what to expect, we know when folks will get to certain points, and we can proactively help them manage some of the risk associated with it. But it really doesn't care where you apply it. Because it's it's agnostic.

12:14

So what's the impetus? So if a company comes, what pain are they dealing with? Like I just it's like, again, I'm all in me, sort of the beginning part will tell it take us through that, what am I

12:30

struggling, what you'll see, I mean, really, there's two things, it'll either be that they need to increase their throughput. So they they're in a sold out environment, they need to make more product, everything they want to focus on is making sure they can deliver what their customers need. That could be one side of the spectrum, the other side could be an industry where they need to cut their cost. So they need to lower their maintenance cost. And so they're going to do everything they can to make sure that we can do maintenance efficiently and effectively reducing the total ownership cost for those assets. Now, you can also have to do both, you know, there are some that are in industries where they need to make more, but they need to make it less. And so you see different mixes and actually, you know those different perspectives, and what they're looking for dictate a little bit about the implementation strategy.

13:21

I've got to ask the question, because I mean, you've started introduced to eight years ago, all of that good stuff. What were you doing prior to where you always sort of passionate about that education? What is it?

13:33

Yeah, so I started years ago, I came out of industry, I work for Exxon Mobil worked for a company called Sunoco, and then transitioned to over probably 1520 years ago in the consulting world. And once doing that actually got involved here at SMRP. And I can't say enough about the SMRP organization, and what they provided to me, but one of the things that they did for me is they allowed me to be the Director of Education. And it just really ignited my passion for helping people learn these things, so that they can sustain them long term.

14:09

I think you're onto something and it's always there's there's no way, by the way, everybody's packing up except me and you're the shield, because you're here. I feel I feel like a bomb went off and oh, man, I'm missing out. I don't know what the deal is. But, uh, we'll join him soon. Yeah,

14:28

we'll start folding things down.

14:30

During the Congress. That's right. Hey, can you grab that over there? Have it all packed up? I'm, I'm always passionate about education. And that's just education in whatever form it is. Because I think that that's a that's a that's an asset that can never be taken away, taken away. And I think that where you're at is empathy.

14:51

Well, I would say you know, at the end of the day, the only thief is time, right? If you don't use what you learned, you will start to see it go away. But other than that, it's yours to care. on and you know, I've kind of become a bit of a just a learner. You know, I started picking up musical instruments and fly tying is you know, and fly fishing and you know, they're they're things that I do. I'm not good at any of I'll be honest, don't come to my house for music. Right? But it's that process. It's going through that understating need to get the Gibson, is that what it is? That's all I need. Right here. That'll fix it.

15:26

They won't fix it, it will just it's a it's a it's, it's, you can play and it's like, it's like, rock, whatever. Anyway, you're playing with your guitar. And that's listening to you. And it's, Oh, you got to check it all.

15:39

I meant to check that out. Because, you know, we like shiny objects. And it's inexpensive, but it's cool. If Well, if it's a silver bullet, it makes me look like a rock star. I'm isn't a

15:49

silver bullet? Yes. Yeah, I agree with you. 100%. And I think in the world of maintenance and reliability, I think that it's at its core at its base SMRP. It's always about education. People come to this particular event, and people come to this conference. It's to learn more, because the industry changes.

16:08

Yeah, let's get I mean, you definitely got to give them a shout out for this your show. It's been it's been amazing. I mean, you know, you come here, there's there's over 1000 people here, people in my sessions, it was unbelievable how interactive they were, they were asking questions, they were having discussions with their peers, you know, it was just it was a very energizing, very energizing couple days.

16:28

And if you're in that business, if you're in the reliability master and asset management, maintenance, whatever, it's so collegial, everybody's here. They want to know, they want to kick us out. Because of you, Shon, but as long as I possibly can, after our 28 year run around. So, but it's it's so collegial because people know, I was struggling over here. I have someone here try this. And I and I think that that's a beautiful thing.

16:59

Well, I saw people in the sessions, you know, they would hear what somebody talked about how they had solved the problem. And then after the session, they get together and talk about it. And you know, that can be completely from different industries. In fact, one that I'm thinking of right now, I think one guy was pharmaceuticals nearly I was automotive. You can't get much different. Right? But but they had the same issues and they walked out together, they probably went to lunch and talked about it. You know, and I think that's the environment we want to create is where people can really learn from people that they don't consider their peers, but they really are.

17:30

I love it. I love it. I hate to call it quits here. I'm enjoying this conversation. Because I find that you're a brother from another

17:40

mother. This has been a lot of fun. Here's your big deal. Everybody. Everybody that has a hand assembled Mike.

17:52

Yeah, that's a that's a shout out to let me comment. Here. What's the name of that? It's on your trumpet ears, ear trumpet out of Portland, Oregon. It's very nice. Yeah, I'll tell you the story after this. All right. Sounds good. How do they get a hold of your shot?

18:10

They can reach out to me on LinkedIn at Shon Isenhour. You can also reach me right on my cell phone 843-810-4446 or at eruditio.com.

18:21

There are salespeople. And then there are salespeople. He's the ladder. Shon, thank you very much. I appreciate your time. Thank you have a great one. All right, listeners. We're gonna, as you can tell by the the clinking in the background, apparently we're wrapping it up here at the 30 have annual SMRP conference. I'm telling you put this on your calendar. I believe it's in October of next year it is in Orlando, it is a must attend event. Great people like Shon, and maybe we could probably corner him in for another conversation shortly. All right, we're gonna wrap it up. And we're gonna have all his contact information out on industrial talk. So stay tuned, do not go away.

18:59

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

19:04

Great conversation with Shon absolutely wonderful, great venue, by the way, go to SMRP. And it's in Orlando this year. Put that on your calendar. If you're in the asset management, if you're in reliability, if you're you're just trying to manage costs, which you should be, you need to be all engaged with SMRP Great, great community of professionals. SMRP All right. So I go out to Shon stat card. This is just wrapping it up. So I got this stat card. And it's all great. You know, you know that stat card, this is what he does. This is what he does. The best part about that is that yeah, we do education training, and all of them focus on project base, but the best part about it, and I gotta get out there and I didn't even ask about that is that they're located there. We are located aboard the USS Yorktown. How about how about that? This should be on the top priority. You gotta reach out to Shon and Team Eruditio I'm irreducible, just because that's pretty doggone cool. That's off the charts stuff. All right, you have to be about it. You have to be about educating, collaborating, and of course, innovating, because you need to succeed. You need to reach out to people like, like Shon and team introduced to so that you can succeed. It's important stuff. All right, be bold, be brave, daring greatly. Hang out with Shon team. They're the show and you're gonna just change the world. Thank you very much for joining and your supportive industrial talk. We're gonna have another great conversation coming from SMRP shortly so stay tuned.

The post Shon Isenhour with Eruditio appeared first on Industrial Talk.

On this week's Industrial Talk we're onsite at IoT Solutions World Congress and talking to Shamik Mehta, Director of Industry Solutions Marketing at Hitachi Vantara about “The Never Ending Pursuit to Innovate to Positively Impacts Lives”.  Get the answers to your “Innovation” questions along with Shamik'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!

SHAMIK MEHTA'S CONTACT INFORMATION:

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

Company LinkedIn: https://www.linkedin.com/company/hitachi-vantara/

Company Website: https://www.hitachivantara.com/en-us/home.html

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/

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

hitachi, Mehta, data, problem, iot, companies, solutions, industrial, people, bag, customer, conversation, world, vantara, manufacturer, industry, recorded, information, asset performance management, disappoint

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 24/7 365 insights into your supply chain, look no further CAP Logistics, go to CAPLogistics.com or just call them. They're great people 800-227-2471 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. Again, welcome to industrial talk. Once again. We were broadcasting from IoT solutions World Congress and we caught up with a jet by the name of Shamik Mehta. Again, you'll hear in the interview, but I met this guy virtually, and he does not disappoint one bit he's with for Hitachi Vantara, we had a great conversation. We discussed everything at this particular event. Because you know why? Industrial talk is in expanded ecosystem. I'm using that term quite liberally. But it is about solving problems collaborating, and definitely educating should make doesn't disappoint. Let's get on with conversation.

02:07

Dog ontogeny, so listeners, by all you know, should make from a television screen or a monitor. I've never met him in person. I'm now I'm meeting him in person.

02:19

And it's so good to be here. I recognize you instantly.

02:25

Yeah, there's a lot of good looking people around here. But I'm the ugly one. So it's easy.

02:29

All right, you have the best hat is the best. He's the best dressed guy over here. Just being here.

02:39

Now, you know, what is I get to live my Discovery Channel Live, I get to talk to everybody who who has the solutions. And I just sit back and soak it up. You know, eventually, I don't know what I'm gonna do with it. But I'm, I'm Scott, the AI guy. Like just just keep on soaking up information. So for the listeners, let's let's just sort of level set their show me give us a little background of who you are. And then we're going to venture on into a touchy fib Daraa.

03:03

Absolutely. I'm sure Shamik Mehta. I'm director of Industry Solutions Marketing at Hitachi Ventura. And I've spent the past 2025 years working in the world of high tech marketing, product management. Everything from semiconductors starting in nicely designed to renewable energy, product management, EVs and battery leasing for fleet management, internet of things when we were calling it machine to machine and we were equipping solar arrays with IoT sensors inside the inverters. And we were looking and collecting data from inverters on three gigawatts worth of solar projects from around the world in seven countries. Yeah, and wind turbines and everything in between and anemometers. And making sense of all the data and figuring out when to service the panel's will never clean them and all that and they talking about 911.

03:54

So you see, this is interesting, because I, the conversations have just changed so drastically. When we were here, what, three years ago? Yeah, okay. People are saying, yeah, now we put devices out there. And then it does this is sort of rudimentary, but it's been around but But now, the conversations aren't just real tactics. It's like, do this, grab this be able to make these type of decisions? And, and I think Hitachi Ventura is leading the way that you guys, not, I mean, you guys embody, from my perspective, the just this energy and innovation, because you never stop. It's always like something else. Yeah. Hi.

04:36

Well said, because we've not only been like an innovator in this IOT space, but we have been creating and simplifying business problems by saying, let's focus on the outcome that customers want. Customers are not interested to learn about an IoT platform. That's not what they do. They don't yeah, I'll be customers, I think, hear a word of term like an IoT platform and they are great what One more silo of data that this vendor is now going to control. And we are here to tell the customer ask the customer, what problem for you keeps you up at night? Is it asset performance management? Is it using computer vision? Is it using artificial intelligence to drive insights and tell you things that you did not know, before? You were sitting on it all the time.

05:25

The companies have tons of information, there's data, there's just but they don't know what to do with it, it doesn't have value. And it's a constant problem.

05:35

Just because you have data does not mean it has bad. Yeah, too much data is actually a bad thing. As too much data, that's a bad thing. Because if you cannot understand the data sources and ownership and what is inside the data, then what good is

05:52

it? No, in fact, I don't know you probably do know should make is there's a point of diminishing returns, like okay, this, this is MIDI data. And this data can be sliced and diced in so many ways that makes sense. But then, you know, there's some, there's some thought out there and they just keep on collecting different types of data. And it just eventually just sort of, okay, I'm, that's like,

06:15

I'm gonna give you an example of what happened on Monday, when we got here from San Francisco, San Francisco, to Frankfurt, and then Frankfurt to Barcelona. The halt the layover in Frankfurt to get to Barcelona was only an hour and a half. From international third said,

06:31

that's incredible, that's tight.

06:33

So guess what happened? We got, we made it here. My my colleague, Bjorn and I, our backs did not. So then we landed the Barcelona, we had a we had an email from the fans are saying, Sorry, your backs don't make it. But the good news is, the bags are already in the next slide. And it's coming over. So we had to just figure out whether we wanted them to deliver the bags to us, or he wanted to wait a year or to pick it up. So we went and checked the Congress that was handling loss baggage for the thunder, a company whose name I forget, right. And we also had had an email from distanza saying, upload your records on our website. So we did that address where we were staying all of our contact details everything else. When we went to the global company that was handling Lufthansa and a few other airlines for baggage Yeah. And we went there, they had to enter all that information all over again, all the information on the status page, or wherever we were description of our bags, blue color, with rulers without rulers, whatever we entered, all that information at the clerk had to enter that information in their systems. Again, that meant that it is silo of data that this company has, and that Lufthansa has, and they do not talk to each other.

07:45

It doesn't have to be that way it does. And outside of the fact that somebody's fat finger in your data into another system could be you know, introduction of errors, and then all of a sudden, your red bags, a blue bag, or whatever

07:56

it might be. This is a great example of IoT that can be used, or it's a matter of data integration. But more than that, because those two companies have to agree on a partnership, it is going to change the way they do their business. This is Digital Transformation 101, where you're not just telling the fans or ended up partners to open up all right API's and access each of those datasets. It is transformation, which what the companies are completely transformed. And we are not even talking about adding an IoT sensor or an RFID on the back or an apple tag that continue the location to the back. If I were to introduce that complexity, I would just actually made the problem worse, because now I have an old T sensor source of data, which is telling me where the bag is located. But it provides no value because I'm not gonna be able to go pick up my bag from the Lufthansa plane myself.

08:48

Yeah, see? It's the solution is available and plus be in a customer. You know, I, I want a good experience. That's not a good experience.

09:02

That's not a good. Yeah. And but if they were to have data integration, if they had embrace digital transformation at that basic level, think about the amount of customer satisfaction and efficiencies that this unleashes, my back is lost. I only recorded one time, and it's all taken care of.

09:21

So using that analogy, we flew in on Delta. And really, for the first time I've been we've been flying forever, right? There's there was communication to us about, Hey, your bag is being loaded on the plane. Like, oh, cool. I leaned over to my wife, hey, I love it. And then and then the bag is on its way. And it's just, you know, we find ourselves the market itself should me because just we've got an expectation and I call it the Amazon expectation that better. The better dazzled me If my package better get there yesterday, right, right. And we we carry that expectation through all aspects of our art or our life.

10:10

I know, I think it's a great thing that the tanza handled our facts so well that by the time we landed in Barcelona, we had an email telling us, don't worry, your backs have been found, and they're on their way to you. I love that. Yeah, it was just the act of avid to add that information to times made me realize that I'm heading to an IoT show, what are the best of the world? Yeah, and here we are, before we even get to the show, where I'm trying to figure out a data integration problem that I'm experiencing live as I get there,

10:36

and it's not a it's not a it's just a basic one, quite frankly, here field field field field field field field.

10:44

It was resolved peacefully, we had to stay at the airport for another hour and a half to get our backs. It's not a problem at all. But that's kind of outcome that we try to focus on, right? What is the outcome with tons of your package happening that you want to solve? Let's work backwards from there.

10:58

I do like that. What else is Hitachi Ventura bringing to the table here at IoT solutions World Congress,

11:04

we are showcasing our smart manufacturing solutions, manufacturing insights, everything from a supply chain control tower to digital game boards, and asset performance management of factory assets, whether they be in one factory, one location or another one another country. Similarly, in energy, we are showcasing smart energy solutions, we are doing image based computer vision based asset inspections, and identification where we can take a look at a transformer and make out figure out exactly whether the transformer or whether that insulator is showing any signs of wear and tear and defect and might cause a fire sometime.

11:43

Are you seeing any, and this is always the case, that my experience some people that there's a there's a learning curve that has to exist here where people are beginning to feel more comfortable with what's taking place and how this whole digital whatever Renaissance where we want to call it is impacting their lives in a positive way manufacturers are we getting to a point Shoemake where the solutions are, are easy for the my expert, I'm a manufacturer, and I can't bring on any more complexity. But I know I need to do this, are we trying to drive towards simplicity for these solutions

12:28

we are. And I think the easier you make the visualization of the solution, the easier or make the adaptability of the solution into what the customer is already used to without forcing them to change their databases without forcing them to change. They're not well known tools and dashboards that they want is a way to go. So we need to have modular scalable systems that does not disrupt the customer's environment, but adds to it. And we think if you know exactly the customer's outcome that you're trying to help them achieve, you can get there. If you don't have a clear understanding of that. I think vendors will try to push what they think solves the customer's problem and forces them to move to a new solution or a new tool or a new visual dashboard, that disrupts things. If you don't have everybody on the ground floor on up and agreeing to the new tools that they're going to use. They're just going to make things more complicated. How are

13:28

you addressing from a client perspective? All of this is great. All of those are wonderful solutions. And and quite frankly, if you're a manufacturer, if your energy, whatever, whatever industry you're in, you need to do this. No matter how painful it is, but you find trusted, you know, people companies to be able to help you with that journey. How are you? How's Hitachi vantara addressing this need for reskilling upskilling existing workforce?

13:59

Yes, the question. We have about 240 to 280 openings for software engineers as we speak. And it's getting increasingly difficult to find candidates to interview for get hired. We think that the skills gap is severe. We think it's widening every year, and the demand is out of whack with the supply. Yeah, we have a lot more need for competent, well educated engineers than the world is putting out today. As a result, not only us but we find our customers constantly investing in retraining of their workforces. One of the things that we are helping manufacturers do is establish a digital game bubble. Where you know, when a shift changes, you typically have the operators get into a room and to post it sort of drawing on a whiteboard, change the knobs and conditions at work to get them to yield that they did and what brought problems be observed in a machine. And all that information is usually just passed down to Macbooks, to conversations and institutional knowledge. But as many of these workers start to retire, and new ones are encouraged to join, there has to be a way to capture that information, we do that using what we call a digital camera works. It's a giant touchscreen, where inputs are recorded, is shared with other factory locations and other workers in other places. So now that knowledge is not only just best practices in that factory, and what happened on a particular day that got them a good result. But those learnings are captured forever used for training purposes, shared throughout the company, and is overall positive virtuous cycle.

15:44

If you see that you're you're right, I think supply demand that type of reality that test is impacting, specifically, let's say the IoT world, I mean, companies like yours, and others, and professionals like you and others, you you, you push the envelope in a positive way you create new use cases that were not there, because you realize that, hey, we got this technology, and hey, there's another technology we can, you know, marry them together in some way. And then we solve this problem, this is the use case, right? That, to me is a real sort of point of tension, because you guys are moving at a different rate than me. And, and I might be reviewing version one or two. And then you guys come knocking on the door and they say, Hey, we got version 15. That thing, but it's not. But that's what we have to do. And I sort of, you gotta grab that tiger by the tail, if I'm a manufacturer and just say, this is the reality of it, get going.

16:48

It is another great example of simple technology it uses in our booth right now, where we are going to be using LiDAR, you're counting the number of people and the flow, or the heading past our booth are coming towards the booth. Get out of here. You know, we are we have a live cover over two days. By the way, we shot three times as many people before lunch walking by our booth into certain direction than we did all day yesterday. Which means that today was just I think, heavier presence in the show not see today. Right? Yeah, you're right. So we've been doing this counting? Well, that information can be recorded. And and you know, we plan to share it with the organizers. So they know exactly which direction were people moving in? And that helps.

17:29

Okay, so just sort of sparked an interest like, where are the flows going? Right? Do they just naturally come this way? And go up? Or? Or how do you how do you lay lay out your conference floor so that your flows are really easy and sort of sort of the put us into the casino, you know, you get in there and yeah, check it out there just being able to sort of roam around. That's a hell of an idea.

17:54

We have all the reports, able to export them. And by the way, no personally identifiable information. And it's all live events. Yeah. So all we do is record the follow a certain direction versus another one and it gets recorded. That's just help the organizers next year plan to flow people better.

18:13

Yeah, but that means you're gonna have to put out other whatever LIDAR sensors in other parts of it.

18:20

No problem. All you need them is in a few alleyways. A few of the main out. Yeah. And you have

18:25

to come on by to see that dog. I think that's what I want to do. Oh, I will. I'm shameless. Absolutely shameless with that. Oh, my gosh. So we've got a lot of stuff happening at Hitachi Ventura. This is the first time you're at the show first

18:39

time you me personally at this show. Yeah. She's been here. Hitachi has been a number of times. Yeah, you guys are still responsible. I'd be our silver sponsor of the show.

18:51

The silver. See, it's cool. You guys rock man, I got to tell you my perspective. There are many companies that I work with, and all of them absolute joy, don't get me wrong. But I find Hitachi Vantara always been very innovative. Sort of never stopped thinking has a passion to solve problems, help companies succeed. And and I think that that's an admirable quality or culture that exists at Hitachi Vantara. How do people get a hold of you should make

19:28

should make doc Mehta and Hitachi ventura.com are on LinkedIn. I'm on wireless. Next.

19:34

Thanks a lot. Good man. That's exactly it's better to meet you in person as opposed to on a terminal monitor or whatever it is. All right. Once again, you're gonna have all the contact information for some eek out on industrial talk.com. So if you're not, you need to get a hold of this gentleman need to get a hold of Hitachi Ventura, and begin to that digital journey. It is a must. They'll make it as painless as possible, but just recognize that decision has to happen. Again, we are broadcasting From the IoT solutions World Congress, it is an exceptional event. You get to meet people like Shamika and others who have a passion to help you succeed. So put that on your bucket list. We're going to wrap it up on the other side. So stay tuned, we will be right back. You're listening to the industrial talk Podcast Network. Again, thank you very much for joining industrial talk. Shamik Mehta. Go out to his backyard. By the way, I'm looking at it right now. LinkedIn, and it looks like he's got a new mug shot out there looking quite dapper. Shimmy, you gotta connect with them. They never stopped thinking that Hitachi Ventura and that is a wonderful thing. And you need trusted individuals, as I keep on saying, to help with that digital transformation journey should make doesn't disappoint, go reach out, please do that. Also, the industrial talk, expanding ecosystem, it is a platform that celebrates you each and every day, you need to be a participant in it. Because we need you to collaborate. We need for you to continue to innovate, you need to continue to solve problems. And that is a collaboration, conversation. So industrial talk is here for you. Go out to industrial talk.com. Connect with me. See how we can get you on the podcast, have a conversation or two. It's wonderful. And we truly appreciate what you do in industry, in manufacturing in oil and gas. And I think there are a lot that just amplify your message. All right. Homework Shamik Mehta, you got to reach out to him, connect with him. All right, be bold, be brave, dare greatly. And you're hanging out with Shoemake and others within industry and you're gonna change the world because you are. So that's what you're all about. Thank you very much. Once again, for joining industrial talk. We're gonna have another great conversation from IoT solutions World Congress Barcelona, you can bet on that.

The post Shamik Mehta with Hitachi Vantara 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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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.

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

ai, data analytics, industrial, people, fortive, reliability, bigdata, machine, problem, business, 29th annual, Fluke, Accruent, fleet, solve, headwind, conversation, called, build, manage, talk

00:00

On this episode of industrial talk, we are broadcasting live from the 29th annual SMRP conference in St. Louis. fantastic venue fantastic event. And we are brought to you by Accruent and Fluke Reliability. Let's get cracking with the interview.

00:21

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.

00:39

You're welcome. Welcome. And oh, yeah, welcome to industrial talk. We are broadcasting live from the 29th annual SMRP conference here in St. Louis, Missouri. Absolutely incredible venue with wonderful people. And I mean, when you start talking about the leaders in reliability and asset management and in maintenance, they are here from all around the world. It is a wonderful event. I also want to say thank you to Accruent and Fluke Reliability for sponsoring industrial talk. So I, I zip out here and I've got the the website and this is a statement that I just love with Fluke Reliability, provide maintenance and reliability professionals the data to do the job asset by asset wherever they are. Yes, yes. And yes. And then of course, with Accruent, we're talking about gain the insights to transform how your organization manages its physical resources. That is what today's game is all about. That is what we do here. And that's what SMRP And that's what Fluke and Accruent is all Accruent. A current effort a crew and crew and see. See, thank you. There's another one right there. That's a crew and he because he's with Fordham he knows how to sound. Yeah, you better not not me, you know, a crew it anyway. Hey, thank you for joining. Yeah, no problem. It's good. It's it's it's good to have a conversation with somebody from Fordham, which is the parent company, which is the mothership of both a current Fluke reliability to as well you go, Hey, we're going to be talking AI here digital transformation. But before we get into that conversation, because that's an important conversation. Let's talk a little bit about who you are a little background. It was a little 411 on who you're

02:27

sure so I'm originally from Canada. I grew up in Toronto. Oh,

02:33

just dropped. All my my parents grew up in Hamilton gas. And all my family lives in Burlington all of that area.

02:41

Wow. There we go. That's amazing. I don't need to say anymore. No, no.

02:45

Did you go Sudbury? Yeah, no, no,

02:48

I know of it. But I see the girl is probably the this guy. You

02:52

got to see the big nickel

02:56

but yeah, I I got into mechanical engineering as an undergrad, Major. Where'd you go to school, University of Toronto. Okay. And not McMaster, not McMaster, not anywhere else. And it was just because they their internship program was one year of continuous interning in one company, which was exciting rather than doing four months coops was pretty good. But I got into engineering actually, because I wanted to design rollercoasters, that wasn't that's my passion as a childhood, you see it out to build a huge automated roller coasters in my basement, still go to parks all over the country. That was the plan. And things kind of changed a little bit after I after I got into university. And, you know, I really got excited about industrial operations, just really designing big complicated systems, which really goes there's are that are interdisciplinary, require electrical, mechanical, engineering, etc. And, you know, I first had an interview with a oil and gas company after I graduated, which is called Suncor Energy. Biggest one in Canada. Yeah. So familiar with it, and went to go work in in maintenance planning and scheduling out in Fort McMurray for the huge cat 797. Yeah. And commodity 930 trucks example of very large, huge machines. And

04:16

that's that was that oil sands?

04:18

That was oil sands. Yeah, yeah. So we were, you know, that all supports the surface mining operation. And I did that for about a year and a half. And at that time, I was really excited to at this point, go back to GE where had done that one year internship at U of T. And I only wanted to do this rotational Leadership Program, which is called Oh MLP for operations management. And that was the first time in 2014, they brought it to Canada from the US. And I was part of the initial group with some friends of mine that were also interns and so I left and joined that program. And you know, that was a whirlwind of six months rotations in the oil and gas business of GE in the transportation business. And that was doing everything from lean manufacturing supply chain sourcing operations, supervision, and all that. And then I finished and stayed with GE transportation. And that's kind of where I started moving into the analytics side, because they have a very big program around. Analytics coming from fleets of locomotives, and they sell that as a service. By

05:19

the way, if you ever get put this on your bucket list, just look at a locomotive. There's some serious stuff. There's various serious tech

05:28

100 Is that a lot of it's pretty old. But

05:33

I remember I was able to get a tour of an engine.

05:38

Are you kidding me? Oh, yeah. Yeah, try standing next to one when it's running. It's just like, like, it's really It's powerful.

05:45

It's powerful.

05:48

But, but yeah, so I was I was working actually, out of our major customer CP rails office, I was the only GE person in their office managing that diagnostic program for their fleet of 600 plus locomotives. So we're really trying to crunch all that data and figure out what programs can we run for them to improve reliability the fleet and solve systemic issues, as well as identify them before, you know, before some catastrophic issue affecting the fleet. So I was there for about nine months. And, you know, I kind of fell a little bit of an island being just kind of myself and GE and the customer. I was like, where do we go from here. And I started, you know, looking for grad school programs and came across one at MIT, which was called leaders for global operations. And that basically fuse two degrees with which is an MBA and masters in engineering and obviously, pick your discipline. And it was right away, I was like, that's the place I gotta go. This is exactly me. I love operations. I don't want to leave that. But I want to take it to the next level, and explore emerging technologies in the field. And just, you know, be around like minded folks like yourself.

06:55

Yeah, I think that that whole conversation about emergent technologies that that digital transformation, journey, whatever that looks like that industry, for Dotto, it's just ripe with interesting solutions and conversations now, I was still in your, in your resume of who you are. The fact that we're going to talk about AI, where did you get that data analytics, that AI skill set?

07:23

Yeah, actually started in grad school. When I got to MIT, I had no AI background before. I mean, you know, strong in data analysis, but the field really was emerging at that time, and becoming popularized. And by the time I got to grad school, it was full blown. You know, there's the leading edge of research. So you can get exposure, you know, to the fundamentals, the math behind it all the way up to applications to all the startups that are leveraging AI in different ways. And it was just, you know, from nothing to complete immersion

07:56

over that two year period is a i, the way I look at it today versus the way it appears to be going or headed or, or the thought leaders are taking it isn't AI sort of this data, data analytic machine that creates parameters today, where if it's outside here, these are good parameters, anything outside of those parameters, bad got to do something. There will be a point where there is this sort of level of machine learning, but is is AI sort of at that level right now, where are we at?

08:29

Yeah, I mean, that's, that's what you described as pretty much how AI is applied in most situations where you need to learn a set of parameters that ultimately characterize the problem that you're trying to solve those parameters may not make intuitive sense. And that's part of the explain ability challenge. But ultimately, they can be used to generalize a problem. And then they can make predictions based on the data that you've been presented. So ultimately, it's really just a much more complex optimization problem. I always like to explain it as you have kind of a linear regression as the simplest kind of optimization problem that most people know fitting a line to a bunch of points and then making a prediction. And AI really does that in a nonlinear space. That's very hard to visualize.

09:17

Is that the headwind? Because when we start talking about AI, there's a number of questions that come up, one, it's going to take my job, I don't think that I think it's going to make your job better. I think it's going to address maybe some more mundane type of tasks that are currently being done. I think it's a it's a it's a positive, but there still is headwind of organizations and companies listening to thought and for lack of a better term hype like it's going to solve problems is going to do everything it's got to be everything versus what what it can do what is meaningful what what do you see it what's what's the main headwind?

09:58

Well, you know, think that like many kinds of technological, big technological changes in history, it's, you know, that hasn't kind of materialized right? When you think about the interstate highways being built in the US, a lot of people who were, you know, drunk driving carriages or cars for other people, and made a living off of that on doing short distances, thought they were out of a job. And after the highways were built, you know, all these other businesses started springing up in places that you couldn't access before. And that stimulated a new wave of growth granted some pain in between. And the same thing will happen with AI, but it most certainly won't replace people, they have to be augmented by people who can do higher level cognitive tasks, that AI today is just not built to solve. AI is very good at solving prescriptive, well defined tasks. But ultimately, there's still a level of interpretation and other processes around that, where the AI is used and deployed that have to be coordinated and worked on by humans.

10:56

The the AI in general has, is already in commercial use, in whatever capacity and and what comes to mind is how I'll say it, Facebook knows that I like watches, or whatever it might be. And then all of a sudden, lo and behold, I get watches on my stream, whatever it is, that is from my perspective, a function of AI saying, I see that guy's interest or, and I'm going to give more give and make it easier for me to see it. Yeah. In the industrial space, do you find where do we in this continuum? Where do we where do we stand from an industrial perspective?

11:42

Well, the I think what the industrial space, it's a, you're looking at different class of AI problems, right, and a lot of what you're describing, it's recommendation problems, and it's very well suited to e commerce, when you're trying to buy things. In the industrial space, it's a lot of time series data that you're dealing with. And so rather than make recommendations about what to purchase, or what to do, you're you're trying to diagnose or detect that something has occurred or is about to occur. And it's, it's a lot more, I would say, technically challenging problem, especially when you're dealing with the kinds of signals that you're gonna get in an industrial context, much more complex than, say, an E commerce

12:23

scene, it is that complexity that always sort of overwhelms me, because you're absolutely right. If I have an asset that's out in the field, I have a device on that asset, IoT, IoT, whatever, whatever the device is, it's collecting data, it's sending it to some sort of edge solution into the cloud. And that's where we're trained in and hopefully, be able to, maybe have some sort of computing capability at the edge to say, that's, that's dummy data, or whatever that data we don't care about that data we don't care about, we want to let this data go through. And it's, it's an interesting, it's just for that pump. There's another pump, yeah, there's another motor, and each one has specific data that is meaningful for it. And it even gets down to probably to have a pump a is same as pump B, but the performance is just different. Exactly. And you're gonna have to constantly manage that to come up with meaningful tactical, right provision,

13:24

and you have decisions to make, right when when it comes down to doing the number crunching and analysis. You know, some techniques tried to generalize over similar machines, but operating in different environments, and figuring out how to, you know, provide Accruent diagnoses, irrespective of the environment they operate in, which is very challenging, but very useful if you can do that. And then others treat as you said, the machine is all unique, which they are they have their own data streams, even if they're identical machines, and they build systems around each machine. But now you have to be able to do something that scales very quickly across a number of machines, because you don't have the time and resources to do have a complex conditioning and training process for every single machine. Yeah,

14:10

it's it. But but but it has benefits. Right? Can you explain a little bit about the benefits of where you're going with AI and that sort of digital transformation journey? What Why is it so important?

14:27

I think broadly speaking, what you're seeing in the marketplace is a lot of concentration of companies, right? A lot of the big tech giants are ones that come to mind. Yep. And simply the way that that's been abled is through digital business models. Digital Business models have effectively reduced the incremental cost of delivering value to a customer to zero. So if you're Amazon, what's the cost of serving a new customer? Zero. I don't have to build a product. I don't have to ship anything. Nothing, they they just, you know, provide some additional data flow back to in front of my, my site. And that's about it. And so the the, that lack of any cost, but also the scalability, that digital networks offer is amazing. And it's what's allowed this concentration to happen. And so, you know, when you're saying why digital transformation is so important, what you're trying to do is unlock that scalability that is very, very hard to achieve. If you're a traditional industrial business, if you're a traditional industrial business, the organization starts to get very complex as you grow. Right? Imagine GE at its prime had hundreds of 1000s of employees trying to coordinate all these businesses. I mean, Amazon has maybe less than 100,000 full time staffers, and I mean, the scale and footprint of Amazon is far bigger than GE ever was.

15:52

So that is what that is an absolutely rock, rock solid analogy. I had a conversation that Amazon, their plan, and I spoke to the Amiga 4000 delivery sites, whatever it is, next year, building them. Yep, exactly. Come on, I know except to say, no previous,

16:19

you know, in a previous system of managing your business without being able to leverage data assets, that would be extremely complex.

16:28

I wouldn't even know what you could write. But now they do share. That's a great example. Absolutely a great example. So I like that. And what is the what's the pushback, I see that if you're not in the game, if you're not actively in the game, if you're not feeling uncomfortable, whatever it is, and if you think it's, it's a waste of your time, you don't have the right mindset, because it isn't a waste of time. But you have to be in the game. And if you're not in the game, your competition will be in the game, and they will blow your doors off. Do you agree with that?

17:04

I definitely agree with that. I agree with that. And it's the challenges. What you see. So clearly, not everybody sees so clearly, or they do but change is very difficult, very difficult. I mean, transformation is a typically multi year process. With no clear guidebook, and no clear step by step process. And so it's scary, you know, for a lot of people to take that dive.

17:30

We, you must, whether you like it or not, you must. And I think people get distracted by the day to day tactical work that they get in the little firefights that they have to go through. How do people get a hold of you, because that's pretty cool stuff.

17:44

LinkedIn, after I'm actually on LinkedIn, I, I will have

17:47

all that contact information out on LinkedIn. So don't worry about it. If you're saying having a hard time, spelling, his last name, fear or not, it will be out there. So now though, there's no excuse for not contacting me. And I gotta reach out to you did not reach out to you.

18:01

Did you? Did you? Did I did I actually send you a message, Joe? Because Kevin said, Hey, 1130, I said it'll be there at 1130. So

18:10

sometimes it's overwhelming. I don't have an AI platform to tell me, Hey, this guy's important. You

18:15

know, I'll pay for it. If somebody can develop that as well, because like that is tough to manage.

18:21

But I'm not saying that. I likely can. Don't Don't cut me off. All right. Thank you very much for being on industrial talk. Thank you, Scott. All right. We like to also once again thank our crew it did I get it right that time perfect. crude and Fluke reliability go out to a crew and as well as Ookla. Right at reliability, see what they have out on the worldwide web, you will not be disappointed. Great company. Great people. Incredible solutions. Excellent, excellent stuff. And thank you very much for SMRP the 29th anniversary of this wonderful conference. St. Louis Missouri is the place it put this on your bucket list because this is if you're into Oh, he could be an AI man, this is the place to be if you get to be in maintenance and reliability. Boom. Make it happen. Captain, this is the event for you. So all right, we're gonna wrap it up on the other side. Do not fear we will be right back.

19:14

You're listening to the industrial talk Podcast Network.

