On this week's Industrial Talk we're talking to Tracey Lovejoy, Co-Founder and Co-CEO with Catalyst Constellations about “What is a Catalyst, being a Catalyst and why this is important to your business”.  Get the answers to your “Catalyst” questions along with Tracey's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

catalyst, people, organization, scott, Tracey, world, problem, industrial, industry, shannon, talk, create, change, reality, happening, vision, listener, business, conversation, superpower

00:00

On this episode of industrial talk, we are talking catalysts. Are you a catalyst? What is a catalyst? And as an organization, do you need catalysts? That's what we're talking about on this episode. So let's get cracking.

00:16

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

00:34

Alright, welcome to industrial talk a platform, a warm and fuzzy place for industry heroes such as yourself, because you are bold, you're brave, you dare greatly. We celebrate you on this podcast, because you innovate, you're changing lives, you're making my life better, and therefore you're making the world a better place each and every day. Take that to the bank. All right, in the hot seat. We have a wonderful person by the name of Tracey Lovejoy. That's T R A C E Y right? Don't forget the E. She is co founder and CO CEO at catalyst constellation. And you know we're going to be talking about Yep, catalysts in what that means. And are you a catalyst and you need to get involved because there's an event that's there. They're putting on on the 11th of January, let's get cracking. All right. We're also we're also brought to you by Neil, you're you've heard me talk about Neil. That's neon, that's an E O M go out to neon.com they're creating, how about this for a bold future? Brave, Daring Greatly vision. They're creating the community of the future. They're putting all of this industry for Dotto, the stuff that we talk about on industrial talk each and every day, with some of the best professionals from around the world. They're putting it into action. They're there, they're putting money where their mouth is, and it is an exciting vision. So go out to neoma.com Find out, I'm telling you, man, you're not going to be disappointed. And we're also brought to you by Deloitte, you've heard that name before, especially now, you need to have a consultant that is got your best interest at heart, because these times right now are very challenging, and you need bright minds. And you need visionary guidance to make sure that you survive and that you create a business of resilience. Go out to deloitte.com Find out more you know them. Alright. So

02:42

he ever get that update that that? That iPhone update? Yeah, I just just went through it. I have my iPhone, I got my iPad. I've got everything that's AI related, right? And sometimes I don't like the updates. And you're saying yourself, Scott, why don't you like the update? Because it requires me to change. It requires me to do something different. And then I realized that's what we're all about here in industry, we're all about change. We're all about trying to do something a little bit different, more efficient. It's solving problems. And that is just, that's a factor of change, right? We just need to do that. And so I was complaining, because you could tell by the music. Sometimes it gets a little. No, Poppy, I don't know what you would call it. It skips and it's a digital music, right? Digital, but it skips I can't tell you why. But then I get frustrated. But then I realized that change is good. Yep, changes good. So put that in the back. I don't know where I was going with that. But I just decided that I needed to share my my epiphany when it comes to change and the update with the iPhone, because you know, they make it do something different. You've been doing it one way right with your thumb. And then all of a sudden, you have to change the thumb and now it's at the bottom as opposed to the top. And I can't I can't explain why. I don't know what happened in the star chamber. I phone wherever. They changed it. But I like it. I'm gonna roll with it. That's what I'm about also. So if you've heard the podcast, with Tim, Kobe of Eight Inc. And he's talking about return on experience. I'm fascinated by that because I believe he's onto something that is really important. Now you go go go out find Tim Kobe, like Kobe beef. Right? That's, it's out on industrial talk.com. But the reality is, is that there's truth. And I challenge you and I challenge every listener out here. When you start talking about or thinking about an experience is that experience from your customers perspective, positive or negative? indifferent? I don't know, is there a lasting memory? Is there something there that just says, gosh, that was fun. And and in that experience, you can then begin to develop that relationship. Right? So we did the Christmas and holiday thing. We went to Disneyland Disney World, right Disney World. And we did Epcot. And from the point when you enter in, get it going into the park, you're doing it. It's all about the experience. It's all about what you're hearing, what you're seeing what you're smelling? What's your steady, it's just, it's an inundation. Is that a word? Now, I'm inundated with just experienced stuff. And, and none of it stinks. From my perspective, right? None of it is is off putting, right the food's good that the flowers are pretty, right. Everything is a great experience. And I just came to the conclusion that, yeah, I like experience. And and that's why I offer the podcast because I want to encourage you, if you're listening to this, and you're saying to So Scott, I would like to be on the podcast, I encourage you to do that. I'm all about industrial entertainment, we've got to deliver an entertaining product, we've got to deliver something that is is focused on an experience, right? A positive, because you're doing great stuff out there. As I ramble on, this platform is dedicated to you industrial professionals, it is available to you. And I guarantee you, I guarantee that you will have a great experience. That's That's my guarantee. And you will never come off with this podcast say, I didn't have a good time. I'm telling you. You will. Alright. Segue right here. Alright, so I met, I met Shannon Lucas. She's the other co founder with Tracey Lovejoy. And I met her in San Francisco, and

07:11

excellent chest on fire delivers just just fun, passionate stuff, right. And in this world today, we need to have that passion. We need to have that that desire to really help companies help people succeed and create businesses that are resilient. We talked about catalysts. And and I'm not going to go into it because Tracey does a great job of explaining what that is. But the reality is, if you if you listen to this podcast, and you're going oh, my gosh, I'm not alone. That's how I feel. I'm not alone. I feel just it's it's a great book. They have a book. Okay, hold on the catalyst guide to well, working well. Okay, catalyst guide to working well move fast break shit burnout. And that's exactly what we're talking about here. And it's exciting. And it's a wonderful conversation. And they they just, well, it's really Tracey, Shannon's another conversation. But Tracey just hits the nail on the head. So let's get cracking because you need to listen to this podcast, you need to listen to the wisdom that comes from Tracey and team. Catalyst constellation. So enjoy the interview. All right, Tracey with an E. Welcome to industrial talk. Thank you very much for joining. How are you doing today?

08:36

I'm so happy to be here with you, Scott. Thanks for having me.

08:39

Yeah, every time I look at your name, I see that EY as opposed to just why? Yeah, it causes anxiety for me.

08:48

Because I answered anything. Yeah, but people do why I eat with the heart. All answered to Teresa, Terry Stacy. You're good.

08:59

All right. Love Georgia. Last Name, right. So we're gonna go out into our stat card listener. You go out there Tracey with an 80 ra see why love joy finder. Catalyst. constellations. Is the company. Do not hesitate. Of course. I'm still pending. I'm still looking at my pending my invite.

09:19

You're not You're accepted. Oh, wow.

09:23

I mean, let me refresh. Yes, I have number one now. I'm afraid to sit there. All right. All right. For the listeners out there. Tracey, give us a little just 411 on who you are,

09:36

and who I am. My background was as a researcher, I studied anthropology and ethnographic methods which you and I were talking about a little bit earlier right that fancy fancy word. ethnography is a form of study of watching people kind of do their normal life and making sense of it. It comes out of the roots of anthropology and sociology. And I got kind of a dream job coming in. into high tech doing that, which was crazy right out of graduate school, and they flew me all over the world getting to watch people use their technology and everyday lives. Because as you know, in industry, right, you even showed me a device earlier. So often engineers are so excited about the idea that they have, and not necessarily thinking about the applicability to people's lives. And so a lot of tech companies have continued to, you know, kind of leverage social science to think about what is it that people really need? And then build from that perspective, and you had a conversation recently about design thinking that I got to hear that was,

10:33

I liked that. I liked that, because there's a lot of up. I don't I just think that that we need to do more of that now. Yeah, I think I think pre pandemic pre virus, pre whatever that used to be, it seems like it's been a gazillion years ago. But I believe that we were bringing her seat we were lazy, see be game. And I think now I think that disruption is true. I believe that. That's just me. And I think that it's the grave. Yeah, that's right. And I think today, I think you got to bring your A game. And that's understanding people and what does that look like? And that's what are the dynamics about that? And I'm very intrigued with the term catalyst. Yeah. And Shannon, Lucas, co CEO, of catalyst constellation, define catalyst. What is that? What is that?

11:31

Yeah, so most of us know, catalysts from our chemistry, high school, right?

11:37

out of my car.

11:41

So it's the idea that there was, you know, something that you would add that would create a chemical reaction? Yeah, we're not totally pure to that definition. Because when we talk about our in chemistry, a catalyst then changes, right. Whereas what we're talking about is the the catalyst is a human that moves into situations and can really quickly see what's happening here. And how can things be better. And they take action to move that into being they see a vision, and then they move toward it. So most of us have worked with people like this in kind of organizations that we've been in that person that kind of says, Hey, this doesn't seem like the optimal way for us to do a meeting structure. What if we did it like this? Or hey, CEO, that maybe doesn't seem like the most important goal, given the forces that are happening in the globe right. Now? What if we went ahead and did it like this? And so the catalysts among us, are those of us that are constantly scanning the horizon for opportunities. And we have these many visions that come together, and we cannot stop ourselves moving into action. And I'm guessing Scott, this resonates with you.

12:49

Yeah, it's problem. It's, yeah, you can you can put lipstick on that pig. But I'm telling you right now, sometimes it's it's a problem to be able to. And again, but but but I think, for organizations and correct me, you are the professional, it's important to tap into these catalysts because they're there to tap in, or do I use the term corral? I don't know, if I'm running an organization, I'm going to, for me person, I'm going to gravitate to those individuals. But it is is it important for organizations to do that? Find those now

13:29

more than ever, right? The term VUCA, right, the volatile, uncertain, complex, ambiguous world was coined in the 1980s. And a lot of organizations were like, Oh, the VUCA world? Yeah, those are those are companies that are really getting disrupted that I'll think about that one day. Well, COVID came along and showed us Yep, the whole world gets disrupted in a single instant. And if you don't have those people that can help you pivot and can help you look at what's happening on the horizon. What is it we can implement to stay relevant right now? That's the ticket to going out of business and mean the rosters every single day, show us the local businesses that are gone that show us the national businesses that are struggling International, and so finding those people that can help you always be ready, always future proof your organization we find to be essential.

14:19

But see, that's that's that's exhausting. Right? And I hurt for not for me, not for me. But in industry, you know, we're, we're we gravitate towards, you know, consistent, predictable process. Change is not a it's not a kind word sometimes. And and we're being we're being hit with this tsunami of challenges as a result, and I'm telling you, I for me, being who I am, I think that I got it. I got the challenges associated with a pandemic. But there are good things. And I think the good things are like to your point where you're having real conversations, sort of, you know, distilling it down to real problems to solve. Yeah. And beforehand, it was quite lucky, Fluffy, fluffy tenant. Now it's sort of a bit more real. So, you know, I can't I can't ignore that. But I know that industry wants to gravitate towards predictability. I don't like to change. I don't like I don't like problems. And so we're gonna always work to get that out. How do we how do we nurture that? How do we just accept the fact just crap?

