Industrial Talk is onsite at IoT Solutions World Congress and talking to Mark Kraeling, Solutions Architect at Wabtec Corporation about “Achieving sustainable solutions in transportation with data!”.

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

MARK KRAELING'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/mark-kraeling-46a2336/

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

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

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OTHER GREAT INDUSTRIAL RESOURCES:

NEOM: https://www.neom.com/en-us

Hexagon: https://hexagon.com/

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

Fictiv: https://www.fictiv.com/

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

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

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

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The post Mark Kraeling with Wabtec Corporation appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Ricky Watts, Industrial Solutions Director at Intel Corporation about “Utility 2.0 and Modernizing Utilities Supply and Demand through Digital Transformation”. Get the answers to your “Utility 2.0” questions along with Ricky's unique insight on the “How” on this Industrial Talk interview!

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

RICKY WATTS' CONTACT INFORMATION:

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

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

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

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

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

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

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

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

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

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

YOUR INDUSTRIAL DIGITAL TOOLBOX:

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

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

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

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

Business Beatitude the Book

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

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

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

vehicle, Balyo, talk, distribution centers, industry, people, company, concept, driving, industrial, tech, moving, equipment, world, john, floor, expensive, autonomous vehicles, important, solving

SPEAKERS

Scott MacKenzie, John Hayes

Scott MacKenzie 00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go Alright, welcome to the industrial talk podcast. Once again, we take a journey into why industry is so doggone cool. I'm telling you right now you're bold, you're brave, you dare greatly you solve problems. you innovate like nobody's business. You're changing lives and you're changing the world. That's why we on this podcast, celebrate you, the industrial hero, that's who you are. Thank you very much for what you do. And that's why we love you here on this platform. In a hot seat in the industrial talk hotseat, we got a gentleman by the name of john Hayes. He is the director of sales at a company called Balyo. And we're going to be talking about autonomous vehicles. So let's get going. Yeah, so there's some challenges that we are experiencing. And and of course, you know that the industrial talk platform is all about innovation and being able to apply that innovation, creativity to apply those solutions to industry to be able to be better, stronger, faster, the Steve Austin approach, and Balyo is no different. We're talking about autonomous vehicles. Now, before we get into that particular conversation, let's just have a just a recap of industrial talk to Dotto again, if I keep on preaching the necessity for education, it's out there, if I keep on preaching the necessity to collaborate, that the people are out on industrial talk, and they do want to collaborate, they do want to solve problems. And thirdly, if we're talking about innovation all the time, and how that innovation is applied to each industry and how they're using that in innovation to well make you better, provide greater customer service, everything in between. It makes sense. So Industrial Talk 2.0 is a focus on being able to make that process the education, the collaboration and the innovation process simpler, because we need to bring people together, we need to be able to have that conversation in a big way. And john Hayden and the wonderful team out of Balyo, they're just like right in the thick of it. And they've got solutions that are very, very important. Now, let's get on with the interview. So we're going to be talking a little bit about the over the period of times we're finding that that labor is a very tight commodity. And yet companies need to keep going. And companies need to keep their doors open. And company needs to continue to deliver good customer service and survive in this particular unique market that we find ourselves in. And of course, the conversation has to revolve around autonomous vehicles, what do we do within the warehouse? And how do we create a safer environment of course. So john and and team Balyo have a great solution. But we definitely talk about a lot of stuff that's associated with the market today. So with that said, Here's john. JOHN, welcome to the industrial talk, podcast absolute honor that you have joined and start to share your wisdom and insights with the listeners of industrial talk. How you doing?

John Hayes 03:35

Very well, thanks for having me on today. Thank you very, very cool,

Scott MacKenzie 03:38

man. I'm gonna enjoy this particular, you know, conversation, because it's really wrapped around and listeners, we're going to be talking a little bit about sort of that lack of labor that exists within today's market and sort of this push for autonomous or automatic vehicles. And then Fortunately for us, john with Balyo sort of understands that particular topic. But before we get going, give us a little background on who you are.

John Hayes 04:05

Well, thank you very much. I hope I have some knowledge and background I started in 1993. In the industry, yeah, I'm old. That's right. I'm getting gray.

Scott MacKenzie 04:19

Hair I don't.

John Hayes 04:22

I started way back then started building vehicles and then went on site to install. And then from there, I was lucky enough to be kind of adopted by this industry. It was a very, very small industry in 93. And most of those folks that I work with moved on to other companies and as did I and jumped back in finishing after I got back from a project in Japan, and sent a resume to a company that happened to have probably four or five people that I was in Japan with that was another AGV company. And it just grew from there moved into sales. Then from sales and applications, engineering into More of a strategic role. Vice President of Sales and Marketing, I think that marketing is a strong component of what we do as well. And then Director of Sales here at Balyo. So I've been, unfortunately, I've been around if you say they've been around for quite some time through the HGTV concept, and now into the EMR world, and you know, some differences, the concepts are still the same, there is still moving product from point A to point B, there's a lot of technology that we talk about, you know, this is different how this works, and those sorts of things. But in the end, I think that customers or users really only care, and can really only afford to care that things get from point A to point B efficiently. And they don't have to worry about it, why put a system in, that's going to be more problems than it's worth.

Scott MacKenzie 05:46

Yeah, for, for the listeners to define AGV.

John Hayes 05:50

And Mr. absolutely happy to do that. So he is he is kind of the catch all term that's been around for ages. And it stands for automatic guided vehicle. And you know, that goes back to the 50s. Really, a very early system, I believe Barrett was the first company that put one of those in on wires. And the fundamental principle of AGV is that path follows. So if you think about the earliest vehicle, it just ran, it had a sensor under the vehicle that looked for the wire in the floor, so the frequency frequency generator and for that frequency, but conceptually, they all do exactly that same thing today, even though most of them are virtual, using something called laser guidance using laser triangulation, they still do virtually the same thing. Now Amr is a new concept, which stands for automated or autonomous mobile robot. Really, it's a technology difference. And then it's highlighted by the way that it gets from point A to point B autonomous mobile robots path plan versus path follow. So that whole concept going back to the 50s with the wiring the floor, has been turned on this year. So use a similar technology, sensor base, much more sensor, which has a lot more sensors on the vehicle, but the vehicle itself maps its environment and then understands where it's at, and doesn't follow a defined path. It creates its own path now many companies constrain them but really that's the difference. One path plans a Mars path plan and agvs path follow. Now there are shades of grey and companies are starting to overlap AGV companies are being more Amr like but they in principle, that's really the what makes them different.

Scott MacKenzie 07:34

So why is this important? What why the why is this tech important with the industry?