19:24

All right, his name was Ephraim. He was talking AI he is with a company called Fortive. And I'm telling you right now, right now, right this very moment, you're going to have to find trusted people to have that conversation, that digital transformation conversation and I'm telling you right now, you will not be disappointed with that from also I want to say thank you once again, to a crew and as well as Fluke reliability for sponsoring industrial talk at the 29th annual SMRP conference. Put that on your bucket list. You will not again, fantastic venue wonderful people are passionate about delivering reliability, asset management and maintenance solutions. Alright, you need to educate you need to innovate you need to collaborate without a doubt specially now connect with people like FM and others and you will change the world it's happening now. Get going, do not hesitate. Alright, we're gonna have another great interview right around the corner. So you know, stay tuned, we will be right back

The post Ephraim Machtinger with Fortive 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!

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

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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

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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 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!

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!

MAX EFIMOV'S CONTACT INFORMATION:

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

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

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

Download Operation 360 Framework HERE

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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

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!

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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!

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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.

The post Paul Casto with GE Digital appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Richard Ku with TXOne Network and Trend Micro about “Cyber Security Best Practices and Recommendations for your Digital Transformation Journey”.  Get the answers to your “Industrial Cyber Security” questions along with Richard's unique insight on the “How” on this Industrial Talk interview!

Trend Micro Event:  Cyber Security Perspectives.  Hold Your Seat Here.

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!

RICHARD KU'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/richardku1/

Company LinkedIn: https://www.linkedin.com/company/trend-micro/

TX One Networks Company Website: https://www.txone-networks.com/en-global

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

PODCAST VIDEO:

Other Powerful Cyber Security Resources:

https://www.trendmicro.com/vinfo/us/security/threat-intelligence-center/internet-of-things/

Fake Company, Real Threats: Logs From a Smart Factory Honeypot – Security News (trendmicro.com)

Lost in Translation: When Industrial Protocol Translation goes Wrong – Security News (trendmicro.com)

Unveiling the Hidden Risks of Industrial Automation Programming – Security News (trendmicro.com)

Security in the Era of Industry 4.0: Dealing With Threats to Smart Manufacturing Environments – Security News (trendmicro.com)

https://resources.trendmicro.com/Smart-Factory-Success-Story.html

https://www.youtube.com/watch?v=mKJomr8HqdQ

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

organization, cybersecurity, industrial, richard, standards, people, tx, digital transformation, cyber, trend micro, Iot, technology, security, industry, digital transformation journey, podcast, implemented, key pillars, apply, strategy

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 again, welcome to industrial talk your place to talk industrial. How about that? I just sort of flipped that all thing around. That is right. We celebrate you industrial professionals, industrial heroes, you are bold, you are brave. You dare greatly. Man, innovate, you're solving problems. You're changing lives and you're changing the world each and every day. Yet we have to, we have to celebrate you on this podcast. It's absolutely incredible. Thank you very much for joining. As always. All right. Again, this is in a five part series on cybersecurity. And if you're into digital transformation, which you should be, if you've been listening to the industrial talk podcast, you'll know that we feature a lot of companies, a lot of professionals who are experts at that you know what they need? Yep, cybersecurity, we're gonna be talking a little bit about cybersecurity best practices and recommendations on your digital transformation journey with the guy Richard cool. Let's get cracking. Yeah, you need it. Get it just need it, do not ignore it. Get up front on this saying you need to go through digital transformation. Yes, you need to create that level of resiliency within your, your processes, your manufacturing your industry. Absolutely. That is a digital transformation conversation, plenty of incredible professionals out there. And a part of that whole conversation, of course, is cyber security and doing it right and being able to know that your assets, your business, are thoroughly protected from the various nefarious individuals out there. Before we get into this particular, cybersecurity best practices and recommendations. Again, let's sort of point something out today is the 15th. So the the event, the perspectives event that is taking place at Trend Micro is going on right now. But for Americas, it's tomorrow. So put that on your calendar, go out to industrial talk COMM And you will find a link to this particular event. And it is if you're in the Americas, it is at 11am to 4pm. That is June 16th. If you're in Europe, it's 10am 3pm. And it is it's it's vitally important. Don't, don't just brush it off. Here it is free information. Because we've got to always be about learning, we always got to be about collaborating, we've got to be about innovation. And we can't stop. You can't innovate without collaborating, you can't collaborate without educate, and you can't do all of these three things independently, because we've got to keep learning, we got to keep collaborating, we got to keep innovating, so that the future and your business is resilient, and you can prosper. Alright, Richard Kuh. We're going to be once again, talking about cyber security best practices, and recommendation on number three. Now, if you didn't get number two and number one, it's a must all out on industrial talk. Enjoy the conversation. Richard, welcome back to the industrial talk podcast. Now listeners. This is going to be number three, called cybersecurity best practices and recommendations, this particular podcast number three, but I highly recommend the other two. The first one that we did was cybersecurity threats, challenges and risks. This is important information that you need to hear. And number two, podcast number two is industrial business and technology challenges. Same thing, and it is all directed to that digital transformation journey that many within industry are on. And if you don't have that cyber sort of mindset cybersecurity mindset as you begin this journey, there are challenges and Richard and TX one are here to help and they're willing to provide all this particular information. Richard, how are you?

04:39

Scott, and thanks for the invitation again.

04:45

Love it now. Richard, uh, just for clarification for the listeners out there. I see a couple of things I see Trend Micro, and then I see this another organization called TX one. Give us a little Background into that, that, that structure?

05:06

Yeah, so I think most of you out there probably know Trend Micro pretty well, right, we been around for a little bit of, what, 30 years, right in the industry. And we are one of the market leading in cybersecurity, you know, our, you know, for for many, many years. And so that's Trend Micro, but a few years ago, we recognized that there had been a lot of challenge in terms of, you know, getting the right solution and right technology to you know, apply to the industrial control side, specifically on the OT, environmental operational technology environment. So we basically did a joint venture with another company called moxa. And this joint venture is called TX one networks and TX one there was really is a sister company, and product Trend Micro and you know, what it does is really, you know, focus in, basically, like I said, design and building the right solution for the industry control environment. And that's what gx one next.

06:14

I'll tell you, right now, that that focus is so important, because in many of the conversations I've had over the past year to whatever digital transformation is at the forefront, and people want to be able to transition their business to a more digitally centric type of business now that requires, you know, technology and innovation, but it also requires a focus in on cybersecurity and your strategy. Can you give the listeners, the big picture? Give us the big picture?

06:55

Yeah, so I think, you know, with this digital transformation, right, you know, we believe that cyber security had to play a very key and critical role in that particular trans transition or transformation. And so, you know, when we look at cyber strategy, you know, I typically tell people, there are really four key pillars right in and, you know, and having an effective, you know, OT ICS security, begin with understanding the big picture. Right. And, and those four components are people, process, technology, and culture. Right, and we can talk about that a little bit more detail. But, you know, first, let's talk about the people, right, people play a very important role in a cyber strategy, right training and security aware organization can also reduce, you know, significant your security risk for the organization. And I think that's one thing. The other one is, you know, having well trained professional, right, qualified and competent people and really know, how can help organizations address cyber threat, and also in cyber challenge. So, as far as you know, you know, having this competence people in how organizations deploy and understand the right technology, you know, on to the, you know, operational technology environment, right. So, that's the people components. Right. And, you know, that second component, which the process, you know, I think any cyber is in a security strategy, right, you know, and to be effective, the organization must develop, implement some type of process or procedure, right, ensuring they are clear roles and responsibility, and management system are put in place, right, within the organization. I think we talked about this issue a little bit on the previous basis, basically, podcast, and, you know, one of the things we're seeing is the organization going through this digital transformation, right, and you have this convergence between it and OT, it is very difficult, right, to have, you know, clear roles and responsibility, you know, between the ITT because traditionally, I think it used to be the one responsible for the cybersecurity and now you have this convergence happening from the OT side. And now that I'm clear roles and responsibilities, so, these procedures and process have to be implemented, you know, even more you want digital transformation as a tourist, you know, OT in a cyber strategy, right. So putting good governance in place right now policy and frameworks are good, you know, thing to have in there. Some best practice, maybe some it ot auditing, you know, process in place, right.

09:50

So, this is what's interesting and I think you bring up a good point in the past legacy type thinking the OT in it. Organizations then and they didn't, they didn't work together, going forward in this new world and whatever this this digital transformation world, it's vitally important that those both organizations work together with a common, you know, like you said process procedure and governance to be successful in a cybersecurity type of mindset.

10:27

Correct? Yes. And then, you know, I think that the third thing we talk about as one of the pillars is technology itself, right? I think one of the big challenge and I think difficult for most people is that not every technology right, you know, from the IP side can be implemented, you know, on the OT or icsr and having a good understanding of the technology and be able to task verify and validate and make sure you can work and adapt into darkened environment is very important, right. So, I think that the knowledge component is also good. The other one, you know, we talk about people, right, having the competency skill people, and who understand the technology, and can take those technology really kind of deploy right into the environment or to the, you know, infrastructure is also is very good. So, the people and the technology also can play kind of, you know, side by side, important role. And last, but not least, is the culture. I think creating a cyber culture within your organization is crucial, right? To reduce the cyber risk. And that really means starting from the, you know, CEO, or the top, all the way to the lowest level, you know, your organization and make sure that everybody understand what is does, you know, this cyber strategy, you know, yes, and what are some the threat to the organization, right. And so, as long as you have that good fitting culture within an organized organization, it can reduce a lot of, you know, cyber challenge, you know, for the company.

12:06

All right. So, listeners, what we have, from a big picture perspective, the four key pillars, as communicated by Richard people, which is a well trained cyber workforce, which is also sort of have that heightened security awareness to well developed process and procedures, sort of that governance, that ability for the OT, and it to truly understand roles and responsibilities, the technology, which is driven by the people and having the right technology in the in the OT and IoT environment. And then of course, definitely a cybersecurity culture is vital for any company that is going down the road of digital transformation and having that awareness going forward from the CEO, all the way down to the frontline, individuals. Did I wrap that up? Pretty good there, Richard? Yeah, that's a very good summary, Scott. Okay. Now we got it, we've got to address it. There are standards out there, there are standards so that you don't have to sit there and say, Okay, I like what Richard is saying, I like what he's talking about. But I don't really have to start, you know, right from the beginning. Let's talk a little bit about standards. Help us understand those.

13:35

Yeah, so I think, you know, I think many organization, you know, when come to, you know, create a cyber strategy, right? They have to do a lot of research, you know, and try to understand, you know, how to do the right security control with the telling people, hey, there are a lot of the industry standard, and best practice out there for industrial control, or for operational and technology environment. Right. And, you know, and they are being used by many organization, you know, for, you know, I don't know, several decades, it's been very effective. And so, organization doesn't have to reinvent the wheel, right. I mean, some of the standards we talk about are like the iisa, IEC 624 fours, you know, three standard, right, this is a framework, and it's good for general industrial automation and power automation. I think that's a very good standard. You have, you know, standards such as the NIST sp 800 das 53. And this is also good data for ICS in IT security reference, you know, standards, and then you know, the other one or like, things such as ISO IEC 27,000 is a good guy for ITC. At a reference, and you know, and also depend on, you know, what vertical you play, you know, for example, you have the if your, your energy, you have the note sip standard. So there are many standards out there, their organization can start by, you know, just looking at this and use this as a baseline to how you plan your, you know, cybersecurity strategy, and not necessarily have to reinvent the wheel or re do a lot of work. Because all this has been around for many, I would say, years and people in organization have been using it.

15:36

So, when I look at these standards, the general industrial automation, the iisa IEC 62 443, who is I ask a?

15:51

Well, I say it's, it's the ethical about automation, right. And this is, include a lot of, I was a independent volunteer researcher, right, that need to come together, and they help to define right strategy across different vertical across different technology, and how to apply different security control, you know, or, you know, into the different type of environment, you know, for example, I sit in the, you know, working group, a, right, this is a committee that we've focused on how to better communicate somebody standing into a different type of customer. Right. And also, there's a, working group number nine, I'm sitting in also, in there, we talk about how to best provide, you know, guidance for organization to apply somebody's security control into the industrial control environment that be as a manufacturing or power, or, you know, oil and gas, right. And so, the International Society of automation have been around for many decades, and they have, it's a very well represented, you know, organization with many, many professionals out there.

17:12

Now, as I look at these standards out here, Richard, is there a cost if I'm a company, and I hear what you're saying, and I have a desire to proceed forward, is there a cost to get this information?

17:29

I think some of these standards are readily available out there. I think some of these organizations, for example, I say, right, they have our freelance, you know, expert, now who can help organization to look at the standard, right, and they can translate the standard and how to best apply. And yes, also, if you just want to get the information, there is no cost. But if you want to go a little bit more deeper, right to really try to implement some of the standard, the end how to better you know, apply some discount security control, then your day some cost and associate with it, but again, it depend on integrations

18:12

does TX one sort of fit into that outside of all of the other stuff that TX one does the TLS one network does? Do you fit into that sort of help companies define that right? cyber strategy?

18:30

Yeah, so, you know, here on your organization, right, we developed many industrial control products designed for different verticals, especially, you know, manufacturers, you know, vertical oil and gas and power. And so, we do have, you know, security solution with you know, design and you know, toe and also applied to somebody standard, you know, for example, you know, it is understand that will require your say some type of security control, to be put, you know, say applied to it like to escape a system, like, for example, an HDMI machine, right? And how do you apply that kind of solution? So, we have security solution that actually can be applied into the host directly on Hmm, machine, or we have security solution that can actually be implemented before, before the box that Oh, before the, the system, so, this out solution can apply to some understand that as well. I will talk about that a little bit more probably on the next. You know, I think podcast, but you know, we'll talk about that as well.

19:44

All right, listeners, what we have is we've got four pillars, make a note of it. People, process procedures, technology, and culture. Look at that. We've already talked about it and then from From an overall strategy perspective, there are standards to help move you forward to have that sort of that security awareness, that security culture, which is very important if you're a company that is proceeding forward within this industrial digital transformation journey. Excellent job. Excellent job, Richard. Thank you, Scott. Now, we're going to have all the contact information for Richard, all the information that you need to know about TX one out on industrial talk comm so we're not we're going to wrap it up on the other side. So stay tuned. You're listening to the industrial talk Podcast Network. Alright, as you can see with Richard, and trend, micro and TX one, we are building incredible knowledge when it comes to cybersecurity and your digital transformation. So remember, go out, listen to podcast number one, two, and three, we've got two more. Number four is going to be cybersecurity solutions. And number five, hopefully, we could get the CEO of Trend Micro on this particular podcast so that we could talk about what's taking place in the marketplace. All right, be bold, be brave, dare greatly hang out with people who are bold, brave and daring greatly, and you will change the world and you will change lives. That is a fact jack because you are in industry. You are that incredible. Now, one last time, tomorrow, sign up. It's important. This is a cybersecurity event called perspectives. It is tomorrow, June 16. Go out there. Industrial talk.com has the link. All right. Thank you very much for joining. We're gonna have another great cybersecurity conversation shortly.

The post Richard Ku with Trend Micro and txOne Networks talk about Cyber Security Best Practices and Recommendations appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Michael Bates, General Manager, Energy with Intel, Corporation and Phillip Carey, Energy Consulting Expert about “The Electric Utility Digital Transformation Journey”. Get the answers to your “Utility Digital Transformation” questions along with Michael and Phillip'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!

MICHAEL BATES' CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/mikebates35/

Company LinkedIn: https://www.linkedin.com/company/intel-corporation/

Company Website: https://www.intel.com/content/www/us/en/homepage.html

PHILLIP CAREY'S CONTACT INFORMATION:

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

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

utility, phil, Intel Corporation, grid, people, power, talking, system, world, energy, companies, consumer, stranded assets, customers, relay, generation, happen, industrial, industry, Southern California Edison

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,

00:19

grab your work boots,

00:21

and let's get All right.

00:21

Welcome to the industrial talk podcast absolute, again, honor that you have joined this podcast, this platform that celebrates industry heroes such as yourself, it is a no legacy thinking zone, do not even come to me and say I've got some legacy thinking. Because everybody within industry is bold, brave, daring, greatly innovative, solving problems, and changing lives and changing the world as we speak. Thank you very much for what you do. You're making my life better. And that's really very special. All right, we've got to on this particular podcast, we have a gentleman by the name of Michael Bates, General Manager, energy at Intel Corporation, mad skills. We have another gentleman by the name of Philip Carey, he's a consultant has his own consulting firm, had many, many years within Southern California Edison, and we're talking about the utility digital transformation. It's an important topic, and it must be discussed, let's get cracking. All right, we have a it's a bit long, because they have a lot to say, it's an important topic, a couple of things that you can do. One, you can listen to part of it, come back, listen to it again, because it's important. And two, or two or both, that doesn't really matter with me. You can go out to industrial talk.com, use the player, speed it up, boom, you're good to go. But these two individuals are absolutely exceptional, sees what has to take place within the utility space. And it is really for me being an industrial guy. And being a utility guy. I really geeked out on it, because it was exceptionally a great conversation. So I hope you enjoy it. All right, let's take care of some business real quick. I want you to get your calendar out. And this is the IoT solutions World Congress in conjunction with the industrial internet Consortium. This is an event taking place October 5 through the seventh 2021 in there talking about IoT AI, edge. You name it digital twin. I like this one quantum computing. How about that there is no stopping the future. It's absolutely spectacular. All right, put it down October 5 through the seventh, it's in beautiful downtown Barcelona, Spain, let's get our lives back in gear. That's what I want. I want I want ever this next normal to include travel. That's what I like. And boy, the people of Spain, this organization IoT solutions, World Congress organization, as well as the industrial internet consortium put on a fabulous, fabulous show. Been there a couple of times, broadcasted live from there, enjoyed every minute of it. Next one, put it on your calendar. This is in Cleveland, Ohio, Cleveland, Ohio, this is November 9 through the 11th. It's the manufacturing and technology show. And if you've never been to Cleveland, put that on your bucket list because it is a beautiful place with great people. And this event will not disappoint whatsoever. That's the manufacturing and technology show November 9, through the 11th. Put that on your calendar. A must attend event Oh, I will be broadcasting from there too. And connecting with all of the incredible individuals that are just innovative, that are bold, are brave. They're daring greatly. And you know what they don't do? They don't have any legacy thinking, boom, love it. Alright, let's get on with the interview. So this one of the the topics in one of the things that I was always sort of wrestling with, specifically to the utility space, is the fact that how does utility given all of this the renewable stuff that's taking place with all of the real innovative stuff that's being put onto the grid? How do they manage and how will they manage going forward, and it is a digital transformation, compensation and digital transformation solution. And these two individuals, Michael Bates, and Philip carry, bring the dog gun insights and wisdom. So enjoy the conversation. Welcome, and I appreciate you guys wanted to talk a little bit about the electric utility digital transformation journey, and it's a journey. Welcome, guys. How you guys doing?

04:49

Doing well? Thank you.

04:51

Alright,

04:52

got it. You know, you got to do it. Nobody knows you. So you got to just say Hey, Mike, give us a little background on who you are because they haven't gotten out to your LinkedIn stat card right

05:02

now. Okay, well, I haven't seen it either. But I'm glad to know that it looks good. And thanks for letting me go first. You bet us and thanks for inviting me enjoying conversation today. Cool, have a little background with Phil so we can share some of our common experiences. But my role at Intel is to look for opportunities to apply our technology and convene our ecosystem of partners to address big industry challenges in our energy verticals. Our energy in our case includes oil and gas power utilities, the new energy service companies that are getting into the renewable energy services, for example, the EB charging area as well, as well as digital oilfield smart AG, and water. So we look across different areas of energy and where they impacted the grid is there

05:55

like that smart AG, I had an opportunity to, I can't remember it was in Oklahoma someplace. And the the innovation that's being applied to AG, it's impressive. I just think it's cool. Everything's cool.

06:12

Let's talk about it. If you want, there's a couple of interesting projects going on in here. We might have

06:15

to just sort of dovetail and just go off on a tangent, Phil. Thank you.

06:21

Yeah, so my my backgrounds a little different. I was formerly at Southern California Edison for 22 years, in it the entire time, but started out in IT operations. And then at one point, found myself in a architecture group, and then transferred into a group called it smart grid engineering, where we were an IT group that was embedded with the OT group in transmission and distribution, the advanced technologies group. That's where I learned a whole lot about the business. And while I was there, develop this common substation platform. And I retired at the end of 2019. And now I'm off on my own as a consultant. And I've done some work with Intel and with Dell Technologies. And here I am.

07:22

It's funny. I think the internet says when you retire, you become a consultant. I think so. There's nothing else you can do it. It says,

07:31

Why the internet and my wife keeps saying I thought you were tired? Well,

07:37

you don't want to get out of game now. Just kidding.

07:40

No, you're right. You're right on the money on that one there. Because this time is very, very exciting. Very interesting. And I don't have the answers. But people like you, Mike and Phil, are in the game. And you're you're talking about this. And so we're focusing in on utilities. And typically, utilities tend to be sort of legacy thinking, this is why we're here, this is the end and it hasn't really changed for a long time, whatever that long time. might give us a little sort of, no, no, no, I'm gonna take it to Phil, because he was with Southern California Edison, not to say that you're not that important or my, you'll get your guide, okay. It's just sort of give us a little sort of that utility thinking, not today, but in the past sort of that utility thought process.

08:33

So the, you know, the current utility networks were designed, you know, we're using 100 year old technology, essentially, it was designed to generate electricity, and to deliver it to customers. And the utilities job was to get that electricity in one direction from the generator to the customer, and to balance load with generation. And as long as load and generation stayed balance, and electricity was flowing through the system, everybody was happy.

09:10

It's true.

09:13

Such a simple explanation, but it's like when I come into a room and I flip that switch me consumer or me, manufacturer or me, whatever that power be, but better to be delivered at the right cycles, rival to all of the stuff it has to write. And and that's the way utilities have been developed. It's just that's how that's what it is. And rightly so. But what's changing Mike?

09:46

Well, one thing is changing is, you know, the model is changing. And, you know, to Phil's point that utilities, the past and still current were built around reliability, keep the lights on so the talent They acquired the training they gave the policy and regulation to support that model, it's all been ingrained for, like you said, since the really much the inception of electric delivery, one way flow of power from centralized generation coal plants, nuclear plants, then through step down to consumption at the far edge, that's been the model and the bill, then the technology has been in place to support that model of keep the lights on at all costs. And I think Phil might agreed he's much more into the technology side than I am, but it feels like a siloed stack of solutions have been built around this grid reliability model. And now, the grid, the delivery model is really turning upside down. It's not it's changing from that one might flow from Central generation to to a flow from hundreds and 1000s of millions of points of generation on the opposite side of the grid, the other side of the substation, so it wasn't built to take on that two way flow equipment, maintenance costs go up because equipment wasn't designed for it, there's lost opportunity cost, because you're not connecting these new loads in a way under the kind of common substation platform to fill required. So it's a major shift of focus from the the generation side, down to the consumer side, consumer own asset side. And now you're asking a company that's been built to keep the lights on to now become a customer focused company. Look, you know, if the opportunity in the future is around services, you got to remake and re engineer a company to make that pivot. And it's hard for some companies to make that pivot, especially in the utility space.

11:49

Yeah, and, and you know, an example of that. And it's not this, not the utility industry, but IBM used to be the biggest hardware manufacturer in the world. And today, there are software and services company, they hardly make any hardware. So this is where the utilities need to go. And they need to look at how their business model is changing. And accommodate that.

12:14

Yeah, if you don't mind, God, I was just gonna add to that, I think the other thing I've heard the other comparison, I've heard Phil, and I think all of us on the call around to remember the telecommunications restructuring where the companies like the southwest and Bill's of the world who built all that infrastructure to enable what we see today, were not the companies that really profited from it, it was Facebook, Google, Amazon, they use all that infrastructure that was built and created services around it. And the infrastructure providers haven't even caught up since then, I think that's one of the inflection points we're at today is who's going to own that piece going forward.

12:51

So in a sort of simplified in my head, is that utilities were built in a way where I generate power, I transmit that power, I stick it into a distribution substation, and I just keep on bringing it down, bringing it down to the consumer level today, and that's fine. That's right, I see that flow. But today is like, okay, we have some that flow that go that way, right. But then on the other side of that, that transformer or that bus is is also generation that's happening on that side. So what so now we're saying it's got to flow the other way, and it's got to flow into this magical system. And it's not supposed to suppose just happen. It's like everything just sort of lines up. But that's not the case. That's not the case at all. So So there's a couple of things that I see taking place. First off, and I think it was you, Mike? Yeah, it was probably you. The toothpaste is out of the tooth, the toothpaste is out of the tube, it's out. So so we're heading down this road, it's happening, whether we like it or not, it's happening. So as a utility, let's say I have my utility hat on, I've got to do something about it. What problems is this new sort of dynamic grid had a causing on my system, Phil.

14:21

So one of the large problems is load doesn't necessarily match the generation system specifically out on some of the feeder circuits. So to combat this utility, really needs the capability to be able to reconfigure the feeder circuits to better match the load. Another issue is in the past, if I had a fault on one of those distribution circuits, I could tell by measuring the power flow through the relay And when it got out of specification, I knew there was something wrong, the system knew there's something wrong. And that relay would send a trip signal to the to the circuit breaker. Well, now that I have generation on both sides of that relay, how do I detect the fault? point? Yeah. So that's where some of this digital controls come in, so that we can measure and, you know, know how to deal with two way flow of energy now.

15:33

So here's the funny and here's a, here's a story from my past. So when I was with Southern California Edison, I knew, you know, I'd go into that relay room, I have that smell, and distribution voltage, I can always see, I could always see the lights, right, the lights, they'll, they'll dim. And I'll say, okay, that's what they'll dim. Okay, that's too. And I know that the, the testing the relays physically test the line. So if it, if there's a there's an, an interruption, they'll Test, test, test, and then lockout three times that was like the, the policy at a time, right. And my dad, as a former lineman, when he would watch the lights. And as a kid, I'm going to hex you're probably right, and you'll see it one, and it'll count two, and then he has three. And then right off the bat, he get a call. But but that that's old time thinking that's that's old way now with like you just said, Phil, you've got generation on both sides. How does that that physical, a really know what's going on? Mike? What other problems are utilities dealing with? In this particular? Whatever we call it? I don't even know. Is there a term that we can call this particular world that we live in from utilities perspective?

17:05

The general term, I've heard his energy transition, but that that includes a lot of different things. But that's the term I'm just gonna run with that one.

17:12

Yeah. All right.

17:15

So other other problems that they face. And again, this some of this is not some of this is technology, although I would argue the technology exists to do the kind of things that Phil and I are talking about. It just needs, there needs to be investment in alignment, mostly through right policy and regulation that allows for the type of investments. And I think we're getting there. I think there's other other market drivers. So you asked the question before, Arianna asked it. You were saying that, that this was an evolution. And you and I talked about this before I was at a neighbor's a distributech dinner or something? And someone asked the question, this was two years ago, or maybe three years ago. It's like everybody in the room that thinks that this is an evolution, raise your hand. And literally three quarters or more of the room raised their hand, no, this is an evolution. And it was mostly utilities, the understanding that this was an evolving process, it was under their control or to kind of evolve it as they drive it. But I think what's changed now and then the rest of the 10% maybe said revolution, I think if you did the same poll today, it might be the opposite. Because I think there's market drivers outside of the utilities control that really is forcing the change. One is a focus around sustainability, and impacts of climate change. That cannot be ignored by the utility. So mandates by states companies company's, again, in areas where particularly in areas where there's been energy resiliency issues like in Texas, around the storm in California around the wildflower wild fires, where companies are looking for alternative sources to roll their own energy systems. So as more and more of those, if that pain point keeps bringing more and more companies and customers to roll their own energy, that's less, that's more of a problem on the other side of the grid that Phil's talking about. So corporate sustainability driving a lot. And I also think we're gonna start hearing more how financial markets are looking at carbon based. So companies with high carbon footprint carbon based assets, which will move companies again away from that one way flow of centralized power, which is dirtier, in general, to more decentralized power on the edge again, exasperating the problem. And then finally, EBS. You know, you One could argue we're at the inflection point now. But if you follow this industry at all the companies that have declared the end of combustion engines, the policy regular the support, from, you know, Europe and US around the administration, so think those market drivers and again, I started going so long here, but those market drivers are really pushing them in ways that are forcing them into this This type of a platform that Phil's talking about to be able to enable more services and and become a player in this new opportunity. So

20:09

great. No, you know what, it's a little bit more than that, because it's the regulators as well. Yeah, you look at California's remote, renewable portfolio standard, going to 100% renewables, I think it's by 2050. And Washington state where I am at now, just in the last week or so, passed a carbon tax resolution in the house. So, you know, those kinds of standards are coming here. They're coming everywhere. So,

20:42

okay, so

20:43

let me just you brought up a lot of good points there. Mike one, I think you're absolutely right. 11 illusion versus revolution. And I think we're at that point, I think we're at that revolution, I just think that there's too many things taking place in the market today. I think the drivers of sustainability, climate change, market, ie V's and the regulator, those are challenging conversations to have one of the things that and I'll throw this out real quick, because it just popped into my head. If If carbon based assets are going to be, you know, viewed poorly, how do you even how do you even structure a financial value proposition around a traditional generate? I think it's just going to by virtue of that, nobody's going to be able to wrap it with any type of capital. That'd be tough going forward, because you still have embedded assets that are still having some sort of rate of return

21:41

and still am being amortized. Right. Yeah. So

21:45

utilities don't like stranded assets. Yeah.

21:49

Geez, Phil, I haven't heard that one in a long time stranded assets. I forgot about that one. Okay, listeners, I have a utility background and stranded assets was a word that was battered stranded assets get shut the front door. Okay. So, so now we've we've painted the picture. And there's a lot of dynamics, it's very fluid out there. And before industrial talk, we've had number of conversations that evolve revolve around the term industry for Dotto, we've talked about the edge, the cloud, this that everything around with that. But what component that was really missing was, was that utility, how does the utility fit? I get it in the manufacturing world? I get it. I get it in the oil and gas, I see it I see what they can do. Utilities because of their short of the way they look and who what they are. This is a this is a difficult question. Now with that said, what has to change? Phil? What has to change in their mindset? Because they're not going away? Without being song without being dragged? But it's happening? What has to change?

22:59

Yeah. And you know what? The technology of this is the easy part. Right? Michael mentioned, some of that technology is already around, it's usable. New technology is coming on board all the time. The problem is more with people than it is with technology. A lot of utilities don't even realize yet that they need this digital transformation. It hasn't quite hit them yet. I've been in conversations with many utilities. And you know, some of them are working on it. Some of them say now, we're not. We're not even thinking of that yet. But they need to be. There's a couple of forces at play here. First of all, if I'm a utility operator, you know, I have to meet my safety and safety numbers. Otherwise, my regulators will be really upset with me and could have some financial penalties. So if I operated my grid, and it was stable last week, and this is the way I did it, that's the way I want to keep doing it because it's a known commodity. And, you know, nobody can fault me for doing something new that didn't quite work out.

24:25

It's true. Um,

24:27

another issue is what I'm hearing now called the silver tsunami.

24:32

Yeah, I've heard that too. And it's not just is it utility? What they they've been talking about the silver tsunami for years and years and years. You know what they do? They retire, they retire, you fill and then they bring you in as a consultant.

24:48

That's what they do.

24:49

That's the

24:52

first time I've heard it.

24:53

Yeah. So I guess what I'm saying there is that many of the workers on the OT side of the house. So the transmission and distribution in the case of utilities are people that have been at that utility for 20 3040 years. And change is a hard thing. Yeah, you try to move one of these guys cheese, and they're gonna let you know that they want their cheese where it is. Yeah. Oh, yeah. Um, so the people, part of this is the hard part, getting people to accept the new technology, and also learn how to use it.

25:35

So it's silver tsunami, is that massive retirement that people like Phil, were referring to, they've been there for 30 4020 whatever years, right? And then all of a sudden, hey, I can retire. And then all that knowledge, all that intellect event, utility stuff just goes right out the door, and onto the lake. Where the end and and what do you do as a utility? And I remember I was working with another utility in Arizona, and and they were having the same thing and these planners, so you can you can walk into the planning department, and you can say, Yep, retirement, retirement, retirement retirement. And, and they know where all of the switches are, they know where all of the funny, funky things that are out on their system that they got to be aware of, and they just let the crew know, right out, whatever all of the stuff that's out there, gone, gone. And, to this day, we still don't have a real solution of saying, okay, we'll let you go. But we've got to go inside your head and pull out that information. And maybe until can get to that probe and just stick it on an endo system

26:42

now neuro link, thinking about it. So interesting stuff out there. A quick side story on that. I live in Texas, I think I told you that. And we had this winter storm that shut everything down. And I remember, I'm not going to mention the city, but one of the city water systems went down because it couldn't get the emergency backup system back up. Because the owner's manual was lost and all the knowledge about how to turn it on and connect it. So it sat there for two days until someone anyway it's kind of a symptom of the way you're just talking about it. So somebody just raised up their hand.

27:15

Hey, Scott, remember how to do it. So Scott raises his hand, he goes, Hey, can you turn on this water? Certainly can but

27:23

bring him back as a consultant. Last year,

27:27

that's right.

27:28

I have a number in mind. And it's on my napkin right here. And I'll sled across the table. And you let me know. But it's it's the truth. It is such and that whole Texas thing. That whole Texas and and for some of the listeners out there, they had a real winter storm in Texas. Now Texas is a unique system all to its own. It's called ERCOT. Right? Did I get that? Right? And so it's sort of this little unique utility Island in this all other, you know, utility type of grid. And they were they were they were challenged.

28:04

So you really highlighted the problem statement that we're talking about. The biggest, biggest feedback on during that time was there were areas in the archived grid where the downtown areas were totally lit up buildings were running full blast, even though no one could get to that building. Everyone was at home, while you know, nearby neighborhoods were having rolling blackouts, or in some cases, you know, days long blackouts. And the response was, well, we couldn't turn those switches off because they're on circuits where critical facilities are but that is not true. That gets to Phil's point. That technology exists today to do scalpel like precision, like control of those loads to turn those places that are in demand that aren't needed to areas that are without it again, it does. I think it takes a willingness. And I think a different approach to policy as well. And also willingness to invest to put that technology in place to do the things like that. Again, it's just it's not a, it just doesn't feel like rocket science to me. Yeah. But

29:09

here's, here's the thing that I have a customer and I don't want it in my backyard. Sure. I'm all about sustainability. But I'm all about having that nice, you know, turn on that light whip into my computer, have that nice clean power, just sort of making sure that things don't, you know, fry. So is this new, brave new world? Something that is really consumer centric, or is it something that it's going to cause me Yanks

29:44

either one comfort film.

29:48

I don't know that it's so much consumer centric, you know, back in my SC days. You know, we did the AMI, the automated metering infrastructure project, and we put Smart Meters out everywhere. And we made, you know, 15 minute meter reads and hourly reads available to the customers. And guess what? Most of them didn't care. They wanted their bill at the end of the month, they wanted the power to be on when they went and flip the light switch. But most of them really didn't care to go and look and see what their energy usage was at three o'clock in the morning on Wednesday. So I'm not sure that it's so much consumer driven, as it is sustainability and regulator driven.

30:37

That's interesting. You got it. Yeah, I was like,

30:40

Yeah, I would. I mean, I would counter that, I think there is an opportunity. And again, I think utilities have a great place to be the provider of these services, to engage customers. In a way I call it almost the democratization of energy. So that that power produced end or not consumed, in partnership with utility allows the consumer or some people call these prosumers producers and consumers of energy to participate in a market in the same way other load nodes can participate in a market. And I think that will facilitate more, or one, it's going to facilitate resiliency into the grid, because the grid is if we can optimize and orchestrate those many, many different loads. But I know it's yet to be proven. And I agree with Phil on the energy management data. I didn't think that was very sticky, either. And some of the projects I've seen, but I do think if there is a way to, to make it really easy for consumers to participate in an energy exchange, you'll drive higher adoption of these technologies.

31:49

has to be super easy,

31:52

breezy. And I still like it the most part, the average consumer wants their energy clean, green and cheap.

32:01

Which is right would be difficult, right? Yeah. It's like, got it clean, green and cheap. But the Something's got to give in that particular. So we've we've, we've created this reality the utility grid is there's a lot of mechanics going on out there. There's a lot of embedded assets, there's a lot of just old stuff out there, too. It's like, there's old stuff out there. And and some of its buried and some of its in these, you know, the relay sheds, and there's all these assets out there. How do we then begin to transition? Taking that reality taking the resistance of utilities to a certain extent, some are a little bit more willing than others in nacionales? It's a it's definitely a cavalcade of feelings. Where do we start? Does the technology exist to be able to transition to this night? This this whatever this digital age that we want to go to? Phil?