15:36

Yeah, I think that there's the the reality that an organization has to create a stasis, right? This is you've lived through enough businesses that you know that when you're a startup, you're just kind of constantly innovating and changing. And everybody wears multiple hats at the same time. And then you hit a tipping point with a business where you have to have things like HR rules, right. And so there's this need for us to have some standardization, when we bring together lots of people. And so when you think about catalysts, and you use the word corral, which is not a bad word, although I prefer the word connect, right, because there's going to spark connect your catalyst, I'm sorry, if you leave your catalyst unchecked, to your point is they're going to be looking at all the opportunities and problems. But if you actually tap them, and connect them, not only with one another, but with leadership, and there's guidance from leadership, saying, Hey, this is the set of problems we want to look at, how can you help us? And if catalysts say, okay, but there's these other problems? Are we going to ignore them? Can we bring them into the list. And if you begin to create a dialogue about what's really happening, that's where the sustainability of an organization can truly happen. Because what you're talking about in terms of that, like we put it in place, and we don't want to change, that's not sustainability. That's how we sustained in the 1950s, when there was very little change. But that's not the world we live in today. Right, we have to be ready for the next disruption. And so if you aren't creating an adaptable, flexible organization that's tapping your people that can help you do that, then you're going to be the one that cracks and falls, because you've put too much structure in place. And so you can build it. So these disruptive people have the guardrails because they're in discussion with you. That's

17:24

the key. But you know, and this is, this is therapeutic for me. Right out there, because, because here's the velocity and change right now, right? Like you said, back in the 50s, that changed in happen as it did, but it wasn't as fast. There's this philosophy now. And I'll use me as an example. All right, hi, boom, I'm running man. I'm having a grand time. I've got this vision in my mind, and I see this problem, and I'm going to sit there and conquer it, and come up with solutions. And then when that happens, what happens? I just die. I just get depressed. I get Lawrence. Amaya is like, how do you how do you within an organization deal with that? So reality tells telling you right now, and you said it in your book, by the way her book is move fast break shit, burnout. That's right. And it is the catalyst guide to working well. Right there. It's right there. I have it right. That's the book. But how do you how do you deal with the organization? I get it? We've got to it's got to be a disruptive world out there. And you got to Crowley, how do you deal with that?

18:39

Yeah, there's Yeah, and there's a lot of pieces that contribute to what you're talking about. One is, and it says it in the book that burnout is a pretty common phenomenon for Catalyst phenomenon. Globally, we're all experiencing, right. But for catalysts in particular, long before COVID, we run hard exactly, as you said at the problem that got us that's got us all excited. And we tend to allow that excitement to kind of be the thing that's filling our tank, and we may not continue those other rhythms of exercise or seeing our friends. So then by the time we get to the other side of the mountain of that particular exciting challenge, and energy begins to decline, because maybe other people are taking it on or we have to get to what we call orchestration, or you've taken a whole bunch of pressure that people are like, No, we don't really want that because we don't want to have to do the things that mean we have to change, right? And so you feel this resistance when we get to that point, if you have let go of your normal routines that fill up your energy that recharge your battery, then I'm sorry, Scott, you're screwed like that's what happens is that just like our empty your battery is empty. So that's one thing is that you have to start paying attention to your own energy. It's a key factor. And then another is a recognition of where are your particular have strengths and how can the organization rise to to be real with that. So if you are the fire started an organization and you help see the problem, you frame the problem help the organization begin to tackle the problem across the silos, which is something that catalysts are amazing at. Then once you've identified it, given its shape, you know, and started tapping people to help you work on it. You may not be the person to continue that program forward. A lot of catalysts don't take energy from that orchestration piece. And so the more an organization knows you and values you and can support you, if that's not your superpower, then they should be ready to help staff things so that that's not going to have to be yours tomorrow.

20:45

Normally, people just run away from you. That's, that's the reality of it. They're rollers, hopped up on goofballs, because this is such a great project. Everybody runs away.

20:59

Yeah. Scary. It can be scary. Yeah. And your marketing genius, Scott. So I hope you were able to bring people along a little better than you're indicating. Right.

21:10

Yeah. Marketing. Genius. Thank you very much. That's right, listeners. But But here's here's how does a manager of can't can organizations have multiple catalysts? Yes. That can multiple callus work on catalysts work on a project? Yes. Absolutely. How the hell do you keep catalysts from not just ripping out the thorax of somebody else? Just doing Yeah, I can I can see a catalyst. Yeah, in a project. Yeah. But multiple catalysts in a project? It's like thunder don't probably you're so

21:52

right. Yep. Yeah. So I mean, this is a key thing. You've been reading the book. So you know that we talked about this quite a bit. But and this is what we teach in the classes that we teach is that we, we can often end up with a negative reputation that is often deserved, to your point, right? Because we can be so frustrated with people and we don't self regulate. And so we can allow that frustration to come out on others, we can be so externally focused on the vision, that we're not paying attention to maybe what that particular change means to someone in front of us, it may threaten their job, it may be calling their baby ugly, maybe we're trying to renovate a process that they put into place. And we're not thinking about what that may mean to them. Right. You and I were having a side conversation earlier about, you know, having to think about that, oh, it was actually just a few minutes ago, right, as I was talking about my background, having to bring the human it until what we do and catalyst have to think about this, too, is that it's not just about this imagined end state. What does that instinct really mean to the humans involved in it in the process to get there. And we often are so focused OUT out there on that horizon that we forget to think about that. And so if we do take the time to do that, we are much more effective at bringing people along.

23:13

So there's a there's an interesting, sort of bi directional thing with the catalyst one, yeah. There's the manager side, hey, I, I've got to manage this business. I've got catalysts. I identify the catalyst. I want to leverage the catalyst, I want to be able to work with the catalyst. And so there are skills, there are techniques, there's, there's ways of being able to harness that energy to benefit. Everybody in the company. That's the second side would be Hi, I am a catalyst. Yes. So I go into some sort of the group therapy. Hi, I'm a catalyst. 100%. And then there's, you've got a one, like, recognize that your catalyst, right? Is this say, Hi, I'm a catalyst. Yes. Recognize, and then that deploy the tools that are available to say, Yeah, this is your personality, it is what it is. But we want to be able to harness and nurture and you want this, you want to be able to take this, this superpower that you have, and and do it with, you know, for the betterment of society. So there's like, there's a dual role here, right?

24:24

That's exactly right. You've said it perfectly. So, you know, for Shannon, as you mentioned, my co CEO and co author and I, it's interesting because we do represent both sides of those. For me, my highest sense of purpose is to really help catalysts embrace themselves. Because when we can fully accept who we are, we also accept who we aren't. And when we know that we can have a lot of grace for ourselves and grace for the people around us. Right up like oh, yeah, I kiss you off. Cash. I'm sorry, I didn't mean to do that. I got so excited about the idea. This is where my edges are. Right. And then for Shannon, her highest purpose is in really helping to evolve the world. organization so that we can solve the world's problems. And so it's at that intersection of identifying your problem solvers and helping the organizations be ready for us that the magic happens.

25:13

It's exciting. Don't get me wrong, I think it's, I think you brought up and you're skirted over it a little bit as a clear purpose, meaning Yes, yeah. For me, knowing that I am up and down, like a dog on pump handle unexcited. And I'm all around, I'm all up and down. And it's. But, but if I don't have a clear vision of like, that purpose of say, Okay, this is the reality of who I am, but I've got to keep on soldiering on. And and, and, and the other thing that you got to sort of mention is, it's, I'll see, I'll see a project. Catalyst, we'll see a project, there's a project, there's sufficient, this is what we need to do blah, blah, blah, blah, blah. But the other thing that I struggle with is that, hey, there's another, there's another one. This, that's exciting. And then another one that's exciting, then I was talking to Tracey with a knee. And I got excited about that. 1/3 one? Yep. How do you? How do you see? How do you do like, do I lean back on my therapy chair?

26:24

That's right, you sit back and I'll just like, give to the world, Scott. For anyone this is true. And for catalysts, even more so true, potentially, I don't know if that's true. It's more true. The clearer we are on what we want to accomplish in any given timeframe, the easier it is for us to know what we want to say yes. And what we want to say no to. And that's easy enough to say it's harder for catalyst in that our ideas are like children, right? If we if we don't do something, we end up feeling like there's something that needed to be birthed, that we aren't allowing to be birthed. Right, it almost is painful to us to not act on the things that we know that can make the world around us better. And so it's asking a lot to say to ask catalysts to say no, to something we do find work works well is it's the idea of if you're clear on what you want to accomplish in the now. Right, whatever that timeframe is for you. You can have a not right now this. So it doesn't mean I'm killing the baby. But you're just you're asking the question. Okay. Is that idea number two that I just came up with? How aligned is that to the thing I say I really want to accomplish in the next three months? Oh, I don't think it's really supportive of that. Do you want to change the thing that you said you want to do in the next three months? No, I'm really committed to that. Okay. Can we move this new idea into the not right now category? You're like, yeah. Right. And so it has to be an intentional constant. Here's the thing I want to do. I know I have to keep my battery charged. Because if I don't, right, you're the source of the change. If the catalyst battery dies, Scott, that's it. The baby, the baby is dead. Yeah, it's not air.

28:14

See, I think you're hitting on some really good points. And this sort of dovetails nicely with with an event let's so listener, if you're listening to this, and you need to get that book, move faster, break shit and burn out. And you're saying to yourself, Scott, I'm a catalyst. It sounds she's talking right to me. And there's an event, there's an event that you've got to you got to participate, and you're not alone. Yes, that's right. The cool thing that is that if there is anything that you walk away from this particular conversation is that you're not alone. You're not an insane. He could be an insane maniac, like, but you're not alone. Not the only one, not the only one. Oh, that's good. You got a posse of people who are sort of similar. And that means I need to there's a there's an event that you guys have scheduled, which is which I'm I'm scheduled to be part of meaning. That's right. What is it? Talk to us about that?

29:08

Yes. So twice a year, we host a totally free event, bringing catalysts thought leaders from around the globe and our next one is early 2022. So January 11, and 12th. You can go register for it's called the catalyst empowerment summit, the catalyst empowerment Summit, and I'm pretty sure you're gonna have a link to it on on your right there just real time and we have these amazing speakers like Peter Hinson, who is an accomplished innovation writer is going to be keynoting the first day, we have conversations to talk about how do you build psychological safety, which is so key for us to be able to create change. We have conversations about how do you manage resilience and like you said, keep that energy up. Shannon and I are going to be talking about how do you identify the workplaces that are really a problem appropriate for Catalyst, right? How do we avoid the toxic and the hostile, which you talked a little bit about earlier? Right. And so there's gonna be all kinds of talks. And what we love most about this event is that we've designed it for the catalyst brain. And so they are short talks, they are 20 minute talks. Yeah, then with 10 minutes q&a, and every single 20 minute talk, you walk away with at least three actionable things that you can put directly into play. And as I said, twice, you're always free to come explore your catalytic, it's virtual, right? And it is online. So

30:37

I'm going to have all the information out there. Because I think that if, if you find yourself feeling alone out there, and you're saying to yourself, Scott, I, I, I feel the same way. You got it, you got to increase your network that includes people who think the same and be able to come up with strategies of managing, that's your the realities of your personality. That's, I mean, that that's important, if you're pissing people off every day, because you're, you're so rigid. You even though you're right, in your vision, whatever it might be, you're not going to succeed, you're not going to succeed and, and change the organization for everybody better. So it's up to you to manage your superpower and being a catalyst

31:19

that said, so Well, there's this you know, oft quoted, it's usually misquoted, and I'll probably just put it now. Maya Angelou saying people won't remember who was right. But they'll still remember how you made them feel. Right, and as catalysts that we really have to take that to heart.

31:36

Instead of like, yeah, run away from Scott. JD just FYI. Run away from him. The other way? Yeah. Great. Cubs, Brian, please. All right, Tracey, you were absolutely wonderful. Thank you for being on industry Talk.

31:50

Thanks for having me, Scott. It's a joy to start my day with you.

31:53

Yeah, it's got a hell of a lot of content coming your way. Now. Remember, go out to industrial talk.com find this interview. We're gonna have the event on my homepage, industrial talk.com. So get signed up. Do not hesitate. Because we got to you're not alone catalyst. Not Alone. Alright. Thank you, Tracey, for joining. Thanks, Scott. All right, listeners. We're gonna wrap it up on the other side, we're gonna have all the contact information for Tracey withany. Right around the corner.

32:24

You're listening to the industrial talk Podcast Network.

32:31

Yep, that was great conversation. Once again, I want to reiterate. They have this event, January 11, to 12th, January 11, and 12. Next year, yeah, it's just January next year 7am. To 1130. That's Pacific Standard Time. Now it's gonna be out in industrial talk. So don't worry about it, you get the link, you gotta, you gotta get connected. It's virtual. And it has the best price of all, it's free. But you get to hear from people that sort of look at the world the same way you do, and why catalysts are pretty important, especially today's need for disruption and how to survive, also get their book. I'll have a link to that book, too. In fact, I think already have a link out on the homepage. Telling you man, you will not be disappointed. Great people. Great insight, great vision. All right, people before I dare greatly hang out with people like Tracey, and Shannon, and you're going to change the world. Thank you very much for joining industrial talk. We're going to have another great interview. Great conversation right around the corner. So stay tuned.