Scott MacKenzie 07:39

Well

John Hayes 07:42

agvs have historically been very custom. So most vendors would build a custom vehicle every single time for every single customer. And the integration was difficult installation and integration because it required that line in the floor, keeping in mind that it doesn't really exist that much anymore. But it meant a lot more time in the field. So they were expensive. At the root of it, they were expensive, is the shifting to a Amar began a few years back probably 10 or more years ago with respect to ACD vendors putting controls on that we haven't vehicles ever again, being vehicles being high street Ale, which is one of the companies we use lambda in Europe, those types of vehicles platforms and putting controls on them. And then the structure of going to a controls platform that didn't require infrastructure. So that wire in the floor or the targets or those sorts of things, that concept called slam and stands for simultaneous location and mapping, and almost masters of infrastructure for use that concept. What highlight said is the fact that it's inexpensive, because we don't need anything to Matt, I mean, we use the vehicle to map the facility, we don't need any infrastructure. And the systems become smarter and smarter. So as time went on, the systems become smarter and smarter, the tech gets better. But there's a trade off, as with anything, right? That new tech is still It has great promise. But it's not as stable. It's not as accurate, generally speaking, and it's not as fast as AGV technology. So it's almost like going to you take the car concept. You've got gas powered cars, right. And you could have a drag race gas powered car, you know, like the john Porsche concept of drag car. You can have an electric car. Obviously electric car is more technologically advanced. But right now there's no drag race, electric car, maybe in the future, right? So to draw an analogy, that's kind of where we're at You can, you can have a Cadillac of a system that, you know, you can trust with an AGP concept. We'll just do the job all day long, it's a little more expensive, maybe in some ways a little, you know, maybe has a little bit more maintenance because of the awkward equipment. But you know, it works. And then there's the other side. And then there's the far side is the tech of the situation, the the tech, the Amr, Amr tech in and of itself, with respect to some of the applications suitability is great, because it doesn't require high accuracy, and it doesn't require high speed. And when I say that application will make it more clear, picking applications where people walking along, or being what we call, picking those say, in an area in the vehicles will come to them. And they will place something in the bins, that doesn't require an awful lot of speed. It doesn't require an awful lot of accuracy. A lot of integration work. But you know, that's expected across the spectrum. But when you start to get into the middle ground, and then moving over to speed and efficiency, that's where the Tech has promised. But it's not totally there yet. So you know, you're just not quite yet. Okay, this

Scott MacKenzie 11:17

is all great. Well, what problems are we solving? What What is the problem that's demanding this?

John Hayes 11:24

Well, taking tech out of it, and let's just look at it as an industry. Historically, going back many years, the problem we were solving was one of our ally, it was one where you erred on the side of the company every single time, which was, I would theoretically talk to someone about, well, we could take a person off of a forklift, and that would save you X number of dollars a year. And in order to do this project, you will need to remove this many people. And you will get what you call her rate. Typical hurdle rates in the US are 18 months or two years. So it's always been at that point about ROI. And it's completely changed. So what are we solving today, I'm driving down the highway and you'll see manufacturing plants and distribution plants with banners hanging outside now hiring. And what we're solving is an inability for businesses to find people to move product. And it is a it's a real problem. And it's one that exists this move the needle for this type of equipment, it's it's wildly popular now used to be new people were looking at moving around autonomously and would back away like what in the world am I seeing here is becoming more adopted. The ability just to get Labor has eclipsed nearly any other reasons, purchases, equipment, safety is still a reasoning, certainly. But it's the ability just to find someone. And then when you do so we did a project a couple of years back for a large shipper. And everybody knows who the big two are, it was one of those. And they said that, you know, we're looking at this project because our turnover is over 100%

Scott MacKenzie 13:11

hold a turnover a people,

John Hayes 13:14

turnover of people over 100%. So what what they say, what they said they were seeing is that one of the larger companies put a put a warehouse distribution center and down the road, and people were getting paid a little bit more problem and went down the street. And you can't blame a forklift operator, he's making X number of dollars an hour, if he's going to get a nickel dime, quarter dollar an hour more, he's going to go down the street, that's what's going to happen. But you know, one of the things that I found funny is they would say, Well, you know, eventually they come back because we pay them to come back here, but didn't have you know, you have resources bouncing back and forth and those things. And when you think about trying to run a business, when your primary concern is moving product from either a manufacturing line or through a distribution center, your primary resource is the movement is that person or that equipment. So it's gotten to the point where when you have that risk, you have to find a way to mitigate it. And that's really what we're what it's coming down to. So that I think that's the problem that we're solving today. It's interesting.

Scott MacKenzie 14:24

Yeah, it's interesting, because I would imagine a lot of these distribution centers are not located where there's a big pool of skilled individuals. So that's also a problem, correct?

John Hayes 14:40

It's not, you know, it's funny. If you think about a forklift driver, we don't need a Harvard graduate to drive a forklift and god knows what the savvy ones are the ones that do look at the guy who just moved across the street, and take that Our our network over there. And and the ones that stay. And frankly, any forklift driver, when you look at the safety aspect, the number of injuries for forklift drivers is quite high. Simply because driving a forklift is not the most gentle thing on your body, you know, you're driving, in some cases, a 10,000 pound vehicle around, that's bouncing off of, you know, expansion joints and holes in the floor, or maybe running into things. So you have a lot of injury, you have a lot of those things, which obviously drives your costs up for, you know, insurance as well as workers comp and those things. So, you know, it's even though they may not be, you know, the Harvard grads of the world, they're getting hurt. And if you can find a way to not get hurt, then that's obviously a beneficial thing. And I think that my message has always been, you know, we don't want to put people out of work, what we want is a benefit, mutually beneficial position for these folks, I think, at least I think I would, I don't know that I wouldn't want a mindless job, or I was driving back and forth. Some of these distribution centers are 200 or 2 million square feet. Yeah, they're driving, you know, a half a mile. And by the end of this their day, they're, they're thinking about anything, but what's going on in the plant. So I think that having the ability to move folks into a position where they can do stuff with their mind versus just driving a vehicle over and over and over again, the same path, can you imagine, you know, eight hours a day, you drive the same path over and over and over again, we mean, people run into things because they just get tired mentally, they get tired, worn out at the end of the day, mentally more than physically.

Scott MacKenzie 16:50

And I would imagine the same thing exists, there's a greater demand concept.

Scott MacKenzie 16:55

It's there's an increased demand to I I see it out there, that there's just more movement of products. And this, this, this logistics backbone is becoming more and more important, and creating more and more demand on that. That professional that is just driving that, that forklift around. And I like the point that you talk about safety, you're absolutely spot on. I think that there's business continuity.

John Hayes 17:25

Huge.

Scott MacKenzie 17:27

And and, and you're sure you're hitting on some great, great points. With With that said,

John Hayes 17:33

What, what's,

Scott MacKenzie 17:35

what's the biggest pushback here? I mean, it makes sense.

John Hayes 17:40

Well, it's still a bit of black magic, and it is still a bit expensive, um, the pushback has been reduced greatly, mostly because of what's been termed the, you know, the Amazon effect. And I am part of it, and I bet you're a part of it as well. We had a conversation the other day, and you say, go get these headphones, because they're, you know, they're gonna work very well. But guess where I'm from? I'm from Amazon. There's an Amazon distribution center, I'm outside with Virginia, it's more than 50 miles from here. And with the truck stuff that we talked about a few minutes ago, the over the road, trucking that they can only do eight hours a day. Well, they pop distribution centers up around larger cities. So you're right, that the regular desire and need for automation means more people, more people harder to get. So by proxy, the automated equipment becomes more and more in demand and favorable. I think that it's it's not black magic any longer. The costs have come down. But even so, if you look at the paradigm, us versus Europe, the hurdle rate, or the internal rate of return for Europe, in many cases is five years or more. In the US early on, in conversations about this equipment, we're looking at 18 months to two years, which means that really we're looking at two or three shift operations and sometimes for it's a no brainer for three or four shift operations just makes because we're providing the vehicles that operate on all four shifts with no people if you thought about that very same operation, you have four times the number of people so the numbers start to make make a lot of sense. I think that we're personally I think this will start to make a lot of more beneficial use. We talked about this internally Balyo the other day, you know how do we kind of work towards being a more we're all responsible company I guess is the best way to say it. My view is when we can take this equipment and mom and pop companies can have Third, to take a piece of automated equipment and grow their business, then they can compete with and I don't want to, say, the Amazons of the world, but I think you kind of see where I'm going with it, they can grow their business without having to add the expense of, you know, multi shift operations they can grow and, you know, moving people again into this more mutually beneficial roles, you know, running a machine or working on things, or there's things that use your mind when when we can take this concept and it becomes less the purview of Fortune 100 companies, and becomes more available to mom and pop. I think that everybody's going to be a lot happier with what with what we can do in this world. But you know, it's still expensive equipment, expensive, the sensor basis, something else,

Scott MacKenzie 20:48

but you're getting there. I mean, yeah, continue.