33:04

For the most part, yes, some of the advanced stuff, not yet. But we're really close to it. And like I said before, I think the technology is the easy part. So yeah, here's a little anecdote from me. You know, back when I started working in the smart grid engineering group, we were working on a on a large project. And my job was to assist the OT guys, in doing some of the computer control. I was the infrastructure guy. And I saw the way that some of these things were were happening. And being an it being a data center architect for as long as I was. You know, we had been doing things for years and years and years that were pretty reliable. And I went to one of the engineers, and I said, why are you doing it this way? We can. I mean, there's this system, and we can, you know, make these changes, and it will make your life a whole lot easier. And he didn't want to hear it. That's not the way we do it. So pretty.

34:14

Pretty common. Unfortunately,

34:16

I had a unique capability in that I had essentially my own lab there. And I had access to their labs as well. And I decided that, you know, I've tried to explain how I think this technology can work. They're not getting it. So I need to build it and show them. This is how it works. This is what it can do. So I did that in the lab and showed them and over time and it did take time I started getting questions about the technology. Well can it do this? Can't do that. What happens if we try this? Come on Phil, that that's,

34:56

that's a, that's a long tail type of solution. I've just got to say There we go. Okay, I'll show you. I'll create it. And then and then when you do create it, it's like, well, I'm interested in this little point here when you got this whole solution, right? And it's like, Hey, you got a kid. It's like, man,

35:16

but it was good because they thought of things that I didn't think of. Okay, right, because I was an IT guy. Right? So they would come to me, Well, can I can? Can it do XYZ? I'm like, Yeah, I think I can make it do that. So that led me to more innovation, innovation. And, and frankly, that technology, the common substation platform, basically a compute system virtualized that's built on industrial hardware that can sit out in a substation and operate, that allows the engineers to think about ways to do things that they could not do in the past. And it you know, it frees up, you know, out of the box thinking, and I hate that term out of the box, but I'll go ahead and use

36:08

it back back to those cliches, right? You just got to roll with it, because I don't know, I don't know of any other, it's just got to roll with it. Go ahead, Mike.

36:15

I was just gonna say it also unlocks innovation and in giving the utility, the ability to securely federate that data out to the developer world to look for opportunities to provide new services to customers, because there's data there, once you consolidate under the platform that Phil was just talking about, unlocks all kinds of key, some that utility is going to see right away and, and develop on their own, but many others, if they can figure out a way to federate it out. Many others will come from the from, from the from the app development world,

36:49

I gotta interrupt real quick a federated out, what do you mean by that?

36:53

So I mean, so federated, like in channels, so data sent autonomously for certain purposes and for specific up for specific applications. federated out, so in a secure way. So that, and again, I'm getting an error, or I'm touching errors I'm not that comfortable with. Okay, I

37:15

just didn't understand. It sounds good.

37:17

Oh, it's sharing the data in a way to to certain audiences that I think that value, and it's really secure exchange, does

37:24

that feel? Yeah, cuz if you look at it today, meter data is over here. And voltage measurement data is over here. And outage data is over here. And in most cases, that data never meets. But if you could combine that data into something useful, and then run some analytics against it, a good example is that most utilities inventory of assets is dismal at best.

37:55

And they're done that absolutely understand exactly what you're saying. I know that was there.

38:01

Yeah. And I think, for the most part, if you look at the field, utility does not really know what transformer My house is connected to. Yeah, they may, but they may not. They know it's one of these in this area, because the houses in this area. So there was a program that I saw, where the utility was able to take the voltage measurement data from the smart meters and run analytics against it, and determine which group of houses were connected to the same transformer. That's just a small example of when.

38:48

Yeah, and that's good for, that's good for customers, right? That's good. If I'm out in the field, and I got a power outage, right? And if I had that data, I would know that that Transformers feeding this neighborhood or this group of houses. And it allows me to think a little bit different. I can switch over here, do this, like it changes my look at the grid. If I'm out in the field and say, switch there, do this. Oh, that's, that's okay. We got it.

39:15

That's fine. For the most part, smart meter data is transforming the way that repairs are handled. Right? Because the old way is, first of all, the utility didn't really know that there was an outage until somebody called and said My power's out. And then when that somebody called and said the power's out. They would send a patrolman out to go and follow the lines and see if they can find where the problem is. Yeah, we're now you get outage reports from smart meters if your utility has smart meters, and they can pretty much pinpoint where the trouble is.

39:51

Yeah. I like that one. One other interesting project that's related. I've been part of is an idea to deploy, I'll call it autonomous mobile batteries. So batteries charged up and outside of the community in areas where solar can be. So this would be in an area. This has been particularly in in a very dense city environment where you can't put a lot of solar. And so if you would put the solar farms be on the outskirts of town, and mobile batteries would be there charging and discharging out into the network where the power is needed. I mean, it would be large size batteries, it could even be smaller size, where they're dual purpose could be even transportation. So picking people so it's a mobile battery first and then. But that type of technology that Phil's talking about, would be able to map out that autonomously move those energy resources around in a way that makes it look like baseload, which is what we're trying to replace. You don't until you make it look like baseload and act like baseload. Yeah, be hard to get to those mandates.

40:59

But that's, that's part of the problem, though, with the way that people think about change, right? Lots of utilities have automation, automation to where a operator pushes a button, and XYZ happens. You start talking about autonomous operation that scares the heck out of people. Because right now, just about every operation that happens on the grid is initiated by a human, human in the loop. So you know, the outage management system, the energy management system, it comes up with a solution, and then waits for the operator to say, execute and go.

41:41

Yeah, it is still down to that switch. Yeah. You're spot on now. And it's Yeah, but but okay. I'm bullish on the future. I'm bullish on the ability for smart people to deal or to address these opportunities, these challenges within, and I believe, I believe, from a consumer perspective, either we will be unaware, which is good. That's not aware. My path. Okay, I'll give you an analogy. So this is what happened. It's those micro interruptions that when I was alignment, would drive customers crazy, like a blip. And the reason for that normally, before an analog clock, no big deal, don't they don't care. It's still three o'clock. But when we came to the digital clocks, and you have that little interruption, then everything in the house or blink clock, high voltage power outage, and and that's when everybody said, Well, I don't like this, what's going on with my power? So if we can make it to the point where people are, they don't see it. Right, then I think we're good. But but I think we can answer these questions. Mike, where do you see it sort of going? I mean, what do you put on your future hat? Let's, let's say what if dream? What do you think it's going?

43:07

Pay? Well?

43:08

Yeah, so first of all, it starts with something you asked earlier, which is what do we need to do? And then I think one of these things? Well, the domino, despite the market drivers we talked about, I still think there's a lack of education to consumer level on some of these challenges. So I think I'd say one of the big things we need to invest more on is consumer education. And when I say consumer, I'm talking about every type of consumer, not just residential, multifamily, but also corporations and commercial industrial on, on what this smarter grid to use a term that's over us can deliver in terms of benefits. past that, I think the future will look like a lot of what the lot of what the content delivery world looks like today, the Netflix streaming world where when they first started delivering content, they recognized it, you know, coming from a central server was not going to not cut the deal. I think now as we expand in the ways we've talked about, I think a tiered compute network is going to be what the future looks like where the right amount of compute sits at the right part of the transaction. And there's a platform layer, like what Phil's talking about. I think that orchestrates that. Who wins that role. I think it's still up for grabs. I think the utilities are still in the lead position, in my view, because one, the position they have today, is still pretty sticky through policy and regulation. I also think their brand is still valuable in this area around the new services that create, but also recognize the new market entrants that are coming into this space. There's super ambitious, so companies like shell and some of the big oil and gas companies gas and oil. Yeah, so that's so Who wins that platform play, I think is who the future winners are that. But I do think it's a big platform play that orchestrates this, this new energy system we're about to fill. What do

45:11

you think the future looks like?

45:14

The future is definitely digital. Gone are the days where the grid is stable because of inertia. Meaning that Yeah, most generation is done by a big spinning mass. And that mass wants to keep rolling on when something happens. We're going all inverter base now with wind and solar, which really needs some fast controls, to stabilize the voltage and, you know, keep things up. I think utilities, a lot of them have realized that they need to get there. Some are just beginning the journey. Some are still saying that's not gonna happen. But

46:00

yeah.

46:03

Okay, go right ahead and think that, yeah, so um, it's, you know, it's coming. And we need to educate everybody. The operator,

46:19

yeah. But here's the funny thing. And being in the, in the education, there's one, there's always going to be that percentage, and it's a high percentage, I really don't care. I just, I'm not going to listen, I don't care. I've got to dig this ditch out here. And I'm going to be doing that. But what's interesting, if we truly desire, a sustainable, nimble, you know, a system, the digital solution is the only way that we're going to get there. The physical solution that we have today does not allow for any of that, really, it sort of here, yeah, we'll let you have this little area here, whatever. But to truly transform and create something that is sustainable. It's a digital, it's a digital innovation type of conversation. You won't get there. And I guarantee you, they'll lose that battle.

47:14

And furthermore, Scott, it's a digital control at the edge. Yeah.

47:19

Oh, there you go.

47:20

Some some of these operations that are going to have to happen quickly. Yeah, there's not enough time to send those digital signals back to a central location, have it processed, and then a command sent out to do something. It's interesting.

47:34

Yeah, there's a Functional Safety component to that, too, that you mentioned, Phil, when powers come in the other direction. And there's an outage, you got to know if you're a lineman, what this what this, so the system has to automatically adjust for the safety components of this new system as well, immediately,

47:50

well, and then there's another big one is when you start decentralizing the system, and run these systems over networks, you need to pay a lot, a lot of attention to cybersecurity. That's,

48:07

that's a whole nother conversation you're spot on on that one.

48:10

It is and, and you can, in my opinion, triple the amount of compute power that you need to get this work done, when you lay out lay over the cybersecurity components on top of and so the, you know, the computers that they use today, these families, pretty gutless computers that can get the job done today. They're not going to get the job done when you lay cyber security over the top of it. Yeah. So

48:41

it's doable? are we are we you know, I mean, I'm talking to to the best in the business. Is it doable? Are we gonna get there? Whatever their looks like?

48:52

I think we are.

48:53

Yeah, I think a lot of it's being done. There's demonstrations of this. Again, it's not at scale yet. But yeah, I totally agree with Phil. It's not a technology problem to solve. Technology exist, to assemble the platform to deliver the services that we just described. It's your it's the people for sure. It's also the momentum behind the incumbent legacy system. There's so much investment in it all the way up and down. That it's hard. It's like moving a tuber aircraft carrier with a tugboat. It's just really hard to move it I think that's fucking about that

49:32

now, but it's gonna happen. It is and we're gonna have to wrap this conversation up. We've been going for about 45 minutes however, Mike, how does somebody get ahold of you?

49:43

Michael dot e dot Bates at Intel coms best.

49:46

Excellent. Phil.

49:49

Phil at Carey consulting. services.com is your last

49:54

no you I like your last name is it? Do you know the guy Hey, here's my resume. You two were excellent. This is this is just scratching the surface and I, and I can see additional conversations taking place as a result of this conversation. Because I mean, we haven't even talked about the regulatory component. We haven't talked about any other. I don't even have the answers. And and I like the fact that it does, it just gets down to people. And then once people make, make that decision, saying, Yeah, it's gonna happen, then things do happen. But you're right. Technologies technology. Just is,

50:36

yeah, you know, and and You're so right. When we were working on some of this new technology, we went out to one of the locations where the engineering groups were gentlemen, from the networking group, and myself, we went out to discuss IP addressing schemas with one of the substation engineers. And first of all, we started out with him, not trusting us, because we were from it. But by the end of the conversation, by the end of the conversation, he was ready to throw us out of his office physically. But a year later, he was one of our champions. Yeah. When he finally realized that this was coming, and that there was no way he was stopping it.

51:33

is a cool,

51:34

jump on board, baby are jumping the pool, the water's fine. It's all nice and cool and refreshing. I'm gonna have to do it. Alright. Thank you very much. Okay, listeners, thank you very much for joining the electric utility digital transformation journey. It's a mouthful, but it is what's taking place today. Oh, I forgot to ask you. It's global. we're not the only ones that have to deal with all of this is global maybe. And he says some extent or another, but it's a global challenge that I believe that technology can solve, but it gets up it goes right back to the people. All right. Thank you guys.

52:12

Have a good one.

52:16

You're listening to the industrial talk Podcast Network.

52:24

All right. Big old shout out to Michael Bates, as well as Philip Carey. Both are just top notch professionals in the world of digital transformation for utilities. They're solving big problems. look them up, get out there. You'll have all the information out on industrial talk.com. Again, I want you to make sure that you put this on your calendar is the IoT solution, wrote Congress, as well as with industrial internet Consortium. great people, great organization, great event, that's October 5, through the seventh and beautiful Barcelona and the next one that we want to make sure that you put on your calendar is the manufacturing and technology show. And that is in Cleveland, Ohio, November 9 through the 11th 2021 put the Cleveland trip on your bucket list. You will not be disappointed for great food, great people call for you. Alright, people be bright, daring greatly. That's what industry is all about. Hang out with more bold, brave, Daring Greatly people and he will change the world no legacy thinking here. Ask the question. Why not? What if Enjoy your day.

The post Michael Bates with Intel and Phillip Carey are Talking About Utility Digital Transformation 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!

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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 Jon Smith, CEO at Hydromax USA about “Transforming the Subsurface Infrastructure through Digitization”. Get the answers to your “Subsurface Asset Optimization” questions along with Jon's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Jon and the wonderful team at Hydromax USA on transforming subsurface infrastructure through digitization 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!

JON SMITH'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/jonsmith1/

Company LinkedIn: https://www.linkedin.com/company/hydromax-usa/

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

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/

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

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

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PODCAST TRANSCRIPT:

The post Mr. Jon Smith with Hydromax USA Talks About Transforming the Subsurface Infrastructure through Digitization appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Lance Dofflemyer, Chief Data Scientist at MR Systems, Inc. about “The Power of Data and Unification of your Water Data Assets”. Get the answers to your “Water Data Solution” questions along with Lance's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Lance and the wonderful team at MR Systems, Inc. on the Power of Data and Unifying you Water Assets 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!

LANCE DOFFLEMEYER'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/lance-dofflemyer/

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

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

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:

Lance Dofflemyer Interview

Thu, 4/29 10:10AM • 28:52

SUMMARY KEYWORDS

data, facilities, people, water, systems, lance, talk, important, process, utilities, plant, beverly, industry, insights, industrial, NOEM, ml, Rider, MR Systems

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 you industry heroes. That's right, because you are bold. I hear it all the time. You are brave. We talk about it all the time, you are just Daring Greatly each and every day, we are living through a great time and you're changing lives and you're changing the community as we speak, all around the world. take that to the bank, we are living through incredible times. It's exciting. And you know who's leading the way you you industrial professional, alright, in a hot seat in a hot seat, Lance Dofflemyer. He is the chief data scientist at Mr. systems. Now, Mr. systems, they are incredible when it comes to water. But you know, we were talking about data because there's gold in that data, the data that makes the product better, safer, asset runs more, let's get cracking data.

01:24

It's like we

01:26

just like your mining data that just makes everything better. And that's what Lance is all about. I mean, it's just an incredible that we take it for granted that water just comes out of our tap. And water is very important to our life. Absolutely, Doggone it, but it's more the fact that we just take it for granted that it's going to be safe. And that it's gonna I like it. I drink a lot of it. I got a lot in front of me. But before we get in that interview, okay. You know, I always talk about being bold, being brave, daring greatly. Those are not platitudes. Those are not just something that I just sort of, sort of, you know, stirred up and said, it was a great words, no. industry is all about bold, thinking bold, being bold, visions that are bold, that are brave, that are just like, okay, we're going to do it. Why not? Why not? and answer that question. And then Daring Greatly put it out there. Just, we're going to do it. We're gonna take action now bold, brave and daring greatly. And always talk about, hey, hang out with people who are bold and brave and daring greatly, and you're gonna just absolutely move mountains change, VA world. So you might have noticed a couple of times. She's been on the podcast a couple of times. Her name is Beverly Rider.

02:45

Beverly Rider is an inspiration. We got to our stack, our LinkedIn Beverly Rider. Yeah, just plug in Beverly Rider. And she looks at the world in a very unique way. She wants to change it. She is doing that. Right this very moment. She is an inspiration now. I met her as the Chief Commercial Officer at Hitachi America. And at that time, we had a great conversation and we were talking a lot about stuff. Find it out there on IndustrialTalk.com you will be inspired. And then she said, I'm going, I'm going to an organization called Neom. So you're going to get on your Google and you're going to type in Neom, and oh, you're going to say Saudi Arabia, and then euro are going to be dazzled by what is taking place at Neom. She has accepted a position as executive director with that organization. But

03:42

But talk about bold, brave and daring greatly. That's what Neom is all about. That's what she is doing her team, everybody in Neom. That's what they're doing. They're taking all of this great innovation that exists out there today, which it does. And they're applying it to a community, the community of the future. And I got this thing that's quoted from me, it preserves 95% of the name of nature within Neom, which is over in Saudi Arabia and its community of the future with zero cars, zero, straights, zero carbon emissions, bold, brave, daring, greatly, making it happen. How about that? You need to reach out you need to just go to that website, and you will be absolutely stunned. I remember. And I remember why my there's a lot more out there. So I'm not I'm not going too deep into it because you got to go out to that website. And I remember looking it up. And finally I said and I and at that point in time, I contacted a couple of people I said you've got to check this thing out. You've got to see what's going on there. It is spectacular. This is exactly right there. what the future looks like.

04:57

It's exciting. Beverly Rider boom.

05:00

Kudos, thank you for changing the world. That's what she's all about. All right, I want a paper, right? And pencil,

05:09

we got an A, we've got an event that I want you to at least consider going to. It's the digital summit brought to you by IoT solutions World Congress, I am running a side event when I say I am.

05:23

I have people that know what we're going to be talking about. And I just sort of sit there like eye candy and ask them questions. But I do have a utility background. And so we're going to be talking a little bit about the electric utility, right? The electric utilities, digital transformation journey.

05:39

And what makes this an interesting conversation, when you start talking about the utilities, we take that for granted, lights go on, everything works just fine. But when we start talking about bringing on alternative generation, which we've been doing for some time, but now it's really gaining a lot of traction, that puts a lot of stress on utilities. What do they do?

06:04

For me personally, it's a digital. It's an innovative solution. We're working with Intel, and a gentleman. His name is Mike Bates with Intel, and Phil carry. And he's got his consulting he, he was with Southern California Edison. And we're just, I mean, we're talking about this digital transformation, being applied to utilities, because because a Beverly Rider is is an inspiration to us. And those people that know him are an inspiration. We're going to transform doggone utilities. And that is what's going to be and it's may 11. To the 12th. You got joint sorry for the long intro. I just had to shout out to Beverly Rider and and this particular digital summit side. There's gonna be more it'll be out there on Industrial Talk. It's, it's exciting. As you can tell, I'm going to geek out on it big time. All right, let's get on with Lance.

07:01

You know, cool stuff. We live in a really exciting time, because of Lance, because of Beverly, because of Mike Bates, and Phil Carey all of these individuals that are saying, why not? Why not? Let's change the world. Why not? All right. Enjoy the conversation with Lance. Lance. Welcome to the Industrial Talk podcast, absolute honor that you have joined, and you're going to be sharing your insights and wisdom into water with the listeners of the Industrial Talk podcast. How are you doing? That? Scott? How are you? Thanks for having me. Well, it's a pleasure, because I love this topic. So for the listeners out there, let's get right to it. Give us a little 411 on who Lance is. Sure. I'm Lance dolphin, Meyer with Mr. systems. And we are a water and wastewater Integrator for the southeast United States. And all we do is water southeast, just southeast. Can you go northeast? Can you go? Northwest? As you see, I'm doing my little

08:02

thing I'm getting Can you go anywhere? We can go anywhere? Yep. I like that. I like that. All right. So what what are we talking about when we start talking about integration? What does that mean?

08:14

That's a good question. So we're in the field of process controls. And to kind of break down that that term, it doesn't really matter what manufacturing facility we're talking about. It could be a pulp and paper mill, you got trays on one side, and you got paper on the other. If you go to a you know, a cookie plant, you've got raw ingredients on one side, and you got cookies on the other world water, we have a lake on one side, and we have clean drinking water on the other. everything that goes on in between that is the process. Now, humans are really bad at, you know, controlling complex processes on their own. We're not very good at sub second decisions and staying awake 24 seven, so

09:00

I try. I try it doesn't work.

09:04

So we design industrial control systems to control those processes that manufacture whatever we want. And that's where the term process controls comes from. So what is the problem we're trying to solve here? what's what's that problem statement that we're trying to solve? Sure. So one of the issues that's come up in the water industry is really a siloed approach to water. And what I mean by that is that water utilities have historically evolved in an isolated manner. And to kind of give a background of the lifecycle of water, we have a lake on one side, and we pull water from that lake, we treat it, we send it out to a distribution system, which can range from a couple of sites to hundreds of sites that just manage moving water around the people. People businesses use that water and it goes to a collection system, and there can be a few to hundreds or even 1000s

10:00

Have collection systems, then that water is collected and sent to a wastewater plant where it's cleaned and put back into the river or lakes and the cycle repeats. So the nature of the water industry has largely evolved in a siloed fashion where each one of these facilities kind of operates on their own. And the challenge for water utilities is how do I know comprehensively what's going on in my entire watershed? Because I have all these data sources and mixed solutions that make up my water system.

10:32

So what we've been doing with utilities is, I'm gonna stop you real quick. Sure. So listeners, the process looks like this. And correct me if I'm wrong, lakes and rivers, that's where our water source, that's where our watershed where we're getting our water from there, we process it, we put it into the drinking cat category. And then there is at the other end of that drinking category or process is the collection, and then you put it back into the rivers and lakes. And then the process continues to go around and around and around. Got it, right, yep. Good.

11:06

So we've been working with utilities to really bring all these data sources into one application,

11:14

anything from a single application where they can navigate particular screens or dashboards or insights, so they can see what's going on at any facility at any given time.

11:27

And, more importantly, we've been standardizing these data sets so that they can be used for advanced analytics and data science and ml and things like that.

11:40

Why is that important?

11:42

It's important for a number of reasons. So anomaly detection is one of them.

11:48

If we can, you know, evaluate sometimes, you know, in some of our applications, there's, there's millions of data points coming in in real time,

11:56

it's quite difficult for a human to review that data in real time and make a decision off of it. And so, you know, anomaly detection is is pretty key on that.

12:08

By aggregating the data into one single pipeline, we can also introduce new KPIs or important pieces of information that are applicable to that municipality, you know, information that they would like to have had and know it's beneficial, but just had no way of getting it.

12:26

I have to, I have to ask what that example would be, I'm taking it for granted, I go to my sink, I pulled that water, it's all good. And and whatever is happening today, I'm okay. What what additional information can they glean, that makes it even better, I that's an interesting challenge that I share. So someone examples working with recently, as we had a large wastewater plant that

12:52

they, you know, they'll process, you know, anywhere from 40 to 60 million gallons a day. And they get sent a lot of water from a number of different sources.

13:04

Those sources are in other remote geographical locations. And I know the flow that they're sending, and I know the flow that the plant is receiving.

13:13

But what we what we don't know is if any flow is getting lost along the way, so by connecting all these facilities, I can ensure that the the flow that we're sending that facility is actually getting there. Or we can start to detect that, hey, maybe you have a pipe that's broken, or you have some loss along the way, I mean, just very simple. It doesn't have to be this complex, you know, ml algorithm, it could just be, you know, basic subtraction, that that can provide insights that they previously didn't. So I'm certainly 10 here, I want 10 at the other end, but if I'm sending 10 here, and I get nine here, that that's a flag that says, hey, we're losing something. And and it's important to be able to retain as much, you know, water as we possibly can. That's an important component to the whole process. Absolutely. So

13:58

let's talk a little bit about I hear what you're saying I have these siloed type of assets that I'm dealing with today, I get data from this one a data from this one, I've got multiple systems that I leverage. But I do I want to bring it under one umbrella, just want to bring it under? Where do we start? What are the actionable points? Where do we start? Yeah, I would start with the vision of what you're looking for. And the reason I bring this up,

14:25

it just kind of gives you a target and you can kind of start to make it more concrete from there. But now I would kind of ignore the the budgetary and resource constraints and really just start with what as a municipality do we want to see how do we want to connect our facilities and what type of information

14:43

and the reason that's important is because we can do quite a bit with quite a little with today's technology.

14:50

solutions are becoming much more cost effective and even even, you know, free or little to no cost.

14:58

So, you know, we start with

15:00

division, we'll go with them and say, you know, do you want to see all your facilities in one app? Do you want to control from a central location? I have to interrupt real quick, what's the pain I'm dealing with right now to push to, to push me forward to talk to labs? Like, I'm a municipal water? What What am I sitting here? I'm going, dang, we got to get a handle on this. What's that pain I'm dealing with right now. To talk to you.

15:26

Why do I want to talk to you?

15:29

Yeah, so I mean,

15:32

there is a huge need to understand what's going on at all the facilities in real time, because,

15:42

you know, we go in and work with a lot of these facilities, great people, great resources,

15:47

but they operate independently. In, that's just kind of the lifecycle of a water and wastewater plant. You know, as, as the population grows, these facilities, you know, will either build new ones, or these new disposable new ones, but often they just expand within the facility. And so you just have a mixed bag of control systems, you have a mixed bag of vendors that come in, and you just kind of have this conglomerate of systems. And it's, it's difficult to

16:15

streamline that and standardize that into one system that can operate and talk to one another. And that's really what we do is we go in and kind of evaluate, where are you at today? Where would you like to be? And how can we get you there in the most cost effective manner, which makes sense because I, me, if I was a municipal water, person professional, responsible for making sure that the water is good, making sure that I get it processed properly, the liability is probably pretty high. And if I don't have good insights into the data, I think that there's a possible risk there might be my off base here. No, that's absolutely right. I mean, it's, it's a pretty critical process, you know, we, it is, you know, we, it's not really a job, but we make the statement that, you know, we can't mess this up, or we're going to be on the six o'clock news. And that's, that's really the day to day that we live in. You know, you're right, people take it for granted that, you know, they turn on their their faucet and water comes out. And they don't really understand how many 1000s of people are behind that to make that happen. Again, amazing. That's true. That's a this truly celebration of people that I mean, again, there are things that we just take for granted as consumers of these products. Water is one.

17:29

So I sit there and I go, Okay, yeah, I approach Lance, I want to be able to get a clear picture of where I'm at and come up with here I am today, this is my future state. Let's talk a little bit about solutions.

17:44

Then when do you start pulling in the stakeholders.

17:47

So first we we engage and just see what they're currently working with, we'll do an evaluation of every single piece of technology that they're working with. And and process controls, it's, you know, we typically start even down at the center level, how we're monitoring that that process, you know, flows, pressures, temperatures, things like that, and the equipment, pumps, valves and so forth. And then we'll work our way up the topology, and just kind of get an idea of what we're working with. But we want to bring the stakeholders in very early in that discussion, because we're working with these plants. A lot of these, these great staff that are there have been there for decades, they grown up in these plants. And it's they really have, and

18:30

there's not much churn out there, thank God, I'm glad there's not that much churn out there. Yeah. So when we're talking about going in and updating their their plant, or you know, changing the way things are done, we're not just changing a plant, we're changing something that a lot of times these people have built themselves, they've developed these screens, they've developed these control systems, they were there when this, you put this system in. So you can't really go in and just say, Hey, we're gonna update this and it's going to be better, we have to understand that this is a part of who they are as individuals, this is a part of their identity. So we really need them to come on board and have their input early on discussion so that their voices heard. And we understand that we're trying to do this to help benefit them, not just the change something that they're passionate about, and they you know, they've they've created themselves.

19:17

Very wise, very insightful. Absolutely. I believe the reality is

19:24

the future, the innovation, and people like you, your company, and others are looking for ways of being able to make it better, safer, more reliable, all of the stuff that's important for a sustainable Do you find many of these water treatment facilities?

19:44

They've been around for many years?

19:48

Yeah, they've been around for, you know, in some cases, decades, and it's just a mixed bag of what's in there. And, you know, a lot of times it's it's more cost effective to expand the plant.

20:00

than it is to build a new one. And so you just have kind of generations of, of a plant within a plant. And that that, you know, makes it a little bit more difficult when we're trying to standardize and bring all this data up, you really have to work with a number of technologies. And it's possible, you know, we do it a number of cases, we're working with

20:18

one of the largest wastewater plants in Georgia right now, to do just this.

20:23

We're taking, you know, two to three decades worth of controls and standardizing it and making it one unique, standardized system that's being replicated up and analyzed, they just got tired. In this particular water, they just got tired of all these multiple systems and multiple sources of data. You can't really, if you're pulling data from one side, and another side, it's hard to reconcile or whatever what's important, there was a, I would imagine that that, that becomes unwielding, right, it just becomes a mess. It does and that. And that's a great point. Because if you want to make data rich applications, you need to spend most of your time at the edge where the data is being generated. You know, a lot of people when they think of data science and ml, they think of this top level operation where we're just going to throw some algorithms at it or throw some insights at it. And then we get this great application. But that's really backwards. Because, you know, you could have the best ml tools available, you could have the best data scientist, you could have the most pretty trends and the most beautiful graphs, but it's not going to mean anything if your data isn't good. So we spend most of our time at the edge or the

21:34

edge for the listeners. Sure. So edge is really just where the data is being generated. It's where the control is happening. It's where the process is. And so when we're building our data, we're, you know, doing data engineering on our data pipelines, we'll spend the bulk of our time at the edge or at the plant where the data is being generated. And the reason we do that is good as one single source of truth. Meaning that we want every single piece of information that I need to understand that data point at the edge, and I send it all the way up. so that by the time I bring millions of data points up, I'm not trying to sit there at the server level, figuring out what those data points are, we've already defined them at the edge and it travels with the data. So it's already scrubbed, you're just saying, here's, here's a bunch of data, I don't need that. I don't need that, that might be important, this that the other thing. And then when you do finally send it up into the cloud, where it's, you know, you put some processing on it, you've got good data. Exactly. Sounds good. Sounds all wonderful. What are the roadblocks.

22:39

So roadblocks are, you know, initially, it could be stakeholders, you've got people that are reluctant to change, and that's natural for humans, you know, we're all in that category, we all just kind of want to get the work and we've got enough good stuff going on. And when someone comes in and says, Hey, I want to change everything, you know, they're, they're pretty reluctant. And you know, you just have to be patient. I've had some people that were, you know, extremely against the idea of digital transformation at first, and you're patient with them, you hear them out, if they have legitimate concerns, you address them.

23:13

But what I found is that, you know, you can usually just work with them one on one, and, and when the over, you know, you start to understand, okay, yeah, you are having issues at your plant. Yeah, we could solve that. Yeah, we could provide that. And they kind of come around. So you know, everyone's resistant to change. But if you're patient with them and work with them, you can win them over, and they can usually become your your biggest advocates. The thing comes to mind as Can you incrementally approach improvement, in this particular case, instead of Big Bang? You just say, Hey, here's a problem. Let's let's just, let's just tackle this right now. Is that a possibility? Yeah, absolutely. It's, it's a, it's a wide spectrum, you could you could do everything from the ground up, or you could just tackle one individual problem. And you can tailor a solution just for that particular problem. We had a case recently where

24:08

they are doing, we had a couple of PhDs that were, you know, trying to do something new with the process. And the process wasn't monitor, they didn't have any control, no monitoring, no analytics, and we came in and in a week had something up and running for them that they could start collecting data, and making great decisions and tactical decisions. And, and, and, you know, let's just be candid here, it's got to be safe, it's got to be healthy. It's got to be it's got to meet all those needs, and we can't, and that's that's an important component to our, our water system.

24:41

The other area that I'm intrigued with, and especially, that is security, right? I mean, once you start to go down the road of data transformation, you're sort of, in essence opening up possible penetration points, what Talk to us a little bit about that security component.

25:00

It's really the most important in this this connected age, especially for the water industry. And it's, you know, no one's immune to attack.

25:10

So we have to be very vigilant. There's a lot of smart attackers out there and thankful there's a lot of smart people combating that. So typically, where we'll start is we'll make a data pipeline. So we'll start at the sensor. And we'll track every single stop that that data takes all the way up to the cloud. And the reason that's important is I need to know how that data is traveling even within a piece of software. And we'll have some some applications where the data might move 20 to 30 times before it even lands in the database or in user. And the reason that's important is that we'll take these diagrams and we'll work with it groups to say, listen, we're not trying to blast holes in your firewalls. We're not trying to open things by up, I need this source to talk to this destination only on this port at this times. And this is the type of protocol I'm using. And it's encrypted. You know, just having an intimate knowledge of your data pipeline goes a long way when you're working with it groups. Yeah, you want to get up front with that, too. Unfortunately, many implementations, that's security conversation is after the fact after everybody's like, yeah, that is great stuff. It has to be up front to be able to ensure the level of security but not because everybody starts talking about cybersecurity, and you're trying to prevent me from doing work, whatever it might be. And I am and you got to disagree with that, just because it's all a part of that whole digital transformation, journey, and future success. It just has to happen.

26:41

Alright, we've got to wrap it up. How does somebody get ahold of you?

26:46

LinkedIn is a great way. And I'm on I'm on there quite a bit and love the posts and love to talk to people. So that's just me there. Lance DOFFLEMYER, last name Dofflemyer. Did I get them? He got it. He got it. Perfect. All right. And I would imagine there's not many duffel miners out there in let's not get you man. You got your own little, you know, LinkedIn domain. Man. That's yeah, that's pretty doggone Cool. All right, listeners, you're gonna say to yourself, Scott, how to? I mean, I hear you. You're not. It's gonna be out on his podcast. It's gonna be out on his landing page. Just go to Industrial Talk calm and find out more. All right, Lance, you were wonderful. Thanks, guys. Appreciate it. Good talking to you. Hey, listeners, stay tuned, we're going to be right back. You're listening to the Industrial Talk, Podcast Network.

27:46

Again, lads, thank you very much for being on the Industrial Talk podcast and talking data, talking about the power behind data, everything that I mean, we need to you know, you're building a community of the future no data. You're gonna have to figure that out too. That's what it's all about. Thank you, Lance. Thank you, MR Systems for what you do. Remember, you got to go out to NEOM type in NEOM, Saudi Arabia, find out that he will be dazzled by that doggone website. It's exciting. It gives me all giggly and hopped up on goofballs. Also remember paper and pen. So let's put this down may 11 through the tail 12 2001. This is a digital summit brought to you by those wonderful people at IoT solutions World Congress. They're going to be talking about electric utility does digital transformation journey and it is a journey. You just got to start. All right. Be bold, be brave, dare greatly hang out with people like that you're changing the world. Thank you very much for joining. We are going to have another interview right around the corner. Thank you.

The post Mr. Lance Dofflemyer with MR Systems Talks About The Importance of Unifying Water Data 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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PODCAST TRANSCRIPT:

The post Mr. Colin Duncan with SEAM Group Talks About The Performance Triad 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

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

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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!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

utility, systems, innovate, companies, intel, ricky, modernize, industrial, substation, talk, renewables, people, platform, world, innovation, power, conversation, run, moving, infrastructure

SPEAKERS

Scott MacKenzie, Ricky Watts with Intel Corporation

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 get All right. Welcome to the industrial talk podcast. Another show that is dedicated to industry heroes. That's right, you if we're out there on the old video, I'm pointing right at you. You're an industry hero because you are bold, you're brave. You dare greatly. you innovate. You're changing lives. You're changing the world, and you're solving problems. Did I leave anything else out? No, I don't think so. We are all as an industry bound together. And we have these ties. Everybody is interlinked. That's why we must educate, collaborate. And definitely, you're an innovation. So keep innovating out there because we depend on you. hotseat industrial talk hotseat. His name is Ricky watts. And he is the industrial solutions director with a small little company called Intel. You might have heard of them. But anyway, let's get cracking. We're gonna be talking about utility to Dotto.