The post Tracey Lovejoy with Catalyst Constellations appeared first on Industrial Talk.

On this week's Industrial Talk Podcast we're talking to Rob Mora, Executive Vice President at Novate Solutions about “Applying Thoughtful Engineering to Manufacturing Success”.  Get the answers to your “Value Creation” questions along with Rob's unique insight on the “How” on this Industrial Talk interview!

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

ROB MORA'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/rob-mora-81563aa8/

Company LinkedIn: https://www.linkedin.com/company/novate-solutions-inc/

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

NEOM:  https://www.neom.com/en-us

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

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

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

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

We the 15: https://www.wethe15.org/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

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

Active Campaign: Active Campaign Link

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

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

Business Beatitude the Book

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

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

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

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.

In this week's Industrial Talk Podcast we're talking to Hansa Iyengar and Alex West with Omdia about “The convergence of OT and IT”.  Get the answers to your “OT/IT” questions along with Hansa and Alex's unique insight on the “How” on this Industrial Talk interview!

Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2021. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

HANSA IYENGAR AND ALEX WEST'S CONTACT INFORMATION:

Hansa's Personal LinkedIn: https://www.linkedin.com/in/hansa-iyengar-0140a67/

Alex's Personal LinkedIn:  https://www.linkedin.com/in/alexdwest/

Omdia's Company LinkedIn: https://www.linkedin.com/company/omdia/

Omdia's Company Website: https://omdia.tech.informa.com/

PODCAST VIDEO:

Other Powerful Resources from Omdia:

Omdia Digital Leaders Podcast (spreaker.com)

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

industrial, alex, technology, people, digital transformation journey, data, ot, business, companies, enterprise, customer, supply chain, digital transformation, pandemic, solutions, Hansa, industry, tx, machines, legacy

00:00

Hey industrial Talk is brought to you by CAP Logistics. You want to minimize downtime, absolutely increase reliability, you bet ensure operational profitability. Yes you do. That means you need 20 473 65 insights into your supply chain Look no further cap logistics go to cap logistics.com or just call them they're great people 800-227-2471 also TX one now you know cybersecurity is important if you're on this digital transformation journey, TX one networks has the solutions for you. And you're saying to yourself, Scott, they're going to be complex, they're going to be difficult. No TX one's taking that into consideration. And they provide a suite of solutions that truly meet your cybersecurity needs. Go out to TX, one dash networks.com and find out more, you're not going to be disappointed. Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hardhat grab your work boots, and let's go Alright, welcome to industrial talk. This is where we celebrate you industrial heroes, you are bold, you are brave. You dare greatly. you innovate. You're changing the world. And you're changing lives as we speak. Right today. Thank you very much for joining in the hot seat. We have to Odia is the company, Alex West, and Hansa. In Gar, we're gonna be talking a little bit about ot IT Convergence. And how do we make that happen in this digital transformation journey? So let's get cracking. Yeah, everybody's talking about that. ot IT Convergence important, especially when you're in this digital transformation journey world that we live in. From an industrial perspective. It's it always gets down to people, it's always gets down to organizations talking common focus, common interest in what is needed for the organization. And right now, if you're looking at going down this digital transformation journey, you're gonna have to have that conversation. Before we get into that. Just another FYI, Hurricane Ida slapped us upside the head down here in Louisiana. And for the most part, we're fine here at international headquarters for industrial talk medium. But there are a lot of people in need of help. And I encourage you, if you have it in your heart, if you desire to, to help out in any way, shape, or form, just go to redcross.org redcross.org has everything you need, you can get you can get engaged, you can provide help where help is needed. We on the other side of New Orleans, where I live, which is Mandeville, we had some trees, had some fence fall down, but pretty much what is always interesting to me is the human spirit, the human condition where the next day we were out and about cutting trees, and getting life back to normal as fast as possible. But this does not. I mean, we were out of power for a week. And we're still down from a Wi Fi perspective. But I mean, we survived. And that is important. But a lot of people south of us are still struggling, really got hammered got flooded, and just keep them in your thoughts that that they need help. And it will continue for some period of time and a lot of people, there's still people that are out of power. I can't believe it. I gotta tell you, South Louisiana in August with no air conditioning. Yeah, that's, that's tough detail. So keep that in mind. All right. Another thing I want to be able to point out, and we're going to be starting this to we're starting the utility Roundtable. And that's important because we want to be able to highlight how the energy industry is venturing into, of course, digital transformation. And that is great conversation to have you got microjet you got, you know, it's just there's a lot of things happening, and a lot of big time thinkers solving the problem. So keep on the lookout at industrial talk.com for these particular series. The other series we're going to be talking is is what I call Mt. Ms. That is

04:50

media, technology, marketing and sales. Why is that important? And why am I all geeky and happy? About that, well m TMS because I get tired of saying the words, no matter what your tech is, no matter what your solution is what no matter what you're offering, there is a necessity to to figure out how to use media effectively for you, you've got to do it. And then you've got to leverage technology. From that perspective, if I'm using media, I've got to leverage technology. And there's some incredible technology out there to help make your media life easier. Marketing, what are the strategies associated with marketing that you can deploy today? And, and going forward? What are those strategies, and then of course, sales. Yet, if you're not, if you're not closing deals, it's a struggle out there. And we're going to be pulling together a great organ of a group of people that are going to really talk about Mt. m s, and and be able to just offer it to you. It does sort of talk me is all about that. It's great to have conversations that are around the stuff that's happening within industry, the the industrial for Dotto, the edge, the IoT, the IoT, we need to be able to communicate our message in a way that makes sense, it's got to be, to a certain extent provocative, it's got to be human, it's got to be human. Don't shy away from that. It's got to have a strategy around it. And of course, it's got to be entertaining. If it's not entertaining, and you have the cure for cancer, everybody dies of cancer, that, put that on, I don't know if you can put that on a bumper sticker, but that's the reality of it, just FYI. So you're gonna have to get out of that comfort zone. Anyway, industrial talk medium, all about that. And, and being able to just continue to look at what's available to help industry succeed. We need you, you need to be successful. You need to be able to transform the world. That means you need to be able to communicate your message out there in a big and wonderful way. All right, let's get on with the interview. Omdia o M. D, I want to make sure I got that right. Because I don't want to I don't want to mess that up. Oh, m d. I was right. I was going down that road. But I didn't want to leave that but Omedia and Alex, Wes and Hansa Iyengar, incredible conversation. And not and for me. Personally, I love the fact that organizations like Gandhi and others are looking ways of being able to bring them together and bring people together and and because it is what has to happen. You have to come together. Okay. That's just me. I'm pushing myself out there. Tried to be vulnerable here. I don't do well with vulnerable but I am human, happy. Whatever it is. All right. One last mark. redcross.org please consider giving. All right, enjoy the interview. All right. Welcome to industrial talk. We have two incredible guests. I'm always excited about interviewing individuals from I'm going to get an idea. Did I get that right? I'm gonna wear I'm all worn out by the stress of me remembering and being able to pronounce that name correctly. All right. We have Hansa, did I get that? Right? Did? Did it. Okay. And Alex, did I get that name right? Just about? All right. For the listeners out there, we're going to have to start out with a little background on who you are starting with you. And so how, who are you talk to us.

08:37

I'm a principal analyst and on the US enterprise IT practice. I've been an analyst for almost 15 years now. And I've been covering the systems integration and IT services space for all this time. I cover a lot I do a lot of work around digital transformation itself and how that works in enterprises. And part of my role involves me advising enterprises, on our enterprise customers on best practices, strategies, and you know, guiding them through their transformation journey.

09:10

And if you're looking at on video, she started her career at the age of five. No, I did not. I'm older than I look so clearly, clearly. Like Alex and I have been rode hard and put away what I mean. Without a doubt. It's like, well, geez, gosh. And Alex, this is the second time you've been on industrial talk, but still give us a background.

09:33

Cool. Thanks for having us again. Scott's Yeah, I'm Alex West. are on the I'm an analyst on the over the industrial IoT team. So I have a background looking at all the automation, manufacturing technology, everything from all the exciting stuff like sensors, bearings, belts and chains. But last 510 years, last five years as IoT is, you know, got the buzz behind it. Now things are getting a lot more interesting. So we're really looking at That transformation of industry so I kind of splitting the

10:06

here's a quick little off the off the chart question, Do you find that the digital transformation journey This is to you Alex digital transformation journey was accelerated as a result of the pandemic.

10:18

I think it was hindered, but it set the acceleration post pandemic. So, you know, you had the IT budgets were cut. But those companies that had already invested in are already doing some of these remote operations and things great and we carry on, they're better other than around cans, the cans that were being kicked down the road. Now the company is already looking at. And so we've got amazing.

10:41

Alright, let's talk a little bit about convergence of OT and IoT. Now on so give us a little background, or define what OT and it, what's the difference? And then Alex, we're gonna go talk a little bit about what do you mean by convergence? Give us a little definition of Ott?

10:56

Well, from how I look about it, look at it as ot is the part of industrial, you know, enterprise scientists or companies that keeps it running the machines and manufacturing, you know, the supply chains, and all, while it is a technology that drives these processes, and these value chains within the business. So it was a time when, you know, for most industrial customers, when technology was primarily their supply chain software, maybe a big SAP system, that, you know, they used to raise invoices and stuff. But over the period of time, we've seen that, at least in the last seven or eight years, the use of data has accelerated significantly because there are multiple ways in which it brings value to the industrial customer brings optimize or optimizes efficiencies in the OT processes and the OT value chain.

11:51

So that's why convergence, and and bringing the two together is important, right, Alex?

11:57

Yeah, that's right, you know, you've got the operational technology side, and it have been traditionally completely siloed. You know, they don't, it doesn't want to talk to it. And it kind of gets frustrated with it, you know, it's different technologies, different persona in different, you know, stereotyping, but different types of people in these different departments. And so there's very much been a slight analysis hanselman mentioned, if you want to start doing all of this digital transformation, you know, there's a lot of companies, how do we improve productivity, quality, and all these things, if you're trying to have a new approach to this data as part of that, and now it's data from the factory floor all the way up to the enterprise level shop floor to top floor integration, you've got to bring these two teams together play nicely to really generate the best benefit for the business.

12:44

Yeah, that's some heavy lifting. Go ahead. Haha.

12:47

Yeah, and, and the data doesn't just end there. The data also has to include data from customers, and the customers customer. So if it's a if it's a manufacturer of let's say, baking machines, they need to know what that customer is baking, how frequently they're using it. So I've seen cases, where do you have these, you know, manufacturers of these machinery, put in IoT devices to get data from their machines that helps them provide different set of services, you know, predictive maintenance services. And I've seen a couple of cases where the manufacturer of the machinery went from being a manufacturer or producer to a provider of services where they don't sell machines anymore, they lease it out. And and they charge for that, you know, annual maintenance contracts, and in order to build on top of it. So it's a completely new business model that is transformative. In talking about moving your SAP to the cloud. That is fine, it enabled transformation. But that itself is not transformative. So there is a long way to go before in a large industrial customers can say that they have really transformed their business.

13:54

But Alex?

13:56

Well, yeah, go ahead. Go ahead.

13:57

If you think of data condition, something like condition monitoring condition, it's been done for decades now. small increments in improvement and analytics, that's basically as fundamental that's not transformational. But when you start measuring the health of an asset that ties into how hard you run your operations, which ties into how well you can deliver products, your customer when you're going to deliver, changing potentially to selling them an outcome as opposed to selling a product. Now you and then that linking into your supply chain. Now you're really doing what we talked about transformation manufacturing

14:32

the scene, I think it's dead sexy, what you guys are talking about, and I believe you're grabbing that data, there's gold in that data, I've got to figure out where the gold is I got to do a little mining, I got to get rid of some of the stuff that doesn't make sense, but there is gold in that data. And it does create a more resilient business, right? I've got greater uptime, I've got you know better you know better asset management and it just keeps on going and going and going and I have visibility into my What my customers have. But it all starts with data and and that strategy of how do you get it? Is that correct there?