John Hayes 20:55

Yeah, the tech, when we talked about Amr, originally, you talked about the Gulf of differences, you know, the cost for EMRs are less expensive than average. And almost all cases, and the costs are coming down. Now, one of the things that we're seeing is, the average used to be kind of built jack of all trades. And that was the expectation that I could buy an ATV and it would do just anything, you know, where it could pick from the floor and put something in a rack 30 feet tall. But if you reset your expectations of what automation can do, and you're smart, start small. This stuff can be inexpensive. So you know, you pick something very simple to automate, you don't have to start. And frankly, I recommend that you don't start with a 3030 vehicle system that's super complex, the rapid pace of change within your organization would be head snap, and you would you you entire organization would be turned upside down quickly. The thing that the new tech is allowing us to do is do things like proof of concepts and those things where we can come in and put a single vehicle system in and show you in your organization, how that works, what the process changes might need to be and how to get used to them before rolling out more and more vehicles. So most all of our aging VA Mr. Brother, brother in reports to the MH I used to be called MH I think it's called MH II now material handling industry of America. And so the numbers used to be represent we would all report our numbers. In on average, the average AGV system was about five to seven vehicles. And the reason for that was just the three line items outside of the hardware, which was engineering, installation and integration. That was the time on site really. And you had to amortize that over the vehicle cost and five to seven just happened to be the sweet spot where it started to make return on investment sense, right? The new tech allows us to put vehicles in for a much lower number so people can now afford to put a single vehicle system in and learn from it. So the tech is pushing all of us forward. It really is.

Scott MacKenzie 23:04

I like it and the what stands out would be that incremental approach, even proof of concept it I think that's great. It doesn't have to be big bang, you don't have to dig a trench of some sort. It's it doesn't have to be that complex. Now we're gonna have to wrap this conversation up. JOHN, how does somebody get a hold of you?

Scott MacKenzie 23:26

I think the best case scenario would be to reach out via the internet. That's Balyo comm www.meliar.com. And you'll be able to reach out to us as a company there. My personal email address is certainly available. That's john dot Hayes ha ye s Balyo COMM And I'd be more than happy to help. I tend to take a more consultative approach to everything that I do so pretty little to salesy with me. So I'm more than happy to just chat with people if it's something they'd like to talk about.

Scott MacKenzie 23:53

And if you type in john Hayes, if this just blows me away on on LinkedIn, you've got john Hayes. I was looking at him going, and I saw john Hayes 7953 blah, blah. No, that's impressive.

John Hayes 24:17

Right.

Scott MacKenzie 24:18

All right, a couple of things that I want to put before you listeners, once again, I love the concept, and we've got the problem of up labor, we've got to be able to look at it from that. From the technology perspective, I think Valley has got an interesting value proposition. I like the fact that we're talking a little bit about the incremental approach. I think the future's bright when it comes to this and and I think if you're driving down the costs, and and trying to have that mom and pop mindset, I think you've got a great value proposition. I like it.

John Hayes 24:54

Thank you very much. All right, we're gonna wrap it up. I really appreciate you. Yeah, we're

Scott MacKenzie 24:58

gonna wrap it up on the other side. You're not go away. We will be right back. You're listening to the industrial talk Podcast Network. All right, that is john Hayes i t y e s and you definitely can go out to john hay. His Lincoln stack card is all out there and you know what? It is truly john Hayes h A y e. s. Balyo is the company go to be a lyo.com find out more about how those that solution and what they're doing. Balyo can definitely help you and your manufacturing process as well as your warehousing stuff. It's everything that's john right there, man. I'm looking at it as that card right there. JOHN, good looking guy with the beard can't miss. Alright, once again, we are talking about industrial talk to Dotto. This is where you're going to go this is where you're going to go. You're going to go to educate, you're going to go to collaborate and you're going to glue to innovate. We are all bound together without a doubt. We have ties, every industry whatever it is, let me Valley Oh man, that's important stuff and they have ties to the warehousing and and the manufacturing world. important stuff. Reach out to him. All right. Thank you very much. Be bold, be brave, dare greatly you change the world. Thank you very much for joining the industrial talk podcast. We will be right back

The post Mr. John Hayes with Balyo Talks About the Power behind Automated Transportation Solutions appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Dean Bushey, Transportation and Mobility Expert at Hitachi America about “The Power behind a Connected Transportation System”. Get the answers to your “Connected Mobility” questions along with Dean's unique insight on the “How” on this Industrial Talk interview!

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

DEAN BUSHEY'S CONTACT INFORMATION:

Personal LinkedIn: https://www.linkedin.com/in/dean-bushey/

Company LinkedIn: https://www.linkedin.com/showcase/hitachi-global-social-innovation-business/

Company Website: https://social-innovation.hitachi.com/

Company YouTube:  https://www.youtube.com/channel/UC2qrro8UvaknhG3fsoNxHLg

PODCAST VIDEO:

THE STRATEGIC REASON “WHY YOU NEED TO PODCAST”:

OTHER GREAT INDUSTRIAL RESOURCES:

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

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

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

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

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

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

YOUR INDUSTRIAL DIGITAL TOOLBOX:

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

Active Campaign: Active Campaign Link

BombBomb: BombBomb Link

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

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

Business Beatitude the Book

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

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

Reserve My Copy and My 25% Discount

PODCAST TRANSCRIPT:

SUMMARY KEYWORDS

hitachi, dean, transportation, transportation system, people, optimize, airplane, talk, vehicles, industrial, mobility, solution, collaborate, connected, innovation, world, customer, company, goods, exciting

SPEAKERS

Scott MacKenzie 00:04

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's get right Welcome to the industrial talk podcast absolute honor that you have joined this platform that celebrates you, you industrial hero, you're bold, you're brave, you dare greatly. You solve problems, you innovate, because you're innovation issed. And you're changing lives and you're changing the world. That's why we celebrate you on this particular podcast.

00:42

You know, what?