Scott MacKenzie 01:19

Yeah, again,

Scott MacKenzie 01:21

another utility conversation. Alo, I mean, you gotta admit, I love geeking out about this whole utility stuff, but it's really becoming a, an interesting challenge to be able to manage supply, manage demand, and innovative people.

Scott MacKenzie 01:39

And innovative companies that constantly say this is better, better, not just for before the demand side, but better for the supply side. It is a brave new world. And this is a great conversation once again, and we're going to be talking about a number of things. Ricky's, Ricky's got some passion, big time, you're going to enjoy this conversation in a big, big way. Before we get in to that conversation. I want to just remind you, that industrial talk.com is a platform where you can educate where you can collaborate, where you can definitely work with the individuals to innovate, because we're innovation is and if you don't think that we're not bound together, that we don't have ties in industry, all industries, if you're talking about utilities, yes, it has ties to manufacturing, if you're talking about manufacturing, yes, it has ties to reliability and supply chain, and and how does that whole beautiful

Scott MacKenzie 02:44

You know, network work, it requires that you educate because

Scott MacKenzie 02:49

everybody is just learning so much. And there's a lot of innovation going on out there that you just have to keep current. And that's what industrial talk is all about. Just go there. And if you see anybody you want to reach out to do so, because they're putting themselves out there. They're looking at this world. They're very excited about what is happening and what's changing in it. Alright, let's get with Ricky watts. Again, Intel is the company Ricky watts is the individual hotseat. His card is really pretty cool out there on on LinkedIn. And

Scott MacKenzie 03:24

it's, it's funny to hear just just like we

Scott MacKenzie 03:30

had a conversation with Dean with Hitachi. There's just this level of excitement that exists with this innovation and I know that Intel, Ricky, his team, and everybody there they're looking at ways of being able to do that, that bring the innovation to make you know consumer our lives. If I'm a business our lives better if I'm just a consumer, I flipped the switch our lives better. They they are looking at the world through the lens of innovation. And I love it. That it's it's a geek fast. Don't get me wrong as a former journeyman transmission lineman, I love utilities. I love what I do. I love the people within industry just it. It just keeps on getting better. All right, enjoy this conversation with Ricky watts. Ricky Welcome to the industrial talk podcast absolute honor that you found time and you're you're a hard man to get ahold of you are running and gunning there at Intel. How are you doing? I'm doing well my friend and yourself. Wait, thank you for asking. I'm doing well because I get to talk to you. And we get to talk about utility to Dotto we get to do and I and I'm gonna geek out on this one I am I'm gonna geek out. Listeners we've been having a just a dandy conversation prior to this particular recording. And he brings the passion. There's no doubt about it. You're gonna find out that Ricky brings the passion. All right before we get into the utility to dot o Ricky give us a little background little 411 I'm looking at your

Ricky Watts 05:00

We didn't stack card. It's impressive. Give us a little background. Okay, so yeah, so Ricky watts, you can tell by my accent, I come from this little island, outside of Europe, they're all called the UK. But, but I'm living over here in the US now working with Intel looking after the industrial solutions, what we call segment market and to look after the markets within industrial, including utilities. So and let me tell you about ourselves. So I spent 28 years on the road, I've lived in China, I've lived in India, I've lived in Europe, I've lived in six or seven places in the US, Russia, Nigeria, Middle East, you name it, I've been there. So I came out of the telco world Originally, I was trained as a radio engineer, satellite broadcasting, moved into the software world, I've done many, many roles was in South Africa for five years, you know, working on modernizing their comms infrastructure. But nowadays, I'm really focused on what we call, you know, these industrial segments in the utilities market. And

Ricky Watts 06:03

what I'm trying to look at is from an Intel perspective, there's a lot of technology that we talked about, that's coming in your around this utility to dot zero, yeah, how an Intel and how can we bring these technologies together, that really innovate, drive to the next level in terms of what we can do here? You know, the the reuse of renewables in the manufacturing? How do we use power? How do we generate power? How do we understand the use of that power, all of those system level activities, bringing all of that together, and that's really one of the passions that I got is bringing all those pieces of my background together to drop down

Scott MacKenzie 06:44

in the utility space as a whole, on very reluctant to change, because they have a system that is pretty stable. And very, we take it for granted here in the United States and others where we didn't we flipped that light switch on it is on what is driving the necessity for utilities to innovate and change?

Ricky Watts 07:06

Well, I think it comes from a few areas.

Ricky Watts 07:10

You know, there's if you look at it from the fact that the utilities are looking at how they use in power and how they're generating power, okay, so those are the two things the usage and the generation side of it. So look at the generation side of it, we know that we're getting a lot more things on the renewable side company, wind, solar, these renewable things that are coming in micro grid technology, solar powers on people's roofs, with, there's a lot more places that we're generating power than we did before, when it was generated at the central plant, you know, if it was nuclear, or coal or gas or whatever. Now we got power being generated everywhere. So they got to be how do they do that? How do they bring these things together? That's a challenge for them. You know, how do you distribute that power? That's a real big challenge for them as well, then, of course, we've got the impact of governments, whether it's the US government, whereas the EU government doesn't matter. governments around the world are saying, hey, one of the things we got to look at is this idea of climate change, you know, you hear it all the time, you know, and how are we affecting the planet and through the use of our power, so there's regulation that's coming, that's driving change as well, the regulations coming down. So we've got renewables coming in, which the the utility companies want to tap into, they want to do it intelligently. They've got government regulation coming, and then I'll go down to what is his brass knuckles? Can I reduce my cost, and you know, how important that is to utilities, you know, they're regulated, the way that they charge is very much driven by you know, regulation. So they got to look at how they can reduce a car. So these three or four things that are going on is saying, hey,

Ricky Watts 08:51

what I'm doing today, can it be done differently? Can it be done more cost effectively? Can it allow more flexibility? And can it reduce, you know, the use of carbons, okay, so reduce

Ricky Watts 09:05

carbon usage in the way that I use and consume power? So that's the technology that I think we've been working on an Intel is looking at those things, how can we do that, and that's what you call that utility. 2.0. So and that's really about modernizing, whatever call the utility infrastructure, and where I focus on where we've been focused on a team is much more on what we will call the operational side, the control system side, you know, you talked about the idea that the socket, you know, plugging in power comes out the systems that are doing that have been there and designed over many, many years. You know, I mean, it's a very reliable and robust infrastructure. Yeah. If you're gonna modernize that you better be sure you know what you're doing when you do.

Scott MacKenzie 09:50

So listeners what I hear and I think that this is an interesting conversation from for, from the perspective of industry to dot O. Utilities as a whole have to really run

Scott MacKenzie 10:00

With multiple generation options, you know, they're just like these micro grids that exist out there. And that that reality, unfortunately, or fortunately, or whatever you want to call it is not going away, and it's going to be bigger. That's one, two, there's a lot of pressure from a regulatory perspective, governments, what are we doing? How do we manage climate, all that good stuff is also impacting that utility. And of course, utilities are not that I'm telling you, I'll be the first to admit, I don't want my power to go up. And therefore the utilities are obligated to make sure that that pop power is down. And then

Scott MacKenzie 10:38

how do you take that, that soup of dynamics and be able to control it in such a way that delivers power to my house? Me because it's already and others and manufacturing in a stable way? Did I sort of summarize that up? You did you did you know that. So you can use it on a bumper sticker, it's, it's a bit lengthy, but you can use?

Ricky Watts 11:02

Yeah, it's like what I'm coming to you when I'm moving,

Scott MacKenzie 11:06

you're gonna run into something because it's too long.

Ricky Watts 11:09

But, but your point is very valid. So let's try and break this down. So you know, the most difficult task really is that those systems that you talked about, that are out there today that have, you know, involved in the distribution of power, so we've been looking at the substation market, you know, substations are absolutely critical in the distribution power, you know, they're very complicated, they've got a lot of legacy systems in them, they've got a lot of operation systems, what we're working on inside Intel is, we want to modernize that infrastructure. And we want to modernize it on a modern compute platform, you can take these things, these applications that are running in this environment, the manual part stays the manual part, but the systems that operate and run it and look after those that are what we will call the legacy appliance, they sit on an old piece of equipment, we can now modernize that and put it into a modern type of computer architecture. Now, it takes time to do that, you've got to make sure it's safe, you've got to make sure it's secure, you've got to make sure you're complies to the standards, you know, and ultimately, the most most important thing is any new technology should never result in you making things worse than they were before. It must improve, okay?

Scott MacKenzie 12:27

You want to shut initiative down, make it worse. And I guarantee you people just, yeah, they're coming after you.

Ricky Watts 12:34

So you start there. So we've been building that we've been working with utility companies on this modern computing infrastructure, taking those legacy systems, moving them on to a modern compute infrastructure.

Ricky Watts 12:48

But you talk about utility 2.0, why is that important? If you do not get those systems modernize, you will never truly be able to get to the next level. Because you cannot bring in new technologies such as AI, you can't bring in new technologies that are going to be connectivity, you're not going to be able to upgrade and add in new services, you're not going to be able to innovate, but the level that you want on the usage, you talked about the usage, you know, if I'm going to look at usage, how I'm intelligent, the using power, where the word intelligently comes in, well, what does that mean? I need to look at data, I need to analyze how I'm using something. Am I using it efficiently? Are my systems using it at the right time? Can I match the usage of my power, maybe to one, I've got a renewable this generate the sun shining really well today? Therefore, I'm generating maybe more electricity from renewables, could I map that to somehow at the factory and that the guy can up his production or that time, whenever it sounds kinda like Star Trek II, but that's a reality, what's what intelligence is, and you need a platform that can host those systems allow renewables to be very flexible in terms of the way that they come in, and then map that to the usage on the other side. And that's kind of what I will call that common platform at the substation that allows to connect the control systems with what we're going to call the evolution of these intelligent systems on the usage side as well. So you know, when you talk about utility to Rado, number one thing, let's start looking at modernization. As we modernize, can we database it, keep it running, keep it safe, keep it secure, hey, I can lower the cost as well. By the way, this is a lot cheaper, these 26 boxes that you are paying for, we can now put them on one box. Cheaper, smaller, less power. Now we've got that then we can start to sort of do some of the other things. So again, we're on a journey. absolutely the same doesn't. As you say, I didn't switch off the lights on a Friday night and Monday morning. The world has changed. It's not like that. But we definitely didn't reboot it. Yeah, we're done.

Ricky Watts 15:00

Quick finish.

Scott MacKenzie 15:03

No, you didn't thank God, you didn't reboot it. Java's coming out your socket that you know.

Scott MacKenzie 15:10

Right.

Scott MacKenzie 15:11

What is interesting from A to point out is that you bring up a good point about the necessity to truly modernize the realities in the marketplace, specifically within the utility area is that these these generation sources are not going away the necessity to be able to manage that demand side. And it is really a data driven solution. Can I incremental eyes it?

Ricky Watts 15:41

My approach, it's like, take a substation over here. It's a, it's a substation, and then and then approach it from your perspective. Yeah, I actually think I mean, there's two ways to do that, you know, again, I'm not saying you just throw everything away. I mean, you know, the stuff out there that works, you know, so what you do is you look at your infrastructure, and you start modernizing it incrementally bringing new things. So I always say, you know, again, let's, firstly, you've got to go for a lot of testing and proving and make sure as I say, you comply. Then you look at your substations, you say, okay, so where can I start on this journey? How do I do this? Okay, so you can bring in a substation, so yeah, this concept, and you've probably heard of it for Brownfield Greenfield. Yeah, yeah, I'm not saying that you have to rip and replace everything in one go, like, oh, let's take the whole grid and shut it down. And then, you know, hey, give us a year, we'll turn the grid on next year, we will be good to go. Okay. That's not it's gonna be incremental. So you're bringing in we we work with the utilities, we install the platform, we start with the simple stuff, first, less intrusive stuff, you know, that's in the in the substation, maybe some of the lesser critical things, we don't want to get protection relays yet, maybe just some of the distribution stuff, we start bringing that in. And then what you do is you eventually you start a migration path of the services bit by bit in the backend, what you want to do is make sure that your control systems environment,

Ricky Watts 17:07

are all systems green, is everything working, okay? I need it to be easy and consumable. So the system technology that's at the backend, that says, hey, you know, I can now see a new computer screen with new things that are going on, I can compare that with my legacy, we need that fusion of what I would call, hey, those are old systems and those new systems so and you'll start moving them across one by one. So yeah, incrementally, we'll look at the systems and the technology in the substation, move it slowly across. And eventually, you'll get to, you know, sometime in the future, you know, a platform that really, I suppose this replaced all of those legacy assets, you know, from a compute environment, all the compute control stuff that we're looking at, there'll be system level control that goes not just back to control systems, but, you know, technology to interface to that as well, you know, not just for the utility company, but for the people that are using the power as well. So you know, that management aspect that we talked about, that orchestration system needs to come both ways. I, as a user, need to understand what I'm doing. So I want to have some, I want to have some understanding of what's going on

Ricky Watts 18:16

a company like pg&e, Florida light and power, he patrols these companies. Yeah, they want to manage and understand their grid as well, from a generation perspective, am I doing the right things? Am I doing it safe? So you're going to see control in a way, go to directions, it's going to go to the end user, and it's also going to go maintain is, you know, with the the generator as well, you know, the utility company that's doing it, because I think that's important. If you truly want to innovate. Me, and you, as users have got to understand what we're doing our impact where it's coming from? I mean, wouldn't you like to know, when you're doing something today? What's the power coming from? Is it coming from renewables? Is it coming from nuclear? Is it coming from coal, you know, because now, you know, we say to ourselves, well, I didn't get the socket result? Well, you know, the kind of nice to know that, well, if I did it, the things I want to do, I don't know, as a user simple stuff. If I switch the washing machine on in the afternoon, I use renewable power. So my impact on the environments produced, if I do it in the middle of the night, simple example, I'm going to use power that's being generated from gas. So my carbon footprint goes up. So I think I know it, I think I sort of, I guess I'm geeky or whatever. But I like the idea that if I think of the younger generation now that are very aware of these things, giving them that information, allowing them to innovate with those systems as well. So again, incremental change, very safe, very secure, modernisation of the systems in a very, you know, controlled way. Once you get that and you start to accelerate and you'll see that accelerate

Ricky Watts 20:00

As we seen the need for, you know, new systems coming in, you'll be able to innovate new services. I mean, there was a fascinating thing. I believe in the telco world, they used to take about 18 months for a new service to come in. Okay. We know I just got to step in and seems like everything takes 18 months.

Ricky Watts 20:20

You know, every project that you know, you've been on it, ah, it's about 18 months to deployment. It's like, Yeah, but it is funny. It used to be two months, but it used to be about 18 months for service to be generated a new service in the telco world prior to the modernization of the infrastructure. Wow. Now they can bring in new services, my understanding is in the 15 to 30 minutes. Think about that. I've got a new idea. I want a new service. And, okay. In the telco world, you could argue, well, I've got a new app or something that doesn't matter. In the if you think about the utility isn't utility to Dotto. I don't know what those services and those applications are. But if I want to change something, I want to do something. If if an idea takes 18 months to implement, again, that's an awful long time for impact. So this technology transformation is going to allow many different things to happen. Again, I'm going to be often the if you know it, but you're absolutely right, you're talking about speed to realization, right, you're compressing that time, which is just super important. And it sounds like you're saying I'm going to remove the roadblocks. I'm going to remove the friction, and I'm going to make it as easy as possible. So nobody has an excuse. Yeah, exactly. That's, that's what I that's the journey I think we're on Yeah, I think we start off with the basics, safe, secure, reliable, high performance, we modernize the compute platforms to do that we reduce the cost of doing that for the utility companies. If we reduce that cost, that gives them more opportunity to innovate. I mean, we always know, if I'm saving money, I'm more likely to continue to do something, you know, bottom line. Absolutely. That's, that's important. I agree with you on that. So if you're looking at that transformation, and you know what it's like, there's a trust factor in any new system, especially who you tell it is, you know, the engineers and the people that run those systems, they've been doing it for a long time. They know what works, they know what doesn't work, you know, so when they see innovation, they're going to be very cautious. But when we reached a tipping point, where the trust levels of that innovation have passed, the point of this stuff works, it's, it meets absolutely all the requirements, it meets the safety standards, it meets the security standards, once they get that level of trust, and you start to see it, I think what you're gonna see is you're gonna see that rat curve, that that evolution go really, really quickly. And I think we're probably a little way away from it now in terms of that curve moving up, but we're a lot closer than we were two or three years ago, and you and others within Intel, and what you're trying to do requires an education, you're looking at an industry that has been very successful at delivering quality power for a long time. Yeah. And, and there is that need to educate. And I think you guys are doing a good job at that. And this conversation is always necessary, and it just takes time for people to consume it. Let me ask you this. Is This Really? I mean, come on, let's be truthful here. Is this pie in the sky? Or is this doable stuff? It's doable stuff. It really is doable stuff. I mean, you know, I've been working at this for a long time with my team. I've been working, you know, looking at many systems, the interaction, the systems, Ai, you know, modernisation of grid infrastructure is really doable. It works. It does what it says it does on the tin, you know, so we're proving it, we're making sure to do your point about training and educating and gaining that trust. You know, we're not doing this without going through a lot of work with the utilities companies to make sure that they are absolutely.

Ricy Watts 24:12

On top of this, they understand it, they agree with you, it meets the requirements, all the stuff that they need to know like, imagine that you're not just operating in a vacuum, you're not just sitting there going, Hey, we're around this water cooler and and we're we're drinking our own Kool Aid. No, you're incorporated and you're bringing in from a collaborative perspective, the professionals that are out there in the utility market, correct? Yeah, yeah. be working with the utility complex. We're working with the supplier community as well. One of the things that Intel does really well is obviously we built this thing called a chip. You know, we would never use that what what up guys do

Ricky Watts 24:49

you know?

Ricky Watts 24:52

You know, what we do is and you know Intel does really really well, is that what they do is they build from that up with state

Ricky Watts 25:00

Say, Hey is a compute platform. And they work with the ecosystem so and a utility would be an end user, but they're system integrators that need to be involved companies like black and Veatch and people like that. Yeah, there are suppliers like ABB and Siemens and Schneider's, we need to work with those guys as well. So it's not just about Intel. And what we're doing, it's about this entire community, evolving atashi, these companies like that they're innovating. So they're innovating

Ricky Watts 25:30

at the same pace that we're innovating. So by working together with them, so not only working with the utilities company to show the architectures that can work showing the compute platforms that can work, working with companies, Dell, we provide platforms, companies like VMware, that provide software platforms that are optimized on Intel, to run their workloads. ABB Siemens, system integrators supply companies, we need to work with the entire value chain on this transformation as well. It's not just about Intel, it's not just about the utility. It's about everybody in that value chain, you know, and that is critical to us. And again, so we work with our partners, we innovate, we show what can be done, we keep innovating, we look at their performance metrics, we work with those companies. And ultimately, what we do is we build a system of partners, an ecosystem that deliver to what the utility is going to need, because the utility is going to go back into its supplier and say, Okay, I love what you're doing. Where do I get it from? I want it. What am I?

Ricky Watts 26:38

Okay, I have a great thing, but it's just in a lab. You know?

Scott MacKenzie 26:45

We got to make that is a good, good point. That is I

Ricky Watts 26:51

I liked the fact that you were talking about that value chain. I'm not sure I just what's interesting, and maybe I could be completely wrong is I see more companies willing to collaborate, and take that little and and take a little slice of that pie but and work with people such as Intel, and so on, to come up with a solution that truly is beneficial to the end user made the manufacturer that whatever it might be it, I'm just finding it more and more each and every day. Yeah, no, I would agree. I get Yeah. You know, we're all people. I mean, I know. We're all companies, we're all run on profit and loss. I'm not saying that you, you throw the baby out with the bathwater. Everybody wants to be competitive. Well, yeah, you know, what I found in this when I have these discussions, whether they with government, people, whether they're with utility companies and partners, whether they're with my family and friends, there's a genuine desire these days to be aware of what we're doing around the planet. And I know it sounds cliche, yeah. But you get that in every company that I'm aware of has this interesting thing called rise, which is really, you know, our impact on the environment. We call it the rice strategy. You know, we want to be looking at renewable sustainability, real key key values. Most other companies I mentioned before, whether it's ABB, Siemens, Schneider, they all have the same values as well. You know, we're as much responsible for the profit and loss of our companies our company's success. But we're also within those companies. We're becoming very aware. So when you talk about that partnership and that collaboration? Yeah, of course, we all want to be competitive. Absolutely. But ultimately, we want to work together. And the reasons we want to work together is because I think you're seeing this align goal that comes through all companies in that value chain, even to the end users. I mean, I want to be aware of what impact I'm having on the environment, equally as much as I want the companies that I buy services and goods from, to be aware of that as well. So I think that responsibility coming in that enhances that collaboration again, absolutely. I know that companies that we work with are going to want to be competitive, they want to want to say, Hey, you know, my widgets slightly better than the other guys. But collectively, we are all working towards bringing that utility to that zero, through. You know, we need everybody on board working that we need the utilities, companies, we do governments, we need supplier community, all of us working together. And again, I've seen you know, I've worked collaboratively in Europe, in in the Americas, in Asia Pacific as well. Everywhere I see I see a genuine ness of genuine way of working, wherever you are. So yeah, I'm seeing that kind of help create that kind of momentum, as I call it and keep and keep moving forward. So yeah, collaboratively with respect, but also maintaining competitive as well, which is what you want. You need competitiveness. you innovate through being competitive, competitive, as well. You're amen to that. That's a whole nother conference.

Scott MacKenzie 30:00

You're spot on that one big time. All right. We're gonna have to wrap it up, unfortunately, Ricky, I love this conversation.

Ricky Watts 30:09

Yeah, I agree with you 100%. Hey, are you active out there on LinkedIn? I am. Yeah, you can see my LinkedIn profile on there. Ricky Watts? So yeah, absolutely. You know, anybody wants to reach out to me, please do happy to talk to anybody working in this area. So, you know, you know, as I say, you, you can see, it's my passion. As much as it is, I work within the company, we've got bad deliverables. But I am really passionate about this utility 2.0 concept. I actually think it's just,

Ricky Watts 30:41

to me, it is one of the greatest evolutions that I think I'll ever be witnessed. In my lifetime. I mean, it for the right, yeah, I agree with you. 100%. It's a, it's really an exciting time. And it is bringing some of the best innovative companies together to solve real, real challenges and opportunities. For the for me a consumer and I like that there's nothing I can argue about that. It is it's going to be great for you. It's gonna, it's going to be great for our kids and our grandkids. You know, you know, I say I'm passionate about it. And the grandfather makes important to me. So yeah, anybody would like to reach out to me, find out what we're doing and Intel and my team is doing, please do. Happy to be part of the podcast today. Thanks for the opportunity to talk to you and to talk to your listeners. Now. listeners. That was a dead frickin sexy conversation. I enjoyed it. We're not going to hear you're going to you're going to say Scott, I need I need more time to get that contact information, fear not. We're going to wrap it up on the other side. I'm going to have all of that information on Ricky's podcast out on industrial talk Comm. Stay tuned, we will be right back. You're listening to the industrial talk Podcast Network.

Scott MacKenzie 32:03

What did I tell you, Ricky, thank you very much for being on the industrial talk podcast, sharing your utility, your insights into how to just make that whole grid, more modern. pushing the envelope. Really just love what what's taking place in your team and Intel and the desire to be truly innovative when it comes to the utility space supply, demand, all the good stuff that's associated with it. All right, reminder, gotta go out to industrial talk.com. Industrial talk.com is where you're going to be able to educate, collaborate, and definitely innovate with people like Ricky, his team, Intel, everything else they want to connect. Go to industrial talk. COMM find out more, because I'm telling you right now, you will not be disappointed with that. Ricky guy. All right. As a reminder, be bold, be brave, daring greatly. Yes. Reach out to people that are bold, brave and daring greatly and you know what you're gonna do? change the world. That's what we're all about. Thank you very much for joining the industrial talk podcast. We're gonna have another great interview right around the corner. Stay tuned.

The post Mr. Ricky Watts with Intel Corporation Talks About Modernizing Utilities through Digital Transformation appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Kathy Henrich, CEO of the Milwaukee Tech Hub Coalition about “Transforming the Workforce of the Future and Bringing Regional and Personal Prosperity”! Get the answers to your “Digital Transformation Education” questions along with Jennifer's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Jennifer and the wonderful team at the University of Wisconsin-Milwaukee and how you can up your Digital Transformation learning game through CSI by the links below. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

KATHY HENRICH'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/jennifer-abele-2859684/

Company LinkedIn: https://www.linkedin.com/school/uwmilwaukee/

Company Website: https://uwm.edu/

CSI AND MARY BUNZEL'S CONTACT INFORMATION:

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

Company LinkedIn: https://www.linkedin.com/school/uwmilwaukee/

Company Website:  https://uwm.edu/csi/

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

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The post Ms. Kathy Henrich with Milwaukee Tech Hub Coalition talks about Transforming the Workforce of the Future 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!

You can find out more about Efe and the Mess team 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 2021. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

GARY'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/efe-erdem-01804b13b/

Company LinkedIn: https://www.linkedin.com/company/mess_2/

Company Website: https://www.mess.org.tr/en/

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

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

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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.

The post Mr. Thomas Didier with InforEAM talks about Common Misconceptions of Software Implementations appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Kenneth Forlemu, Solutions Architect at Infor and Infor EAM about “Using the power of Transactional Data for Insights into your Asset Health”. Get the answers to your EAM questions along with Kenneth's unique insight on the “How” on this Industrial Talk interview!

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Personal LinkedIn: https://www.linkedin.com/in/kenneth-forlemu-6ba5808/

Infor LinkedIn: https://www.linkedin.com/company/infor/

Infor Facebook: https://www.facebook.com/infor/

Infor Twitter: https://twitter.com/infor

Infor Website: https://www.infor.com/

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7. 9 fleet management challenges and how to resolve

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PODCAST TRANSCRIPTION:

SUMMARY KEYWORDS

Infor, InforEAM, kenneth, asset, incrementally, industry, industrial, platform, transactional data, business, data, Industry 4.0, conversation, users, podcast, customer, existing, health, talk

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. Welcome to the industrial talk podcast. absolute honor absolutely an honor that you've joined the industrial talk podcast where we celebrate industrial heroes, the women and men of industry, the women and men of manufacturing, and everything in between. You are bold, you are brave, you dare greatly you innovate. When you innovate, I love the innovation side. And you're changing lives and you're changing the world. That's why we celebrate you on the industrial talk podcast, in the hot seat in the industrial talk, hotseat Kenneth Forlemu. Forlemu. Nope, I got that right. InforEAM is the topic. Let's get rockin, you know, what's a great town.

01:12

We had a little family matter to address, not just a friend.

01:19

And we had to go up to Nashville. And we spent some time up there. You know what's so great about Nashville? They've got seasons, they've got great food. They've got great music, they've got great people. It's a great place. So anyway, we had a good time up there. And

01:38

highly recommend if you've put that on your bucket list if you've never been there. Great, great. town. All right. We've been talking a lot about asset management and

01:50

this IoT world that we live in, how do you enable all that? What do you do? You need a platform, you need a platform like InforEAM. And that's the sort of the Industry4.0 enabler you need, you know, you're collecting all this data, and you need a system. But this conversations just a tad bit different. And what makes it so interesting is that many of the individuals that I have spoken to, and we have talked a lot about IoT IoT Industry4.0 edge, everything cloud, you name it, we've talked about it in that space. And it's all great conversation. But what if I want to approach it incrementally? What if I want to take this digital journey incrementally, you will need a system you will need a platform to be able to proceed forward into the future creating that business of resiliency, you're going to have to do that you're going to have to have an enterprise Asset Management System. You know, just put that down? Why not start there? So you say okay, I'm going to start there.

03:00

I understand all about the devices, I understand all about the great innovation that is taking place within this industry4.0, but if I want to just do it incrementally, can I do it with a system

03:15

and and just be able to capture transactional data to get really clear indication on the health of my assets? And the answer is absolutely, positively Yes. And that's what this is about. So let's say you want to go down this journey, you're gonna have to have a system, right? You're gonna have to have a system?

03:37

And can I leverage that system to be able to generate insights into my right into my, the health of my assets and my business on a real time basis? And the answer is yes, you can take existing transactional data and be able to draw from that clear indication of the health of your assets. That's what we're going to be talking about with Kenneth. He is a Solution Architect, I go out to his stat card out on LinkedIn. Yep. Here is the cool thing about it. He's been with Infor right? He is a I want to say a senior architect. Yeah. He's been with Infor for 21 years. Well, so he knows his stuff. He understands what business needs. He understands how to leverage technology to its fullest. Mark my words, you're gonna love this particular interview because we're just, we're just helping listeners and individuals. Take this journey forward this industrial 4.0 journey and how do I do it? There's just a lot of moving parts. But I'll tell you right at the center of that is an enterprise system that you need to put in place and can add system right can add system be able to analyze the health of your overall assets and condition of your

05:00

Business and the answer is absolutely. All right. Let's get a go in with the interview candidate Forlemu, that's fo r l e m EU senior architect. Not many of those guys out there so you'll be able to find him reach out to him on his card. We'll have all the other contact Information at industrialtalk.com. So enjoy the interview with transactional data's on the hotseat. Let's not mess around with that. Enjoy. Alright, Kenneth, welcome to the industrialtalk Podcast. I am so glad that you made time in your schedule to be able to be on this particular podcast and share your sage advice with acid management's. There you go. That's my that's my introduction. How are you doing? I'm doing great. I'm doing great. Thanks for for inviting me to join your podcast. It's definitely the the honors on all on this side. Which is because I got your stat card up there, I've got your, your LinkedIn stack card, I've got your form that you filled out. And I'm telling you, you've got mad, mad street cred out there when it comes to maintenance asset management and and that the InforEAM platform. And I always think that that Infor aim platform is a facilitator of the industry4.0, because it's one thing and we're going to go into this and you're going to tell the story, but I have to get this off my chest listeners, bear with me. So okay.

06:25

All this talk and all this excitement that's wrapped around industry 4.0. And it's like, I've got to go out, I'm gonna do this, I'm gonna do that. But they have no place to put the data. Like, you got to have it. And then when you get the data, you got to be able to sort of do something with it. Not you have to stick in some fashion Yes, site collection of data for the sake of collecting data. Well, it's like digging a ditch, just because I mean, yeah, did I mean did it cosmic transformation is quite quite a quite a big deal these days. Because, as you know, they call it big database is all about it, basically AI

07:03

diligence is days that we can actually manage such unstructured data. Before we get into that. So let's give us a little background on who Kenneth is. And then we're gonna dive into transactional asset health.

07:16

Yes, so my name is cannot follow me I hail from originally from Cameroon. That's in the west part of Africa. I'm came to the States to study

07:27

in 1994 and went get an MBA and join in for 1999. And here I am. Today it so 21 plus years. You're one of the old ones. That dinosaurs Yeah, but boy, do you? You know, that system? You know that? If Have you always been with the sort of the EM platform? Yes. Yeah. So.

07:54

So I started with MPT, which is the right, the brainchild of eating four of em, then progress to, to info E, which I've been using for, for the last, I'll say last 1819 years. So, as you've seen a lot, I've seen a lot. And I've, I've gone through the ranks tools from consulting to project manager to architect which I am today. So it's the full breadth of the implementation. There's no question I could ask you that you don't know. I hope so.

08:27

Because I can imagine you just sort of sometimes sit back and you say, Hey, I was with Mt. Two, we, we had this system, we were pretty proud of it and all this good stuff. And it did a lot of fun stuff to where you are today. And you're looking at what, you know, the cloud suite that in for all of those solutions, how they talk to each other and link and collect data, great insights. I've just, I can't imagine how far that is. But the good news, the good news about InforEAM is that is growing very rapidly, which means that I have never bought to learn new things. So every single release has a lot of stuff that that I have to learn. So it's a it's it's probably I mean, it's progressing very, very fast. So that's interesting you make and we were talking briefly prior to the podcast, innovation never stops, and that he nodes with the Infor em platform. And that's like, that's a pretty doggone robust platform. And it's all evolved point C growing, adding new features every every, every half a year, I have to ask one question I have to where are you getting? Is that internal? Or do you listen to users and user saying, Hey, we really would like this thing to do XYZ, would you? And then of course, create the the you know, yeah. But there's really three areas. We have to have user conferences. Yeah, that we stay users actually share his experiences. We have what we call the product product improvement requests that users customers can also actually submit requests for improvements.

10:01

And then of course, we are on the road implementing em. And we meet new challenges every day, which we need to meet customer demands and customer need. So we all project that back to our development team, reviews them, contacts, industry experts, and then put them in the roadmap was for what is necessary. See,

10:22

once again, as just industry wide, we just never stop innovating. Oh, and that innovation always constantly impacts the enterprise. So it's a beautiful thing, honestly. So it's a beautiful thing. And I bet, I bet you still get to the point where it's like, Wow, that's cool. I That's all it is. Yeah, this in fact, just two days ago, I saw something in E in E info E and which I have not seen before. And I said, Well, that was really cool.

10:50

This is just slightly some new features that nobody talks about, which are very neat. See, you know, and cool is a technical term. Yeah, I might have. Yeah. Cool.

11:01

All right. Before we can really get into the conversation, I want to sort of frame this discussion because this is interesting. I've, I've had the fortunate opportunity to interview a lot of people and this whole industry 4.0, IoT, IoT, edge cloud, you name it all under the industry 4.0 sort of banner, digital journey five, it never stops. Yes. The interesting part about that, if I put my business hat on, is it sir? I mean, do I have to really go down that road? One or two? I have existing data that I just don't even access? I would see. And that's where we start talking about transactional data? Can you sort of outline that a little bit?

11:44

Yes, transactional data for us means that

11:48

this is data which is being created from using InforEAM. So when you capture all your inputs, all your attributes on work orders, whether it is work management, procure to pay, plan to inventory, when you have all that data in the system living in structured data at this point, you cannot use it because you have all the attributes you use it for, to actually use some algorithms, some logic. So business use cases, to actually capture exactly how you want what you want to capture out of the system. So we use our current transactional data to, to develop algorithms to to measure whatever want to measure, in this case, perhaps asset health. And you say that's not even you haven't even deployed an IoT device yet? Not yet. Just looking at transactions with Yes, within the business. And that's great in a work order. That's correct. Can I have my asset registry, Ticket Ticket Ticket Ticket, and I've got data behind it now. But but there's a lot of work that has to be done to get to that point, right? Well, yes. And that's part of the implementation. Because when we go to implement em, we need to do to find out what are the overarching requirements for the customer? What What's your goal? Right? He has, I mean, you're gonna achieve a lot from em, want to make sure that as part of implementation, we're capturing all the inputs that may be used to actually calculate as a health? See, that's interesting, because you can sit there, have that conversation, have that design conversation saying what's important? Yes. Where are the gaps? This is how it how the system sort of deals with it. And to be able to really say, I got a good picture. Let's take this transactional data and create this dashboard, this insight, this ability, and it's really just from the system itself from from a system itself. Normally, I mean, the only edit

13:46

I guess energy would be to, to to come up with the algorithm on watch the finance asset health in your industry, what do you consider asset health

13:55

care differs from industries, but you're glossing over, you've got to put the time, energy and effort in the beginning to be able to do that. Right. A lot. Yeah. And and my, my history and recommendation to the leaders or listeners is the fact that that has to be done. And don't cut, don't cut corners. It can be arduous, painful, but don't don't cut corners on that. It makes I agree. Yeah, I agree. It makes probably the implementation

14:26

far more accessible. And that I think that what you said is very, very interesting because they are different. When we go to customer sites, they are on different levels on their maintenance operations. We are very mature companies. We have companies that just getting into maturity. Those companies are very mature in their operations, the company, the companies that want to make sure that they have all the inputs to capture that asset health are the companies that may not be at that step, same level.

14:58

Just go incrementally.

15:00

Just phase it in, right? We don't have to do everything at one. And phase one, we can go to phase two, phase three or phase four. She can just progressively go into into the implementation to make sure that by phase five, that's where you're gonna end. You have all the inputs actually capital asset health, she doesn't have to anyone. That's good. So you can you can deploy the Infor em platform incrementally. Yes. Wow.

15:29

That's good. And that's what we advise, in fact, because what we've discussed, we've discovered is that many customers who want to get get everything, all the bells and whistles before they actually go live.