15:10

Yeah, it has to start with that convergence. And like you mentioned, Scott, where I and then Alex as well, where it and ot don't talk to each other well, there's essentially the CEO is the CEO who sits on both their heads and says, You know what you guys have to work together. But many times, it's a forced relationship now that that, you know, kind of forcibly shoving it down or distraught or shoving it down, it stopped, that has to actually stop, you know, you have to take a step back and say, you know, what, this is what we are working towards. And I think a lot of that has to do with the fact that many industrial and manufacturing companies do not have a very clearly defined vision. And this is something that I was discussing with one of my colleagues on my podcast at the end of the show. You have a podcast that you just sort of just it's a baby. Yeah, but it's growing. So yeah, but we talk about things that are strategic to digital leaders. So all things that impact leadership in the digital age in that podcast. So we were just talking about the fact that you need if you have a clearly defined vision, for example, upss that they want to be the enabler of global e commerce. You know, it's it's, it's one sentence, but it's short and sweet and pointed to become the enabler of Global eCommerce, not just not just the US, not just Europe, global. So what do I have to do to align myself to that vision? What are the investments I need to make? What what technologies do I need? What will help me drive my business to become the global leader in a driving ecommerce supply chains across the world? So I think having that vision is the number one priority to bring that convergence between it and ot. Yeah, but

16:57

here's the funny thing. Alex, I've heard that, you know, that's good. That's that, I get the picture. I see it, I, I am all into it. But how many times have companies come out and say, this is where we're going, and then they change their direction? They have to stick by that vision. In the case of ups, they've got to stick by it. They've got to put the capital behind it. They've got to do that. How do that that's where trust and and, and a desire to do it comes from Do you agree with that, Alex?

17:28

Yeah. And that's, that's got to come, as it said, that comes from the top down. So well having these initiatives, but it's also and this comes to that like to a tee. Yeah, it's having all the themes at the table. Because we sometimes hear about, hey, the CEO had said, we're going to do digital transformation, and it kind of gets thrown over the wall. And the operating it goes into the light. Okay, you've just told us go play with a lot of new technology, we need a bit more strategy, or it's having that focus, where it mot are at the same table and that Hanson said, it's a it's a constructive discussion. It's not just here's a dictate, this is what you have to you have to digitally transform it, how are we going to bring it together? One of the big things we find is that companies don't always look at what the pain points are, you know, there's a buzzword digital transformation, right, we've got to digitally transform. Let's go and throw loads of sensors out there, we'll send it all up to the cloud and figure out what we're gonna figure out. And it can't it's got to be the other way. What are we trying to do? Yeah, trying to go and get the OT and the IT guys on board so that you know, what's possible. Start with starting with the end in mind

18:36

seeing I love that, starting with the end of mine I but the reality is haunted is that companies to be truly resilient to have some sort of longevity some legacy, or they're just going to have to embrace digital transformation. And and, and it makes sense. It's not just buzzwords out there. It makes sense. Is that correct?

18:58

Of course it does. And if anything, if you look at the last 18 months at the start of the pandemic, I think the the manufacturing and the industrial segment was one that was impacted the most when global supply chains just just locked down overnight. Everything was in shortage, you know, you didn't have no draw materials, you couldn't get consumers the products they needed in time. And that speaks a lot to your business, right. You're as a manufacturer, it's your duty to get things to the market to the shelves on time for the customers to consume. So that and like Alex mentioned this at the top of our discussion that he has seen there's been there was a kind of a dip but then the acceleration in adoption of technology had just just skyrocketed. I think it's got a lot to do with this jolting reality that that that many of the industrial customers faced at the start of the pandemic that uh, you know what, we are not as resilient as we thought we were our supply chains. You know, our ecosystems are not as resilient as resilient as they thought we they're so what is the problem if people move to two Remote working, you know, model overnight, across the globe, it was not just one place and no no company. No, no nobody I've ever spoken to in the last 18 months had a disaster recovery or business continuity plan that accounted for a global pandemic of this nature, not not one not. So everybody was caught unawares, and that proves the app. But the ones who had made those investments in technologies were the ones who were able to pivot really quickly. For example, I can, you know, locally in in the US, we have Walmart, they were the one of the earliest were able to offer online shopping pickup in store. Yeah, so having that having that supply chain resilience, because they had made investments in the technology needed to support that, that you know, and having an app having the ability to provide consumers with a with a mobile phone app that they could use to quickly make those orders. And, you know, and check what the status is of the order. I think that makes a lot of sense. And again, it comes to having not just the digital tools in hand, but the fact that they have visibility across the entire data spectrum. They know what's where, in what's coming, what's not coming. Yeah. So So again, it brings us back to the table that technologies should not be invested for technology's sake. But for the sake of how can I use these tools? technology is a tool. It's not the be all end all. It's like, how do I use this tool to make sure that I my company can be at the best that it can ever be?

21:28

How do I get Alex Alex's point having the end in sight? Right? I think Alex, and maybe it's just me, I believe pre pandemic, we were somewhat lazy. And I and when I say lazy, it's like, hey, whatever to your point. Honza is that, you know, nobody had global pandemic on their, you know, disaster recovery plan. Nobody is I got but that's hurricane that's fine, you know, whatever. But we were lazy. But now I find that we have the ability to be able to truly trends. And I've mine, me consumers DNA has already been altered. I look at I like the world differently. Right? And it's because I it's like, yeah, I'm never going into that store over there. Because they bring the groceries out to me. Yeah. And it's so. So what do we do, Alex? How do we, how do we facilitate, there's still a lot of resistance, I'm just good, bad and ugly, positive negatives, everything in between in the spectrum is is definitely out there. Give us a roadmap on how we can begin to bring the OT and it together in this whole digital world that we're living in. Okay,

22:44

yeah. Just before I do that, just jumping to a point that Hansel mentioned, around that whole idea of remote. Everybody was going remote. You look at how that solves a big problem in industrial. So yeah, we had COVID. And everybody was working from home. One of the biggest headaches for manufacturing CEOs at the moment is talent. Everybody not about people retires right? loss of skills, you know, who who's the people with that tacit knowledge about how to run it. So the things that have been put in place, post COVID are actually things that are crucial, a little bit longer term for the industry over the next few years, as we see people retiring anyway, remote Centers of Excellence where there's training, augmented reality, these ideas about providing additional training. So I would just highlight that I think Hansie Hansie is the great word jolt is kind of jolted people, but it's also now support in the future. Yeah, like that. In terms of what needs to be done now? Yeah, I think one of the big things is coaching, you've got networking and infrastructure, you've got that all the technology, but the people part is key. And as hunter mentioned, sometimes it's got to start at the CEO. But one thing that we've seen some companies do is actually transfer jobs. So we've seen it where it had the CIO has actually been pushed into a CIO role. environment or vice versa to say, look, you guys are going to experience what their their pain points are really get exposure to what they care about, you know, an IT guy, his idea of downtime, is we're going to force a patch and you're going to have to run it and yeah, yeah, the OT side is like, you are not going to interrupt production. That's the one we cover. So just getting shared experiences is one way we've seen it being done and is interesting.

24:34

Because that that your you bring up. I've heard that conversation a number of times where Hey, I've got to do a patch. You're not bringing me down. Everybody's complaining about it, doing whatever they can, but we have this other thing going on here and it's just it's a constant state of flux and pressure and friction and it's not a good thing. I like that idea. About Alright, okay, IT manager Come on. To LTE and see what that's like, Okay, I think that that really sort of opens up other solutions or insights. Right? What else? What else do we need to do?

25:11

Oh, well, one more thing is that in most places, it is given a mandate. It's like your CEO, it's your job to keep the lights running, and it's your job to make sure it my ot guys get what they want on time. But then, to allow them to do that also requires you to make investments in in in it. But that's not how it works. It's like, Hey, I know, you know, hey, it got to take 20% of your costs off. And then at the same time, give me the word, you know, how is that going to happen? And if that's not how it works, the other aspect is that many times the CIOs office, short sells itself. Like they have the ability to bring a unique perspective on the role that technology can play in bettering the business. But they don't usually do that they are at the table. But they sit at the table and they they just listen to what everybody else is saying. And then they say, oh, know what these are the requirements that we see. And but you have to be proactive, get the it ot guys in the same table, talk. And don't forget marketing. Those guys are essential, because they are the ones who are out in the market to the customer. So they so you bring all these perspectives and as to what the customer wants, what the business wants, and what technology can do to facilitate that. I think that having that conversation where everybody is an equal partner on the table, I think that's essential. Yeah,

26:38

we think a lot about the C suite. And senior leadership is really about bringing the people with you on the journey. Yeah, we see a lot of projects where, hey, we're gonna do this. And, you know, Bob, the maintenance engineer says, I'm not going to have at this technology come in and take my job. And you know, it gets mothballed. So it's really supporting the people that are going to be using these technologies. We see companies doing things like data, citizenship programs, they have get data champions, we saw one vendor of the solutions that we're doing that kind of drink your own medicine. They offered incentives were people on the line, if they came up with good applications, for these projects for digital transformation projects, they get a bonus. And so now now, rather than everybody seeing it as a potential threat is like, Hey, cool, we can prove our jobs we we bought into the introductions technology.

27:28

Yeah, that's it, that's got a lot to do with democratizing innovation within the business. It's like Mark

27:33

Holden, hello, I gotta write that one down democratizing of innovation.

27:39

Yeah. And that's something we're seeing, you know, when I speak to a lot of vendors, and I speak to enterprises across the spectrum, not just industrial. So I see a lot of that happening in, in sectors like retail, or hospitality and logistics and banking, where they are equipping their, you know, non it employees with the tools to come up with solutions that still, you know, fit the compliance and security requirements of the enterprise. They work with the existing infrastructure, but it allows them to come up with small modifications of features to do something faster and get something done quicker. So the customer is happy. And these innovations and are then put together, it could be a hackathon, a lot of people, you know, they use that word now hackathon, where you have your citizen developers, as they're called, working on bringing in some new ideas, new, new, innovative uses of existing technology within the enterprise. And having that approach itself is essential. And and that kind of familiarizes everyone with it, it's all it is not a bad word. It's not a black box, where you just throw in some requirements and expect that it gives you results. But then, but having that ability to bring I think it requires a lot of communication requires a lot of change, management will happen in the background, but breaking that glass barrier between it and OT and telling them that you know, you're not you're not enemies, you guys are all on the same journey with everybody else in this organization. We all got to work together to pull this in a business down into the digital future. I

29:12

think that's essential, especially for the industrial environments. that's crucial. So for talent acquisition. Now the idea Yes, hearing, you know, who wants to, you know, pick up a greasy Spanner that that's not attractive to the new workforce when you're hiring these technologies that is really crucial for for manufacturers.

29:33

Yeah, that is like it's huge. So what I hear you saying, and it's First off, I like the idea of trance, you know, transferring jobs good enough, no, be a part of this whole greater picture, see what people are doing. I like the the need to invest in it can't just pull back and then try to do that. I understand that. I like the fact that bringing people on the journey on this digital transformation journey. And then finally, of course, the demise of democratizing The, the innovation, I like that it has to happen from, from a business perspective, it makes good business sense. And it is truly the technologies, the technology, right? It's people, it always gets down to people. Yeah. And being able to bring them in. Okay, so we got all that sounds great. Kumbaya, I'm all in. But there's there's always roadblocks. What are the roadblocks?