Scott MacKenzie 00:43

industry has changed so rapidly? It's an exciting time. And if you're thinking about getting into a career into something that is exciting, yeah. Industry, is it because we are talking innovation like nobody's business? Now in the hot seat, gentlemen, that by the name of Dean bushi, he is with Hitachi America, he is the transportation mobility shmi, or subject matter expert there. And I got to tell you, if there's a topic that needs to be discussed, it is definitely that one, let's get cracking. So, so what's great about this? So what's cool is that Dean massive skills, massive skills, stack card is just dripping with skills. And he we talk about connected transportation systems. Now, you're saying to yourself, Scott, why would we want to do that? And it's everything moves by some form of transportation? And can we improve upon that? Oh, yeah. Oh, absolutely. We can, people like Dean, Hitachi America, and others, they're really exploring the innovation that is needed for that particular next generation, that ability to be able to focus on a customer 100% in their transportation, in their logistics in their supply chain solution. And it just gets down to that connected capability to be able to see exactly what's going on. It's exciting, and it can't be done. This is not pie in the sky stuff. This is not something that you're gonna say that it's just not gonna happen, we're gonna still deal with it, no, this this, whatever we call this next normal, has really created a sort of a focus on some of the challenges that take place within our transportation system and the need to be able to bring in electrification, the need to be able to think about autonomous vehicles. Just in the last mile, there are so many subjects, and and topics to discuss in this particular, you know, if you look at a transportation, supply chain, you know, logistics, it's all there and connected. Before we get into it. Just FYI, I want to be able to just sort of once again, plant your seed, the industrial talk is all about education. Got it. Dean's right here, educating, it's important, you got to stay ahead of that. You got to collaborate, you don't have Dean and company, they collaborate with a number of other companies to be able to come up with solutions that truly meet customer's needs. And then definitely innovate. The future is truly an innovation as type of platform it it really pushes the envelope, and it's an exciting time. The industrial talk platform is sort of going through a an upgrade, shall we say an industry industrial talk to Dotto, that means we want to be able to facilitate that education and get the greatest and latest information on whatever you want to talk about that innovation that's out there that will make you a better company that will make you a better professional, and to be able to collaborate with these individuals that will say, Hey, we want to do it with you. We want to be able to create and change the world by collaborating and then finally, deploy an innovation, deploying innovation that truly transforms the world. That's what industrial talk is all about. That's what the two dot o focus is going to be on. There's a lot of great stuff out there a lot of wonderful conversations to have. And I'm telling you right now, this guy right here on this side of the microphone is absolutely jacked. All right, deep transportation, mobility, subject matter expert. And I mean, we just scratched the surface in this conversation. And he's the go out to a stat guide. It's it's deemed dash bushing. That's bu sh e y. Find them reach out to him. He wants to connect. And he is an absolute wealth of knowledge. And I'm telling you, once again, we're just scratching the surface because when we start talking about connected capabilities, we're talking about utilities. We're talking about the necessity for cybersecurity. It just never stops. Alright, let's get cracking. Enjoy the conversation with Dean bushi. Dean, welcome to the industrial talk podcast. Thank you very much for finding time in your schedule to talk to the listeners. How are you doing today?

Dean Bushey 05:13

I'm doing fantastic. Thank you for having me on the show.

Scott MacKenzie 05:16

I love it. And he's with Hitachi America. He is a subject matter expert when we start talking about transportation and mobility, but I'm not going to talk about it you're going to talk about, give us a little 411 on who Dean is, and where do you come from and why you're such an incredible professional.

Dean Bushey 05:31

Sure, I've got a military background, I spent 25 years in the military as a pilot and manner leader.

Scott MacKenzie 05:40

Hola, Hola. Hola. Hola. You just can't gloss over that. I'm looking at your stat card out on LinkedIn. And I'm still trying to find pilot. And that would have been just really great to include there because I would be just all geeked out now. Now I'm geeked out now You caught me off guard because I'd rather talk about that.

Dean Bushey 05:58

Well, if you want to talk about flying airplanes, I love flying airplanes. I went to the Air Force Academy and I went down to pilot training in Arizona, I spent three different tours overseas, flew seven different airplanes, got some combat time, flew unmanned aircraft. So we did a lot of different things in the military, which prepared me for long range transportation, a lot of the time I spent was in C fives the biggest airplane we have. So we were we were talking about how to optimize the flow of goods and services and people. introduction into my own transportation, mobility. And then I got a PhD in computer science, went back to the Air Force Academy, taught back there a little bit. But then they put me out in unmanned aircraft where we were trying to have the aircraft deployed overseas, and the pilots back in Dallas, or in Las Vegas, or in Washington, wherever the pilots may be. So we were trying to optimize the flow of information back and forth. The video and the command links via satellite to airplanes that were long range a bunch of different places. So

Scott MacKenzie 07:07

I have to was there ever a delay? Like I mean, if you've got that distance, if you're, you're flying over, you know seas, and you've got your command here and in North America, that was there ever, like an information delay?

Dean Bushey 07:19

Yeah, there's three quarters of a second delay each way. So when I move this way, with the stick three quarters of a second later, the airplane will do that. But it takes three quarters of a second to come back for me to realize the airplane did that. So it's about a second and a half delay via satellite, which makes it really tough to land via satellite. That's usually why you have a local unit that captures the airplane and lands, the airplane locally.

Scott MacKenzie 07:49

That's a whole nother conversation that I would love to have. I think that's just but we can't because this is industrial talk. And we got to talk about transportation and mobility and the challenges associated with it as I push that whole other subject to the side, and I'm not very happy with that. Thank you very much, Dean, appreciate you catching me off guard with that. Sure. Anyway. A lot of conversations with a lot of professionals that have been on the on the the industrial talk podcast, talk a little bit about that, that the challenge is going forward mobility wise. In the transportation, the challenge is this whole conversation about automated vehicles and autonomous autonomous vehicles, all of that is just this big soup of interest. But how do you how do you make? Oh, how do you make sense of it? Where do you go? What do you start first, Dean?

Dean Bushey 08:42

Yeah, that's an interesting discussion. So I view transportation as going back to the old movie planes, trains, and automobiles. And it's really moving people and goods across all of those spectrums. So if you get focused just on making a car drive itself, or making a train super efficient, and on schedule, I think you're missing the boat really for, for me, it's about getting you or a package from its warehouse to its final destination. And then if that involves a lot of different modes of transportation, whether it's the delivery guy, which is last mile, whether it's putting it on a train, putting on a ship, putting it on one of my airplanes, and I'm going global, all of that comes into factor. So you as the customer and we talked about a little bit of yo care where the package started, you just want it tomorrow. Well, that's a whole transportation system. That's got to be integrated, optimized, examined, and then from a company like Hitachi, we're really into optimizing the flow of information and goods and services. That's where we can come in and make a big difference. But it's it is an information question, right? It really is.

Scott MacKenzie 09:58

I mean, I think the The The, the, the infrastructure and sure it could be optimized, but it's really a collection of data and that that ability to be able to decide on what that data means, right?

Dean Bushey 10:12

You are correct. And you would actually maybe, or maybe not be surprised that how a lot of this information does not flow smoothly. There are different API. So if I'm trying to get information from a cell phone, and an autonomous vehicle and a train, and maybe a traffic stoplight, all of those have sensors, they're all information providers. But those those if that information doesn't actually talk to each other real smoothly. So the key to make a connected transportation system, and that's really where my that's it, that's

Scott MacKenzie 10:43

the that's the term Go ahead.

Dean Bushey 10:45

That's, that's the secret sauce. So connected transportation system, making a smart, which is what you were hinting at, is getting all those various data sources to one communicate. And then when you need and then to, you need to adjust them at three, you need to make smart decisions for you. If you're the customer, I need to be able to answer questions you may have like, how do I optimize the flow of this traffic through this neighborhood? Or how do I optimize the flow of my palette from beginning to end and its journey?

Scott MacKenzie 11:17

See, this is where it seems like a huge challenge. I mean, it's massive, because if you just go out to the the Interstate, you see trucks, you know, you go to the rail yard, you see a bunch of I mean, it's just full of stuff, and we move stuff all over the world. Right. And, and in that network, there's there's inefficiencies. Where do you Where do you just sort of, from your perspective, where do you just start like, with that incremental approach? Yes, we got this. Yes, we're talking about this, but let's just start here. Greatest bang for the buck? How do you answer that? I don't know how you start? I mean, who brought up? You brought up street lamps? And I'm like, yeah, you could, you could do that, too. You know, I mean, please?