15:41

They may never go live. Yeah, they may never go live. You're right about that. That's true. Nobody's gonna know. I'm ready. Let's turn it on. I mean, I and I always tell it with with a very simple example, that's good. If you have a new app in the App Store. You notice they have updates, perhaps every couple of months, and within five years, you have a full fledged update from day one, he was not didn't have all the features. I thought you could have an example. Because you have incrementally added features to mature, make changes along the way, once you get it. Right. See, I like that that's a great analogy. That's a great example. The other thing that

16:21

that exists out in a mature business, you've got legacy stuff, you got legacy systems and legacy data collecting, you know, transmitting devices. Correct. That's all a part of that. Right. You you sort of optimize what they have. Right now. You could do it incrementally. We've already established that. But that would be an ideal situation, like, optimize that existing, you know, portfolio of of, you know, systems. I agree. Agree. Agree. And in fact, that's, I know, we're not we may not talk about that today. But that's the reason we have the info is because we want to be the center of it. transformation that's waiting for wants to be. And that's our goal. And that's in four oh s right. That's info West, and that helps facilitate or connect legacy systems, right? Yeah. Nice. Yeah. See? Yes. So we want to be the center of the enterprise ecosystem, right for all their digital transformation needs. And then once again, you get the transactional data from these legacy systems. And it's able to create greater

17:38

insights and vision into the health of your asset in general as and your organization. Yes, I'm because info is maybe the center of the ecosystem, we can just grab all that data, and putting the data warehouse what we call the data lake, the lake, the lake, and then we can now transform it, and analytic tools to get exactly what you want. I'm always fascinated by the fact that, and many of these mature, you know, manufacturing businesses have all this data, it exists. And it will already Yeah. And then with this solution, this in for Iam solution and the power it possesses, you you fundamentally change that particular business with that platform, I see things that I've never seen before. That's correct. That's correct. In fact, that's why we have I'm sure you've heard of we have the person to write it, the AI the coal mine in for coal mine, yeah, mixed our AI tool.

18:41

So those are the tools that can be used to actually farm this data warehouse to, to get to get exactly what we need to make sense out of the data. I've got to ask the question, let's say and I mean, I've been very fortunate I've had, I've experienced a lot of different types of platform. Sure. Now, you have you mentioned briefly about how you've sort of changed as he gone along and you kept on growing and made him more powerful, more intuitive, whatever, it might be correct. Where's it going? It can it? Can it ever get? Are you 95% there and you know, now you're, you're fighting for the last 5% the incremental improvement, Oh, where are you at?

19:25

I'm not sure that everybody knows where we are. Right? It's one of those things just cost planning improvement, right? I mean, the world is changing, processes change, requirements change, and we just go with the flow.

19:38

You know, so it's,

19:41

what I will say is that it em is very info is very mature.

19:45

product is very mature.

19:48

But otherwise, since things are changing around the world, in terms of processes and manufacturing requirements, we have to pursue that to regulations are coming up, we have to make sure that we build in

20:00

autoregulation tools in there. Yeah.

20:04

Because your platform is that robust and flexible. And the way it's designed is pretty spectacular.

20:11

We talked, we spoke of manufacturers never stop innovating. Manufacturers never stop, and everything that goes into manufacturing all the inputs, they never stop. Right? No. And therefore, you, you have you can't be the system that says, I'm sorry, we can't accommodate that new innovation right there. You can't, yes. Good. Yes. And we also have to be too deadly technology to technology is changing, right?

20:39

I mean, not a few years ago, you know, we had a full revamp of em with what we call html5. Because we had to make e info E. Cloud from agnostic, browser agnostic. So if you already have

20:55

Firefox, we have Chrome, we have Chrome. So yeah, before it was just IE, Explorer. And that was a limiting factor for us. We now if you have any browser, you can use em is a browser agnostic today, because it's a cloud based solution. Jump on that. And I'm just I'm always, I mean, there's just so much

21:21

great things that exist with it in 4am. And not just that in for in general, the thinking that is going on the conversations that are taking place, not just internally, but also externally, the the users and the communities out there, they're just saying, and it's just making your system. Just

21:43

amazing, I love it. I love it. I can tell you've been there for 21 years, and you look like you're 13.

21:52

The good news, the actual good news for my part is that I also had the opportunity to, to work in what we call the service industries with time with info. And what I meant is that I was had been I mean, I was open to, to seeing all that info applications. Right? Click cloud suites, cloud suite, financials, cloud suite industrial? Yes. Our our products are pretty, pretty good. I see that. I have to ask the question. Yeah, I got in for I am, there's a look, there's a field, there's a user experience with it, right. And, and that's all a part of it. Because you don't want it to look like garbage, nobody will use it. And it better navigate well, because nobody will use it. And it's all about, you know, getting people to use it, if they don't use it, and then enter in good Information. And it just sort of, once again, it's a people and culture. And in fact, in fact, that's one of the teams reach out or say that info has done which was critical that after acquiring all these many companies with applications, yeah, they had to make sure that they all have the same look and feel that's exactly. So that's it mainly because otherwise you go to a company, they're using InforEAM and the other person's using this system or application, they wouldn't even tell if they're from the same company. Yeah, right. So we have an in house

23:12

department where the actual job is to unify the platforms. See, I love that heavy because oh, if I had the if I was king of Infor, I'd probably screw it up and it'll be orange over here. Then the other lapper probably green and it would look. I it wouldn't work. It wouldn't work, then. And there's a there's a a look that. Yes. Is

23:40

it's not threatening? And I've been a part of other systems long ago, by the way. Oh, really? Oh, yeah. Long ago. Yeah. And they were awful. Yeah, it's made it quite, quite easy for the eyes.

23:55

And you know, what's interesting, because you have Infor OS. And I remember long ago, taking off my history hat here is

24:03

the biggest challenge was always like, you walk into a client and say, so what about your legacy systems? What's important? What's not what, what do you do if you have that conversation? And there's always the time when somebody says, that's the most important legacy system? I'm never getting rid of it. And it might have been a dog on Excel spreadsheet, who knows right? There, you got to try to figure out an interface between the Excel spreadsheet and your enterprise system by system a mess. No, no, yeah, you sit there and in pain. All right, we're gonna have to wrap this up. I like it. transactional asset help. That is a powerful conversation you're looking at in for em, just through the transactional activity of your business. And let's say the legacy systems that exist today, you're able to pull out some really decent gold nuggets of Information and insights.

24:55

definitely get back to your leadership. I will nuggets of Information and

25:00

assets and insights. Good ever put it on a bumper sticker? Hey, are you on LinkedIn?

25:08

Yes, I am LinkedIn. Yes. Okay. Got a good stack card out there. And I'm gonna spell this out for you. Is Kenneth K and E th. For Lemieux? Did I say the right? That's correct. That's FLR l e m EU yet? And I'm sure there's not many out there that no, I'm the only one that you're the only one on it.

25:33

Yeah, check it out, man. I guarantee it. That's pretty

25:37

good kazillion users of LinkedIn. So

25:41

he's the only one. Is that rare?

25:45

All right. Kevin, thank you very much for joining the industrial talk podcast. Absolutely enjoyed the conversation. Now listeners.

25:53

Do not go away. Stay tuned. We're gonna wrap it up all on the other side of the break. Remember, Kenneth we're gonna wrap that up on for him. All the contact Information will be industrial talk comm Of course. Thank you, Kenneth again. Thank you very much. All right, listeners. Stay tuned, we will be right back. You're listening to the industrial talk Podcast Network.

26:21

All right, can afford me Forlemu Oh, sorry about that. KENNETH, I'm trying very. Alright, you can tell he has some mad skills out there, reach out to him on his LinkedIn,

26:32

he would be absolutely happy to connect. Now we talked a lot about it. 4am on this particular podcast, now you have a suite of other cloud solutions within the EU and in for family. They've got the OS. That means in four OS, you can connect to all those legacy systems which I know you have, right. And then you've got also in for Coleman. That's their AI product.

26:56

tell you it's exciting times. All right. Reach out to him, you're gonna have all the Information that you need about Canada at industrial talk comm as always, I'm telling you to be bold, brave, Daring Greatly, and not just you. But I want you to find individuals that are bold, brave and daring greatly. And then you'll change the world. And you're gonna have a great time.

27:19

Everything out on industrialtalk com, have a wonderful day, be safe, and we're gonna have another interview shortly.

The post Mr. Kenneth Forlemu with InforEAM talks about Powerful Insights into Asset Transactional Data appeared first on Industrial Talk.

The post Xcelerate20 Features Ankush Malhotra with Fluke Reliability and the Industry 4.0 Journey and Trends appeared first on Industrial Talk.

The post Mr. Bob Carnes with LP Corporation an InforEAM User talks about Leveraging InforEAM to Achieve Best In Class Manufacturing appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Marty Osborn, President of Advoco and Infor EAM Solutions Partner about “When Maintenance Matters and the 5-Enemies of Success”. Get the answers to your EAM questions along with Marty's unique insight on the “How” on this Industrial Talk interview!

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Personal LinkedIn: https://www.linkedin.com/in/marty-osborn-78ba9b5/

Advoco Company LinkedIn: https://www.linkedin.com/company/advoco/

Advoco Website: https://www.advocoinc.com/

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1. 7 Steps for implementing reliability-based maintenance
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PODCAST TRANSCRIPTION:

SUMMARY KEYWORDS

Maintenance, InforEAM, Marty Osborn, Advoco, implementations, IoT, IIoT, trusted advisor, organization, conversation, listeners, culture, success, trust, Osborn, team, talk, matter, understand

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, welcome to the industrial talk podcast, absolute honor that you have joined. This podcast is a celebration of you. This is this is where industry professionals come in talk. That's what this is about. And we feature the women and men of industry and the women of men in manufacturing of women or men of technology, and everything in between. Because you're bold, you're brave, you dare greatly innovate, boy, do you innovate. You're not just changing the world, you're changing the lives of individuals in the world. You're saying to yourself, Scott, Hey, who's on the hot seat? Marty Osborn? That's right. He's the president of Advoco. And bear and InforEAM partner. And they excel at implementations and he's going to start sharing the secrets because we're going to be talking about the five enemies of success. Let's get cracking.

01:18

Know what a Advoco means? No one asked him. It means trusted advisor. I think that's pretty cool. And they are man, they they know exactly what they're doing when it comes to EAM implementations. They know when maintenance matters. In an organization, you just can't, it just can't wing these things. Man, you've got to have an organization that is committed to maintenance and doing it right and leveraging technology to create a business of resiliency. So

01:49

I had this epiphany. And I don't even know how to spell epiphany but I know that it's a word and it's like a light bulb

01:56

going off in your head. And it revolves around the InforEAM platform and I've had hours and hours and hours of conversation about Industry4.0 and everything that goes into that hour, they're talking about Industry5.0, but I have all that Information in my head, there has to be an enterprise system to truly facilitate a successful industry4.0 initiative. And that's what, that's what in for em brings to the table. And that's what companies like Advoco, they develop and deploy. Because the reality, let's just, we always talk about collaborating, we always talk about innovation, we don't always talk about education. And you know, you can do that right now. In fact, do it. But the the reality for a business who truly is, is

02:52

resilient going forward is that you're leveraging technology, you have a culture that is committed to really sound principles such as maintenance and and the principles around it. So that God, if God forbid, we have another two fingered, you know, COVID punched in the head, you're ready, because you've got the technology, you've got the the culture, you've got the people in place that knows how to really, truly keep that business rolling, and be able to be nimble, when things like that take place. That's that's the reality of it. And that's what we're talking about. Because I I'm all about, you know, IoT devices. Absolutely. I'm all about edge. I'm all about, you know, cloud, I'm all about all this stuff, this AI ml, all of the things that that 5g, boom, right around the corner right there, right now, things are happening. So there's a lot of technology, a lot of innovation going on out there and you need a system, you need an enterprise system to be able to handle all of that, in a way that makes sense. Not something clunky, not something difficult to manage. But something that's nimble. InforEAM is that particular product and partners like Advoco, and team Advoco and Marty Osborn. They'll make you a success. And I'll have all the contact Information for Marty because you're going to be dazzled by him. Alright, let's get on with the interview. Marty Osborn President of Advoco and team Advoco and we're talking about the five enemies of success now I'm not gonna I mean, I've got it right here. So you're gonna have to, you know, grab a piece of paper and pencil and write it down or push pause, and you got to get this stuff down because he is dropping some wisdom. He's he's got some sage happening here with the with all of these points. So enjoy the conversation with Marty Osborn. Marty Osborn, welcome to the Industrial Talk podcast. Absolute. I mean, I'm telling you listeners out there. You're in for a treat. A very good surprise here. He's one of my favorites. How about that for an intro, Marty. Wow. That's it

05:00

Gotta set the bar a little too high, man. Well, it's not very high when it comes to me my friend. Absolutely. And I really appreciate it. I really appreciate you finding time in your busy schedule because it is a busy time for you and your company and, and and team Advoco. Now, before we get into the interview and getting into the meat of the conversation, give us a little 411 on who Marty is and why you're such an incredible professional and do not and do not mention Clemson.

05:24

I just did well, yeah, you know, I guess Scott, we go back and forth. Because we're both tigers. You're just happened to be the wrong tiger. Yeah, it's been a rough year for the old LSU fan. Yeah, yeah, it's been but but hey, thanks for having me novel. I always enjoy our conversations, because then they're pretty lively, as you said, We'd like to riff off each other. But yeah, again, Marty, I was born and I'm the president and one of the partners that had Volvo. And again, at Volvo in Latin means to call in a trusted advisor. And so that's always been been our mantra with our clients or teams is how do we become their trusted advisor? When we're implementing? In for EA? Yeah. And that's, it's kind of a unique business, because that's all we do. So we don't do Maximo we don't do Oracle, we don't do SAP, we are in for em. And, you know, I think the reason we do it is like to say we know how the movie ends. And that's kind of our, our mantra, and how do we help our clients get the most out of their software and hopefully reach their true potential? Yeah, and the InforEAM product is very, and for listeners out there, EA N stands for enterprise asset management, it is an enterprise solution that allows you to truly get visibility into your asset base, if you're a manufacturer, if you're whatever industry, boom, this is an enterprise system that is both flexible, powerful, and constantly improves, it's amazing. And then you get people like at Volvo companies like a vocal people like Marty, who just met excel at that capabilities. Now. We're gonna have to touch upon a subject matter that is really important to me. And and, and I know that we've had this conversation offline, and listeners out there take a paper to pencil or whatever, computer and keyboard I don't care, take notes on this particular conversation, because we know as well as I do, there's there's certain times when, when

07:22

maintenance succeeds, and maintenance doesn't succeed. And I'm interested in is like, when does like maintenance matter? Like me as a company? When when do I embrace maintenance? And I think it's a great thing. When does maintenance matter? Yeah, yeah, I think it's I mean, it's funny as we've, we've spent a lot of time I mean, Volvo's been 13 years, we've probably believe it or not have done almost 500 implementations and so it Yeah, yeah, yeah, yeah, we get quite a few over the past. Yeah. 13 years believe we went back and started counting and, you know, you start to look at, you know, a challenge kind of in front of us is how do we help our clients, right, live up to that true potential, and, you know, to deliver that results. And so as we started kind of digging into this,

08:19

we just really kind of came up with that theme is when maintenance matters, that seemed to be the differentiator. And Scott, you know, I mean, we get in the purchasing world, right? There's requirements gathering, there's, there's RFPs, and there's demos, and there's all these things that try to help you build success, yet, no matter how much time they spend on it, I mean, there's statistics out there that over 50% of em projects either fail or fail to hit the mark. And so it kind of drives at us and saying, How can we, again, be better than that? Yeah, and you know, as well as I do, I've been at a number of facilities and a number of places around the world and all that good stuff. And, and if I ever have a conversation with the maintenance team, yeah, they'll say maintenance matters, but they still have issues with maintenance. Yeah. And that's, that, to me is an interesting what, what, what looks like I have what looks like for me in in the world of business in the world of maintenance, that I demonstrate what matters, it matters to me. How do I demonstrate that? Yeah, well, it's a it's a great question. And, you know, it's funny is one of the things we always say is, companies can't meet their goals, right, or their objectives if they don't have safe reliable equipment. Right. If that truck doesn't deliver the chips or deliver the Pepsi's or that machine doesn't cut the beef or whatever it's trying to do. We can never meet our goals. And so what we find is from a maintenance side is

10:00

Does that make it matter? And so I think you start to dig in. And what we looked at is, you know, in the organization getting people involved in so we actually came up with something we call the five enemies of success, right? So, you know, maintenance matters when you go through these five enemies, or these sort of five checklists. And I think they kind of help you distinguish what you need to do to be successful. So this is interesting, because you'll have this conversation with, when you sit down with a client, right, you still they're walking away, they're sort of saying the right terms, but you still have to determine you and your organization have to determine if maintenance truly matter, because it is, it hinges upon your success, the success of the implementation, and as well as your client success, which is the ultimate

10:53

goal is to help them succeed in whatever they're trying to accomplish. So these are the questions you would ask them. Yeah, so these are things I think, kind of boiled down that, that we see kept companies from reading, you know, meeting that overall objective, and, you know, it's gonna be silly, but number one is very simple. But does your product have a name or an identity? I don't understand that. Now. Do you think that that is the case? Come on, believe it or not, I mean, we name our dogs, our cars, our boats, our, our,

11:27

you know, everything around us, but we don't really name our projects, right. And so what you kind of need is that rallying cry, so if maintenance matters, and it's funny about scale crack up, but if you walk around a plant, or an operation, you'll see a quality banner, you'll see a safety banner, you'll see a mission statement. When have you ever seen a maintenance banner?

11:55

The banner I always saw was that one that had that cheesy mirror saved guesses on you. Yeah, and and so what we started to do is we looked at what the clients is, how do we name that property, give it an acronym that gives maintenance of purpose, something that they can rally around. And so as an example, and I'm wearing my shirt right now, but it's pride, right? We love pride, maintenance. And pride stands for people really interested in delivering excellence. And so, as we start this project, and you go to do your em project, it just can't be while we put a piece of software, you know, it does fall flat when you put it that way. It's like, Yeah, we did an enterprise. So what is that, man? Nevermind, I gotta go eat a sandwich. Yeah, well, we have a kickoff meeting. And there's no rallying cry, there's nothing there. And so right at the beginning, every project is we like to name it. And so pride maintenance is a name we use quite often. And we actually will create a banner. And when we go live, everybody signs in and says, We're committed to this, not not only the VP of manufacturing, the CFO, we've had presidents all the way down, which tells them maintenance matters that this is important in the process. So to us, just simply step number one is name your project. And the best graphic ever saw was a banner they put over the maintenance store and said pride starts here. Right and interesting here. And what I what I said, it's because many of these challenges always occur, you got to get that executive to buy in at executive to say, Yeah, I want to sponsor support, do everything I can and, and be at the forefront of my thinking. And given the fact that you're your name of the project, you're, you're creating a buzz around it. Like it's like internal marketing, you're creating a buzz around that, that that project and getting that President getting that BP getting that executive to sign off, that sort of in essence says you're part of this, so don't let us down. Yep. Yeah, like I said, we got up, we kind of poke it does maintenance matter, doesn't really matter, we'll poke you, but we'll look around where is that banner? Whereas because again, maintenance, you know, they've always kind of feel like are they invited to the table, that kind of stuff. So to me, just number one is do your projects have names? Do the your maintenance team have an identity? And when they do, right, that pride exudes in everything that they do, and that's what we want. Number one name that name, your projects, sound, Game Show, name and name and so, this one again, and these are all kind of basic stuff, but number two is other right people involved, you know, right from the get go, who's on your team, right, who is involved in, in the project, you know, do we have representation from the asset management group from the AMA

15:00

Roll group from the purchasing group, you know, from the IT group like, we believe that there's five kind of key stakeholders from asset management to the work order groups to MRO, purchasing, and it. And when all five are represented, and they're on that team, and they're part of this, then that's when the magic happens. And again, you will always see that battle, either see a maintenance team, or we'll see an IT team. But do they really, are they coordinated? Yeah, and you're right about that. And I've seen it all too many times where it's, it's, then all of a sudden, it just sort of evolves into an IT project. And then it's shoved down the throat of the people in the field, and then nobody likes it, and everybody in it. And then all of a sudden, it just sort of implodes, because we weren't a part of the process. But that's, that starts with your number one, if I give it a name, if I get real executives, leadership, then I'm going to me executive person, will then make sure that I have the right team in place representing the organizations that have a vested interest in the success of this implementation. Yeah, I was I always chuckle because we, we always talk about change management getting, like the users the change, and it's not the users, it's usually the leadership team that needs to change. But they got to believe that this is important, and that this is mission critical, and that they can't reach any of those company goals, stock price, anything else without it. And so, yeah, getting everybody involved. And it's not just this maintenance project, like let's tuck it away, let me let me sort of point this out. So you're going down this road, you're sitting around, you got a bunch of people in a conference room or whatever, you're, you're choking on some sandwiches, whatever it might be. And when does your little red flag go up? And you're saying, Hey, guys, hey, I'm just telling you right now, I think we have a gap here on the team, we don't have the right people, we're missing x. And make sure that at that moment, you're making sure that everybody's buying in, but you got to get that team, if you don't have the right team, you're gonna fall apart. Do you ever just step in and say, guys, this ain't gonna work? Oh, absolutely. And I think it's right from the get go, we'll start to even look at who is represented who's not because we also know if the CFO or the VP of Ops, um, somebody asked me, and this is kind of funny, but how do you guarantee your project I said, I can guarantee ROI in every project. And it's easy, right? I just take it out of your budget.

17:33

Right? You just take the money out of the budget, but what that does is everybody wants a project. And the minute I say, we're gonna take the money out of your budget, then we're like, whoa, wait a minute, right. Right. Now we get to the crux, right? Now the VP is really saying, or the maintenance team is does this matter? If you're saying I'm gonna have a return on investment of x? Are you willing to give it back? Because savings only occurs? If I don't spend it right? What did I say the easiest way to double your money is take it out, fold it in half and stick it back in your pocket.

18:11

And so I think that when maintenance matters, again, we look at the ROI. Yeah, we look at our budgets, and if whatever our project is, it has to pay for itself. And so with the right people, those become the right conversation. Yeah, and I think you're spot on on that. And I think that just the principles behind it. Now in for em, what you're trying to do, you're trying to create greater insights to keep that asset up and running, producing whatever you're producing, bottom line value, all of that stuff is real important. And being able to

18:45

strategically pull assets out and do the maintenance on them at the right time, that minimizes the impact to the overall organization and that those things is key, and you can't help but have real return on that investment. All right.

19:00

So, you know, I think number three is it's simple is that you put the how, in front of the why.

19:09

And you got to think about this is how how, how, how right, how are we going to do this? What are the features? What are the requirements? How, when in actuality does everybody in the organization know the why why are we doing this? Right? You're saying put the how in front of the why or we'll do the live sorry, put the Y in Okay, you know, yeah, you know, what the why in front of the house? Yeah. Okay. Yeah.

19:37

I just ordered the hell out of you. Right. Just that in there. I'm going with it that makes no sense. I guess it's you put the house in front of the why that's when you fail, but why needs to come there. But yeah, it's Yeah, yeah. And it's we get so caught up in the how right and the detail and that's maybe the engineer in us, it's maybe the technical side, but it's back to you.

20:00

Number one is when we name a project, it's tied to the why it becomes that rallying cry, and we understand is, are we trying to drive greater? You know, output? Are we trying to create greater efficiencies that we trying to, you know, reduce the cost or visibility? And, you know, it's, um, a lot of times it's amazing again, we go through these RFP processes, and they're just how, how, how, and never right. How are you doing? Why, why? Yeah, and it's interesting, because

20:33

you're spot on. There are many all of the conversations. It's not that it's, he better understand the why you're deploying a system like this, then you can say, yeah, we're all bought in on the Y, because the Y does, you know, that's Yeah, thumbs up on the Y. And then you can go and venture into, well, we got the Y. Let's figure out the how. And I think that that's your right. I mean, I've been on so many projects, how do you do that? How do you do it? I want to know why. Yeah, how do you create a work? Or how do you do this? How do you do that? Right?

21:06

are you what are you really trying to you're trying to build a more reliable operation? Right? Are you trying to streamline the way we pass things? You know, around? Are we trying to get better planning better scheduling better? You know, again, we're in a very interesting time, when equipment and technology right equipment is getting so automated, you know, getting so technical? And again, is is it tied them? Well? How do we fix this stuff? Where do we find manuals? Where do we get this, this detail? So yeah, I think it's really, yeah, and I'm telling you, right now, if the system is configured, if the system is configured to your why, right, and you're trying to be more efficient at the ability to be able to gain insight, collect Information. And and, you know, the old way, hopefully, the old way is that you're wasting a lot of time trying to find those documents, wasting a lot of time doing what do you need to you think you need to do when a system can make you more efficient? I mean, it's it's imperative that you have to understand that Why? Yeah. Am I talking people in culture right now? Just FYI. I mean, it's shocking, right?

22:18

But for some reason, we get into software, and we follow this manual that just goes back to 250 requirements. Yeah. And half the time, we'll look at a requirement and say, why is this important? Right? I don't know. We just

22:36

have that conversation. Why is this? And people are going? Well, well, it was. It's a and they just stuttered and stammered through the whole thing. And it's like, yeah, you don't need it. Right. And again, it's just back to that rallying cry when, when people know the why. Right, the maintenance team becomes more engaged, right? They become more a part of the organization. And it really ties things together. And so yeah, we love that conversation. And so that's number three. Number four, again, and this one, we see it and again, it's tied back to I think these all are intertwined is there's just a lack of bias. Right. And, and it's, it's weird, but I always use the example and you'll laugh as we started rolling out like mobile. In the technician goes all this is too hard. And the people are like, the leadership's like we can't do it. The mechanic says it's gonna take too long. And I use the example of the ATM machine. If I asked a bank president, what do you thinks of an ATM machine? What's he gonna say?

23:39

That's it. It's it's a great thing.

23:44

It adds the productivity and I think it's a great.

23:49

I use it because I don't want to talk to anybody. And it's a fantastic thing for me. Yeah, it's great. But you look at a bank, President bank manager, why do they like that technology, right, and let them serve their customers quicker. It allows them to process things more. If I ask a customer like yourself, and you think about it, what do you think of atm? Right? I have access to my money. I don't have to talk to anybody. I can deposit checks midnight or six in the morning, right? whatever I want. Yeah. But if I asked a bank teller, what do they think of ATMs? What are they gonna say?

24:24

No, they don't like it because it's their job, I guess. Right? So their bias comes in. And at first they're like, Oh, it's going to take my job. So Oh, it's too complicated. It's, you know, customers are gonna have problems and all this stuff. And the irony is there are more bank tellers today than there were 10 years ago, even with a deli. But what happens to be well, they will you see more and more smaller banks out there, but what does the teller become? They become more customer service, right. And as you come more deal with the problems and I think when we get into

25:00

The technicians by providing them the tools, it's not taking their job. It's just making them more customer service to the assets and that kind of stuff. And so I think, you know, when we talk about buy in, I think we can talk about it from the organization, and that they have to understand and I, Seth Godin has a great line says in search of familiarity, yeah, we we go to work to be familiar, we drive the same way we go to the same office, when I go to church, I sit in the same Pew on the same side, right? It's, you know, it's in search of familiarity. And so when we go to roll technology out, people will use code words like, well, this is not user friendly, this is going to take too long. You know, when in reality, what they're just saying is, I don't understand, I feel kind of dumb, you just need to teach me and so that whole buy in needs to understand that there's going to be challenges, people are involved in that when we're sold on the why we're sold on the tool, then it's going to be great, but so many projects fail, because they'll pull the plug or Yeah, you don't have to do that. Or, you know, it's not important we close our work orders out or, you know, it's not odd that I got 1000 work orders in backlog. But see, here's the deal. If I'm following your process, if I'm following the enemies of success, and and I, I get I named my project, right, and I get people to sign a banner, and there's a lot of lot of fanfare, that internal marketing, and if I, I, I have some sort of get the right people, right, that conversations happening, I shouldn't have a problem with lack of bias. Right? I should, that should not even be a part because I've done my part, I understand my why I've got the right people involved. And I've made my project. Yeah. And it's funny, because we've actually got to the point where we were struggling on the implementation. And the senior leadership was struggling, and we reminded them of the banner.

27:04

Right? How do you get the number four, you remember number one, and it's amazing once people signed in, early on, we got that initial signature, and then there should be the buy in. But again, every day, right? There's just forces that are always against us, there's people that are gonna challenge and, and we just have to keep remembering that. And it's interesting when you go to a meeting, and everybody nods their head and doesn't say a word will actually walk away and say that was the worst meeting we ever had. Because we have a thing you've got to weigh in, to buy in. So if you don't worry, you don't challenge if you you know, think about anything that you really care about. You always weigh in, right, wrong or indifferent. You might say, Hey, this is too many steps, or we have a four step approval process. We're never going to do that. Right? Right, that tells me you're bought in just by the fact that you brought that up. And now we can deal with it. But if you just sit in a meeting and like, right, the worst scenario is you walk away, this will never work, but you don't speak up, then typically you don't really interesting because I feel the same way. But I've never used it in such a way that says weigh in is buying because I if I'm not getting people peppering me with questions, like Hey, what about this? What about that? I know that then I'm not doing my job. I'm not creating interest. I don't know what I'm not doing it. Yeah. And it always bothered me. He's like, you guys don't have anything to say. They all just smiled and

28:41

I think this is the greatest since you know, greatest thing since

28:46

then. That's a pearl with that sage advice right there the listeners out there. You get it? Nobody weighing in. nobody's buying in baby. They're going back to their where their cubicle. Business as usual. Yeah. Five. All right, number five. And this is the, you know, the, the one I think brings it home, but I but and this one's the hardest one is you have to have a culture, you know, or if you have a culture of culture of distrust, then that becomes an enemy. Right? If teams are fighting each other if teams don't believe that people in the same room have their own best interest. Yeah, then it will fall down and, and trust is one of the hardest things in the world, right? Trust is and I say it's not a bank account, like you can't, you can't build it and you know, it's simple Golden Rule, right? Treat others you want to be treated, but I watch organizations and they just go at each other. Right? They attack each other. And, you know, we have to the operations has to have a trusting relationship with the maintenance team. That's going to get it done that will do it properly. And quite frankly, maintenance teams and it's why we

30:00

Love the word pride is maintenance teams will talk about well, nobody you know, trust us, they don't you know, they give us the equipment, it's broke, they'll give us all your excuses. But have you earned that trust? Have you done the things that makes production? say, Yes, I can give it to you, you'll give it back to me in the right, in better order and on time. You know, it's interesting when you bring up culture, right? I mean, it's just, that is like, an iceberg, right? You can see some of the things but boy, there's a lot of stuff underneath that water that iceberg. And

30:34

I find, sometimes, if you have a culture that doesn't trust, Mistress doesn't whatever.

30:42

Everybody's trying to protect their Little Kingdom. Everybody's concerned about, quote, making a mistake. And you always have to, you have to remove some of that. Because people are not going to put themselves out there. If that culture is one that pounds people over the head for making a mistake on. Oh, you know, I'm not going

31:04

to head down low because I don't want that to finger death punch on my head. And that's sad. Because the fear of failure, the fear of making mistakes, the fear of being pointed out, whatever you want to call, it

31:18

really impedes the opportunity of success. It just does. And I always get down to the point, Marty, is anybody gonna die? No, just try it out. Make it safe, of course. But yeah, but that that you're absolutely right, that culture is is God. And it'll it'll, I would imagine, correct me if I'm wrong, it sort of swings. It's like, yeah. Oh, yeah.

31:44

You know, and, well, there's a pyramid that that's explained. There's a book called The advantage by Patrick lencioni. And it's probably one of the best things around trust. Is that at the bottom, when you start with trust, the next layer is how do you handle conflicts? Right? And it kind of goes back to weighing in the bias, right? A lot of people won't weigh in. Because they're afraid, right? Of repercussions under the trust side. And so healthy organizations always Trump the smart organizations, right? You can have a bunch of smart people. But if they don't have trust, and they can't deal with conflict, right, they can't say, hey, yeah, I screwed up, or Yeah, that was a mistake, or can we do it when you have that conflict? And if you can have open dialogue, open conflict, then you can start to get to commitments, right. And the next, once you get commitments, that then goes to accountability, which goes to results. But trust always is at that conflict level. And if you think about it with your best friend and think somebody said, you know, they're a true friend when they still like you, and they know who you are. Right?

33:01

Thank God or you could just be me. And I have just friends that are virtual, and then I shut them down. And yeah, and I go to the ATM because I don't want to talk to anybody. Yeah, so trust is, and it's a two way street. And it's huge. And so I think that's why it's number five. And it's kind of the last one that is the hardest it has me is if there's a culture of mistrust, if there's a culture and I hate to say of abuse and verbal abuse, yes, you know, then people are just going to shut down and you know, they're going to use words. It's not my job or though you words that, Oh, this is too many steps, or that they'll give you code words, that doesn't actually say, I don't want to do this, because nobody's going to look at it. Or, you know, nobody will matter. Or you want to put a maintenance system in and you never give me the equipment. So if you're never going to shut it down, and then it breaks down in the yellow, the maintenance team, well, does maintenance really matter? Or is it just it happens all the time? I guarantee you that fingers pointed, like why did that pump? Right? Right? It's a maintenance problem, right? And it's like it happens all the time. These are huge. I mean, as you start to dig into deep Okay, listeners, right, again, these are five enemies of success does Sure. Did you know people don't name a project? They just don't name it. There's no real personal element to it. Do you have the right people in place? A lot of people don't they just sort of run these projects. They there's good people who have spare time. And that ain't gonna work, right? It's just not gonna work.

34:34

Do you understand the why? First, as opposed to the house first. So don't rent the house first, do the why first, and then lack of buy in which just blows me away? After you go through one through three. I can't believe you have lack of buying but we are human beings. And we have different cultures. And then the last one, of course, culture of mistress that'll just keep on, man. You'll stub your toe on that one all the time, too. Yeah, yeah. I you know, I think when we

35:00

Bring it all together. You know, we always said there's nothing worse than fear and uncertainty, right. And as people get into these projects, you know, they have all these things. And so what we do and what we try to do with our customers, as I mentioned earlier by being in for an in for em only is we know, I only like to say we know how the movie is going to end. Like we know the code, we know the words. And when we do that, it helps us understand where we are, and hopefully we can take us through that process. And again, sometimes people are looking for Well, do you have planners? Do you have schedulers? Do you have this? Do you have a clean start? I mean, they're all important things. But without these five, the rest of the stuff? Yeah.

35:48

And I'll just sort of throw this out there is 500 plus implementations. You got some street cred out there when it comes to these bad boys. That's pretty serious stuff. Yeah, because you've seen it all. I guarantee you, you've seen it all. And then some guy, well, every day you get amazed and look even even now with COVID. Right? Yeah, you know, there's a thing we always say, the rent is due every day. So things always are changing. And you know, how we evolved. But even in today's world with zoom with the tools, you can still follow these things. And in some cases, like we have a rule, we always have our cameras on at Volvo. Always, because it's the respect that I think we need. And when we get into these projects,

36:36

there is a level of intimacy that in some cases, you can get in zoom that you can't get. Right. Yeah. But but but but if I'm looking at you, yes, you're looking at me, I'm looking at you and you can't Don't look away. I could see that. But it's it's the ones that are silent off of the back that you can't see. Yeah, that to me, I can, I can see you now. And I can sit there and chirp at you. And you better be ruining my face. And are you active out there on LinkedIn? I am. I am. So yep. Marty Osborn and, you know, again, I publish a weekly blog called Marty's minute on leadership. And, you know, these are just one minute stories about things. I've read things I've seen her that I can share with you. So yeah, www Marty's minute calm. And it's my favorite thing to publish each and every week. And, by the way, I'll share with you one story and I wrote something that's and I heard this through somebody that said, If you weren't afraid, what would you do? Right? It's kind of a great article. Right? It's a question and it talked about a guy who came home. He was struggling, got laid off from his job despondent and somebody looked at him and said, If you weren't afraid, what would you do? And he said, I'd go back and get my degree, went back, got a two year it degree and then had the career, you know, and how great it was, but I was doing an interview with Tammy Riley, who's the reliability head of

38:12

em at Starbucks. Yeah. Super person. And I asked her that she's landed on aircraft carriers. Yes. I mean, holy crap. You know, our mom asked her when she was 18. And said, said, Tammy, if you weren't afraid, what would you do? I mean, what a great super your mom to ask you that question. And she said, I want to land planes on aircraft carriers, like, Okay. And guess what? That's what she did. And so,

38:41

yeah, I think it just kind of ties all this stuff back together as, as, as teams as people, you know, ask yourself, if you're not afraid, what would you do?