30:35

The biggest one, which I see in from the technology standpoint is the fact that I mentioned right at the start in a legacy system 30 year old for Yeah, which are, which have been, you know, it so many fixes have been applied on top of it. So many layers and layers of, you know, API, or whatever you want to call it, Devon birth, it's baked on top, to such an extent that the system has become extremely brittle. And there is this, there is this fear this this fear that freezes most of the industrial CIOs in their tracks, or when they will even think of touching that legacy system, you know, what, if I don't know what's going on, because 40 year old technology, the guys who built it are dead. There's nobody there anymore, who knows the code, there is no documentation that exists. But if I'm gonna go tinker with it, I gotta be dead sure that I can come out of it, you know, without disrupting and without breaking the business. So what do I do? Uh, you know, what, just let it be let it run in the background, we build one more layer of API's on top of it. Right, right. Yeah. Because it because each generation of CEO does not our CIO does not want to carry the blame of being the one who broke the business. End of the day, yeah, it's like it's a job. So I think getting rid of there are tools now that are available that that can help break that chain of legacy break that dependency on the legacy system by containerizing it by quarantining it and building incrementally, there are automation tools out there. And there are vendors who are who have got those tools and got the talent who can come in and take the rules take the business rules, the logic and the the intricate details from the legacy system, the custom, the hundreds of 1000s of customizations that have been built on top over the decades, and take them out and make sense of them and bring them to the digital age one by one with an you retire it in portions without really, you know, breaking it, essentially. So I think having that that approach and having that courage, I would say to kickstart that initiative, and go ahead and do it. And once you're, it may take three years, it may or may take five years, but then once you have retired that legacy system, you're no longer bound by the ball and chain that prevents the business from moving at the speed and the flexibility that the digital age demands.

33:03

See, I knew that that was gonna if you want to add to that there, Alex, because that's a tough one to follow, right? There is a good

33:13

part is that right? setting expectations around rate of change as well, you can get people again, it and ot is different worlds, a laptop lasts for three to five years, you know, a machine might last 50 years. So there's this idea, hey, things are gonna change. And you're not just going to replace, you know, half a million dollar machines just for the sake of doing IoT. So kind of responses that you strategize, you've got to find where you can do it now. We're going to build it in the long term. But as you're doing all of that, I think it's the data side of it. Going back to what you mentioned earlier, is key having a very clear data management strategy. How are we going to Yeah, not just recoated things a little bit. So they integrate and just kind of work now. But how is this going to be tied into our long term goal of everything integrates having a very considered clear data management.

34:05

Yeah. I like it people

34:06

people say data is new oil. But you know, we don't put oil in our cars we put gasoline in the data needs to be refined. So we don't need just the oil refinery to make it something we can use.

34:20

Yes, now, that is the first time I've ever heard that. And I like it. I like the word. That's alright. So I'm going to steal that. And I'm going to claim it my own. No, I'm not. I want. But I do like it. You're absolutely right. And a lot of people, this is another topic, but I've got this legacy data. And it's dirty and it's filthy. It's great. I don't even know how you begin to refine that data. Nobody ever wants to raise their hand and say, I'll take care of it. Nobody. I haven't met one person. They say yeah, maybe but then they just fall off. Okay, we're gonna have to wrap this up. Now. Ponce, how do they get ahold of you?

34:57

You can reach us anybody wants to talk to me can reach me on My email id just turns out I anger@omdia.com or ask an analyst@omdia.com. So you can send a query to ask an analyst and they will get put you in touch with me or Alex or whoever else it is within omdia. Who can answer that question for you

35:15

like that. Alex, how do we get a hold of you? Because you, you did well against concept because she's he's bad, but I'm telling you right now she goes, yeah.

35:24

Alex west on the.com asked Matt, I saw someone. All right. Follow up. Questions.

35:30

You guys were absolutely wonderful. Thank you very much, you brought a lot of clarity into a topic that I believe well is still at the beginning. And and it is still a journey. I always talk about the journey. But But you're the professionals. I am just at the humble learner in this whole event. Thank you very much for being on the podcast. Our pleasure, thank you for having us. All right, listeners, we're gonna wrap it up on the other side, you know, you're gonna have all the contact information with both of these fine professionals. So, so don't come to me and say, I can't get ahold of him, because that's a lie, because it'll be out on industrial talk.com. So stay tuned. You're listening to the industrial talk, Podcast Network. All right, a hearty thank you to Alex and Honza for being on industrial talk. The company is omdia we talked again, OT i t convergence, important conversation for you to have, make it happen. They've got the solutions, look them up. Because you can go on industrial talk.com. Right. And you can find the contact information, you're not going to be disappointed. All right. redcross.org. You know, they have a Hurricane Ike to help out there. Consider. There's a lot of people that are in need of support and solution. So consider that put that on your bucket list to do. All right. We've got the industrial Academy out there, sharing all this great knowledge to people that really can be transformed by trying to make it easy for them. Industrial talk is trying to make it easy for them. So consider to be to be a member. And look at that. Thank you. All right. Thank you for doing what you do. It is an honor to be able to know you and you'll be a part of it. Thank you very much. We're going to have another conversation right around the corner when we get the Wi Fi back up. So stay tuned.

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In this week's Industrial Talk Podcast we're talking to Christine Witte, Director of Product and Services at Seam Group about “Looking at Safety the way we look at our Children”.  Get the answers to your “Safety” questions along with Christine's unique insight on the “How” on this Industrial Talk interview!

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SUMMARY KEYWORDS

safety, cme group, industrial, people, problem, create, oxygen, christine, industry, conversations, maintenance, reliability, big, desensitized, year, absolutely, lily, assets, safe, skilled worker

00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get all right. Once again, thank you very much for joining the industrial talk podcast of the number one industrial related podcast in the universe. Where we celebrate industry heroes like you, you are the miracle, you are the hope you are the individuals that create dreams. You're bold, you're brave, you dare greatly. You solve problems. You're always curious. And that's why you're changing lives. And you're changing the world. We have a great interview. Her name is Christine a Witte, now it's spelled wi t t, but it's pronounced Witte, and she's got a major stack card out there. Let's get cracking. Yeah, we're gonna be talking about safety on this podcast. And it's always been an interesting dilemma, personally, is that when we start talking about safety, the data, what for whatever reason, the data never really changes. The focus is always on safety. I see all of the wonderful posters out there right? in the workplace saying, hey, you're the You're the reason to be safe. All of that good stuff tried to be motivational. But the data doesn't support that. And I have always been fascinated. Christine came to me. And she says, Scott, I think an interesting way of looking at safety is this. Safety should be prioritized across all verticals of the industry. Yes. But what if everyone looked at safety, the way that we look at our children? Yeah, why not? Why is it sort of all of a sudden, different. When we step out of the house, we go to our location and safeties, we say safety is important. But we just continued, sort of go through the motions. But then all of a sudden, you're not going to let your kids just run across the street without being safe, you're not going to let your children do something like climb a ladder without being safe or not, or explaining some of the challenges. I think that's a brilliant point of view. All right. Again, I'm going to be harping on these events, because I want me personally selfish reason and get back to normal as much as we possibly can. I want to get back to normal, I want to have fun, I want to be able to continue to just sort of sing the praises of industry. first event that I want to put on my calendar would be October 5 through the seventh. And it is a beautiful Barcelona. And if you've never been to Barcelona, it is a must. I mean, you got to go to that town. It's great. And hopefully I'll be broadcasting from that location. But it's a great event brought to you by IoT solutions World Congress, Farah, Barcelona, and the industrial internet Consortium, great people putting on a great program. Last year, it was cancelled, of course, this year, boom, you got to put that on your calendar that is once again October 5 through the seventh this year. The next event is in Cleveland, Ohio, and is the manufacturing and technology show. This is November 9 through the 11th. And again, I was in Cleveland last year, wonderful people, great food, exceptional venue, a, again, a wonderful opportunity to get back to normal. Go to that manufacturing and technology show November 9 through the 11th. But fear not all of this information will be out on industrial talk.com homepage, which we are redesigning as we speak so that you don't have to struggle finding these great events or great learning opportunities are wonderful speakers. Right there right now. All right. Great stat card on Christine Woody. So you got to reach out to her. And she is with the same group. And let's just check out her. What Oh, she's the director of products and service with CME Group. The website CME Group. That's s e a m gr o up, Christine, a Witte like city. Enjoy the interview. Christine, welcome to the industrial talk podcast absolute honor that you found time in your busy schedule to be on the number one industry related podcast in the universe. And I mean that from my heart. How are you doing? Great, Scott, thank you for having me here today. Excellent. You are absolutely wonderful. I'm excited about the conversation in safety. Just let's level set a little bit. You're with the same group. Give us a little background on what you do is seen? Yes, of course.

04:57

I'm with Steam group. We are focused on reliability, maintenance and safety. I am the director of product and services. And today we're going to talk about something that's very near and dear to my heart safety.

05:09

I love it. Because let's just sort of, let's just lay it out on the just right there, let's be candid about it. We talk a lot about safety. But for whatever reason, we don't, we still don't make a dent in the data. And what what I like about CME Group is that I've had conversations about reliability, I've had conversations about maintenance, and I have constant conversations about safety. But it's marrying those two, but you have a unique, unique approach to how we look at safety. And I got to tell you, I'm a big fan of that approach. So with that said, let's talk a little bit about that. We're looking at and I think because you're a mother, mother of four beautiful children, looking at safety, from the perspective of kids is a real powerful way of looking at it.

06:03

Can you explain a little bit about that? Yeah, you know, I think that's kind of what we're missing in the industrial space. It's desensitized, and we're not. It's not emotional for us. But if you put yourselves in the shoes of a parent, and you look at safety, the way that you protect your children, it's very emotional, it's always top of mind, you don't even if you're late for school, you don't rush, you know, across the road, when cars are flying by you still take the exact steps you knew you need to take to keep your children safe. But what we see in the industrial space is quite the opposite. We see this lacs way of approaching safety where you've done it once you can do it again. And there isn't that emotional tie to it. If anything, safety is almost an antithesis of you know, the productivity because if you make a mistake, you're punished for it, and your peers look down on you. And it's, it's really, it's fine. There's not an advocate for safety in the way that there's an advocate for protecting your children know

06:57

that big time hit the nail on the head, you're absolutely spot on. I guarantee it companies out there, that we have the conversation. Things happen if you're moving around out in the field, things happen. And and those things that are happening could be unsafe, it could be near me, and and nobody wants to get into an accident or whatever. But we do. And then when that happens, we get the hammer thrown down on us. And we learn quickly how to fudge and not look at the numbers properly, whatever it might be, we

07:32

be rear we know we loo catalyzed so we want to hide and that that you know penalization is driving a problem because then you're you know, we probably aren't being transparent about all the things that are unsafe. And there isn't that closed loop process. It's very much it's an opposing relationship. And I think that, you know, there's no compromise. There's no new, diverse or innovative way of looking at it, we really need to change that, Scott, it's a if you look at the statistics, you would actually be appalled.

07:59

To give us give us an

08:00

f1 from from a webinar, a webinar that Terry O'Hanlon, he's a big reliability leader, great mentor of mine 10 times more industrial technicians die per year than first responders from accidents in the industrial space that could have been prevented. We know all these failure modes are we know where all these hazards hit. But we rush or we forget or a manager is pushing for something to be completed. And that particular person wasn't the skilled worker that should have completed that task. There's all these reasons why they happen. But technicians aren't first responders. They shouldn't be risking their lives every day. I mean, to me, I don't that doesn't sit well with me and and then you look at OSHA intend to OSHA was to drive safety. And for 50 years, they've been putting all these processes and regulations in place. But in the last 10 years, the serious injuries and fatalities have increased or they've plateaued. They have not decreased, like some of those slips and falls, right. So why there's a lot of reasons one thing that we've talked about it seem is there's this like disproportionate relationship between the minor injuries and the serious injuries and we take the same approach to safety that we deal with slips and falls to burns and and crushes basically which are the ones that are the biggest Yeah, the biggest reason for for lost lives. And it's

09:25

just the culture it's just I don't know what it would take and I'll give you an example. If I go out to whatever social platforms out there, okay fine. And I look and I scroll eyes, hips, hips, I will always fall upon my heartbreaking for that abandoned dog, I will always look at things differently, but then when it comes to people in the field in the in the plants you know, yeah, whatever you become, like you said, desensitize What do we do? What do to change? that mindset,

10:00

we become desensitized because we're looking at a fine, or we're looking at a, you know, piece of paper that has showed a reduction in our safety rating. We're not looking at the life that was lost, we're not hearing the story about that gentleman at 30 years old, who got electrocuted and doesn't go home to his family and his kids. That is something you can't be desensitized to, you remember that. But instead, we see Oh, so and so let's just say Johnson Controls has been decreased to a level or a safety rating of B, which means that their vendors won't let them in. And that's what we think about. And that's the wrong way to think about it. It has

10:36

punitive, financial, motivator and punch, fortunately, and you're right, you're right. Anybody out there knows that that doors will be closed, my, my financial livelihood will be impacted if I come. And that's, that's at all levels. I can't get into businesses, I can't get hired all of this, it happens everywhere. And so you are incentivizing people to not tell the truth, fudge the numbers just because I gotta keep my doors open. I don't know where you start.