Dean Bushey 12:04

Well, I really think you need to, from a business perspective, you need to focus on a customer. So if if my customer, for instance, we have a customer in Florida, just outside of Orlando, I was there a couple weeks ago, and they've got a private community. And they're we're really interested in the smooth, seamless flow of people through their community. Well, that brings up one use case. Now we've defined this whole transportation system gets really I don't say simplified, but it gets focused on how do we integrate their micro transit, micro transportation, which is the shuttles and the scooters, and small bikes to their collective transportation, they have autonomous vehicles that are going to the community. That is their bailiwick. So I focus on that and we get into a use case problem, then we talk to you as a customer and say, What are your pain points? What are you not doing? Well, nothing talks to one another. And then we started exploring, okay, well, that's a pain point. And maybe Hitachi can help you do all of it, but most likely Hitachi will not. And we found that it's better for us to say, all right, if we can define the pain point, we can start to evolve solutions with you, we co create solutions with the customer, and then say, well, maybe we need to bring Intel them. Or maybe we need to bring Amazon Web Services with their cloud storage devices. And now we have the power of Hitachi, Intel and Amazon Web Services, jointly coming with a solution to a problem that you as a customer, once you get a solution, then we have a joint solution. That's probably from our perspective, business wise, repeatable. Now we have a solution that maybe Las Vegas will want, and Miami will want and San Francisco will want.

Scott MacKenzie 13:51

Yeah, you bring up a good point about the necessity to collaborate, I don't think and it's not a slam on on Hitachi or any other company. I think the use cases are that complex. And you end up in and and for a company to be able to say, yeah, we could do it soup to nuts, I don't think so it requires, you know, that collaborative desire and mindset. I just think it is. And that's the right way to do it.

Dean Bushey 14:22

Another one we're trying to tackle another use case, for example, examining is multimodal at a freight level. So if you think of a ship going across the ocean, it's got all these pallets on it. It's got all these cargo bins on it. It has a bill of lading. Well, when it gets to the port, there's a separate system that gets it off of the boat and puts it on a train. It needs a new bill of lading because those systems don't talk to one another. But when it gets to the trucking yard where you're trying to truck it, it's got a different bill of lading. So this multi modal, smooth flow of goods and services. requires, it sounds really simple. But it's not. You need sensors that tell you where the packages are, you need to optimize scheduling routes, you need companies that have great sensors, companies that have cloud based storage. And no one company can do that. So now we start to collaborate and come up with some solutions, Interim solutions as

Scott MacKenzie 15:20

we're moving towards an optimized solution, these the necessity to generate new bill of ladings is there a solution or a use case that says, hey, from from overseas manufacturing, all the way to destination, whatever it might be, whatever, whatever that that is there a way of being able to consolidate that, that solution that technology, the bill of lading, or just,

Dean Bushey 15:50

I love its legacy, obviously, a lot of it is has been in place. And once we start digitizing, and making everything less manual and less paperwork wise, you're going to start seeing a lot of solutions. And I really enjoy Amazon, I like working with them. They're they're coming up with solutions based on commerce. So money is driving them to optimize their solutions. They're getting supplies from all over the world. And you may or may not like, like the size and scope of their business model, but their business model is driving innovation based on money. And the flow of goods. So

Scott MacKenzie 16:31

it's, it's quite successful. And we had this conversation prior to the podcast, and I called it the Amazon effect. And it really because they focus on that commerce. And definitely the the customer because they know that the customer's impatient, I want my like, go out there. That's, that's, that's an interesting challenge. And they deliver. You know, now all of a sudden, you get the little vans out there, the Amazon vans, they're doing the last mile they're doing whatever that is. And I I mean, I can't help but like it.

Dean Bushey 17:12

And, and as much as it sounds like it's you ordered on Amazon Amazon's website, it's an Amazon product delivered by Amazon fulfillment centers to your house, you bought it from a bunch of different companies. You had a shipping company, you had to have the ports, maybe you had the government involved as far as clearing those islands that come in, you have local communities you had have roads that were able to deliver to your house, maybe you had connected communications amongst the communities. So all of that happened, even though it looked like Amazon to you all of that happened because you have collaborative systems

Scott MacKenzie 17:48

where Yeah, and and now. And now if I don't, if I don't get a notification that my drivers 10 stops away, I'm frustrated.

Dean Bushey 17:59

I'm ready to cancel my order.

Scott MacKenzie 18:01

Like, what's going on? What kind of service is this? So with that said, I mean, there's just, it sounds like there's a lot of great and wonderful opportunities to truly great bottom line value, great customer service, great. All of the stuff that that you do so desire. Where do you see it going? Because it's not going to stop? Right? It's just not nobody's going to say, All right. We tried this whole supply chain thing that we're done. We're going to go back to the old way. Where do you see going there?

Dean Bushey 18:37

Yeah, I really see a big I wouldn't I'm some people would say it's a disrupter. I'd say it's an enhancer, when you start talking about the electrification of vehicles. Ah, I'm gonna I'm gonna leave alone, airplanes and maybe electric in the future, but cars transportation systems, when when you talk about the electric infrastructure that's going to be required to support large scale fleets that become electrical. I mean, you start at the automobile, OEM manufacturers, those plants all are producing internal combustion engines. Those plants need to be modified and optimized to produce Evie vehicles. Is the battery going to be separate from the vehicle? You can have battery manufacturers and vehicle or is for get a pretty spot? Then how do you charge these vehicles? Where do you charge these vehicles? And what is the impact on the grid? Are we going to have an issue where everybody plugs in at five o'clock and all of a sudden, the energy grid gets a hit? Probably? Yeah. What are you gonna do with all the gas stations when you start earning an electric vehicle? You may you in California or New Orleans or me in North Carolina, we may be able to find a charge station. What happens to all those old gas stations they have to be converted? And then how do you get those systems to talk to one another right now nothing talks to one another. I think That's why I say it's an enhancer. It's disruptive. But when you go to electric vehicles and electric charging stations, there's a great opportunity to optimize based on the communication among those stations and communication among vehicles.

Scott MacKenzie 20:14

The and correct me if I'm wrong, the dean, the electrification of these vehicles is key for the autonomous, right. It's it sort of, it just sort of goes hand in hand. So I've got these automated vehicles out there, I might not have the resources to be able to deliver the truck. But is that is that it has to be electrification.

Dean Bushey 20:38

Correct. I spent a year with voyage on autonomous vehicle company. And they did. They had a hybrid. They had a Chrysler Pacifica, which was a hybrid vehicle. But everything about the vehicle had to be electrified, because you had a massive computer in the back, right? You had the brains were in the back of the computer, or the car that were making split second decisions based on sensors, which were all electric. So there had to be a very large electrical source of power. Wow. Yeah. Yeah, if you start making more than more than autonomous, autonomous is fun, but autonomous and then connected, where it actually could transmit and receive data via Wi Fi or LTE or 5g as it comes out. Now you're making now you get me really excited. It's where the future is here. See,

Scott MacKenzie 21:32

that's, that's right in line with your statement of connected transportation systems. That's it. It's people like you and others who who think about this, you know, night and day, which is pretty cool. Thank you for doing that. Because, but for people like me and others, it's it's a, it's a pretty cool food future. But we as consumers, yeah, we take it for granted. I take it for granted that I'm going to get my package out there, I don't see the nuts and bolts into how that sausage is made to get that package to my front store. And now now somebody takes a picture of it, it says this is where it's at. It's like, yeah, there. There it is. I mean, it just keeps going up. And it's just little things like that.

Dean Bushey 22:13

When you Yeah, well, this is almost for soccer, because you asked me how I was doing at the beginning of the podcast, and how do I like to talk to you, America, I love it. Because Beverly said, Dean, we want you to stay on top of the transportation industry, we want you to stay on top of mobility, which means that my job is to make sure I'm on the cutting edge of all the innovations. And it's it's huge and it affects every phase of life. I think it's one of the biggest enablers or disruptors, whatever you want to call it, transportation is going to affect everything. Obviously CODEL shot a lot down, and it's going to change transportation. But if we can enable people to be able to move about cities, and we enable the movement of goods and services, and we connect all of this, that's just really exciting to me, because you're making a difference in people's lives. You're not, you're not just doing something to deliver whatever you're making a difference.