38:53

I'm writing that down. Because I like that. And it does it. It makes you sort of go, you perk up. You're like, yeah, that's an interesting question. I might have to think through it. I don't even know what I I would probably do podcasts if I wasn't afraid.

39:11

All right, reach out to mark.

39:14

You're awesome. Again, awesome stuff. Okay, everything. listeners out there, you know, you're not going to go away because we're going to wrap it up on the other side. We're going to have that link to Marty's minutes. Absolutely. Because you must connect there. Marty, you were absolutely wonderful. lead vocals a great company. And I didn't know it meant trusted advisor. Yeah, call it a trusted advisor. And that's, you know, our goal is each and every day is how do we earn that title? And, to me the greatest compliment we can get as somebody says that we were their trusted advisor and that's that's what we strive for. It'd be tough working for it. Okay. You know why? Because you never, never you never let up. Like I couldn't. I couldn't even relax. Here it comes and goes, Marty, man, I better look like I'm busy.

40:00

Alright guys, thank you listeners. Hang tight, we will be right back. You're listening to the industrial talk Podcast Network.

40:15

All right. Two words. Marty Osborn put that down on your book right now right now and reach out to him. So you go out to the stack card on LinkedIn, boom, Marty Osborn, maybe a few more Marty Osborn's out there, put a comma Advoco ad v. o, CO. And you'll find him. And boy, you'll talk about a wealth of knowledge, Polish Nike. He's amazing. So I'm going to have all that contact Information out on industrial talk.com. Of course, you'd have to, and and definitely remember, five points, those five enemies of success. Don't do it. Anyway. As always, let's be bold. Let's be brave, let's dare greatly. Let's be committed to changing the world. That's what we're all about. And then that second little effort, find people who are bold, brave and daring greatly, you will not be disappointed. And you guys are just going hand in hand going forward to changing the world. That's what we're all about here on the industrial talk podcast because it is a celebration of you. Take care, we're gonna have another great conversation right around the corner. So be safe. We'll talk later

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PODCAST TRANSCRIPTION:

SUMMARY KEYWORDS

asset, people, equipment, ranking, diagram, system, Clay, platform, important, industrial, powerful, talk, industry, data, nonconformity, condition, planning, asset management, podcast, motor

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, absolute honor and a joy that you have joined the industrial talk podcast. And it is here that we celebrate the women and men of manufacturing, the women or men of industry, because they are bold, they are brave, they dare greatly. They innovate, what do they innovate? They never stop innovating. That is so cool. And they're changing lives. And they're changing the world each and every day. Why not celebrate them? Thank you. Thank you, thank you for what you do. All right, in the hot seat, industrial talk Hot Seat today, we got a gentleman by the name of Clay Bush, President Stratum Consulting Partners, and they're a partner within for em, a heck of a system. heck of an enterprise Asset Management System. We're going to be talking a little bit about how you look at those assets from a risk ranking criticality and you name it. Alright, let's go.

01:19

Big time.

01:22

He's dude, he's great. And I'm just right off the bat right off the bat. It's podcasts. Don't get me wrong, podcast, podcast podcast. But Clay has a wonderful

01:36

diagram of what we cover in this particular podcast. And it's, you know, step by step by step by step. And it's clear, concise. So yeah, you're gonna listen to podcasts, it's all good. Listen to this podcast all fine and dandy. But I highly recommend that you also look at that video and that of the interview, because the diagrams really good now, say to yourself, Scott, I can't, I can't, I can't watch. I can't watch that video. And I'll say, okay, no big deal. Just go out to industrial talk.com we're gonna upload that particular document. And then you'll have it, and then you can refer to it.

02:18

Excellent, excellent document. Now, one of the things about asset management,

02:24

and the system that we're talking about in 4am, absolutely powerful, powerful system, a lot of flexibility. Chest capabilities galore, right. But what is really pretty cool about it is if you look at asset management,

02:42

from from the perspective of a doctor, right, these practitioners, these Asset Management practitioners want to keep that asset healthy. And they're going to be running tests, and they're going to look at data, and they're going to continue to just constantly look at that information, and to make sure that that asset is healthy. So if you look at it from that perspective, it's got tremendous value. And the people like Clay and others who are in this particular profession.

03:12

I mean, they're, they're doctors in asset management, and they're, and it's really pretty good. At this particular conversation, of course, just lays out step by step by step. And it makes complete sense. And you're just gonna is going to enjoy this conversation. Clay is fantastic, and his team at Stratum Consulting Partners, one of the best at deploying the infor em platform. Now, one last comment, before we get into that interview, right?

03:44

I'm going to continue to challenge you. Because we need you as not just, you know, we need you as a company, we need you as a professional, we need you to be engaged, we need you to be at your best. And and to do that I'm once again going to challenge you to collaborate with people, not just internally, not drinking from the same well, but externally as well. To be able to, you know, challenge some of your thoughts, you got to collaborate and find answers that are once again, the second one is, is innovation. So collaboration for innovative solutions, not just technology, but also just people right. And and I'm constantly learning about how to work with people better. And one of the challenges I have, of course, is I'm very driven. And sometimes that's a that's a challenge. So I've always got to work with and I've always got to be innovative, so collaborate, innovate, and educate. There's no reason the speed at which this this industry for Dotto, IoT, IoT AI and everything else in between

04:49

is moving at a feverish pitch. And many who are in the industry. God they publish out there right there. They've got information out there. You've got to stay current

05:00

You've got to stay current because it is changing fast. And it is something that is never ever, ever, ever going to go away. So it's important that you educate. And it's important that you do it with a sense of speed and tenacity. You can't give up, you can't get lazy. You can't just sort of go, Okay, well, whatever it's on there. Because back to the doctor analogy, right? You're not going to go to a doctor, if that doctor graduates from medical school, and then just sort of stops learning, right? But we all know that the the field of medicine, just like the field of manufacturing, the field of industry, the field of asset management, and everything else, constantly changes. And it's because of people like Clay and others are innovative. That's what it's about it is. So you're not going to go to a doctor that doesn't keep current and doesn't educate themselves. Educate yourself. Alright, Clay Bush, is in the hot seat, go out to a stack card. And I want you to type in Clay bush. And if there's multiple Clay bushes, which are probably as I want you to just sort of put a little comment in there type in Stratham. That's str at USM. And I guarantee you, you'll find them

06:13

great picture out there. No, no doubt about it. And you'll be impressed with his stack card, his depth of skills as not just with him, but but team Stratum. So

06:25

enjoy. Remember, it's going to be probably the majority of that video, got a diagram doesn't matter, because you're all committed to education. That's why this is going to do well. So enjoy the conversation.

06:38

All right, Clay, welcome to the industrial talk podcast. Again, it's an absolute honor that you have joined, and to share your absolute wisdom with the listeners of the industrial talk podcast. We're very happy that you're here we are good morning. Hey, good. To see you. Good to see you again. Yeah, good to be seen again. Absolutely. Especially in this whatever this next normal is new, normal, exactly whatever it is, but it is absolutely, it's you know, what's fascinating, is the fact that we can be able to have this conversation using technology and still sort of, you know, add value, add content, add information for people who are are listening, and truly want to learn and grow and all that good stuff. All right, let's level set real quick, let's give us a little background on who Clay is. And then we're going to proceed forward from there. And we're going to talk a little bit about infor cloud suite EA m product. So listeners, you're not going to want to miss this. And and and note itself, it's going to be a video. So we're gonna, we're gonna look at a diagram. So you're just gonna have to go out to industrial talk.com. Find the doggone video and look at what Clay is talking about their play. All right. Yeah. Thanks, guys. Sure. Broadcasting from Denver, Colorado today, and representing Stratham consulting says the company I founded back in 2003. So we are an in for Alliance partner, and we implement the infor em product line exclusively. So we're very narrowly focused and deeply skilled around that product line. So that's what we're here to talk to you about. Yeah, or Yeah, see, and I think. And as we dive, as I digress real quick, I think pre

08:18

pandemic pre virus, I think we were just sort of a little lazy, little distracted by maybe we're moving forward with business, that's all good. And but now we're in this particular post, whatever it looks like world we live in. And I think that to truly be a business of resilience, you're going to have to leverage technology, you're going to have to be innovative, because you never know if, if this will ever happen again. And you don't want to be in a position where you were when we were free. I think the conversations around technology and innovation are far more sharp and point to greater success. That's just me. Couldn't agree more. We're there just in the nick of time for COVID to hit for us. Yeah, manage all this stuff remotely. So yeah, absolutely. All right. listeners, we're gonna start talking a little bit about em, enterprise asset management in force, the company aim, and we're talking about a cloud sweet. So the data, this particular platform resides in the cloud, you don't see it, but it's up there. And it's powerful, it's nimble, it is, it's flexible for whatever product or business that you are in. So let's start with that. We're going to we're going to start shifting and sharing a diagram. And we're going to start talking a little bit about that. So if you are out there on video, we're going to go down this, okay, we've got a concept map, talk to us Clay about this particular map. The reason I put this map together is to try to demonstrate, of course, not all of the features inside of em because they're voluminous and they wouldn't, it would be a much larger diagram. But what's important to know about this diagram is that over the years, the platform has grown. Of course, it's grown

10:00

But it's grown to the point where you can really manage the assets lifecycle completely front to back. From the time that you purchase it, even when you're planning to purchase it all the way through to the point where you can estimate how long it's going to continue to live, and plan for its replacement well in advance of the need to do so. So you've got a complete set of tools. And in the past, some of these tools were really point systems that were outside of the ATM, but now the footprint of VA has grown. So it's kind of subsumed, a lot of those little point systems that used to be sold. And there's no longer need for that it's all in one platform. And I like it, because the conversations that I've been having, with many within the industrial space, the manufacturing space have been around how do we innovate? How do we leverage this digital journey? And what do we do because you can, you can quickly get disconnected. But em and the platform and the flexibility of this particular platform lends itself well with all of the technology and all of these enablers that, that companies are looking for to succeed. And and that's what makes, you're gonna have to put it someplace. And that's why this particular platform is so powerful. So let's start a little bit about agis asset registry them. And if you're not out there on video, we're talking left to right. Asset registry top is sort of a hierarchy, asset registry work management, long term Capital Planning, planning, and then sort of business analytics, modeling and so on that's at the top. So let's talk a little bit about asset registry play. Yeah, I think this is a timeline. And Scott, the asset registry has always been the foundation, a VM, that conceptually that hasn't changed. What has changed is the richness of the asset registry, the functionality around asset data that can be put into em has really grown. So yes, you still have the basic equipment master. But now you have, for example, the ability to add, you know, virtually unlimited fields, and content, rich media attachments, all that stuff,

12:10

you have looking at the bottom, you have now the ability to spatially visualize your assets, whether that's in a 3d model like AutoCAD, or BIM, or a 2d mapping model like GIS, regardless of what your asset type is, the state of the art is you need to be able to visualize it on a drawing or on a map. It's not just text in a screen anymore. Now, with that said, that's, that's powerful stuff now is that on, it cannot be done, let's say my asset on a real time basis, so I have a motor out there. I've got it in my asset registry, I have all of that capability, be able to look at that, that motor is their way of being able to sort of spatially look at that asset and and the health of that asset on a real time basis. Oh, yeah, absolutely. Even like, even if it's a GIS map, or if it's a 3d drawing this, the principle is the same, you need to be able to visualize that asset where it exists in overall asset structure. And you need to be able to drill into it and find out it's held work order history, its criticality, and pop up the drawings, all of that stuff from within that visualization right now and clicking on a record on Yeah, and it's foundational play, I mean, you get, you've got to really invest a lot of time, energy and effort to be able to do that accurately and correctly and create those processes. Now, just like anything else, within a in a business in a manufacturing or an industrial environment, I'm going to change that motor out. If I do this correctly, that that switch, can that switch out of motor is relatively easy. And then that same visual or spatial visualization would exist for that new piece of equipment, right? Yeah, yeah, you get into topics like replacement, unchain versus management of change, which also is handled by EA and but the process itself is pretty simple. Yeah, man. He says, yeah. And then, you know, within that asset registry buckets got there's a, there's another one, I've got listed there called equipment ranking, which is kind of deceivingly simple, but very, very important. And this, this feature has been in for a couple of versions now, but it's really grown to be very important. I mean, what you have the ability to do now is formally rank your equipment along several different key dimensions. You can rank your equipment by risk, you can rank your equipment by criticality. And you can rank your equipment by condition. And no matter which one you're approaching, you do it in a formalized way by establishing a survey with questions, answers, scores, weighted formulas. So it's, it's a very, I keep using the word formalized, but it's a very rigorous way to establish your your equipment and where it ranks versus the other equipment that you have out there so that you can focus your attention on the right things. So why is that? Why is that important outside of the realities that I can focus my attention

15:00

Is that really the driver behind creating this sort of equipment ranking? That the important thing about it, is it it is formalized. It's in the database, everyone knows the rules that you apply to get that ranking in the past before features like this existed, you had equipment, criticality field, and people would use it in a haphazard way. So if you sort your equipment by criticality, you know, it was maybe more of a matter of opinion, rather than a formalized, rigorous assessment. Yeah. And that would make that, hey, this is my favorite pump be at the top of this particular criticality rating when it might not be though. And I would imagine that it would also drive my,

15:41

my purchase decisions as well, what do I need to have an inventory and vice versa, I don't have that. This is a critical base, it might be a small pump, but it runs, you know, half the, the the environment, whatever it might be. And so I need to have that available. So that things like this equipment ranking informs a lot of things downstream, which we'll talk about. So it's really a key foundational elements of get your equipment master set, you know, nomenclature, richness, completion of data, this visualization and the ranking setup properly, you're going to be in a great position downstream to do all sorts of things and see, and when I look at this particular diagram, it makes sense that you're going to invest a lot of time in making sure that your equipment is properly identified rank. And then just by virtue of doing that work up front. As I go to my my left side, when I start talking about work management and Capital Planning, it makes that effort a little bit more streamlined. Is that correct? You got it. That's the way it goes. Alright. Let's, let's talk a little bit about work management right now. Yeah. So let's move on over Of course, the heart of em system for years has been work orders, right. Yeah. You know, that's the main cost collection vehicle and reliability, data collection, vehicle, a VM, right. It's still the case today. But now you have expanded capabilities, even in the work management realm, like what I've got depicted here, calculated work order priority, this is a way that EA m can assign a work order priority. And it's tied right back to that ranking. Yeah, establish a condition rating and you put work orders in there, there's a background process that runs and continually updates the work order priority for you. So that if you're a planner, and you're assessing the backlog, you get a much better picture of

17:31

the most important work orders in the backlog, not just the user assigned work order priority, this is a calculated priority that really takes into account not only the users assigned priority, but how old the work order is, and its ranking. So that's a great Planner Tool. Seems simple, but it's very powerful. Yeah. And once again, as I look at this particular diagram, we've we've done our work up front, we've created our criticality of our risk of our equipment. And it just sort of naturally fits in with that work order prioritization and how that system looks at all of the dynamic pieces of information on that particular asset, and be able to rank it, that's a powerful, powerful tool, it's much better than just user assigned for already in date, which is traditionally how people have ranked it backlog. dine, replace this motor because it's in a nice section of the area over there.

18:25

And then you've got, the next thing I've depicted in the diagram is non conformities. This one's reasonably new feature as well, but expanded in the last couple of versions. And this nonconformity is is a intentionally general term, it means that you've noticed something about your equipment that needs to have continuous attention or attention downstream, you don't want to lose track of it. So in the past, people might have put a work request in to identify things like this a crack, you know, a noise, something that's not critical at the moment, but you want to not lose sight of it, because it may become important. So this whole nonconformity tracking takes out that piece and sets it in a module. That's not a work order. It can become a work order later on. But it's an auto reminder system, a tickler system that says, hey, you noticed this issue on this piece of equipment. And based on the way you scored it, you need to look at it again in a month, or three months or six months. But it's a it's a way to, again, have a regimented rigorous ways to keep track of potential defects and make sure you don't lose them at the right time you slip it into a work order and take care of it and then there is it out, would I use this particular section of em or this particular module, if I'm doing vibration analysis, and I, I see some sort of trends that are taking place what I sort of say, adding this asset, we had this little squiggly line and so on. And so, what I do with their that might it be a case to introduce a nonconformity mild vibration on a pump in a motor? Sure. That would be then that'll tie also into the next topic, which is IO.

20:00

But non conformities a lot of people think of those as originating in the transit industry where you're examining bridges and structures and things like that. So you may notice a crack or some scoring or something like that, that, yes, it's cosmetic at this moment, but it could you know, how water eats away at structures and things like that it could become critically important down the line if we don't keep track of this. But bottom line, you need a place to put those those I have observed this. And if you didn't have a place to put that, that observation is like, I have no place to put it. I don't know where to go. Well, people used to cram it into the work order file. And that's right, work orders and complicated the backlog that Wow.

20:40

Okay, listeners, that that's a big topic backlog. And working through that backlog. Continue. Continue. Yeah. And then of course, the, you know, one of the biggest topics going on in Asset Management right now is IoT, right? In the old days, we used to call these skated interfaces, right? Yeah, principle is the same, you're going to get this telemetry data, which itself is an old school term, telemetry data out of your SCADA system, your control systems, your devices in the field and into em where you can act upon it, right? two simple cases. One is you want to get equipment usage, from these devices into em, and let em generate your

21:19

plans, scheduled maintenance, preventive maintenance routines, simple case, a lot of people doing that been done for a long time. Beyond that you want to bring have the potential to bring in alarms. Yeah, their telemetry data, temperatures, pressures, things, you want to put some boundaries around. And if they start trending outside those boundaries, then you're going to act on it, you're going to create a work order a work request, or just a simple notification that says, hey, pump a is consuming more energy trending upward, or the temperature yes, those those two different systems like,

21:52

skater, let's just call it skate and em were separate for so long. But now it's so easy to integrate them. That's, you know, it's IoT. Yeah, what you're saying is that this particular em platform is able to just get that data collected. And it's somewhat agnostic to it. I don't care if it's a scalar DCs, whatever it might be, wherever that data resides, I'm able to sort of through whatever interface Yeah, pull it in. Mm hmm. That's right. Now, these data systems, these IoT systems, they collect so much data, it's like an ocean of data out there, EA m doesn't need that much, just a few sips, every few hours or every hour. Yeah, to do its thing. So having that easy integration gets the right data to the right place at the right time. Yeah, I like that. All right, let's talk a little bit about Capital Planning and long term.

22:44

Alright, so moving on over, let's just, you know, of course, assume that you've got your foundation of asset registry in place, and your work management processes and procedures are in place, yeah, reasonably mature. Now, you can start looking at looking towards the future, if you will, getting that forward looking view, it's not just a lagging indicator, we've got potential leading indicators that will inform us on how much longer these items are likely to last. So really, what we're talking about is these three key things.

23:17

One is

23:18

facility condition assessments. And in the past, before, some of these features were in em, we would conduct facility condition assessments by virtue of a work order, with a checklist, you know, on mobile, and it was a good process, very good process. There's nothing wrong with it. But essentially, what you're doing is, every year to three years, depending on the criticality of equipment, you're going to go look at it, and you're going to say, Well, this is good, fair, poor. And, presumably, in your database, you know, when you bought that thing, and we can put average estimated lives by classification on equipment, but then when you do a condition assessment, that means your asset may not last as long as you thought it would, based on its condition, or it may be really good. And you can take it on beyond where you thought it was going to last. But you don't know unless you get out there and and conduct these condition assessments. So this, again, ties back to the equipment ranking, you can now do condition assessments through the ranking module, which is a very formalized, regimented scoring mechanism to do that. You don't have to do it through work orders anymore. Can I look at particular sections of my facility and get a condition assessment based off of let's say, my, my equipment ranking in that particular location? And it sort of gives me the health of that? That's a common question. Yeah. People want to know,

24:39

especially managers, they don't want to know that this motor A is a condition to they want to know, at a system level. Yeah. You know, think of a wastewater plant. You know, the whole headworks system. What is the condition of it? arola. So, yes, you still You can't escape having to do those low level condition assessments, but the roll up capability

25:00

It tells you the overall health of the system. So yes, important yet. And then you can, you can drill down from there, you're gonna say, Hey, I'm yellow, whatever the dashboard is saying, I'm yellow in this section, let's drill down. Oh, it's that, Oh, I got it. There's a work order Arctic, I can I can just get I can get the information I need to that's right maintenance people tend to think in discrete assets, engineers and managers tend to think in systems, yes, you can get them the type of information that they need

25:26

to make their own decisions on.

25:28

And what's important as you start looking forwards, God is the next block I here have here is the strategy. If you take an individual item, and you think about it expiring, let's say 2025, we know this particular pump is

25:44

reaching end of life. Well, what are you going to do with it? Are you going to replace it completely in time? Are you going to rehab it? Re, you know, overhaul it,

25:54

you have to have a known strategy, or even multiple strategies available to you. So you can do scenario analysis, because invariably, you're going to have limited dollars. Yeah. So you may not be able to get that brand new shiny motor, and pump, you might have to do an overhaul. So given limited funds, you have these pre built scenarios in there that you could

26:15

trade off between, if you will, but that's now in the database and not in someone's head or on some contractors estimate. See, that's, that's powerful. And we take it for granted. And sometimes people are just saying, I got to replace it, I got to replace it. But but to have the data have the information available to truly be able to make those decisions on do I replace it or rehab it? What if I rehab it? How long? Is that gonna? You know, those are those are powerful strategies. Yeah, some equipment can be overhauled and brought to like new condition and some can't. Yeah, so the only way to know that is to examine each one and, and implement those strategies into the database. I love it. Right. And so, once again, this, this bottom block I have is remaining useful life analysis. yam does that for you. Now, you can see it right on the asset screen based on the ranking based on the condition, you can look right there. And it tells you the year in which it's expected to expire, simple as that right there. Easy reporting isn't dynamic? Is it a dynamic analysis? So it's pulling in IoT data? And it's heating up here? And whatever? It's Yes, it changes.

27:23

It is dynamic. Yeah. And this is something that we really, in the past had to embed a lot of intelligence in reports and scripts and things to produce. But once again, the platform is expanded to the point where this is just literally listed right on the screen.

27:39

That's pretty cool stuff. Pretty powerful. Yes. Cool. And you know, what a thought comes to mind Clay is that, you know, people businesses are struggling with that human element. You know, that knowledge, leaving whatever it whatever it's a it's a challenge. It's whatever this the the silver tsunami, all of these individuals that are leaving and retiring, and so on, and so forth. But the way you set this up, really addresses that if I do it right, in my agile acid registry, if I do it right, with my work management, and so on, and go from left to right here. The impact of people leaving and coming and going in the dynamics of just human behavior, is managed a little bit better here in this particular solution. Yeah, we've been talking about it for years is how to capture that knowledge and, and all these people that are going to be in this wave of retirement, so you're hitting the nail on the head. Yeah, perfect speaker getting that intelligence in the database and out of their head. Okay, so here's, here's a big beef for me. So the last block is business intelligence, analytics, data analytics, modeling AI, all of this stuff sort of resides? Can Can you sort of expand a lot because people talk about it. But I want to, I want to hear what you have to say about here. Sure, yep. This ties right into and kind of rides on top of the long term Capital Planning. So you'll have to make a little bit of a mental leap with with me here on the asset health dashboards, but what you're trying to present, you know, largely to managers and executives is here's our fleet, if you will, or here's our asset ecosystem. And you know, we can red, yellow, green, by system by individual asset. Here's a here are the assets that are good. Here's the ones that are, let's say, midlife and here's the ones that you need to be putting in the budget for overhaul or replacement. In the next you name the timeframe, the next year, three years, five years, right, you name the horizon that you're planning on. But those dashboards highlight areas of concern, assets of concern, right. So there's your subjects that you need to plan for. scenario analysis is different. This is where you say you provide parameters like I have a million dollars, or I have, you know, $2 million. And I want to I want to look at how I can apply that million dollars across my criticality.

30:00

123 you name it. Right? So it's what if scenarios, and this is huge in the transit industry, it's also big in public utilities with limited funds. How can I stratify my dollars and replacement strategy? What can I really get accomplished next year, two years, three years with the money that I have. And once again, the equipment ranking comes right back into play here. So our top criticality, our top risk, items should rise to the top and we should spend our money on those first, to make sure that we're covered, I have to tell you, that's dead sexy, if I'm in a data, and if I'm into asset management, and what you're doing, and what you're talking about here on this particular am in for em platform and how you apply this logic, it is man it is cool stuff and powerful. And

30:49

like you were saying, there's there's this, there's this thing that's happening, and it's constantly growing and refining and becoming more powerful and stronger, better, faster, whatever, Steve Austin approach, and it only gets better from here, it's not going to go down. Health, right? Yep, less slow, really solid and growing. And as I said, it's continuing to roll in. Things that used to be a point systems are now in the, in the platform, and it's integrated. And I have to go down the road of being able to say, Oh, my gosh, I remember the good old days when you have to create all this other stuff, but it's, it's anyway, are you active out on LinkedIn, we're gonna have to wrap this up. Are you active out? there? I am, I sure am. So reach out should be able to search me up play Bush, don't forget one more thing there, which got the last block. And this is, you know, this is still brand new. And, you know, it's talked about a lot, but this is, it's no longer on the far horizon. It's here. And that is predictive machine learning algorithms such as enforce Coleman, the biggest challenge people have in that area right now is not having enough history to feed the machine. But we're eminent A lot of people have been running a game for 10 1520 years, and they have good history and the history can be improved and tweaked and, and smoothed out, let's say so that these algorithms can look at your history and make intelligent forecasts. So that ties right in there with the bi bi analytics and the modeling. But again, as soon as you have the history to support the algorithm so that's up and coming thing there's a lot of new technologies out yeah, that's that's all stuff ality but this is the closest one of them. Yeah. I think that's cool, too. I think that's really

32:34

you need that history. And I bet you could not Nevermind. We're running out of time right here. So Clay bushes, the gentleman that's bu sh Stratum. If you if there's a couple of Clay bushes out there on LinkedIn, just calm up but Stratum str at u m, is the company you'll find play reach out to him. Definitely this infor cloud suite em is a powerful platform, definitely in this world of industry for Dotto, play. You are absolutely spectacular. I love this fellow asset geek. God, thank you for having me. Yeah, it's sort of set to a certain extent, but it's pretty cool too. You know, it's amazing, wonderful job, wonderful job, reach out to Clay. Now we're just gonna we're gonna have all of the contact information out on industrial talk comm so do not go away. We're going to wrap it up on the other side. Thank you very much for joining. Stay tuned. You're listening to the industrial talk Podcast Network.

33:36

All right. I hope you enjoyed that interview with Clay Bush, President of Stratham consulting, that's str at us consulting partners is the company telling you a

33:49

fantastic approach to that in for a platform and how to manage those assets as a company as as, as you proceed forward, vitally important, vitally important in this world of COVID-19 whether we like it or not, you got to build a business of resiliency, and it comes through people like play a platform like infor AM. All right. I'm gonna challenge you again. Once again, you want to be bold. You want to be brave, right? And dare greatly. Those are important qualities, especially today in this COVID world. But I'm going to challenge you to find individuals that are both brave and daring greatly and your product or your just your view on life will be definitely changed. Reach out to me. Industrial talk comm I'm more than happy to connect with you. All right. We're gonna be having another great interview right around the corner. So stay tuned. Thank you for joining

The post Mr. Clay Bush with Stratum Consulting Partners an InforEAM Partner talks about Asset Lifecycle Management appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking about the virtual event of the year- Fluke Reliability’s Xcelerate20! Home to 3 powerful iconic brands – Pruftechnik, eMaint, Fluke Connect and Accelix. (that right-the guys with the black and yellow tools are FAR more than just hardware!) Join forward-thinking maintenance & reliability pros as they gather, learn, get inspired and become resilient. On air we are speaking Suzane Greeman, President and Principal Asset Management Advisor at Greeman Asset Management Solutions about “What does a resilient career look like”. Below is a quick summary of Suzane's Xcelerate20. You can find out more about Suzane by the links below.

What would it take to have a profession or career that outlasts roles and transcends companies and industries? Can you experience professional fulfillment, while maintaining relevance to your stakeholders?

Many professionals would love to do so but are unsure of how to get this and how to sustain it. Yet, the making of a resilient, timeless professional that can mitigate risks associated with relying on a single company or role, needs to be holistically planned. Sounds obvious, but what does holistic planning of one’s career involve? It requires partnership with one’s self.

In this 50-minute speech, asset management strategist and author, Suzane Greeman will invite participants to journey through some lessons that she learned at the “University of Hard Knocks”. She will share some important elements of a timeless career and key steps that she has used to partner with herself to develop true resilience in professional life.

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!

SUZANE'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/suzane-greeman-asset-mgmt-exec/

Company LinkedIn: https://www.linkedin.com/company/greeman-asset-management-solutions/

Company Website: https://greemanassetmanagement.com/

Company Facebook: https://www.facebook.com/GAMSINCASSETS

Instagram: https://www.instagram.com/gamsinc_assets/

Twitter: https://twitter.com/gamsinc_assets/

SIGNUP FOR FLUKE RELIABILITY'S XCELERATE20, RIGHT HERE RIGHT NOT – YOU WILL NOT BE DISSAPPOINTED!

Xcelerate20

PODCAST VIDEO:

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

people, asset management, risks, talking, Suzane, assets, collaborate, organization, listeners, career, work, Reliability, resilience, opportunities, reached, company, resilient, business, Xcelerate20, certification

SPEAKERS

Scott MacKenzie, Suzane Greeman

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 Hey

Scott MacKenzie 00:21

there, welcome to the industrial talk, podcast, absolute honor, once again, that you have joined this platform, this industrial talk platform that features in it does features the women and men of industry, the women of men of manufacturing companies that get it done, they are bold, they're brave, they dare greatly. They're changing the world through innovation. They constantly think that's what they constantly do. They never stop. And they never stop saying, How can we help people? That's, that's the biggest part. They're making my life better. And I guarantee you they're making your life better. Even if you don't notice it. They're making your life better. All right, who's in the hot seat? That's right, her name is Suzane Greemen. That's gr e ma n. She's got a lot of pep out there. She's exciting to

Suzane Greeman 05:03

Oh, my goodness, Scott, thank you so much for having me. I I'm still laughing from our last one. And that was fun, wasn't it years ago.

Scott MacKenzie 05:14

If you can tell in her voice, she's passionate about what she does. And she's she's infectious, in a good way not infectious, like a COVID way.

Suzane Greeman 05:23

Thank you.

Scott MacKenzie 05:25

Why would I use infectious in this world that we live in pandemic? No, she's not COVID. She's a good infection. Yeah. Whatever that looks like.

Suzane Greeman 05:36

All right, but I'm really excited to be here. And thanks for having me again. And thanks for working with us to get Xcelerate20 2020.

Scott MacKenzie 05:47

That's an exciting event is virtual, and they're, they're a Fluke. reliabilities doing a lot to make that event really spectacular. And you to make that happen. You're one of the keynotes.

Suzane Greeman 05:59

Yeah. And as I'm quite pleased that and, you know, when Donna reached out and asked me if I duet she got on the phone, actually. And I thought, well, first of all, I can't say no to dawn. I can't say no to flute. But it was such an interesting prospect, because then I asked her, What was the theme that she was working with? And she mentioned that resilience? And so I thought, Okay, how about, if I were to talk about building a timeless career, you know, and a timeless career is about resilience in your professional life. But that comes from something that was so partnership,

Scott MacKenzie 06:38

self partnership, but before, because that's, that's great stuff. And let me just sort of what got you to this point, give us a little background on who Suzane is, by the way, she spells her name, Su z, A and E. So don't go out there and say, Scott, I can't find her. Just spell her first name wrong.

Suzane Greeman 06:57

Oh, oh, my goodness, I didn't even think about that as a possibility. But yes, oh, yeah,

Scott MacKenzie 07:03

I do. Because I'm a paid professional. Make sure that you get the biggest bang for you know, this, no, this is all fun. So give us a little background there, Suzane, real quick.

Suzane Greeman 07:14

So I myself, I'm an engineer by by discipline. And I've also gone through and done like my MBA, because I wanted to learn about all aspects of of my professional life. So I mentor the business side of it as well. And I've done quite a bit of other asset management certification. So my line of work is asset management. I have a company and that company delivers asset management, consulting, education, and really advisory services coaching for our clients. That's that's what we do. So it's along the lines of asset management. So just before I'm gonna interrupt real quick define asset management, what do you mean by that? So what we're looking at with asset management is how we manage our assets to deliver value to our stakeholders. And it really comes down to that if you start from the perspective of value, then you work your way back to assets that you're supposed to have, then that dictates how you manage the assets that you have, how you look at asset turns, when are you supposed to be changing over assets, because you want to be sure that you're not miss miss? Well, spending money in appropriately put it that way, especially, especially now, nicely,

Scott MacKenzie 08:32

better have those hot guys going and making sure that you're spending the right money at the right time with the right asset, start talking about assets, we're talking about a pop about that thing that is important to either your manufacturing, whatever your base that we're talking about,

Suzane Greeman 08:48

right? So we're talking about, you know, your quiet, right, all of those types of equipment, but you're also talking about infrastructure that you walk on infrastructure that delivers your water takes away your sewage, you know, we're also talking about data, we're talking about your it network, we're talking at some point, even about your human assets, we're talking about intellectual property. So it could be like a wide variety of assets that that companies are, are looking at. So the most important thing is if you start from a perspective of value, then every single transaction every every, we call them investment decision that you're trying to make, whether it's big or small, you always examine the question of value and whether that is of best value to the organization and to its its stakeholders.

Scott MacKenzie 09:37

It's so interesting that you bring that up and when we start talking about asset management, some people have put on their financial hats and and I think it is a perspective of value art and I'll look at it I'll try to simplify because I am not. And I repeat you listeners out there. I'm not as smart as Suzane. So I always have to simplify down to the real so

Suzane Greeman 10:00

You you've been well question to remember that every time you say something funny remember how much I my capability to laugh is tremendous. So just remember that.

Scott MacKenzie 10:10

That's why I'm doing it. Definitely. So I look at it this way two things, is it? Is it something that's going to make me money? or save me money, right? And I can throw in safety and I can do all of that other stuff. But really, when we start talking about what has taken place within this pandemic world is this next normal, whatever we want to call it. I'm laser being focused on how do I retain the right talent? Right? How do I manage my risks, or build a wall around and get rid of that risk? Save money, make money, right, and to create a business that has some level of resiliency? And that's all you're talking about? quite frank, right? And you're not saying it from? You know, I mean, everybody, everything's an asset.

Suzane Greeman 10:55

Yes, everything's an asset. And, and I'm glad that you broke it down. Because in my books, that actually comes down to two things that comes down to what level of performance you're trying to get out of out of your assets, which aligns with whether it's a part of values, not all of that. And then the other part is, what risks are you trying to mitigate. And I like to leave cost them finances out of it to the end, because cost and so on, can't be directly controlled. So ever, all costs are related in a business, such as an asset dependent business costs are related to either trying to deliver performance or trying to mitigate risks. Where I think we misstep a lot in organizations is that we don't take a wide enough approach to risks. And it's one of the lessons that's coming out of COVID. So in asset management, you know, I look at risk in a three dimensional way. First of all, there is things we call them external threats. You You can I want to say you can do something about it, but you didn't create it. The company didn't create it, they didn't create it. How about

Scott MacKenzie 12:07

how about an example of that as being COVID-19?

Suzane Greeman 12:11

Exactly.

Scott MacKenzie 12:12

Nobody had in their business continuity plan, that there was a global pandemic, and everything, everything would shut down.