11:12

Yeah, let's go back to kids. So we think about how we raise our children to speak up if they see something unsafe, if they see a stranger and stranger danger, and they screen it and they have no problem. There's no mental model holding them back from being very vocal about what's not safe or tattletaling, when their sister or brother does something unsafe. But in the industrial space, we see something, but we don't necessarily say something because we feel that I may be penalized for bringing this up. Or maybe it's not a big deal, because I don't have the skill set or the knowledge or the experience to know that that is actually a very big hazard that I should be mitigating. It's, it's just not clear. It's not part of the culture. And we have all these trainings and education, but it doesn't stick, you'll see an increase maybe in the, I guess the safe, safer ways of doing things. But then, months later, it's back to normal, because that change process hasn't been put in place that it hasn't been ingrained in their souls and their hearts the way it is, when we protect our kids. I mean, that's the only real way i can think about it. And if we compare it to other industries, like let's look at healthcare, the innovation that happened, look at COVID, we, the 10 years it takes to do to create go through the drug trials, now we do it in six months, three pharmaceutical companies did it in six months, they came together knowing we had no choice that innovation needs to happen in the industrial space, how I think there's a technology enabled part of this, I don't know specifically what that is, same group is looking into different things like heat mapping to show risk. So you actually know what that risk could be based on the different processes within the plant and the and they change the different workers at different processes, the different regions, but you still as a human have to take ownership. And from the top down, it has to be cultural.

12:55

You know, it's interesting, it's always a human element. It's always the necessity for somebody to truly champion who has the swag for whatever reason to be able to, to instill and move forward with change, because the reality is, somebody come flying in, hey, we're going to be safety centric, whatever company, and then that individual flies back out. nothing really happens. business takes over, I need to, you know, make my production numbers. That means I've got to cut corners. That means I've got to do things that are unacceptable. And you know what the problem is? Everybody does the same thing. It's not just one person that's just been a, you know, a cowboy out there and just plays in a truck. No, everybody, everybody's doing it. And I think I think a way a possibly moving that needle just a little bit. It has to be down at the local level, but you have to do it incrementally. So that it creates I think you said stickiness. Tell us what do you think? Yeah, I

14:07

think um, as you're saying that I'm thinking about something that's personal to me that's worth sharing because it shows that it's an ecosystem of different players that must come together from the leadership to the manufacturer. So the OEMs to the regulators to the reinsurer. So, I think about my daughter Lily, when she was in they were all born very premature. They were triplets right of course, they're born premature, but they were doing pretty well. And Lily was on an oxygen Blender that was supposed to be giving out a certain amount of oxygen. And that diet was set on room air which is 21%. Right Lily never decided and if you think about you know your oxygen levels, your D sat all day long, a little bit here a little bit there. Lily was always at 100%. So right there, that's an anomaly that someone should have questioned. Everybody called her super baby instead. They didn't question why knowing they'd never seen that before. They just thought Wow, she's a super baby. Okay, but then when they would take for up to clean her, she would reset drastically. So they just assumed she doesn't like that. But as a clinician, you know that that's not realistic. And the layers of ignorance beneath those assumptions. Wasn't anyone's fault. But there wasn't that culture of it doesn't look right. So let's question it. Let's come together. And, you know, roundtable on it a couple weeks later, Lou is getting trios for her retinal development and tortuosity for blood vessels because of over oxygen over oxygenation. So toxic levels of oxygen are being saturated into her blood vessels, which in her retina, which is known as retinopathy of prematurity, and that is common, and babies that need a lot more oxygen, to stay alive, so that they can actually, um, their brain can develop, but in babies that don't need it, it's very detrimental. And it's kind of a skill that the clinician has to weigh very carefully. So long story short, that oxygen Blender was mis calibrated, during preventative maintenance, and there was no way to actually confirm that that preventative maintenance was done correctly. And that that 21% was getting off 21%, it was the opposite was getting off 70%. So what happened then, is the standard of care changed. Now every oxygen blender, every baby that goes on a blender, they check it with a dial to make sure that it is actually calibrated correctly. And every time they change it, they recheck it. So they've created some sort of redundancy, so that the last one to defense isn't that sticker on the back of the in the industrial space, we don't do that we don't. And then, and then outside of that, even the OEMs get involved now. And the manufacturers have of the RVM, pulse oximeters and the digital analyzers that show you what you're really getting, they all get involved. And they talk about this issue that occurred, the new standard of care and the safety net to prevent it from happening again. And it's spread throughout the neck us right, because they come together to say we're going to protect babies going forward from ever having this happen having this happen again. But we don't do that in the industrial space, we hide it, it's under the rug, we don't hear about it, we just know there was a fine someone died on with your business, there has to be some sort of way that all these stakeholders come together. And they say no more as a manufacturer of this equipment, this enterprise asset, let's say, as a regulator, as a reinsure, as a company, who has people that are employed to do a job, all of these people within this ecosystem need to come together and create a safety net around safety. And I think when that happens, it's not so disparate. It's not so silent, it's not so opposing, it's um, it's a commitment and a family and, and a culture, I guess, is the best.

17:34

I hear what you're saying, I hear what you're saying. And I think that really, from my perspective, the only way that I see it really getting done, it's got to be one company at a time, that company has to realize that maybe some of the, there will be difficult conversations. And in those difficult conversations, you can't sit there and hammer people and and teach them to hold back. It's got to be inclusive in areas like it's that is the mindset to have. I'll give you an example. When I was alignment, climate towers, we didn't have people falling out of the sky, there's no way right, you knew what the risk were you looked around, you had that conversation, they were just touching, you know, energized lines. That didn't happen, you would have these conversations all the time, you were aware of the risks you were in, and it's life or death, right? It's either or it's it's on or off, it doesn't matter. And it's amazing that our conversations were around like that safety. And people aren't, like I said, fallen out of the sky kicking up and up, I believe in a manufacturing or a highly complex system. Unlike maybe linework, where you see it in front of you. These you know, you've got different locations within an organization requiring different sensitivities that that level of knowledge has to amp it up from perspective to

19:08

just covered a few things that are part of the problem is there's a continuously growing gap in skilled workers. There's a it's a very big problem. You know, I'm on a government or Government Relations Committee for this problem to try to create apprenticeships to fill that gap as all of these workers aged out, but then you have these these mechanical systems, these electrical systems that are much more complicated and and have all these different components that there's just no awareness or knowledge bank, on how to appropriately maintain them, how to even inspect them, how, what type of, you know, protective equipment to have when you inspect them, and that's where I believe technology is going to help us there. But the complexity of the, you know, these innovative systems and the skills gap. Oh, that's something that I wouldn't want to be responsible for you

19:59

bring up a Really interesting challenge. Like when I was alignment, I went through an apprenticeship program, it took four or five years to get to a second step, journeyman. And it was, you know, you're doing it, you're working it, and you understood, and it was an apprenticeship, and you had to take tests, you had to progress anyway. It, it seems to me that, that that commitment to education from an industrial perspective, and an apprenticeship approach is lacking, too. And that means and, and that the sophistication of the assets that exist in the field today have just went through the roof. It's not just a pump, it's a pump with a lot of tech to it.

20:44

And the people designing those are these brilliant engineers that don't understand the use case for the actual, you know, how they take shape in a plant, an intern last summer, and she's a mechanical engineer at Duke, she had no idea what reliability and maintainability of these assets mentioned, you know, as a field to understand that, when these systems are commissioned, how they're maintained across their asset lifecycle, and that to me was like, wow, we need to do a better job. While these, you know, during the education phase of it, but also, they're complex, because these kids are, you know, stem, stem, stem computer lab, everything is taking what happened to just the normal trade school, like those, I don't think they're there anymore, at least, you know, my high school, I could have went to shop, I could have went to homag, I could have went to, you know, become a cosmetologist. Now, those programs, there's no funding, and they've been replaced with computer labs, which of course, that's a great thing for advancing that part of where we're going. And we need that because automation and visualization, we need to have those skills, but we're going to instill new people to fix these machines to maintain these machines to understand how to, that's a big gap. Big problem.

21:52

I think if you could communicate a level of sophistication, before you were just like a wrench Turner over here, and that's where you were going in your wrench-turner, that's not the case. I look at the the profession of reliability, the profession of safety, the profession of maintenance, like a doctor, if you can communicate, you've got a sick asset out there. And you're you're consuming the data, you're looking at it, you're assessing the situation, and then you're going to apply, you know, whatever the care needs to be. We have a need to be able to communicate, and to be able to make sure that it's it's not it's not a wrench Turner, it's far more important. It's sophistication.

22:38

It is that's what when you mentioned the doctor, it's like, have you heard of this concierge doctors where they really manage your wellness, not just your, your physical exam, it's your wellness, it's your you know, it's all inclusive. So I don't go once a year to get checked, I am managed 365 days a year, 24 hours a day to ensure that I am well and then I am mitigating things that will make me unwell staying ahead of them. We don't do that with assets, we check them because we have to. Yep, check off got my piece of paper I'm done. I think we need a concierge we're maintaining these pieces of equipment. And I think that's exactly what we used together. Safety, reliability and maintenance. So potentially that's where the issue is and or that's where the opportunity is. And we now need to figure out how to land that and expand it to make it stick.

23:22

Yeah, and I love the the term stickiness because you're absolutely spot on. I've been at involved with many organizations, everybody talking like we're going to be a reliability centric organization. You come back six year or a year from now, and it's all falling apart safety, they've gone All right, we're gonna put up all the posters around, but it still doesn't change it. And and and their maintenance is still reactive, and still causing a lot of problems. Yeah, exactly. Right. It just happens. And I don't know. It's it's cultural doc got it. If you could come up if if CME Group could come up with a, a cogent way of being able to create that whole holistic view of moving forward and keeping people safe and, and assets up and running and maintenance? Oh, gosh,

24:17

I have no doubt we will. I mean, we're all very passionate about it. And when we understand what needs to happen, we know we'll get there we're figuring out exactly how to get there so that it does all these problems across regions. And different use cases because it isn't a one size fits all. It has to be flexible and it has to be you have to be able to tweak it for our audience and for whatever they're doing. You're in that space. You have to

24:39

one size does not fit all and and you're absolutely spot on. And you're going to have to have that insight and vision to be able to adjust and to mold that program. Alright. You had me at safety. How do people get ahold of you?

24:58

I can be reached pretty much The email text phone I LinkedIn Find me on LinkedIn. Christine O'Rourke Witte is where you'll find me but go to CME Group comm check out our websites, check out our LinkedIn page, you'll see me on there. And I look forward to talking to you guys. If you have any ideas for us, we have a challenge that we can solve for you. You know, we'd love to help. Again, it's a great group, we're very passionate about what we're doing and where we're going.