Scott MacKenzie 23:06

Here's a question that I don't know if there's an answer to it. But let's say Amazon's Amazon, Amazon is going to have the capital to be able to do whatever it really wants to do and to be able to innovate the way they want to innovate, to benefit themselves, the shareholders, whatever it might be, whatever that driver is, but what about, what about the mid to small companies that price point? How do they How do they participate in this this brave new world?

Dean Bushey 23:35

I think there's lots of opportunities. I do a little teaching on the side to computer science students. And we talk about several facets on how you can get into this, whether it's the passenger experience in the vehicle, maybe you're designing a new infotainment system or a connected system where that if you're driving by a coffee shop, you get a pop up of a coupon on your phone saying, Hey, I recognize that you're virtually in front of a coffee shop. Maybe it's the Eevee design or designing batteries, and you're doing a computer design of what we would call a digital twin, a simulation. Maybe you're helping with the mobility phase of it. There's just there's just so many avenues for people to get in this game. And yes, digital companies tend to expand and they can tract and then merge very quickly. But so do computer science technicians they they they spent a year at a company and they're going to a next company and they're doing amazing thing. So it's really exciting time to be a technologist in this Evie changing world because there are so many paths and the small companies

Scott MacKenzie 24:49

is where it is the AI and yeah, no I agree with you 100% on that that's true and it's the it appears that though it's true Blue Ocean opportunity. And it's it's not even bound by your imagination you can, if you can think it, you could probably execute upon it, you might might be able to find somebody to help you work through it. That's pretty good. But you know what you just said it's sort of Minority Report ish, the movie, where, where are you driving by? It's like, hey, look at that this coffee shop has something on for sale. Hey, hey, you need a shirt. You were talking about the shirt? Here's a shirt for sale right next to you. Yeah,

Dean Bushey 25:31

it's, you know, it's you. We even haven't even touched on cybersecurity.

Scott MacKenzie 25:38

That's a whole nother thing. Transportation Systems.

Dean Bushey 25:42

Somebody's got to be smart enough. And hopefully, it's the kids that I'm teaching. They're smart enough to start developing systems that are secure, robust and reliable, and have backup systems. Because when you connect to things, there's a sort of intrusion. There could be

Scott MacKenzie 26:01

sort of intrusion. that's a that's a whole nother conversation. I like the conversation about cybersecurity, because I think that it's, it's one of those topics that nobody wants to have, but everybody has to have it.

Dean Bushey 26:15

When it's working fine. I

Dean Bushey 26:16

just don't want to know when to do

Scott MacKenzie 26:18

Right. Exactly. I don't come to me and let me hear my dirty laundry and and say that, no, it's it. That's a whole nother conversation. And yes, if you know somebody within Hitachi America that wants to talk about cybersecurity. I'm all ears. We're all headphones. We're all my

Dean Bushey 26:35

Yeah, I definitely have some

Scott MacKenzie 26:36

people that would love to talk to you because it is a great topic. And it's like you said and I think that we just there's that human element, the gravity of it is so it's it's like overwhelming. And and the same thing in the world of cyber in those same thing with the this whole digital journey. It's from me, simple mind. It's overwhelming, but it's it's exciting at the same time.

Dean Bushey 27:06

One, one particular use case that's a little bit outside of mobility. But I've tended to become a utility infield player for Beverley just whatever she needs help on I I plugged myself into. We were designing some advanced energy management systems for a town outside of Orlando. And basically it's grid, a grid load balancing, if you think about what happened in Dallas have a demand and peak demand cycles. So connecting buildings, what are the the energy source, the grid sources traditional grid, or its solar or floating voltaic cells, or whatever, you want to put Eb charging stations, connecting buildings and parking garages so that they manage the load much better? Building says, hey, I've got a real high load and the feeder from the Orlando utility company says, hey, that's a pretty high spike. Some of the other buildings can come in and go Okay, well, we have excess capacity. Yeah. Well, so that introduced a connected system, we immediately had to go to our cybersecurity people and say, all right, we need to have you part of this project to say, Hey, there could be intrusion since we're communicating wires.

Scott MacKenzie 28:20

I love it. It's exciting. And it just seems like the the speed at which all of this is happening is is lightning. It because you guys just sort of sit around, I don't know, hang around the water cooler. And you know, chirp about how we can digitally transform everything in the world.

Dean Bushey 28:40

I really wish I was 20 years old to get it because I think the next 20 years is going to be amazing.

Scott MacKenzie 28:46

That's exciting. Well, let's put it this way. We're gonna have to wrap it up. However, how do how does somebody get ahold of the dean

Dean Bushey 28:54

told me at Hitachi, so I will provide you a my email address. It's not pushy.hs. Guy calm. I'm out on the web. I've got several different places where you can see my writings on Hitachi data, LinkedIn, you can find me on LinkedIn, but usually great way to get a hold of me.

Scott MacKenzie 29:16

Which is pretty cool. Because you've got Dean dash bushing, which is very, you were an early adopter to LinkedIn and must be because because I'm sure there's other Dean Bushey.

Scott MacKenzie 29:27

I live in the digital world.

Scott MacKenzie 29:30

It's it's dead sexy. I'm telling you. It is and I, I geek out. I'll be the first to do that. But Thank you, Dean for finding time in your busy schedule. And, and sharing with us a slew of information and insights. I'm overwhelmed. Now. You're a disrupter. That's what you are doing. Alright, thank you, Scott. Appreciate it. All right. Thank you listeners. Hey, hey, we're gonna be wrapping up on the other side. All of the contact information for Dean will be available And really appreciate you joining the industrial talk podcast where we celebrate you industry professionals. Stay tuned. You're listening to the industrial talk Podcast Network.

Scott MacKenzie 30:16

All right, a big, big kudos to Dean Bushey. That's b u s h e y madstad card out there on LinkedIn, told you the information in the content would be just absolutely to die for. Man, I'm telling you. I'm just taking the innovation. And where's it going?

Scott MacKenzie 30:35

What does it look like? What

Scott MacKenzie 30:36

did we can look like in 10 years? Not a clue. Like guarantee it's going to be different. And it's because of people like Dean Petacci, America and others, pushing the envelope, wanting to collaborate. Definitely want to innovate. All there. All right, reminder. It does real talk to Dotto and that is where you're going to go. That's where you're going to go to educate. That's where you're going to go to collaborate. And that's where you're going to go to innovate. And you're going to find people like Dean bushi out there, and you're going to reach out to that guy, because you need to because he sees the future and others on the industrial talk podcast. Absolutely true. So do not hesitate. Go out to industrial talk.com find out more. All right, be bold, be brave, dare greatly hang out with people that are bold, brave and daring greatly and you will change the world. We will be back with another great interview shortly.

The post Mr. Dean Bushey with Hitachi America Talks about The Connected Transportation System appeared first on Industrial Talk.

In this week's Industrial Talk Podcast we're talking to Rebecca Kersting, President of CAP Logistics and Uptime Logistics about “The Impact of COVID19 on Logistics and Supply Chain and solutions for Success”.  Get the answers to your “Logistics and Supply Chain” questions along with Rebecca's unique insight on the “How” on this Industrial Talk interview!