Suzane Greeman 12:18

Exactly, there is COVID-19, which we can see. However, there are other things like your regulators, they're things related to laws change, and those things that you can't do anything about climate change, you didn't create any of those things your assets been created, but yet, your assets and the organization itself have to build resilience against them. And then we have the second dimension risks, no, that are created by the organization. So this has to do with lines of defense of the organization not being in place, missing systems, missing procedures. Yeah, incorrect application of talent, incorrect ways of doing things. So those kinds of risks are created by the organization. And they're not specific to any type of assets. And they can only be fixed by looking at systems processes and culture. So that's the risk created by the organization. And then number three are the risks now that are created by the assets themselves. Usually, those risks relate to relate to risks of failure. Now, if you think about making money and saving money, then risks managing risks properly, have to do more with with saving money, there's a way to capitalize on risks, we call that opportunities, which would allow you to make money, but for the most part, when we talk about risks, we're talking about how we preserve value, and hence how we preserve capital within the business. The reality of some of this, if we look at things like safety and the environment, too likely, then we miss out on two very important liabilities, that that that we could run into later that could become financial liabilities. As a matter of fact, there is a lumber company, I think, that in January, did not have its operating license renewed and it was closed down somewhere here in Canada. So so you have to always be considering all the aspects of risks in that multi multi dimensional manner. So that so so that you know, what the asset is supposed to respond to. So if it's climate change, what should we be doing to the assets know, to make it more resilient to increase flooding and increased risks of fire? What should we be doing to the to the assets to protect it? To build the resilience of the business, because in asset dependent companies, we deliver value through the assets.

Scott MacKenzie 15:08

Alright, listeners are three components right here, risk management resilience. I've taken that one. Yes, right. Number one, let's talk a little bit about those external risks, things that you can't cover, but you got to be aware of those are that's number one, external risks, the risks that are generated by your organization, that means your failures from systems, processes and cultures, you got to work on that most definitely. And then, of course, the risks of the assets. And the failures of that all of them actually tied up with the risk management of resilience.

Suzane Greeman 15:43

Correct? And when when you think about it, you know, they have a saying that everything that runs, runs from the inside out, yeah. So why. So what it means is that within the organization, you have two dimensions of the risks that need to be managed very carefully. Yeah. And so we're very good at seeing like the risk of failure, but we're not very good at seeing like the organizational risks, because that is about who we are as a people, how we work together, how we what systems we have in place, how we fortify the three lines of defense for the organization, the external threats are those know that you didn't create them, they asked us to create them, the companies didn't create them, but yet you must respond to it. Otherwise, you will go under, and they could be anything. So usually, if you're looking at that and use a you know, standard business tool, such as your your pestle or opportunities and threat, you look at your political and legal technological look at what's happening now with the onslaught of industry 4.0. Like, like, companies are just now caught, like, like, there's an headlight like, okay, I hear you're I know, IoT is here, but what do I do?

Scott MacKenzie 17:10

pre, you know, pre, on Monday, pre, pre COVID-19, everything was like two to five years out, come Tuesday, when COVID-19 decided that it wanted to flip the switch. Now, all of a sudden, everyone's like, I need a digital digital journey. I need a digital solution. I need a digital, something that helps me see what's going on. And you're absolutely and so, you know, you brought up a good point. First off, there's a couple of things, rich, with content here, folks, is we always talk about it always gets down to people, doesn't it? Yes, all of this stuff is fine and dandy. You can physically you know, you got your assets you got got the it gets down to the people and how the people react to all of those particular risks. Now, with that said, right, with that said COVID was, yeah, there's a there's a challenge on one side, and everybody's feeling it, that's without a doubt heard it, definitely. But the positive side, is the fact that people are truly focused on what is important. Now all of a sudden, when we start talking about asset management, it comes from the perspective of true, I want to know, and I want to have insights, and I want to be able to execute with a sense of purpose and focus. Right. And it's sort of it's an interesting mental transition. No, I don't want to hang out by that water. The watering hole, I want to come over here and talk about solutions. And it's been it's been really good. With that said, and we talked about the resiliency, you know, and what does that mean? Right? Tell us, you know, your your, your want to talk about a resilient career, what does that look like?

Suzane Greeman 18:54

You know, it's really interesting to think about resilience, because when I spoke with dawn, and she, she kind of talked about, like, coming out, coming out of this and, like, kind of like a phoenix coming out of out of the ashes.

Scott MacKenzie 19:11

good analogy. Oh, I like the word picture. Yeah.

Suzane Greeman 19:15

So so when you when you think about this, how can you have a career that is timeless, it's not dependent on a particular company. It's not dependent on an industry? How can you develop that kind of career? So it's, it's, it's a multiplicity of things. It's complex, but I like the graphic that you put up. So I'm gonna just use some elements from that. And I won't go deep into everything because that is the focus of my, my keynote speech that I'm really looking at

Scott MacKenzie 19:53

planting the seeds of anticipation. Yes, like I'm just gonna skirt along skirt log. fullstory you've got to get to Xcelerate20. And

Suzane Greeman 20:07

the reason another reason that I chose this particular topic is because it is the most common question that I get from people believe it or not, the most common question is not, what is asset management? The most common question is associated with people's career. What should I be doing to improve my career? What certifications should I be taken? That's the kind of question that I get more often than not. So I always start people off with, what do you want? This is your one life. You can spend your life live in Suzanne, live in Scott live and anybody else. It's good to have Scott side,

Scott MacKenzie 20:52

Suzanne side, but not trust me, listeners don't go down that aim higher.

Suzane Greeman 20:59

cracking. So so so I tried to get people to focus on F word to have your dream career, what would it be? So if you're able to define that for yourself, then we can then map out a path of education, certification and experience to get there. No, I had somebody really I consider No, now that I'm 43, I consider somebody who's 23. To be like, really young. And he he reached out and he wanted to know about certifications. And like, dude, first tried to get your base qualification to enter the market. Then when you get your base qualification, cheese, the thing called experience, you need quality experience, but you also need quantity of experience, you need that experience so that in later life, you can stand on it. When you get your certification, you have something behind it, and underneath it to present to people. And so I try to focus, especially younger people on get some good experience, you need multi dimensional experience, you need experience, deep seated experience in something. So there needs to be something in your career that you know, really well,

Scott MacKenzie 22:21

then you're talking mastery

Suzane Greeman 22:24

of it. And if you listen to, for example, like Malcolm Gladwell, when he spoke about the 10,000 hours, you know, you need you need to know something really deep, then you need to also know related things. You may not know them as deep, but you need to know what they are. Because nothing works by itself in an organization. So if you were to go to an organization and say, let's, let's get an asset management system going, you need to know that there are cultural aspects to it, you need to know that there are financial aspects to it, you need to know that if the company is unionized, it's a different kind of culture than if it's not unionized. So you need to know these related things, you need to know probably about quality management. So in other words, what I'm saying is, when you get deep into what you know, try to also get cross disciplinary experience. And that comes from project work. It comes from deliberately opening up yourself to all kinds of opportunities. And you know, we started off with you asking me about where I'd been on what I done. Among things I hate to do is to talk about myself, but I've been fortunate to have gotten some experience and I really took

Scott MacKenzie 23:44

one of them was that unfortunately, this is a podcast. Whether you like it, knock about yourself or not. It's about you. Don't hold back. Nobody wants to hear about me.

Suzane Greeman 24:01

Oh, you kill me. What? So among the experiences that I've had that led to, I ended up having so far, I've had like, five different careers, and I've loved a lot of them. But I have the opportunity for a couple of years to join an HR department as an HR business partner dealing with capacity building. And people would say what if you're an engineer? Why Why would you take that and, and did you go and soft near your engineering self by by going into into HR. And the end result is that I didn't know these many years later, that I would be a consultant going into people's organizations now to tell them about how they can implement different types of systems and realize the importance of culture, and then how to integrate that into my work. So in other words, if you're 23 I would probably I can't tell anybody what to do. But I would prioritize good quality experience over certification. And then when you had some amount of experience, come back and do certification. A lot of people are doing it the other way around. And they're finding that they don't get as much as much value out of their journey. That's interesting.

Scott MacKenzie 25:22

That's, that's, that's sage advice. I mean, that's the I agree with you 100%. on that, and and what I hear the themes that I hear from your, your conversation is that it has me personally, because it's about me now. Is, is the passion for learning, right? And a desire to learn. And there's, there's no reason not to learn because there's people like you and others. There's the stinking World Wide Web man and has a lot of great insights into how to, but I like the quality versus and versus quantity but quality experience. I think that that's just uh, yeah, fascinates always people.

Suzane Greeman 26:08

Yeah, it is, it is really important. So then, you know, you mentioned people. And it's, it's, it's so important that everyone understands that you deliver nothing by yourself in an organization. So you could be the brightest, brightest person. And if you don't have the ability to collaborate with other people, and collaborate multi functionally, so you have to collaborate with people who know more than you who don't know what you know, who know other things than once, you know, yeah, have to collaborate with people who are more powerful than you, you have to collaborate with people who are less powerful than you. And you have to do that in every part of every deliverable that you're trying to give to your organization. Or to or to somebody else. So it's, it's super, super, super important.

Scott MacKenzie 27:05

The, I know, I don't want I don't want you to gloss over it. And I, you gave three supers in that. I mean, I'll add another super because I I don't think because we're we're just humans, we need to collaborate, you can't do what you need to do to truly be successful. Whatever that looks like, in a vacuum. You have to collaborate with people who are in for me, it's easy, because it's a low bar, collaborate with people who are much smarter than you and tell you is true.

Suzane Greeman 27:37

them all.

Scott MacKenzie 27:39

But it's true. You want to click, you don't want to collaborate. I mean, it's just there's a lot of just go getters, man, I always talk about Be bold, brave, daring, greatly hang out with people who are bold and brave and daring greatly see how your world changes. Exactly, exactly. Okay, we got to hang out more often, Suzane,

Suzane Greeman 27:59

I love it. And you know what, I spend a lot of my time talking to people as well. And just I'm telling you, I meet interesting people, I connect with them. And I stay connected. And I stay interested in their lives and what they're doing. And I find that I learned so much through these kinds of interactions. You know, today I connected with, with a gentleman by the name of Terry. And just out of the blue, he reached out with me yesterday. And he sent a very nice message. And then we took it further and, and suddenly, we now have an extremely great interaction. You see, and now Terry is in my network. I'm in terrorist network. So terror becomes a resource I could lean on I could bone something off of Yeah. And right away. Today already. I've learned something from Terry. So and we've only met like, probably 20 minutes ago. So your your ability to collaborate and attach yourself to resources, but also ingratiate yourself to people because nobody owes you anything. The world doesn't owe you anything. So you have to develop that that skill set to ingratiate yourself so that people find you present enough to collaborate as well.

Scott MacKenzie 29:22

I call that the beer factor. If I want to have Bear Bear with you, then you got a high collaborative factor because he just is. But it's interesting. You bring up an absolutely Good point. And I think people, majority of people in their hearts want to help you and if you ask in a way that is sort of humbling, you know, vulnerable, yes. Hey, I need help. You're gonna have people busting down the door and saying, I'm here to help you. I'm here I'm here.

Suzane Greeman 29:50

Yeah. And there. I mean, there are even angels walking amongst us who have dedicated themselves to helping people who are refusing help and who haven't said that they needed to be held. But you know, we have another term for it in Jamaica, again, we say, the man who has raw meat seeks fire. So you're interested in getting someplace you're interested in learning something, seek out the people who have that knowledge, or even can connect you with with that knowledge I had this summer to young people, just reach out to me and just say, Suzanena, I'd like to have a conversation about, about asset management and about careers and about life. And I'll make time for all of those kinds of conversation. Because it has, well, I am learning, and young people are truly a great source to learn from, if nothing else, us all the folks Now stick on to them and suck their energy because they got tons of it.

Scott MacKenzie 30:51

Right. You know, I hate to call this quit. I mean, we can talk on but But clearly, you're going to have this, you're going to have an expanded Yes. version of this conversation at Xcelerate20 20. Now, clearly, you are also very active out on LinkedIn, too.

Suzane Greeman 31:10

Yes, I am, I am sorry, I have a page for myself, I also have a page for my company. And whatever activities I'm involved with a p Mac, the the Asset Management Association here, local one here in Canada. And so we're promoting a few activities for them, like our conference that's coming up, and you talk about collaboration, we got a fantastic leadership team here in Winnipeg, but also grateful to all the speakers that we reach out to and we ask them to come and speak at our at the conference every year. And and, and essentially do it for free. You know, but this this today is about Xcelerate20 2020. And I am super, super, super, super happy to be collaborating, right? There's

Scott MacKenzie 32:01

four supers on that one. It's pretty super,

Suzane Greeman 32:06

super, super.

Scott MacKenzie 32:07

Alright, let's go listeners. Her name is Suzane greement. Now let's let's make sure that you got your pen and paper out here real quick, as she was ZAE first name, second name, gr e ma n. And griemann asset management solution is the company. He's the head honcho the cheese, the CEO, the President and all around great person of that fine organization out of winter pay. And she is speaking at Xcelerate20 20 It's a virtual conference got to go out to I want to say Fluke Reliability, and find out more about that conference. Because if you think that this was a great conversation, she's gonna knock her dad at the conference.

Suzane Greeman 32:48

Oh, thank you. Thank you. Thank you. I'm pretty. I'm pretty excited about it. I think it's a it's a relevant topic. A lot of people just based on how many people have reached out to me and over, over maybe over the last two years just to talk about career related things. A lot of people would like to break that down a little bit. And I'm happy to have the opportunity to be able to do that. And happy that it aligns with the troops theme for the conference. So resilience. It's very important to me, personally. Yeah,

Scott MacKenzie 33:24

yeah. You needed listeners you needed. Definitely. And a couple of topics that we got to be collaborative, innovative, educate, right, you got to do all of that. Do it, do it yesterday. And then I think I want to include tenacity, you can't give up. You got to be tenacious. And you got to do with a sense of speed and purpose. That's what Suzane's all about. She's awesome.

33:45

Yeah.

Scott MacKenzie 33:46

She's brave, and she cares greatly.

Suzane Greeman 33:48

Every day that you're here, every single day that you're here is another opportunity to try again.

Scott MacKenzie 33:55

Look at that, man. I'm ready to conquer the world. Look at me. I'm a better person because of you, Suzane.

Suzane Greeman 34:01

Oh, my goodness.

Scott MacKenzie 34:04

All right. Thank you. Really appreciate you joining us on the industrial talk and talking to the listeners about all those wonderful topics. Remember, listeners, go out to her stat card at on LinkedIn. Find her. If you're not, it's going to be out on industrial talk.com. And I don't want to hear you have to say I can't find Suzane. Well, you you're not trying hard enough. Thank you for joining there, Suzane.

Suzane Greeman 34:28

Thank you so much. I had an amazing time. Scott. As always, he made me laugh. We have

Scott MacKenzie 34:35

listeners. We're gonna wrap it up on this side. I'm gonna give you all the contact information for Suzane and much, much more. So stay tuned.

34:42

You're listening to the industrial talk Podcast Network.

Scott MacKenzie 34:54

I'm telling she's passionate, right. Suzane's passionate about Reliability. Suzane's passionate about helping us succeed. Suzane is just, she is a passionate professional. Talk about Pep, talk about excitement talk about just a design. She's got a big heart that comes from a big heart, all the way up for the great white North up in Canada. fun conversation, reach out to her go out to her LinkedIn profile, which will be at industrial talk.com. On this particular podcast, you'll find all of the information that you need to be able to get in contact with her because you will not be disappointed. All right. Again, I do not want you to miss this. Not one bit of it. Because these are professionals that you've got to listen to. That is excelerate 20. That is November 17. Through the 19th. It is all virtual, so there's no excuse. Go out there. Click on I want to attend. You will not be disappointed. Another great interview right around the corner. love what you guys you do. Thank you very much. Be safe. We'll be back shortly.

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The post Xcelerate20 Features Suzane Greeman with Greeman Asset Management Solutions on Creating a Resilient Career appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking about the virtual event of the year- Fluke Reliability’s Xcelerate20! Home to 3 powerful iconic brands – Pruftechnik, eMaint and Fluke Connect. (that right-the guys with the black and yellow tools are FAR more than just hardware!) Join forward-thinking maintenance & reliability pros as they gather, learn, get inspired and become resilient. On air we are speaking Jeff Hay, CEO of RDI Technologies about “Leveraging Technology to It's Fullest to Make Your Facility More Reliable and Resilient”. Below is a quick summary of the Xcelerate20 agenda and video of the technology provided RDI. You can find out more about Jeff and the wonderful team at RDI Technology by the links below.

Motion Amplification is a video-processing technique that detects subtle motion and enhances that motion to a level visible with the naked eye. Motion Amplification Technology can resolve motions as small as0.01 mils or 0.25 micronsand can be performed live in real-timemaking it suitable for a range of applications from field-basedmachineryfault diagnosistostructural testing.The process involves the use of a high definition,high dynamic range video camera where every pixel becomes an independent point sensor creating millions of continuous data points in an instant.This turns a camera into a full field vibration acquisition device with millions of independent sampling locations.All points in the image are acquired simultaneously meaning relative phase can be determined across the entire scene for comparative analysis across the field of view. This solves fundamental issues in today’s standard contact-based data collections, that is for large assets outfitting them with contact sensors is costly and difficult because of the sheer number of sensors required to cover the entire asset.

In addition, the technology allows the user to measure calibrated absolute displacement across the full field of view providing a time waveform and spectrum for each measured location. Motion Amplification video is supplemented with other full field vibration techniques such as Motion Maps that produce colorized images of motion, vector overlays, and transient capabilities that allow the user to Motion Amplify small motions on a moving target making it suitable for analysis on a broader range of targets. This includes tracking and measurement of motion in a moving reference frame, including spectral analysis.

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!

JEFF'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/jeff-hay/

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

Company Website: https://rditechnologies.com/

RDI Technology in Action!

SIGNUP FOR FLUKE RELIABILITY'S XCELERATE20, RIGHT HERE RIGHT NOT – YOU WILL NOT BE DISSAPPOINTED!

Xcelerate20

PODCAST VIDEO:

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

technology, resiliency, vibration, jeff, fluke, people, tool, asset, reliability, industrial, innovation, leverage, fullest, accelerate, amplification, rdi, listeners, scott, pretty, important

SPEAKERS

Jeff Hay, Scott MacKenzie

Jeff Hay 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. Greetings, you industrial professionals

Scott MacKenzie 00:23

all around the world. Thank you very much for joining the industrial talk podcast. This platform is dedicated to you the industrial professionals, the women and men who get it done. You are bold, you are brave, you dare greatly. And this is why we celebrate you each and every day on this particular podcast because you deserve it. Yeah, we celebrate you because you are absolutely wonderful. All right, in the hot seat in the industrial hot to the dot today is Jeff Hey, he is the CEO at RDI Technology. This is a fluke reliability, Xcelerate20 interview conversation. And you're saying so Scott? How come I know about fluke and you're saying yourself? I've seen that? Yep. They're much more than that. Just black and yellow meter, which are fantastic. They include brands like proof technic, he mate, and fluke Connect. And you know what? Jeff? Hey, he's going to be talking. He's going to be speaking, he's going to be featured at accelerate. 20 let's get going. Yeah. Great event. Great, great, great event must attend. Absolutely. And before we really jump into the interview with Jeff, hey, because I don't know, man. There's some great people out there. Jeff just happens to be one of them. And he's speaking at this particular event, by the way, I need for you to get your pencil and paper out. It was sort of weird pencil and paper, maybe pen and computer, maybe just your computer and put it on your calendar, whatever the technology, whatever it is, make it happen. It is Tuesday, November 17. through Thursday, November 19. And I'm telling you, they've got a just an incredible amount of great speakers, Jeff being one of them. We've got to just keep on rolling these wonderful interviews out as long as they just keep coming on in. So once again, calendar, get it on there November 17. to November 19, get it on there be a part of Xcelerate20. Now, one of the themes that happens with this particular event. And I think it's really pretty much focused on resiliency, business resiliency. What does that mean? What does the technology what is innovation? What does that bring to the table for future resiliency, business resiliency. So I always talk about collaboration, right? collaboration, innovation, and education, being at the heart of resiliency, but you got to do it with a sense of speed and purpose. And boy do you have to be tenacious, and the the speakers at this particular event, Xcelerate20 definitely fall into that category. And the theme, of course, Xcelerate20 is all about resiliency, and the solutions that are being provided with their technology with their innovation with their incredible thinking. I can't speak enough about that. Because especially today, and kudos to fluke reliability that they see and they see the necessity to be able to bring to you, the listeners and and hopefully the future participants of Xcelerate20 solutions that are truly geared toward resiliency. That's important. I mean, I can't get I can't get around it. I mean, I'm all passionate about you know, I am what the heck, man? Yeah, I mean, I'm just a big fan of industry. And boy, I'll tell you, fluke reliability leading the way with their solutions, and of course, the people at fluke reliability. All right. Now I'm gonna have all this information out on industrial talk.com Don't worry. And if you come to me and say, Scott, I can't find it. Well, you're lying because well, it's all out there because you need to attend it. Jeff hay is in the seat. Right? He is in the industrial talk hotseat. He is the CEO at rd AI Technologies. We're talking motion amplification. But how does that motion amplification? How does technology How does innovation really feed into the necessity for resiliency? That's what he brings to the table. That's what he drops. Right? Truth on this particular podcast. Enjoy Pay on the industrial talk podcast. Jeff, welcome to the industrial talk podcast absolute honor that you have found time in your busy schedule, because I know you're busy to talk to the listeners of the industrial talk podcast, how are you doing? Good, good. How are you, Scott, I'm well thank you very much. Now, before we get going, I want a little background on who you are, and where you're at, and all that good stuff so that we can level set for the listeners out there. And then we're gonna start talking a little bit about, you know, resiliency, business resiliency, what you bring to the table and how that impacts business. But before we go there, give us a little 411 on who Jeff is.

Jeff Hay 05:35

Yeah, sure. So I'm Jeff, hey, I'm the CEO of RTI technology. So we really are a company focused around computer vision for maintenance and reliability. So we developed a technology called motion amplification, that allows you to use a video camera to be able to measure vibration and use those use that tool on a an asset, such as a motor in the maintenance, reliability space, to be able to determine asset health,

Scott MacKenzie 06:02

before I forget, now, if I'm looking at that asset using your technology, and I mean, listeners, you got to go out to RTI Technologies and look at some of those videos because they're pretty doggone cool. I like it a lot. I look at it. I don't know why, but I do. I'm sort of it's like, looking at a lava lamp there. Jeff, you know, you just stare at it.

Jeff Hay 06:23

Yeah, you're like, is it? What's it doing? How could it be doing that? Right?

Scott MacKenzie 06:27

Anyway, but go out there, but in the world of the PPF curve, are you capturing if my asset is doing what your video is doing? Right? I just late to the game on that pf curve? And can you define pf curve, please, for us?

Jeff Hay 06:43

Yeah, so pf curve essentially tells you about a potential failure and the time at which that that potential failure can occur can occur. So essentially, it's kind of plotting the life of an asset, and in your risk with that asset over time. And as the assets life goes up, you know, continues, the chance of a failure goes up with with a fault being manifest in in the asset. And so, essentially, you know, with, with the technology, you you really want to try to maximize your Technologies in ways to, to be able to detect those faults as early as possible. And, and better yet, if you can detect those faults, before they even go into commission, you're sort of getting into, you know, before it even enters into the the PF part of the curve.

Scott MacKenzie 07:33

Yeah, and so, if you look at at a curve, and it's got a little slope too, and that's fine. The key is to be able to say, okay, but one can say that an asset, just by virtue of wear and tear is, is there's a lot of demands on it. And it's, it's, it's getting worked pretty hard, but you can with technology, be able to look at that asset, and be able to do to a certain extent, when you want to begin to perform proper maintenance on it, which is always a good thing. Right. And your technology allows that insights into that particular asset, is that correct? Yeah. So

Jeff Hay 08:10

there's, there's a, you know, there's sort of a host of things that you can detect, that are sort of, I would say bread and butter faults, like misalignment, soft, soft looseness, you know, sort of the big ones. And, you know, the, the key is trying to detect those as early as possible. So you have the most amount of preparedness, you know, for, for when you want to handle that fault, you know, and, you know, the best case scenario is, is that you have planned downtime that you can, that is upcoming that you're at very little risk really to, to leverage that downtime to be able to, to be able to repair that fall, if, for example, you don't catch it soon enough, you're kind of running the risk of a failure occurring before you're ready before your plan. And then it's catastrophic, and then you have collateral damage. And, you know, you can imagine the value, you know, of detecting the detecting fault earlier is is tremendous.

Scott MacKenzie 09:05

And there's really no reason why you can't I mean, the tools and that are out there the innovation that is out there, especially with your particular product, your solution is not difficult to operate, is it?

Jeff Hay 09:19

No, it's not difficult, you know, we, you know, we we always encourage people to be trained on on their, their technology, so the maximum maximize them to the fullest. But no, it's not difficult along with a lot of other Technologies that are out there with the proper training, you know, you know, anybody can really pick up these tools and, and really leverage them, you know, in in some form with our technology, for example, there is an element that's very similar to capture and video where it's sort of like you record a video and then you press a button and you're watching it amplified and you can see it move and you know, all the different pieces kind of dance around.

Scott MacKenzie 09:54

It's pretty damn cool. I'm telling you right now I like it. Now. You brought up a good point. Now when we start talking about business resiliency, and we talked about, especially pre virus, there was this, I don't know, a different view on how I'm approaching business, how I approach reliability, how I leverage technology and going forward. And and maybe I would have a two to five year, you know, strategic plan on when I wanted to play all this stuff COVID hits, two finger death punch, boom, hit you over the forehead. And now all of a sudden business, the conversation is, what what are we going to do? How do we create a business of resiliency? If unfortunately, something happens in the future? Now, let's talk a little bit about that. I'm all big into collaboration, innovation and education. And and now is the time a sense of speed and purpose. What I hear you say, Jeff, is that, first off, I have no Lance, I don't have all the answers, I got to interact with individuals like you that have an answer, have technology have the ability to educate? Can you sort of expand a little bit upon why that technology is important, specifically, when it's around business resiliency?

Jeff Hay 11:11

Yeah, sure. So, you know, the first part of that is having the technology in place, right, having the technology in place. So that in a situation, let's take the COVID example. You know, that happened pretty quick, things don't change like that, you know, that drastically.

Scott MacKenzie 11:28

Right? Fine. Tuesday, bad?

Jeff Hay 11:30

That's right. And so so, you know, we were aware of the situation now that you know, so it's a sort of a full full me wants scenario, where, you know, we know, we know, this can happen, so and so are the Technologies in place that that that's really, I think, a key question you have to ask yourself, if not, you know, well, what do I need to get do to get the Technologies in place, that and then so there's a second step to that, after that is, are the Technologies in place? And are is my workforce properly trained on those Technologies? Yes, if we have the Technologies in the building, when this happened, it doesn't make a whole lot of difference, if we're not properly trained on that. Now, there were some, you know, kind of things that happen a lot, you know, remote training and things like that, that, that I think people have started leveraging, and that's great. And I think that that's going to be another thing that we're going to probably adopt, you know, large scale, but having that training piece is very important. Because, you know, I it's not uncommon for, you know, a facility to have lots of Technologies that are going unused and gathering dust on the shelf, just because the workforce is not trained on it, when there's tremendous value, just really easy, low hanging fruit, to pick up those Technologies, and get people trained on them and get them moving with them.

Scott MacKenzie 12:45

That is, it's such a absolute, accurate, you know, analysis of those these tools. Like I said, pre virus, these tools, were probably sitting on the shelf and somebody's cubicle, the individual that was originally trained on moved on, and it just sort of sits there and, and the software is not updated, it's just a mess, and then come come to virus. Now everybody's realizing, hey, these are important, we need to figure them out, we need to at least deploy the people to get out there to do it, so that we can at least begin having the technology in place to be able to do what we need to do to create this business of resiliency. But I would imagine, Jeff, the challenge would be, we all know, we all know that there's going to be this next normal right now we're sort of right in the middle of it. And we see the sense of urgency, and we need to be resilient, or whatever we want to call it. But they're we're gonna get lazy, there's gonna be a point in time where we're gonna, and I see a challenge of sustaining that. Do you have that same insights? Or what do you think?

Jeff Hay 13:53

Yeah, no, I mean, I agree. I mean, I think that that we really, you know, it's, it's one of these scenarios where we talk about reliability, we talk about resiliency, you know, in a company that was a company that was not necessarily preparing for this, right, but had a proper maintenance and reliability program up and running, would have a much longer run rate going into this, you know, the building, you know, things are starting to open up, you know, facilities have have the things in place, but there was a period of two to three months. That was pretty serious for for not letting visitors in and not allowing people to visit and so so the question was, you know, were you prepared for that, and if you had a normal maintenance and reliability program, that was up to speed that was current, your your workforce was was was trained, you could probably get away with a much longer period of time when you were under that sort of lockdown. You know, and that's the sort of thing that I think people need to take away from this in the sense that just getting things up and running and properly in place with your maintenance and your reliability programs. Allow, you know, just preparedness for any sort of event happening.

Scott MacKenzie 15:05

I, you know, we all understand that there's the challenge of COVID. Anyway, I got that side of the sword. But then there's this other side of the sword which created the opportunity and, and people are having companies people are having more meaningful conversations and are focused on what is important. And maintenance and and having a reliability program, mature or at least begin that process is a conversation that people are having today. Beforehand, they replied guy, I've been there, done that. And then all of a sudden, this happens. And then they realize, ouch. If I was a little less stubborn, and less reactive and whatever, less distracted, I would have been a little bit better off today, because I would have had a more of a mature reliability. So I think that that is a really, really, I guess, a good thing that happened as a result of

Jeff Hay 16:05

silver silver, there's always silver linings, right. Take them no matter what.

Scott MacKenzie 16:09

Yeah, exactly. But you know, that there's going to be this there always going to be roadblocks. And and I just reiterate the necessity to innovate the the necessity to use technology to its fullest, like you, you've so aptly put the problem I deal with and help us understand, Jeff, is that you are and you and your team at RTI are just absolutely mad crazy on doing the best, and constantly changing and pushing the envelope me not the sharpest tool in the shed, I'm still having a hard time evaluating the prior versions helped me understand how I can get up to speed and what strategies do I need to in my head? To do this?

Jeff Hay 16:58

Yeah, I mean, that's it. And I think there's it's a timely question, because I think even that that's evolving, so it's true, we, you know, we, as a company, have a mindset that we're constantly innovating, you know, we, we were releasing new features and new capability and essentially, because our tools is cutting edge anyway, in the sense of using a camera as a as a sensor, it's these are pretty sometimes our updates are pretty monumental in in kind of the, the change in the way people use our tool. And we do you know, even us, you know, we struggle with making sure that our customer base and, you know, the the market is, is educated on that, you know what one of the things that I will say, you know, in in terms of the timeliness of, of everything that's going on, is we've been really engaging community online and providing a lot of sort of educational awareness and educational webinars and that sort of thing. And in our engagement has been really, really positive on that. So we we as a company, make it a point to try to make sure that awareness and education is on our tool is in the forefront. So those sort of tools, and those things are available on a rolling basis so that you can sort of jump in in a webinar and see see what the see what the latest is because the product today that that we offer is not the same product that it was a year ago. And so there's,

Scott MacKenzie 18:21

that's amazing. That is amazing to me, because it said it does. And I guarantee you guys are sitting there going, I didn't know, we could do that too. We can refine that makes it clearer, that makes the the analysis of data information better. I think that's pretty cool.

Jeff Hay 18:39

Yeah, we really try to you know, we really, we really tried to work on this education piece but and then to the other piece about it is I think this industry, you know, there used to technology, so we're fortunate that they they adopted like technology, but but our tool is a little bit different in that it's not to traditional plots and graphs that vibration analysts are used to looking at. So we really, we have a challenge there of just getting people's mindset around, hey, now you know, it's a video and how do I leverage a video and integrate that with my reliability program, to be able to, you know, utilize it maximized to its fullest and not use the tool with preconceived notions of a traditional sort of vibration tool. So that's, that's something we really really work on

Scott MacKenzie 19:30

you that's an interesting because vibration analysis, the the traditional vibration analysis have been around since the beginning of time, almost, you know, and so it's a very mature industry and how they look at vibration and they're constantly refining that as well. And here comes RTI and you're saying, We've got this video that that allows or this technology that allows you to actually, for me, layman person, I don't have to look at the little squiggly lines. I can actually see See it? Do you do you align your technology with the sort of the traditional vibration? You know, thinking out there,

Jeff Hay 20:08

we do, we, we make sure we cast it in that perspective. So that that people understand what it is we're trying to do with it, but but extend it, you know, we can, you know, with our tool, you can measure, you can draw boxes in the video, and it will make a virtual sensor there that will provide you with the squiggly lines, the time waveform, and that's just a small piece of it, you know, and that's sort of connected with that traditional methodology, but, but we can extend that further, like, give a colorized image of the vibration, you know, give a video of the vibration and give these other tools that allow you to tune in, because, you know, if you think about our technology, most people are used to using maybe a multi channel analyzer, maybe it has three channels on it, right? This three, whereas we have, you know, two, two and a half million pixels that are each a sensor, so now you have, it's like, you have two and a half million vibration data points. And so you have to think about that you can't look at each one, you know, you have to do a lot of data reduction, you know, and so we, we have tools that that, that help with that to try to, you know, you've got to it's, you know, one of the things I like to call it fulfilled vibration, you're doing vibration over an entire field of view. And so, it's not quite as simple as just putting your sensor on, you put your sensor on something and saying, Okay, this is, you know, I'm just gonna get this one data point, you know, you have all these data points that you can gather. And, and so you really have to think about it differently.

Scott MacKenzie 21:43

You do, and I mean, and that's an education in itself. Because Forever, forever, forever, we looked at vibration a certain way. And now all of a sudden, you come in and say, you can look at it this way too. And it is meaningful, and it is tactical, and it is a way of being able to extend the life of that asset, if you know how to do it. And now if you know how to use the tool correctly, I just think it's, it's, it's cool. Now, last question, what do you see going, Jeff? I mean, I mean, what do you guys, I mean, already, I'm, I'm impressed. And I see the stuff, the the product that you're producing out there? What do you see it going? What's the next sort of horizon on all this?

Jeff Hay 22:26

You know, one thing I'll say about where we are, it's really exciting to be in the camera space right now. You know, I mean, you've got cameras that, you know, do anything from give, you know, they'll send me a ticket, you know, a fee, every time I cross a bridge, you know, automatically to my doorstep, you know, and then and then, you know, they'll drive cars, you know, now, they, you know, they analyze machinery vibration. So, you know, that, it's really exciting to be able to leverage a technology like that moving forward. You know, one of the things that I think that that our cameras are known for, you know, sort of ubiquitous, our security cameras, where they're everywhere, you know, you can measure anything, and everywhere, we just, we just launched a continuous monitoring product that is fully networkable. You know, you can put as many cameras on a network as, as you want. And, you know, start covering and monitoring 24 seven and get email notifications. So, you know, camera technology can really be leveraged this way, because we already do it in other industries. You can never escape. Now, all of a sudden, you can snap

Scott MacKenzie 23:30

like, I got this little 4k camera up here, but it's like, there it is,

Jeff Hay 23:34

like, pretty powerful device.

Scott MacKenzie 23:36

Yes, pretty sophisticated. A lot of stuff inside we take for granted. But there's a lot of sophistication and technology in there. All right. Are you active out there on LinkedIn there?

Jeff Hay 23:45

Yeah, I'm on LinkedIn. You can look me up. Jeff. Hey. And then we're the company's very active rd Technologies. We have a motion amplification groups you can join. And then we have a YouTube page that has, you know, pop some popcorn, pull up a chair and you can you can watch endless motion amplification videos. It is

Scott MacKenzie 24:04

telling you it's like a lava lamp and vibration. I'm going to stare at it or just a fun, it's just the trick there, man. It's just like, you just can't get enough of that. Alright, listen, listeners. That is Jeff Hey RDI What does that stand for?

Jeff Hay 24:19

Well, it's really just already I nowadays but research development, innovation is what it originally was, but it's become, you know, just already I

Scott MacKenzie 24:27

think, thank goodness, because I thought that would be a long domain. Yeah,

Jeff Hay 24:31

it would be probably available but you

Scott MacKenzie 24:34

know, guarantee is available. I guarantee it. Alright, RDI Technologies is the company. Jeff. He is the CEO of that fine. Team. I'm telling you, man, it's great stuff you need to go out to their website need to go out to their YouTube channel. Look at this stuff because it's fantastic. We were talking a little bit about resiliency. They are a company that is truly collaborative, innovative, and definitely love the education side. To that, and they're doing it with a sense of speed and purpose. All right, Jeff, you were wonderful. Absolutely. Wonderful. Thank you very much for joining the industrial talk podcast. You have a wonderful day my friend into Thanks, Scott. Always a pleasure. All right, you listeners, we're gonna wrap it up on the other side, all the contact information, and maybe I'll just sort of take one of those videos and slap it out on his podcast just because it's cool. Cool stuff. All right. Stay tuned.