25:26

I have to say that I love that that triad view of and I'm looking out at the website, the CME Group website, which is really nice. In that triad view of safety, reliability and maintenance. Yes. But in the real world, we always like maintenance, it's over here. Reliability is that person in the thing and safety is over here. There's no it's not across but it is across it is a part of that. Oh, you are just absolutely wonderful Christy now, listeners, her last name is wi t t e with E like city and CME Group SCA m gr. o u p is the organization. Absolutely great, great, great. Team out there. Good job, Christy. Thank you, Scott. It was a pleasure. All right, listeners, we're gonna wrap it up on the other side. So if you're not, we're gonna have all the contact information of Christine and the same group. So stay tuned. You're listening to the industrial talk Podcast Network. All right. What did I tell you? Did you like that topic? I thought that topic was exceptional. If everyone looked at safety, the way we looked at our trip, yeah, things would be changed that data, that data would go down in a big way. CME Group is a company, check her out. Great stat card out on LinkedIn, you will not be disappointed. All right. To reiterate, we've got a couple of events. Let's get back to normal. We've got one October 5 through the seventh. This is IoT solutions. We'll Contreras Congress is brought to you by fair Barcelona and the industrial internet Consortium. Absolutely great people, great companies putting on a great, great show. The other one is the manufacturing and technology show. That is November 9 through the 11th. Get your focus up to Cleveland, and enjoy this particular event because you will not be disappointed. All right, be bold, be brave, daring, greatly hang out with people who are bold, brave, daring greatly. Be the creator of drapes, be the miracle. Be the hope. That's what industry is all about. Thank you very much for joining the industrial talk podcast. We're gonna have another great interview right around the corner.

The post Ms. Christine Witte with Seam Group talks about Looking at Safety the way we look at our Children appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Patrick O'Rahilly, Founder of FactoryFix about “The Tight Manufacturing Labor Market and Solutions to Succeed”. Get the answers to your “Manufacturing Labor Market” questions along with Patrick's unique insight on the “How” on this Industrial Talk interview!

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PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

manufacturing, people, individual, manufacturers, patrick, hiring, career path, machinist, uber driver, applicants, match, industrial, industry, company, factory, job, machine, world, fix, work

00:04

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

00:22

to the industrial talk podcast. It is a great day to be in industry. This is a no legacy thinking zone right now, you always ask the question, What if and Why not? Because your industry heroes, you are bold, you are brave. You dare greatly. You're changing lives. you're solving problems, and you're changing the world. Why not? You guys are absolutely wonderful. Thank you very much for joining the podcast. in the hot seat in the industrial talk hot seat, we got a gentleman by the name of Patrick O’Rahilly. He is the founder of FactoryFix. Pretty cool name, quite frankly. And you know what they're doing? They're doing a lot of stuff and trying to match up labor, the tough labor market. How do you leverage technology to help manufacturers succeed, matching up important, critical people with the needs of the manufacturer? That's what we're talking about. He's solving problems. FactoryFixed team is solving problems. Let's get cracking.

01:24

Yeah, again,

01:26

you're looking at somebody like, Patrick. He said, hey, what if? Why not? He's asking that question in a big way. Before we get in the interview, you know what I got to do take care of little business. All right. paper and pencil once again, this is October 5 through the seventh. This is this year 2021. This is the IoT solutions World Congress, it's in the beautiful town of Barcelona. And I'm telling you, they're going to be talking a lot about IoT AI and everything that's industrial for dot o from the best of the best, great organization, IoT solutions, World Congress, as well as the industrial internet Consortium, both organizations dedicated to your success. Let's get back to normal. The other one is the manufacturing and technology show. This is in beautiful Cleveland, Ohio, which is a great place to be. This is November 9 through the 11th. It is talking all about manufacturing solutions. I'm looking at my dog on screen here, it's on the website, it's going to be out on industrial talk.com the home page. Got it. We just got to do everything we can we've got to think about getting back to normal. And events like the manufacturing technology show, November 9 to the 11th. Boom, great opportunity for you know, getting back to normal or whatever that next normal is we've got to keep moving. We got to keep pressing forward with a sense of tenacity, and speed. All right. Again, Patrick O’Rahilly founder FactoryFix in the hot seat, we're going to be talking about manufacturing labor market. Yep. skills gap. Absolutely. And recruiting and hiring had a great conversation with an individual pro today. And we're just talking once again, about that skill gap out there. We need people to fulfill these manufacturing jobs we need. And it's these are sophisticated jobs that need to be filled. We've got to do a better job at getting that message out. It's an exciting time. Let's get the people out there working.

03:33

Alright.

03:33

Enjoy the conversation with Patrick O’Rahilly. Patrick, welcome to the industrial talk podcast. Thank you very much for joining this prestigious platform that features wonderful heroes all across industries. about that. I try to add on

03:50

top that, Patrick, it's an honor to be here.

03:55

For the listeners out there, give us a little 411 on who you are.

03:59

Yeah, so I am the founder of a company called FactoryFix and what FactoryFixes we're a manufacturing hiring platform. So essentially, we have a big online community of manufacturing workers. And we built some like really cool technology to match it to the right ones. And then we'll also vet out all of the applicants, so you're only dealing with the good fits for your specific company and job.

04:31

I have to ask it, how is it different than some of the other sites that are out there that sort of do something similar where I'm trying to match? You're a matchmaker of companies and individuals. How does yours differ from that?

04:46

Yeah, I mean, so when you're talking about like, you know, the LinkedIn or the world or Craigslist or indeed you know, one, we're 100% focused on manufacturing. So the people we're recruiting your network are, you know, everyone from you know, welders, machinists, maintenance mechanics, you know, electricians, even up until the higher skilled roles, you know, some of the automation technicians, robot programmers, you know, neutrals engineers. So that's that's one the focus there, but we're going deeper on each workers profile than a, you know, General job board would, you know, we're finding out if you're a machinist, for example, you know, do you work on Mills or lathes or, you know, grinding machines, even down to the brand level, if you worked on classes or amaze acts, that sort of thing. And, you know, when you as a, as an employer signs up, we do this onboarding process with you to find out what machines and technologies are you using in your facility? Right? Like, what what types of CNC machines do you have? And that enables us to make better matches and send you people that in theory will hit the ground running and be valuable from day one.

06:13

I like that. And I like that focus, because there I think your your analogy of CNC is a great example. There are a ton of CNC machines out there. And and with that inventory of CNC machines, there's a ways of using them. And if you're a better skilled at amaze, Zack versus another type of brand boom. Yeah, and I think and you're right, the other platforms that provide solutions, like you're talking about, don't go into that level of detail. By no means. No, no. So me as a an employer, I like that. Why wouldn't I like that?

06:52

Yeah, no, I mean, look, I think, not only do we have our own network, but those other networks, their partners of ours, too. So when you as a company, you post a job on FactoryFix. You know, we're also sending, you know, feeds to those other networks as well. And, you know, we just want to be like this turnkey package, almost like a talent department, you know, as a service. So that, you know, instead of having to hire a bunch of people internally, are having to post all these individual job boards, you have one source, and, you know, we can get it all done for you.

07:36

Yeah, not like that. That's a that's a neat pain relief for the topic that we're going to be talking about, because I think what we've known and I think it's out in the news, that there's a really tight labor market. And they'd be able to have that tight labor market and then match the skills, there's a skills gap. Are we doing a good job? And and I think that that's going to be a great topic to talk about. Let's talk a little bit about that problem. What are we seeing out there in the marketplace today from a manufacturing perspective? and labor?

08:08

Yeah, I mean, it's beyond tight. Like, it's, it's as bad as like I've ever seen it. And not only it's not just confined to manufacturing, either of you look at any industry, frankly, I mean, you just look at like McDonald's and Chipotle, they just had to raise their minimum wage to attract people. But manufacturers have this unique problem to where, you know, they can't provide some of this, like hybrid flexibility work from home stuff, right. So there's an inherent like disadvantage of attracting talent, especially for like, some of the more entry level positions, you know, you don't have some of this flexibility that other positions can offer. But, you know, manufacturing companies do have an advantage in that, you know, manufacturing can be like, a career, right, not just a job like there is there is a progressive career steps that you can take after you get this first entry level job. But, you know, I think it's competitive as hell out there. You know, obviously, the government and like, the unemployment benefits are at an all time higher is as like, yeah, generous as they've ever been. So, you know, you have to make sure at least for some of these entry level roles, that the pay rate is above what someone would be making just kind of living off the government right now. And it's, it's as close as it's ever been. So it's very difficult.

10:00

So correct me if I'm wrong, if I want to keep my doors open, and I, and that requires people that require skilled individuals that require individuals that have the proper training and all of that good stuff and have a head about them, okay, that's tight. Secondly, I'm going to because the market and because if I find an individual that has mad skills, that individuals demand out in the marketplace is much greater. And then for me as a, as an employer, I'm going to have to raise my prices, just to retain that individual, because somebody is going to try to grab that individual, it's very fluid out there. Am I correct on on that?

10:41

Yeah, I mean, I think so. The problem is, there isn't, you know, a bunch of extra margin where you can just raise wages, and, you know, raise prices, and everything will be okay. Right. At some point, demand is going to fall off. And I guess that's where you get all these inflation concerns that that you're seeing today? Yeah, so I mean, we're, it's, it's in a tight spot.

11:07

And, and rightly so. And I know, unfortunately, listeners, I've had that experience when I owned my maintenance company. And it is very difficult for an owner to manage these valuable people to keep the lights on to keep the machine moving, whatever it is, and then the market. You can't, I can't begrudge the individual saying, hey, if I make a couple of dollars more over here, it's better for my family. I can't. It just puts people in, it's just a real trickling. What know, what do we do? I mean, how do we, it's the realities out there in the market? And I don't see it, you know, ending anytime soon. What do we do?

11:51

Yeah, yeah. I mean, I think manufacturing companies have to emphasize the advantage of a career in manufacturing, right, which is, you can come right out of high school, you know, get an entry level job. And, you know, there's a natural like, career path for you within manufacturing, to where you can make 8090 100k salary, you know, within a relatively short amount of time. So I think the career there are the, the key is emphasizing this manufacturing career path that people can take advantage of, if they get into this industry. Right. That's, that's all we have. Because, you know, on the surface, if I'm coming out of high school, I see all these different opportunities. I could be an Uber driver, I can go work for tripleplay. Yeah, I can, you know, or I can try to be a machine operator, right on the surface, like, I don't know, I, Uber driver, sounds nice. I can work when I want and, you know, no boss, really, and be flexible. But there's no next step for you there, right, you're just you're still an Uber driver. What manufacturing has going for it is that, you know, there is a path for you to get to that 100k career, you know, in like, five years, even if, if if you work hard at it and learn the skills necessary. So that's what we got to double down on.

13:38

Now. You see it, right? And that's because you're, you're right in the trenches of this particular challenge. What about manufacturers, they're going to have to change, they're going to have to adapt to this, the realities of this market, and be able to educate and say, we want you on board. This is your career path. We expect you to be here and whatever. And we're going to be paying you this much. And I think that the manufacturers, some are better than others, but sometimes they fail to paint that picture.

14:11

Totally 100%. You know, I don't think it's, it's really been all that necessary, until recently. But yeah, I think too much of the hiring in the industry is very reactive, where my machine operator just quit, right? I need to fill them with someone else that's had some experience. And that's kind of it. Like, I'd be happy if he just was a machine operator for the next 20 years and just kept that spot filled. I think instead, we got to have this paradigm shift where, you know, it's very proactive. It's clear that you know, you're a machine operator for two years. And you know, if you learn these skills, To have a good record, you can get promoted CNC machinist or set up machinist. And then another two years after that you can be a CNC programmer and learn, you know, CAD CAM, almost like an up or out strategy. And I always use my wife's company as an example, because I think they're the best in the world at this. She works for Boston Consulting Group, and they basically have these levels. And every two years you either get promoted, or they help you find another job somewhere else. Like you're you're just not going to make it here. And they're very gracious about it, and you know, help you find another another company. But, you know, maybe maybe manufacturers can't get to that extreme. But implementing some of that thinking, I think is critical. And But yeah,

15:59

I never really think you know, that. It's like, if I do that, if I train these individuals, what do you think's on my mind? They'll leave me I spent all this money and they're gonna leave me and they're gonna find something else. And, and that's it's a vicious, vicious cycle.