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SUMMARY KEYWORDS

logistics, industry, solutions, business, people, supply chain, uptime, manufacturing, strategy, sourcing, products, part, customers, industrial, day, transportation, important, agile

SPEAKERS

Rebecca Kersting, Scott MacKenzie

00:04

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

Rebecca Kersting  00:22

Hey, welcome to the industrial talk podcast, absolute honor that you have joined the number one industrial and manufacturing related podcast in the universe. I'm not I'm not over selling that, am I over selling that? But it does, however, celebrate the women and men of manufacturing and industry. We celebrate you because you are bold, you are brave, you dare greatly. You're changing lives and you're changing the world. Why not celebrate you each and every day on this particular podcast? And I'm gonna tell you, again, you're gonna say, Scott, you always have great interviews. Damn right. I have good interviews. This one is no. I mean, she's amazing. Let's just put it this way. She brings definite logistik street cred. Her name is Rebecca Kersting. That's ke r s t. i n g, CAP logistics, and uptime logistics are the companies and she just happens to be the president. Let's get cracking with the interview. All right. Another great interview? Again, I'm not I'm not tired of having great interviews. That's exactly correct. Yeah. Take that one to the bank. All right. Now, you know, I've been talking a lot about collaboration, innovation, and education, with a sense of speed, purpose, focus each and every day. And I think you're going to have to get through this next normal with those components in mind. Okay, you can sit there and say, well, Scott, what about this? What about this? You know, I'm not the sharpest tool in the shed. So I tried to say, collaboration, innovation and education are keys. And they are, and you got to do it with a sense of speed. Now here is, you know, from, from my perspective, one of the biggest industries that got impacted, hammered, if, you know, drop kicked, was the logistics supply chain, sourcing, you know, industry as a whole. And they just got hammered. And with all of the changes that are taking place within this country on how to effectively and efficiently bring in products from outside sources, move it efficiently, and with a great competence, and has just been a real absolute challenge. And so, on the industrial talk podcast, I've been really focused in on solutions, strategies, specifically to the supply chain logistics, and sourcing, you know, opportunities now, because I not a professional, all I know is that this is important stuff. And you know, how I know it's important stuff. Well, outside of the fact that I've been in business for a lot of time, many years, is when I went to the Walmart, to pick up some groceries and realize that that product wasn't there, I realized how important the supply chain world is some to me to make my life better to make my life easy. And you know what? It just happened? pre virus, it just happened, didn't know anything about it, go to the store. There it is. I don't have to think through it. That's what it was all about. Now, with this next normal, what does that mean? Where are we going? What are the challenges? And And honestly, I don't have the answers. That's why collaboration is so important. That's why innovation is so important. Because people like Rebecca, her team at CAP logistics, that's what they they just, they excel at, they excel at solving problems. They excel at the opportunity to collaborate with companies who have really problems on solving important supply chain issues. And then they're always innovative, because it's because it's so fluid, because it has just, it's just constantly changes. You need a company, you need solutions that are innovative, and they never stop educating to see how it rolled out all in collaboration, innovation and education. And you know what? Yes, they do. They do it with a sense of frickin speed. And they're there to help you because they understand that their service is needed. So that you can maintain your uptime, you know, business, whatever that looks like manufacturing with uptime, and they're going to also also make sure that they do it as efficiently and as rapidly as possible. Yep. They embody CAP logistics Rebecca's team at CAP logistics. They embody that collaboration spirit of class. The spirit of innovation and definitely the spirit of education because I'm telling you right now, I can't keep up with it. All right, about that. All right, let's get on with the interview. Once again, Rebecca Kersting KRSTING, President of CAP Logistics, as well as Uptime, and she talks about a little bit of the Uptime Logistics and why that's important to different business models to different focus, all geared toward success. Oh, that. Alright. Here's the interview. Enjoy. Rebecca, welcome to the industrial talk podcast. absolute honor, it is an honor. I'm telling you right now, it's an honor that you in your busy schedule, found time to get on the industrial talk podcast. How are you doing? I am doing great. You're so fun. This is gonna be a good time.

Scott MacKenzie  05:48

And I'm ugly. And on bald? Yes, I'm a complete package Most definitely. Hey, listeners, we I've been very fortunate to be able to work with CAP logistics on a number of initiatives. And and Rebecca is the president of CAP logistics. And we're going to be talking a little bit about COVID, we're going to be talking about the impact of the logistics, supply chain sourcing, and everything in between. and Rebecca, Rebecca brings a tremendous amount of well, street cred to this particular conversation. Before we get into that now, Rebecca, give us a little 411 on who you are, and why you're such an incredible professional

Rebecca Kersting  06:27

in the logistics world. Well, I am humbled by you saying that I have grown up in logistics. My father started our company when I was a year old. I've been in trucks, picking up freight moving it all over the country, I still remember going to the Denver International Airport. With him when I was little to pick up freights been out to mind sites in Wyoming. And so the business was started in our basement. The story goes that my mom would help answer the phones with me on my lap, and she would hang up and we would both cry. I've officially been with the company for 17 years and had a number of different roles. But I love what we do. It's exciting. And it's great to help companies be able to keep their operations running every day.

Scott MacKenzie  07:30

Yeah, I gotta tell you, man, especially now, one of the biggest topics and I mean, I've interviewed a ton of people. And one of the biggest topics is that happened, pre virus, everything, all the supply chain, everything was just happening and just rolling and going and having a fantastic time. pandemic hits, two finger death punch COVID pops you in the head. Now all of a sudden that that supply chain gets disrupted, yet companies are still dependent on it. sort of give us a little background on, you know, the positives and negatives. Of course, we want the positives. But we got to touch on the negatives on where you know, the impact of COVID to your business happen going forward?

Rebecca Kersting  08:11

Well, I think initially, the impact was just a slowdown of the economy. And and these key industries in the country. No one knew what a single day looked like. And so initially, I think the strategy for companies was to address their slowing of business while trying to protect their workers. There was already some tension with us trade. There was some things happening in oil and gas and mining. So there there was a culmination of complicating factors, where we saw a dive in our customers’ business and therefore our business. A lot of companies took the approach of of shutting things down or slowing them down. They looked for opportunities to save costs. So they stopped purchasing inventory. They stopped doing a lot of things that they would normally do to try to save costs, and things just slow down.

Scott MacKenzie  09:23

Yeah, it was overnight. It was it was a flip of a switch, man. It's like, yeah, we're rocking What the hell? I know. I know.

Rebecca Kersting  09:34

And everybody thought that it was this temporary thing. And if we all hunker down for three weeks, then we'll we'll all be free and it just didn't pan out in that way.

Scott MacKenzie  09:46

No, and you know, what's interesting too, is in these conversations and it it's amazing how in being a manufacturer and being an industry, how resilient and flex Some of these companies were like, like, it hit. They had this morning time, like, Oh my gosh, what are we gonna do and then all of a sudden you just boom, and they were able to hit hate using the word pivot. I gotta use a pivot word, pivot, and and be able to try to succeed in this sort of this new normal, whatever it might look like. Where do you see how it's impacting your business? Where do you see this sort of new normal impacting your business in a positive way, not in a negative, we already understand the negative so?

Rebecca Kersting  10:31

Well, there's, there were just so many changes that we didn't see coming. So obviously, there's this whole new gamut of product that people are trying to move in pp. So initially, we saw a lot of that, and you just never would have thought like, there was this business of masks and hand sanitizer, and all of these things that we just never thought of as, as key critical items that people were going to be desperate to move. And then as things began to normalize, we we saw some other industries come back online, and a lot of demand on you know, paper products, or in edrick, salutely.