Jeff Hay 25:24

You're listening to the industrial talk Podcast Network.

Scott MacKenzie 25:34

All right, Jeff, a rock star. You heard it. You heard it from the man himself. RTI Technologies is the company we're talking innovation. We're talking resiliency, we're talking about collaboration, innovation, education, speed, purpose, tenacity. Got it. Bring your A game, we need you now more than ever. pencil and paper computer, whatever you want. Get it on your calendar ASAP. We're talking about accelerate, right? accelerate, November 17. through Thursday, November 19. featuring some of the best within reliability, innovation. Big, big, big thinkers in that world, right. Don't miss out, go out to buy, you could go to industrial talk.com there's a link out there, fluke reliabilities bringing out this Xcelerate20 All right, I've challenged you to be bold, be brave, dare greatly hang out with people who are bold, brave and daring greatly. Your world is going to change the way you look at the world is going to change. Another great accelerate interview right around the corner. Thank you very much for joining me

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Fluke Reliability's Xcelerate20 and the Industrial Talk Podcast is talking to Blair Fraser, Global Director of IIoT Solutions at UE Systems about “Disrupting Your Bearing Lubrication Through Automation”. Get the answers to your “Bearing Lubrication” questions along with Blair's unique insight on the “How” on this Industrial Talk interview!

It's been said that as many as 60% to 80% of premature bearing failures are lubrication related. Whether it is due to over lubrication, under lubrication, or simply using the wrong lubricant for the wrong application, it is still a lubrication related failure. One challenge for maintenance & reliability professionals is how to optimize their lubrication PM’s. Ultrasound technology is one way to assist in enhancing lubrication procedures. Using ultrasound, we can prevent lubrication failures due to over and under lubrication.

You can find out more about Blair and the wonderful team at UE Systems 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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Xcelerate20

PODCAST VIDEO:

PODCAST TRANSCRIPT:

lubrication, friction, IoT, IIoT, bearing, grease, data, people, blair, technology, lubricate, put, system, uesystems, industry, called, companies, lubricant, solution, talk

SPEAKERS

Scott MacKenzie, Blair Fraser

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.

Scott MacKenzie 00:18

So put on your hard hat, grab your work boots, and let's go Hey there, welcome to the industrial talk podcast. We are 100% You know, this, this platform, this industrial talkback platform is dedicated to you. But women and men of manufacturing the women and men of industry, you are bold, you are brave, you dare greatly. you innovate. But you innovate and you are changing lives and the world around you. That's why we celebrate you on this podcast pretty much every day. That's right. Now we're in love with you every single day. And that's why you are the heroes on this particular podcast. All right. Another great interview. And this is associated with Xcelerate20 right, Xcelerate20 that is a conference brought to you by those wonderful people at Fluke Reliability. We're going to be talking a little bit about that. His name is Blair Fraser. And that's f ra s. Er, ue systems is the company talking about i o t let's get rockin. Yep. All right, I want you to get out your calendar, paper pencil, something to mark it up. And I want to put this date down, you got to put these dates down on that particular calendar. It is November 17 to November 19. It is a virtual conference. Of course, it is because we live in in this pandemic world right now. And it's Xcelerate20. That's Xcelerate20.

Scott MacKenzie 01:48

That is a conference brought to you by those incredible folks at roll Fluke Reliability. And I need for you to put that down. And and quite honestly, you know what's going to happen. You can also listen to Blair Fraser, he is one of the incredible one of many, trust me one of many incredible professionals that are going to be sharing how to do things the right way in the world of asset management, reliability, IoT industry for Dotto, and anything in between the theme, the theme of this particular event, and boy, is it timely, I just want to make sure you understand it is timely. And I'm going to look over here at my other computer because I want to make sure I get it straight. The six domains of resilience. Now, you know, as well as I do to build a business of resilience, and I've been preaching this on the industrial talk podcast is that you're going to have to collaborate, you're going to have to innovate, you're going to have to educate with a sense of speed and purpose, right. And you're going to have to be able to put these processes in place. So that if Lord willing, it doesn't happen. But if it does happen, you get hit by the the two finger death, blow of the COVID or some other unusual virus, you'll have a business of resiliency. So the themes that are going to be communicated to you going forward specifically with the Xcelerate20 casts of incredible professionals is the sixth domain of resilience. Number one, vision that is purpose goal. Right, and congruency. Okay. composure. That's, that's the other one. We're talking about reasoning, health, tenacity. And of course, my favorite, my favorite is collaboration. And I'm always into that. But all of this is wrapped up in, you're going to be innovating, you're going to be definitely educating. And it is an absolute honor, that I have the opportunity to not just speak to Blair but others that will be presenting at this particular conference. And I'm telling you, they're going to bring the lumber, they're going to bring the excitement, they're going to bring the energy because you deserve it because you need to learn about this. And this is a boy, it's just a timely topic, everything that's associated with, you know, industry for Dotto IoT devices, you name it, it is a timely conversation. Now, let's get on with the interview. Blair Frasier now want to make sure you understand that that is with an S S, not a z that's FRASER, you IE systems is the company he is the global director of iiot solutions at that wonderful fine business. And we are talking about in this particular episode talking about lubrication and strategies associated with using the IoT solutions and the devices associated with it so that you can properly lube your equipment which is very doggone important, I'm telling you right now, look into that. Reach out to them. Now, everything is going to be there, you're going to have to get involved once again, November 17, through the 19th. Xcelerate20 is the event. I'm going to have that link out there. If not, you just go onto Google and pop that in there. Make sure it's an axe, and you'll find all you need. Get engaged. Get on it. I'm going to be doing it. So shoot you. Alright, let's get on with that interview. Blair Frasier is the one in the hot seat. We had a great time. Enjoy the conversation. Blair, welcome to the industrial talk podcast absolute honor that you found time in your busy schedule to talk to the listeners of this fine podcast.

Blair Fraser 05:41

It is a fine podcast. Got it. Thank you so much. Yeah. Heck, yeah. Well, that's a way to start a podcast.

Scott MacKenzie 05:49

That's right. Thank you very much for joining. All right. That was excellent. Yeah. All right. For the listeners out there, you can tell that Blair's got a little spunk in him. He's quite peppery background into who you are, and why you're such a great professional there Blair. And then we're going to talk a little bit about lubrication.

Blair Fraser 06:06

Well, I can I can give you some background about a great side of me, but absolutely. So my name is Blair Fraser, I'm the director of IoT over at ue systems, ue systems been around for 40 years in the ultrasound business in preventive maintenance, energy optimization, things like that, using ultrasound as a technology. I started my career as boots on the ground, I'm actually an a not a very good one, a licensed electrician. And what I say is, is even my own family wouldn't hire me to install a light bulb. So I think that speaks to the, to my skill set from that perspective, because I didn't do it very long. And I do go back and, and get into engineering on the electrical and automation side. So yeah, I spent, I spent the first part of my career on the shop floor, which I think, brought me a lot of real sense real life. And then I've ventured out in the technology space, the last three years prior to joining YUI systems, I focused on artificial intelligence. One is a guy like me doing an artificial intelligence, I still don't know, to this day. And again, the way I learned artificial intelligence was through brute force. And that brought me into the technology game and now at YUI systems focusing on on technology, how can leverage the power of ultrasound and bring that to more people in a more convenient, more safe way? You know,

Scott MacKenzie 07:19

what's interesting about AI, I think pre virus, pre pandemic pre two fingered, you know, death punch, I believe that people said, innovation is important to my, my process, my manufacturing my industry, yeah, but I'm going to sort of run a two to five year timeline on it COVID hits, though, then all of a sudden, we need to create a business of resiliency, and, and at that base, we've got to be able to, I mean, we've got to bring the innovation, and that's where you sort of shine. And that's where ue systems shine. Because you're you're right there where you're creating solutions for businesses that keep them up and running as long as they possibly can, which is very important. Let's talk a bit about that.

Blair Fraser 08:05

Yeah, it is, I think from a point of resiliency, I think I think it was the CEO of GM said it best if you go into this pandemic, and come out the same way you came in, you fail to take an opportunity, right. And I think it's a challenge to all of us. And what we're seeing is, it's very clear to this day is those people that invested in innovation, or an automation or some part of their digital transformation process going in to COVID with pandadoc, whatever you want to call, I don't want to go down now. But you had a better opportunity in front of you from those that did not write and we can clearly see it. And I'm sure you've done this across all industries or certain industries that lag and there's gonna be many listeners go, yeah, that's me. Right. And we all have that excuse that I'm gonna compete and innovate. But I think what we've learned from this type of technology is small incremental steps, right? That is the key. And that's what we're trying to do a ue systems. I'll give you an example. You mentioned, you know, we help companies operate safer, more reliable, more energy efficient, and we do, but the key part to remember is we are one piece of a larger puzzle, right? And what I love what's happening in industry is the big giants, right? A companies and the small mom and pop shops now are all contributing to a better, more efficient work environment. See,

Scott MacKenzie 09:21

that's, that's interesting. You bring that up, because, you know, everybody understands that the one side of that sword and that sword is painful that that COVID sword, yes, we got it. People are hurting. There's some challenges the other side, and you just brought it up, you sort of touched upon it. There is a greater spirit of collaboration. There has to be and there

Blair Fraser 09:39

has to be people listening to this podcast. We're the ones that running it. And I love it because the giant companies are not going to end the event I'm talking about vendors are not going to own the ecosystem. We've seen it we've seen companies try to we'll build this ecosystem for you and it's going to have everything No, you know what, you know what we're really good at altra sound you know what, we're not really good at a lot of Other things, so don't come to us with the other things, we are going to supply you with world class best in class altra sound solutions, use it for that, if you want to tie it into other systems, that's great. You're going to play in their sandbox,

Scott MacKenzie 10:12

too. And I love that. I think that that is a beautiful statement, because I, I really believe that and I believe the fact that when we start to, to look back, we're gonna say, Okay, yeah, some people, yeah, they didn't take advantage, but there's gonna be a lot of people who are saying, that was the best that that unfortunate situation was the best for my business. Because I was able to contact Blair, we created greater focus into what we needed to do just because we needed to, and we're not dealing with all the, you know, the, you know, the shiny objects out

Blair Fraser 10:44

there, it's great to be lots of shiny things. Yeah. And, and that's, that's what I tell people is, you can go and start to Google IoT solutions. And you can find so many solutions, I lost track, I used to keep track of them and follow them to see technology and I, I love technology, even it's from a competitor. I love it, right? Because we're all contributing to the better good, the sandbox is huge, right? But here's the and keep this in mind. I'm the director of IoT a UV systems, companies, people don't need IoT. Right, what they need is a solution to a problem. IoT is a mechanism is a tool that could possibly solve that problem, not guarantee it, but it's a it's a tool, a method to solve a problem, what you need to do is figure out how to solve a problem. And hopefully IoT has an aspect to that. I love it. And you're absolutely spot on. And I think those conversations are happening, because I think that people are saying, like, I can't, I can't dilly dally, I've got to come up with solutions to my problem. Right, those problems are what? Here's the reality and and another CEO of Microsoft, right, came out and said, digital transformation changed in more than two months that didn't last 10 years or something like that, and totally agree, because what are we seeing is, you know, a lot of us are gonna listen to this podcast, and we're sitting at home, I, I used to be on a plane every other day. I haven't left my house. I'm getting I don't know what to do. I got it like painted or something. Right. I haven't left my house. So here's the challenge. I'm now supporting customers, I'm having these conversations are in technical talks with all these companies, and I'm doing it from from my house, and it's something I could I thought was never possible before. You know, I'm a face to face person, I want to look you in the eyes, make sure I trust you see how you act, make sure you put your shopping cart away. Right. those type of things? And then and then, you know, do that. But I'm learning these face to face conversations. No, we're lucky we know each other from the past. Right? But what a difference these these technologies can do.

Scott MacKenzie 12:41

Right? And you're absolutely correct. And I think it's forever changed, right? I mean, it's it's harder for business to justify Blair to jump on a plane to go talk to somebody, when maybe it's just a 15 minute conversation, we could do it by zoom, and it'd be just every bit as effective. And I think that there are going to be other consequences that are resulting from this. And some people can say, Why do I need that office? Right? I just stay in your house and no talking, you know,

Blair Fraser 13:08

well, that's right. So here's the thing. Now, now many of us are getting overloaded with zoom meetings and things like that. Yeah. So you've been proven that these virtual meetings are way more tiring than actually meeting in person. So if you ever get done a day of just back to back meetings, and you're exhausted, you're like, I didn't do anything. Well, it was talking to a screen, but I'm exhausted. That's why. But we flip that on to the end of what we're seeing now with IoT, in particular condition monitoring. And I have gone out and said, I think we're at a crisis point, I think we have a serious problem with IoT and condition monitoring. Because I think we are getting so much data, so much data, we don't know what to do with now we can strap a sensor on to anything and get data. You don't necessarily what it means, right? And I come from me, I know the value of collecting data data, I still don't believe data is the new gold, I believe, insights. Yeah, new gold data is just the raw material, right? Gold is the iron ore if you will to get that gold. But we're focusing on capturing this data. And for the AI background, absolutely collect data. never delete data, always save that day. You never know when you need it. But really what we're trying to get to is insights, we're trying to solve that problem. How do we get to insights? So you can start to log in these systems and get all this information. But how do we get insights? Right? But

Scott MacKenzie 14:23

isn't there a way to be able to say, Okay, I'm collected data, and there's data, no man is a tsunami. And when somebody says I can, I can put an IoT device out there, and that device is cheap. And all I do is just sort of stick it out there. And now it's into the cloud, right? There's data everywhere, and it is a tsunami. The key is to be able to take that data and really create the parameters of saying, this is important data. This is not important data, get rid of that, because maybe it's not, but then of course, you want to save it all.

Blair Fraser 14:55

Yeah, of course. Yeah. No, and AI is gonna help it AI is gonna help you That data start to tell us and I love it big fan of artificial intelligence. But also, there is also there's data, there's insights and a very, very small portion of that data we're collecting is what I call actionable insights. What can I, what can I do from the data turned to insights turned to actual instance? I can do and let's let's talk about a bearing, for example. Yeah. So bearings, they're spinning around in our plants or our industry everywhere, right? It is said that 80% of premature bearing failures can be traced back to port lubrication practices. Right?

Scott MacKenzie 15:38

Yeah. Too much not enough. That's right. Whatever. It's just like, right. Yeah.

Blair Fraser 15:44

Right. So so it to me, it's a smoking gun. Right. Emma says, Well, I have a have a downtime issue with my rotating equipment. Well, your bearings, I think was SPF come up with the study saying less than 11% of roller elementary anti friction bearings meet their design life?

Scott MacKenzie 15:58

Less than 11%? Less than 11. So I don't know if it was 10.9. round down and say

Blair Fraser 16:05

10%, we can say that, right? So bearing we know bearings are failing. But here we are, in my opinion, going back to that crisis, I think we're in we go to the PF curve, every reliability maintenance person probably knows that pf curve, right. And everyone's racing to pee pee is that point that has identified by Nolan heaves a identifiable physical condition that something's going wrong? Right, right. So every single person, and companies there is saying, Hey, I can detect this point P on this bearing before anybody else, right. That's what everyone's racing to. Right to give us enough time to start planning. Right. Right. That's great. Because, you know, I don't get really caught with my pants down, I can start to plan, right. But, but there's, you look at that PDF curve, there's also a domain, just to the left of that was called the predictive domain called the proactive domain. Right? This is where we're trying to prevent the failure from happening in the first place. So you know, Benjamin Franklin, one ounce of prevention is worth a pound of cure, right? I think that holds true with this, too. What if we were to put just a small, every person out there listening to it for every $1 you spent at at detecting a failure, you put 10 cents of that into trying to eliminate failure from happening in the first place, or even not even eliminated, but prolonging it?

Scott MacKenzie 17:25

Yeah, I was just gonna say you can prolong it, because eventually, just bearings themselves will eventually where no matter, let's say you're hitting your lubrication. on target, right? That's just gonna eventually over time, where, but the key is that one moment when you can pull it out properly, put another one in, and you're back up and running. It's better than having a catastrophic type of deal.

Blair Fraser 17:50

That's right. So that's what we're trying to do. And that's really what we're trying to do with the with IoT and ultrasound. So what we're doing with that is, we've already established for decades, the process or this idea called ultrasound assisted or guided lubrication. And what we're doing there is we're measuring friction, right? The purpose of an anti friction or rotor element bearing is to reduce friction. So it makes sense. Let's monitor friction. And what that friction tells us is two things. Exactly. When that thin film, less than one mil, on those ball bearings, has started to degradation, it's not there, and we cruise friction. So it's telling us when we need to re lubricate or re grease, right, but we also use that friction to tell us precisely how much lubrication is required. Okay, so we're getting to that, you know, common lubrication issue, what I call inadequate greasing, that covers over lubrication and under lubrication. Both are just as bad. No, grease is bad. That makes sense. But guess what, you put too much grease into a bearing you fill that cavity, you create more friction just makes sense,

Scott MacKenzie 18:55

right? So you got those individuals out more is better,

Blair Fraser 18:59

more so right? And I get I get to be fully candid with you here, Scott. I was that guy. When I started my career, I was working in a facility. And I had I thought I was doing this every month I went around and I squeezed that. I said, Yeah, I saw that old grease come out the seal. Right. I must have put enough grease in. It's good. Yeah, I don't Good.

Scott MacKenzie 19:21

Now to the next one.

Blair Fraser 19:22

Yeah. You know, it's interesting vitamin measuring friction, I would have seen, hey, this is literally what happens. You start to add grease a Greece needs a bearing nice Greece, right? You start to lubricate that friction starts to go down, right? You can literally watch it with our software, you start to apply more grease after you've replenished that thin film. Your friction starts to go back up again, past the point that you started that actually made that bearing worse. Right? You've actually clearly by thinking you're adding grease, you've made it worse, right? So here's the challenge. So now we're in this world, this COVID world so what we're trying to do is enable technical To make us better to make us faster to make us smarter, right, and I personally believe that technology is never going to replace proper education experts in this field even with AI. Okay? What I'm saying is we need to enable these people better. So what we see is the average wrench time in a facility can be 30%, which gives the average person or technician about 140 44 minutes a day to do work. Now, if that's your lubrication technician, is 144 minutes to go around and lubricate or she to go lubricate. How many bearings Can you lubricate in that time, right? So here's the challenge. In this COVID world, just like we learned that most of our business can get transferred over to home offices and virtual, obviously, maintenance, very tough, you can't bring assets home with you, we can learn that we don't necessarily need to go to this equipment, right. So the challenges there is we use this ultrasound guided lubrication, we're using technology. In fact, our on track system can bring you that friction level in real time to anybody on any device. Right now, I am looking at the friction of a bearing in a system in the Netherlands on my phone, right? So I can see the friction of that. And what's great about that is it's not data, it's incites friction to me, I understand, right, if this friction to here, I need to lubricate. It's very simple, right? But here's the challenge, when I have to go lubricate, I still have to go out to that vise to go do it. Right, you physically have

Scott MacKenzie 21:31

to I mean, it says, we have to walk out there with the grease gun move we get on that, yeah,

Blair Fraser 21:36

I'm gonna grab my grease gun, I'm gonna get hurt. And I'm going to put on my safety equipment because things are spinning or falling all that stuff, right. So this was one solution to a problem of three common failures of inadequate lubrication. The right lubricant is a huge issue.

Scott MacKenzie 21:53

I got it right down there, I got the right grease. Yet no rain again, a baby.

Blair Fraser 21:58

So what have we done, we've recommended procedures in place. Color coat, your grease nipples make different fittings, so there's no physical way you can put the wrong grease in. And the third one is contamination. Break. Big. You don't want anything in that, right? This is contrary to belief is smaller the particle of more damage, it does better off putting a bowling ball in there then pieces, right, which you can see the bowling ball. You could Yeah, so So here we are. So even with ultrasound guided lubrication, we're still making sure we're lubricating not based on time, because we have learned that time based anything in our world is bad, right. So typically, you know, practices are time based, every month, I'm going to go give it a shot, a lubrication, ultrasound guided lubrication, we still go around on a time based method, but we're measuring friction, okay, this friction hasn't changed, I don't need to lubricate, right. And then the other side of the fence is saying, I'm going to put in what's called an automatic lubrication device. Okay, these are individual units, sometimes through distribution block, which dispense a very precise amount of lubricant or grease into a bearing at a specific time. So every day, I'm going to put in eight CCS or every month, I'm going to sweat it

Scott MacKenzie 23:10

driven by data, it's driven by insights, you're not just doing it just because but your

Blair Fraser 23:16

log it in it is you go by data, but you're doing it by time, typically. So you're doing it still, every day, I'm going to put a little bit of grease in there, which is, which is which is good, which is good. But you still don't know if that little bit of grease everyday is required, because you still don't know the friction, right? So you set these devices up. Some of them do have vibration sensors in them to make sure you're only going to lubricate when it's running. But you're still not getting condition based lubrication. So on one side, we're saying, hey, do condition based lubrication, you have other people on your side that saying I have these automatic devices that are going to take care of it for me. And hopefully, I've set up the right, time based. So it doesn't take much to think about what if I put real time friction into these automatic lubrications? Where I'm sending a signal based on friction to a lubrication device. Yeah, that thin film, I don't care if a month has passed, two days have passed, because it depends if I how I treated it, what the load was on it, how fast it was, things like that. So welcome to the contract smart loop, we develop a product that we can then monitor that friction in real time on my phone. And guess what, if I wanted to with a proper security, because IoT is all about security, I can hit this lubricate button on my phone. And what it's going to do is send a signal to that automatic lubrication device and dispense a known quantity of contaminant free exactly the right lubricant into that bearing. And I could hit that button. Watch that fall. If I need to lubricate a little more, I hit that button again. This is what technology is doing for us. Right. And I think it's very important to notice we're not replacing that lubrication expert, you still need to know the fundamentals of lubrication, you need to select the right grease. You need to make sure it's the right thing. quantity going in there. Right? But you have a real time feedback mechanism to say when and how much grease to put in there.

Scott MacKenzie 25:07

Yeah. See, this is so interesting, because I love the innovation that exists out there, especially within IoT. And, and how it like, again, you know, this whole COVID thing has brought that to right up front. And people are having these meaningful conversations and, and that that solution by YUI systems is just fantastic.

Blair Fraser 25:29

It's It's fun, but it also goes to work I think technology is going to fit in. And regardless of how good the situation, the solution is, the cost, there has to be a cost to benefit ratio. Right? Because if this is too much, you know what, I'm gonna take that risk, I'm gonna put an automatic Luber are still gonna go in and do routes. And that makes sense. Right? So we had to think of technology. What's great is technology's adopting so quick is driving the cost down of everything, to take your data, put it to the cloud, we're not in the cloud business, right? We host our data in the cloud, but it's not our cloud. No, I'm not. I don't I'm not competing with Jeff bazel. store data in the cloud or or, or Bill Gates there. Right. So

Scott MacKenzie 26:11

I would highly advise against that. Just you don't want to get into that market. I think that's right.

Blair Fraser 26:15

Well, though, so that's the great part, right? And really, it's the it's the freedom with with COVID. In the example in the beta customer, we had their lubrication guy was camping. So I said, Hey, we have the system on. I'm looking at this data. I'm not a lubrication guy, right? I mean, I am from some parts, but I don't spend day in and day out thinking about lubrication. So he says, Hey, I'm on vacation. I'm up in this national park. I'm going to look at the data. He grabbed his cell phone, he's looking at that friction data. No, he did. He hit the button. He lubricated precisely while on vacation. Right? I apologize for interrupting his vacation. But it proves the point there that even if he was at home, right, or even a in the plant at his desk,

Scott MacKenzie 27:03

right. But does your system does the this ultra town IoT IoT device? Yeah, proactively. Let's say it's seeing something something's going on. And I don't have to I'm, I'm eating dinner, and then all of a sudden I receive a lip. So that to me is important, too.

Blair Fraser 27:25

It is absolutely. So it's going to tell you, so it's going to fit in that predictive domain. And I'm not going to get into the debate of the PDF curve on which technology is and what sooner because that's just a wormhole. And obviously, as things start to fail, you're going to have friction. So on the lubrication side, there really has to be two parts. And with any system, what I challenge is the biggest challenge we have is not cost. It's not installation. It's culture change. Its culture change, right? How many times and ensure if when you talk to people in RCM, do you, you do an RCM, you get a binder and it sits on the shelf,

Scott MacKenzie 28:01

90 gets in the 90 percentile range. That's right. So justify.

Blair Fraser 28:06

I mean, I used to I used to sell these products. And I go months later, two months later, a year later, how's this new product? And they hand me the box? You blow the dust off? Yeah, we haven't done it yet. Okay. All right. Well, you better buy another one. That is true. That's true. Here's the culture change. So if we're taking that culture shift from someone that's going out with the grease gun and lubricating themselves, right, and I have met those people, and I am always surprised how darn accurate they are. I know this bearing I can I get a feel for and I'm going to put it in. And right. I'm a technology guy. And my nurses say you're absolutely wrong. But Gosh, darn duh, right? A lot of the times too. So that tribal knowledge is very important. So if I say to that person, I'm going to put a system in or your boss is going to put a system in, that's just going to go lubricate on its own. You don't do anything, right. Not very good for cultural change. Are you gonna trust that system? No matter how good I tell you that algorithm is that's doing this, the math and all that kind of stuff. Right? Right. So there's a manual aspect to it being this bearing requires lubricate lubrication. You go and you lubricate it as if you're using a grease on instead of squeezing a grease gun, you're hitting a button on yourself, right? You still have complete control. You know what, I don't want to put any more in there. Because I know last time I lost one and blah, blah, right? We do have an auto feature, which is going to see an eight decibel increase in that friction, which is standard. It's going to start to inject crease very slowly over time with thresholds on either side to make sure we don't over lubricate it. Right? So it's going to put a crease in and it's going to have stopping points. Listen, I put this much recent and that friction is not changing. It's an indication that there's a fault with that bearing. I can mask it maybe for a day with lubricant. right but it's going to come back. So a patented algorithm in that it's going to do it but we give the person option to build confidence in that because what we're doing and this goes back to data is we're storing every time that bearing is lubricated. We know when it was lubricated how long it took to get lubricated that lubrication cycle and how much lubrication was required. And we start tracking time in between. So hey, Scott, last time you lubricated this you used I gotta make this number up 10 grams, right? And it only lasted over two hours. Right? Okay, interesting. Hey, this time using 11. And it took me three hours. I'm making these times up, but you can notice, right, but that's very insightful information. Yeah, that feeds into that automatic lubrication, right? Yeah. And and so it to me, it becomes that trust issue. So we really want to put what I'm calling the lubrication cockpit, right? Put that person in front of it, have the screen build trust in that system? You are You are the teacher, this system is the apprentice right here, install it is going to take care of everything for me. No, you need to teach it, you need to work it.

Scott MacKenzie 30:49

It doesn't take much if there was like a damn moment. And I was leveraging and using my technology and it failed on me. You know, all of a sudden, that culture will shift on a dime and get one man out there and the day they're gonna

Blair Fraser 31:04

pop out. You get one kick at the can to prove yourself one in that thing is flying off a bridge this system.

Scott MacKenzie 31:12

Right? It is so damn true, man. Yeah, I've never seen anything so fast.

Blair Fraser 31:16

That's right. And here's so here's what we're doing. Once you build confidence, you want to build it to the or put it in an automatic mode. It's going to send you something it's going to say, hey, Scott, just I'm so obviously, it actually might be cool, but actually says verbatim, but hey, Scott, just to let you know, this bearing requires lubrication. I'm going to go and I'm going to lubricate it for you. And I did it. I put in 10 grams of grease over this amount of period, I dropped the friction from here down to here. I couldn't quite get it down to baseline. Because I was afraid of over greasing it, right. But I got it that friction down. Right. So it's going to notify you that it did it. You can say, Hey, good job next time, be more aggressive, put a little more in. Right. Right. Right. So it's it's a feedback mechanism, it's always going to tell you what it does. But this is really where I think technology is getting, we're at the point of building apprentices of ourselves right of our tribal knowledge. And then passing that knowledge along. So I think that's where we're going to have, you know, these types of systems, right. And again, it goes back to that first statement. It's not data, it's it's it's very actionable insights. This bearing requires lubrication. There's no ifs, ands or buts, right. It's not here's a bunch of data stand on your head, bite your tongue to your left. Yeah, what does this data look like? Right? It's saying, hey, this requires lubrication? Do you want me to lube it? essentially. So that's what it's Yeah, I love that.

Scott MacKenzie 32:36

I mean, that, that that's powerful stuff. And let's put it this way, you might get one kick out of the can, at the cannon is gonna offer them or whatever. But the reality is, is that IoT is here. The companies like YUI system, people like you are going to be in it for the long haul, right? And it's always going to be around and either you begin, you begin to embrace it, you begin to do it. And you'll just have to, you're just gonna have to go down that route.

Blair Fraser 33:04

It starts but start small, and I've seen

Scott MacKenzie 33:06

it that's that instrumentalism That's cool. Yeah.

33:09

And I have customers that are saying, hey, I want to put 100 of these systems. And I'm like, that's okay. But I'm going to sell you one.

Scott MacKenzie 33:15

Yeah.

Blair Fraser 33:17

It's true. I guess I have one because I want you to get used to, I want you to prove it.

Scott MacKenzie 33:21

Right? No, I

Blair Fraser 33:23

get used to it and feel it out. Right, and then adopt it and then put some more in, right, and it comes back. companies don't need IoT, they need a solution. This is a solution to what causes 80%. But

Scott MacKenzie 33:37

yeah, it's huge. It's huge. Because those things are swirling and spinning and thing. There is a harsh environment, and it's warm, and it's hard. It's cold, it's whatever.

Blair Fraser 33:47

It's like a NASCAR race, it is in the same direction.

Scott MacKenzie 33:50

All left turns it is it's, it's true. All right, let's see, we're gonna have to wrap this up. Now you're gonna be speaking at an event called Xcelerate20? What's your title? What are you going to be talking about there? Um,

Blair Fraser 34:03

probably health stuff, but not getting off. It's gonna it's going to be around IoT, or eating habits? That's right. Yeah, we might we all might have gained some COVID 15 here.

Scott MacKenzie 34:14

No, no, I can't COVID 25, I was committed to the bundle. So I gotta be,

Blair Fraser 34:19

I gotta be talking about the need for a truly automatic lubrication device and how it comes together and what some of the logic is behind it. And really what these types of solutions can do for us, right, and where does this fit in an overall ecosystem? As I said, this is one part, you know, what bearings or motors do fail for other readings, then other reasons and bearings? Guess what? I can't detect those. Right. The first one to tell you, there's still a small percentage of these. So I'm not going to say if you put this on, you'll never have a bearing failure again, because john smith might have run a bearing with the biggest sledge hammer you've ever seen. Well, how does this fit into a bigger ecosystem? I think that's important to talk about.

Scott MacKenzie 35:00

All right. Blair, you were absolutely wonderful Blair Fraser YUI systems is the company. We were talking a lot about lubrication, automatic lubrication, cool little IoT devices that definitely will help your asset run better. I like it. cool

Blair Fraser 35:20

guy. Pretty cool.

Scott MacKenzie 35:22

All right, you listeners out there. Hey, are you active out on LinkedIn? I'm very active. Yes.

Blair Fraser 35:27

All right, you

Scott MacKenzie 35:28

can raise your you'll get all his contact information on industrial talk.com this particular podcast as well as information about Xcelerate20 you need to participate in that. Don't come to me and say, Scott, I don't know where to find that. Because I'll just say no, you do. You got to go up to industrial talk.com. Click on that link, boom, get engaged. You'll be listening to individuals like Blair and others that are just absolutely passionate about what they do. Blair thanks.

Blair Fraser 35:55

My pleasure, Scott.

Scott MacKenzie 35:56

You're awesome. Okay, listeners. Stay tuned, we're gonna be right back.

36:01

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

Scott MacKenzie 36:11

All right, what did I tell you? That's Blair Frasier, man, he is an absolute. I don't know. He's a big thicker baby in the world of lubrication and definitely IoT with that wonderful company called YUI systems. All right, I'm gonna reiterate this, you're gonna have to get your calendar out, get a pencil with that too. And I want to make sure you write down, accelerate, that's ex c, e, l e, Ra te 20. That's a two and a zero. You want to know how to spell that? November 17. Through the 19th. It's all virtual. So go out to Xcelerate20 find out more get engaged because you're going to be listening to some of the best that are in this particular industry. When it comes to reliability. That is fluke. Reliability is putting that back on. Alright. We need resiliency, right? That means you need a vision, composure reasoning, how tenacity collaboration, we're going to expand upon this as we continue to bring in more individuals and talk about that. People will be brave dare greatly change the world. That's what we're all about. Be safe, and we're going to have enough another interview shortly.

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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

EVENTS TO PUT ON YOUR CALENDAR:

Deliver on bottom line, Realize the economic value of data: Register Here!

Speed Discovery, Comprehension and Trust in Data at Scale: Register Here!

Adopting to Corona Virus Supply Chain Disruptions: Register Here!

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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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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.

The post Mr. Bjorn Andersson with Hitachi Vantara talks about How Data will transform and energize Your Manufacturing Operations appeared first on Industrial Talk.

The post Mr. Rob Tiffany with Ericsson talks about Leveraging the Power of IoT to positively transform lives around the World! appeared first on Industrial Talk.

The post Mr. Steve Richmond with Projetech talks about The Unintended Consequence of COVID on the EAM Industry appeared first on Industrial Talk.

The post Mr. David Whitfield with Infor EAM talks about Government COVID19 mandates on the transport industry appeared first on Industrial Talk.

The post The latest Industrial News and Insights with Nancy and Scott appeared first on Industrial Talk.

On this week's Industrial Talk Podcast we're talking to David Hartell, EVP of Development, Operations and Production at New African Global Energy about Digital Twin and benefits to Risk Management and Asset Performance.

On this podcast episode, David discusses the use of Digital Twins to help design and better operate dynamic processes and control systems for complex Energy Industry facilities. Digital Twins linked with Advanced Analytics are an important tool for Asset Performance and Risk Management during operations.

Learn more about David and the wonderful team at New African Global Energy by the links below and on this podcast:

Company Website: http://www.newafricanglobalenergy.com/

Personal LinkedIn: https://www.linkedin.com/in/william-david-hartell-3048a82b

Company LinkedIn: https://www.linkedin.com/company/newage-african-global-energy-/

Personal Website: www.iiop.info

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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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. David Hartell with New African Global Energy talks about the Benefits of Digital Twin. appeared first on Industrial Talk.

The post Mr. Martin Robinson with IRISS talks about design for safety and reliability appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Johnny Bofilios and Ruben Stancel, Business Development professionals at CopperLeaf Technologies, about leveraging data to confidently make better business decisions faster while reducing risks. On this episode, Johnny and Ruben drop powerful decision making strategies and solutions by leveraging existing data that will facilitate rapid business decisions.

The challenges of a post COVID19 world will be significant, however, through Collaboration, Innovation and Action and professionals like Johnny and Ruben and companies like CopperLeaf the future is bright.

Learn more about Johnny and Ruben and the power of High Performance Decision Making by the links below and this podcast:

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

Company LinkedIn: https://www.linkedin.com/company/copperleaf-technologies/

Johnny's LinkedIn: https://www.linkedin.com/in/johnnybofilios/

Ruben's LinkedIn:  https://www.linkedin.com/in/rubenstancel/

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/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

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

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 Johnny Bofilios and Ruben Stancel with CopperLeaf talks about making confident business decisions faster. appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Nancy Regan, Founder and All Around Great Person at RCM Training Online, about applying the principles of asset reliability to your most valuable assets, your Talent. On this episode Nancy goes in-depth into the principles of Human Reliability and Human Reliability strategies for success.

The challenges of a post COVID19 world will be significant, however, through Collaboration, Innovation and Action and professionals like Nancy the future is bright.

Learn more about Nancy and the power of Human Reliability by the links below and this podcast:

Company Website: https://rcmtrainingonline.com/

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

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

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/

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

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

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. Nancy Regan with RCMTrainingonline.com talks about Human Reliability In a post COVID19 World 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/

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 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 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.