16:16

But the reality

16:18

is, is that, yes, these manufacturers have to think that way. And they have to deploy these new types. And from my perspective, what I hear you saying, I would probably use your service all the time, just to make sure that my funnel maintains some sort of level of activity of people, skilled individuals, because the dynamics of the marketplace warrant some sort of ability to do that. And then the other element, as a manufacturer, I've got to paint that picture. Gone are the days that I say, Hey, I'm gonna hire that machinist. Come on in knowing full well, that machine is will probably stay maybe 18 months, maybe Max, good, boom, you got it, we got to rethink that. Got to create the Yeah, these are important jobs. These are important. Okay. So with all that painted, with all that reality, just sort of thrown on the desk, and and manufacturers? What are the real roadblocks right now? What do you see? What are the What's your real challenge right now, outside of all the other things that we've been talking about?

17:31

Yeah, I mean, obviously, there's all these macroeconomic forces, you can't really do too much about that. But, you know, I think what I see as a lot of these companies get in their own way, in that, you know, you look at their production floor, you know, they implement all these lean manufacturing principles. It's totally streamlined and efficient. And, you know, it's amazing, like, they're, they're great at producing parts. And then you look at, like the hiring and recruiting process. And there's so much like, unnecessary friction, unnecessary steps, like, you know, you're posting jobs to all these different boards, applicants are coming in, you know, you're looking through applicants, maybe once a week, and maybe it's the HR person, and they're trying to do an initial prescreen, and then, you know, get some feedback from the hiring manager. And like, you know, it's just, you can't do that right now, with the labor market the way it is, if you're not like reaching out to an applicant, the same day or the next day, and just making this whole process as streamlined as possible. Forget about it, like, you're just not going to get anyone. So I think a lot of it at a micro level is just companies kind of getting in their own way and not having a streamlined process.

19:00

Which is an interesting statement. I know when I was in the business of hiring people and all that good stuff. It wasn't pleasant for me. I just, quite frankly, the couple of thoughts that had come through my mind would be that it looks great on paper. I talked to the individual sounds okay. But the proof is in the pudding, get them out on the field, whatever that mean, or in the plant, and then all of a sudden, we have an issue, and then I have to relive it again. And then again, and again. It would seem to me your value proposition at FactoryFix makes sense to where you're doing a lot of my legwork, you're doing a lot of my upfront and my confidence in the applicant coming to me is much greater, which then removes a lot of headaches. From my perspective. Am I looking at it properly

20:00

Yeah, no, I exactly I think, you know, Gone are the days where you can look at hiring is a very like transactional process where, okay, I have this one job opening, I'm going to go through the process and I'm going to fill it and then I'm going to be done for a while until the next job opening happens. Like that's, that's over with now you have to, it's almost like a sales funnel, you need this engine in the background and constantly like, you know, out there looking for leads, and then, you know, keeping them warm and that sort of thing. So we essentially act is like that recruiting engine in the background, that builds the pipeline, vets applicants, as people ready to go for when you need them.

20:50

And the other thought process, that's a beautiful statement, the other thought process is manufacturers have to just recognize would say you're feeling it, this dynamic it work environment. So they have to, in that thinking, to your point, embrace more of a funnel mind mindset, as opposed to one and done one and done one and done. It's, it's like, I've got to make sure that my individuals move forward. And that is a beautiful thing, hey, if we got a career path, I'm going to, I'm going to move them and I'm going to make sure that I'm chirping in them. But that once again, that gets to the thinking and the culture within the organization, which is very unique.

21:31

totally easy, you still have to be an attractive place to work. And that's where the career path, you know, play. Very good. Yeah,

21:42

they got to invest the time, energy and effort to make that an attractive place to work. I like that, that that's where it gets down to. And there are manufacturers out there that do truly try to make their place attractive and, and are succeeding in this challenging. Shall we say time, big time?

22:03

Yeah, absolutely. I mean, it's anything you can do to close, you know, using the sales analogy close, you got to close the deal with the actual product, which is your culture, your your company.

22:20

I like it when we summed it up. Well, you did. That's fantastic. I like that. Now, looking at my little cheat sheet here. We've got a free trial of manufacturing companies for manufacturing countries that want to try FactoryFix. What do we do to get that free trial? What's that all about?

22:40

Yeah, just go to FactoryFix Comm. There's a little form on the website, just fill out, fill out that form. And we'll get you set up for a free trial. You can post some jobs, start seeing some candidates, you know, and use our software to streamline the whole hiring process. It's a beautiful

23:01

thing. How do they get ahold of you? Let's say I want to talk to Patrick. How do I get?

23:05

Yeah, just Patrick at FactoryFix. Calm is probably the best way.

23:11

That easy with finding resources easy with connecting with Patrick. There's no friction whatsoever here. I like what you guys are doing the value proposition. All right. Hey, Patrick, thank you very much for joining the industrial talk podcast. You were absolutely wonderful. Love the topic, by the way.

23:29

Yeah. Thanks, Scott. Really appreciate it.

23:31

All right, listeners, we're gonna have all the contact information out on industrial talk.com. So don't go away. We're gonna wrap it up on the other side. Stay tuned.

23:40

You're listening to the industrial talk Podcast Network.

23:48

All right, a quick shout out to Patrick O’Rahilly and team FactoryFix excellent conversation. It is a challenging time, as you can tell by the interview. But we've got great thinkers, innovators like Patrick and team FactoryFix out there. They're gonna make it happen. They're passionate about it, they're gonna make it happen. One last little reminder, October 5 through the seventh, this is the IoT solutions World Congress and industrial internet Consortium. Both are passionate about making this happen. And it is in beautiful Barcelona space. And I'm telling you right now, you're gonna be learning from IoT experts. You're going to be learning from AI experts, 5g then their past couple of years. Excellent. And I mean, excellent venue. Excellent. Just an excellent show. bar none. All right. I'll be broadcasting also from the manufacturing and technology show. This is November 9, through the 11th in the beautiful town of Cleveland, Ohio, make that you got to make it we got to get back to normal. All right. Be bold, be brave, daring, greatly hanging out with people who are bold and brave and daring greatly. You change the world. We're gonna have another great conversation shortly.

The post Mr. Patrick O’Rahilly Founder of FactoryFix Talks Solutions in A tight Manufacturing Labor Market appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Lewana Harris, Personal and Professional Development Professional about “A stagnant mindset and the inability to get past challenging moments”. Get the answers to your “Transforming Mindset” questions along with Lewana's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Lewana and on living your purpose to the fullest 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!

LEWANA HARRIS' CONTACT INFORMATION:

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

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

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

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

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

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

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

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

Safety With Purpose Podcast: https://safetywithpurpose.com/

YOUR INDUSTRIAL DIGITAL TOOLBOX:

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

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

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

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

Business Beatitude the Book

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

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

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

The post Ms. Lewana Harris Talks About Transforming Mindset and Strategies to overcoming a Stagnant Mind. appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Lisa Ryan, Chief Appreciation Officer at Grategy about “Powerful Strategies for Retaining Your Valuable Talent in This World of COVID19”. Get the answers to your “Employee Retention” questions along with Lisa's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Lisa and the wonderful team at Grategy 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!

LISA'S CONTACT INFORMATION:

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

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

Company Website: https://lisaryanspeaks.com/

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

Company Instagram: https://www.instagram.com/lisaryanspeaker/

Company Twitter: https://www.twitter.com/grategy

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/

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 Ms. Lisa Ryan Chief Appreciation Office with Grategy Talks About Successful Employee Retention Strategies appeared first on Industrial Talk.

The post Mr. John Fortin with Jacobs talks Harnessing New Ways of Managing Change in a COVID world appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Brian Severski, Director, Product Management at Infor about “Driving Productivity and Performance with Talent”. In this episode Brian expands upon the 5 tactical steps that you can deploy today to ensure your talent is optimized for your long-term success. Get the answers to your Human Capital questions along with Brian's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Brian at the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

BRIAN SEVERSKI'S CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/brianseverski/

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

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

Twitter: https://twitter.com/infor

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

PODCAST VIDEO:

Industrial Academy (One Month Free Access and One Free Licence for Future Industrial Leader):

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

Business Beatitude the Book

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

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

Reserve My Copy and My 25% Discount

The post Mr. Brian Severski with Infor Talent Science is talking About Driving Productivity and Performance with Talent. appeared first on Industrial Talk.

Industrial Talk Podcast continues its series on #OperationPhoenix to provide Hope, Optimism and Innovative Strategies for Action today and in a post COVID-19 world.

In this episode, we talk enablement technology with Jeron Balzer, CSE, Founder and Senior Contributor with Floraldino on Strategies to Leverage Technology to Improve Communications and Workforce Engagement with a Fragmented workforce and Market! More than ever, technology and innovation is truly needed during this time of transition

Again, NOW is the time to evaluate and question every aspect of your business to ensure long-term viability and possibly increase your market share!

Over the coming weeks, Industrial Talk will be discussing tangible solutions to take Action today with a keen eye on success for the new future.

Bottom-line, NOW IS NOT THE TIME TO PULLBACK! We need to be Bold, Brave and Dare Greatly to make this challenging time and opportunity for succeed.

Are You Ready? Find out how to excel in today's market on this episode of the Industrial Talk Podcast.

Learn more about Jeron and the wonderful team at Floraldino on this episode and the links below:

JERON BALZER'S CONTACT INFORMATION:

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

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

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

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 Operation Phoenix: Business Strategies that Leverage Technology for Success. appeared first on Industrial Talk.

Industrial Talk Podcast continues its series on #OperationPhoenix to provide Hope, Optimism and Innovative Strategies for Action today and in a post COVID-19 world.

In this episode, we have a wonderful conversation with Katina Sawyer, Ph.D., Co-Founder and Behavioral Scientist with Workr Beeing on Powerful Inclusive strategies for your valuable workforce that can be done today in times of Personal and Business Disruption! More than ever, a healthy mind, heart and soul is truly needed during this time of transition

Again, NOW is the time to evaluate and question every aspect of your business to ensure long-term viability and possibly increase your market share!

Over the coming weeks, Industrial Talk will be discussing tangible solutions to take Action today with a keen eye on success for the new future.

Bottom-line, NOW IS NOT THE TIME TO PULLBACK! We need to be Bold, Brave and Dare Greatly to make this challenging time and opportunity for succeed.

Are You Ready? Find out how to excel in today's market on this episode of the Industrial Talk Podcast.

Learn more about Katina and the wonderful team at Workr Beeing on this episode and by the links below:

KATINA SAWYER'S CONTACT INFORMATION:

Company Website: https://workrbeeing.com/

Personal LinkedIn: https://www.linkedin.com/in/katina-sawyer-ph-d/

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

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

Corona Virus Got You Down??? Read this:  https://workrbeeing.com/2020/03/16/coronavirus/

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 Operation Phoenix: Powerful Inclusive Strategies For Your Workforce in times of Personal and Business Disruption appeared first on Industrial Talk.

The post Operation Phoenix: Well-Being Strategies in times of Personal and Business Disruption appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Joel Philo, Principal Behavioral Scientist about Human Capital and how one size doesn't fit all. In short, people aren't widgets! Business fall into 5 broad categories: Leadership, Operations, Finance, Technology and Business Development. At the heart of these categories are people. Get the answers to your Human Capital questions for your success along with Joel's unique insight on the “How” on this Industrial Talk interview!

You can find out more about Joel at the links below. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2020. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy!

JOEL PHILO CONTACT INFORMATION:

LinkedIn: https://www.linkedin.com/in/joel-philo-6664255/

Twitter: https://twitter.com/joelphilo

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

PODCAST VIDEO:

Industrial Academy (One Month Free Access and One Free Licence for Future Industrial Leader):

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

Business Beatitude the Book

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

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

Reserve My Copy and My 25% Discount

The post Dr. Joel Philo with Infor Talent Science is talking About Human Capital. appeared first on Industrial Talk.