Scott MacKenzie  11:17

forgot about that. You're right. I did forgot about the paper product one. And I remember, just FYI, I'm leaving Walmart, whatever it might be. And I'm seeing people just stacking up on paper products. And, and I'm telling you, I'm sitting there going, what am I missing? What news? Am I missing that I've got? I do I have to run back and get it? There's no paper products, and I never could understand it. I survived. I'm still old and ugly. So

Rebecca Kersting  11:42

we all do. And I'm bet there's a lot of people who have an insane amount of toilet paper, hoard it away somewhere. Know how long it's gonna take for them to get rid of. Yeah,

Scott MacKenzie  11:54

I know, I hear you. And boy, I'll tell you this. It was really an interesting, the other item, or the observation that I I've seen is that the pre virus, we just took things for granted. And I'm when I'd go to the store, boom, it's on the shelf. I know it's on the shelf, and they had it all nailed down. Right? And and this is just me, humble little guy going to the store, and then all of a sudden, the the virus hits and then bam, I'm thinking to myself, why isn't that on the shelf? And then I realized that the the supply chain is disrupted, it might this one right here might work just fine. But then this one broke down. And then this one, can't you it just I didn't realize how sensitive the supply chain is.

Rebecca Kersting  12:42

Yeah, it is. It is.

Scott MacKenzie  12:46

So let's, let's talk a look. Where do you see it going? I mean, come on. Let's let's put on a little future hat here. Where do you see it going? Okay, we've been past the paper push. And we've been past all the other stuff. And I think I think you're better at this. I think industry is starting to come back up. They're starting to just get a little bit more on out there a little bit more understanding the demands of the market understanding it what this next normal, do you see that in your business?

Rebecca Kersting  13:15

So I am very hesitant to try to predict anything, because Could you be wrong, because I will be wrong. But I have my hopes. And I am seeing some trends that I that I think are in a positive direction. So during the initial part of the pandemic, we really saw a lot of customers and a lot of industries start to look at where they could control cost. And inventories were big item that that people began to cut in with that the transportation of these components, key supplies, things that they were able to put off. So if it was a manufacturing line, or a refinery, they the backups for key components. They put those those orders by the wayside. Now that things are picking up, and they don't have those industries, we are seeing an influx in in the critical need of these parts that are necessary to keep these companies up and running.

Scott MacKenzie  14:28

Yeah, I think you bring up a good point. And I think that as these assets were idle, as you mentioned that I'm going to save money. And I think that everybody's sort of in that beginning saving money mode, and now they've got to figure out how to make money. And a key component to making money is being able to get your products, either from where their manufacturing to destination or their feedstock, into their manufacturing process, and wherever that might be. And I think That I see a shift, I think, I'm not gonna, I'm not gonna be. Don't bet on me anybody out there, please don't. But I think that there, it's starting to ease up a little bit. And I think that people are starting to recognize this next normal, but a key component, you will never ever, ever get away from that logistics that supply chain component. And that's where CAP shines just shines, because you're able to do that in a way that that makes sense. Because for me, if I was a company got my company hat on, I have different needs, I have different demands, I have different insights into what my market needs, and what my business needs, and therefore my sourcing requirements. The other company, Acme, whatever, has completely different, it might be somewhat similar, but completely different. And that's what brings us to this point of being able to sort of customize those solutions. That's what you guys do.

Rebecca Kersting  15:59

That is, and I think that's where we've really been able to help our customers through this time is we're very responsive, we're very agile, and the media are made of problem solvers. Our team is hired, trained, retained, evaluated based on their ability to, to solve problems, to be committed to the customers and their solutions to have a positive attitude and show up. Every time our phones ring or we get a request through our portal, or a text message or however our customer chooses to engage with us. We're there with our problem solving hat on ready to help them through their challenges.

Scott MacKenzie  16:54

See, this is interesting, because especially now in this next normal next opportunity, whatever. I think the the need for solutions like that solving problems within your supply chain within your logistics is even more paramount. Because if you're going to survive, and a key component of that is of course, being able to, you know, manufacturer and get into destinies, and so on and so forth. Today, those challenges are even greater, just because pre virus pre pandemic, okay, it's sort of ran, it was all good. all bets are off, especially when we're starting to talk about new regulations that are taking place globally. I mean, you gotta stay on top of that. I can't meet company. I can't I need somebody to help me.

Rebecca Kersting  17:40

Yeah, yeah, it is. There are just so many complexities right now. And I don't know what tomorrow is gonna look like. So being agile is is so paramount. Yeah. In industry right now.

Scott MacKenzie  17:55

No, yeah, I think that that, that that is a great term and being agile. And so I've always just sort of predicted that to to be collaborative, innovative, and then educate as fast as possible, this ability to be agile and innovative and solutions within logistics, supply chain, whatever. Because some of these, I guarantee, I bet I bet. I'm going to be bowling, I'm going to step out on this limb. I bet you're somebody who's come to you and said, Hey, Rebecca, I don't know how to handle this. This is sort of what we're trying to do. But I don't know what to, I guarantee you that you've got new challenges. And you're going to have to take your team and say, All right, here we go, we got to figure this one out, too.

Rebecca Kersting  18:35

That's that's what our team loves. They don't have any prewritten solution that's templated out for them. Yeah, they come up with the solutions. And not just one in most cases, we're able to come up with three price time options, depending on the strategy that our customer has. So if if they have a part that they know, they don't need immediately aligns not down yet, but they wanted in their inventory, they can look at a mode of transportation that is lower in that is is going to be less expensive.

Scott MacKenzie  19:14

Yeah, you need that. You need these options. You just do you can it's like, you know, one site is size does not fit all, especially in the world of logistics. Now. One of the confusions that I have. And I want you to clarify that. You've got CAP logistics, great company been around forever. Little little younger than your dad. And then you have this other initiative called uptime. Can you explain a little bit about uptime, and what does that mean?

Rebecca Kersting  19:39

So, uptime is is a term that is used very frequently in reliability and maintenance. And so that audience really understands the importance of keeping a line up and running. Because that's how you generate profit. That's how you generate revenue. And so our uptime logistics is really focused on those reliability and maintenance professionals who in the past haven't had logistics in their purview. But to have a complete reliability strategy, they need to have a logistics partner in their back pocket for when their reliability fails. And forbid, yeah.

Scott MacKenzie  20:29

fails, you'd brought up the F word definitely. And but in the real world, it does happen on and reliability professionals, no matter how many PMS they do, or whatever the tools that they're trying to diagnostically, ask, evaluate that asset. Sometimes there's those. Damn, I missed that one moment. So

Rebecca Kersting  20:53

yeah, if we see them, we see them every single day, multiple times a day, some situations are more dire than others. But even even in a situation where a reliability manager has has a part a replacement part for when that part fails. We've seen it where that replacement part goes in, and it fails to. And then what do you do? You

Scott MacKenzie  21:23

panic, and then you move forward.

Rebecca Kersting  21:25

Exactly. And you don't want your crews standing by waiting. For Gosh, knows how long for that replacement part comes in. And you don't necessarily want to rely on the supplier to be responsible for getting you that part. You want to take an active role and have visibility and control in getting your line back up and running.

Scott MacKenzie  21:49

So what I hear you saying and I'll put my manufacturing hat on, I have a damn I missed that moment in my life. And all I have to do is just call you guys. That's it. Like, by here it is this. This thing failed and I am and it's costing me a million dollar an hour whatever it might be. I need a part. yesterday. That's true. No parts too big for you guys.

Rebecca Kersting  22:15

No, no, no parts too little. It's funny. A little does end up being just as important. That's correct. The box the Boltzmann you think that one could live without a box of bolts but we've we've had to do hand carries a box of bolts across the country before

Scott MacKenzie  22:36

but anyway, you guys can handle international and all the way down to local whatever box a bolted. Yep, We sure can and and be able to do it because i what i hear you saying there Rebecca it's, it's a sense of urgency, especially with uptime, uptime, logistics, you recognize the role you play within the world of reliability. And it's all about urgency, getting that asset back up and running, getting that asset, churning out whatever widgets are supposed to be churning out as quickly as possible, or to become attached to as well.

Rebecca Kersting  23:09

Right, right. Now well in our whole business is set up with with that in mind and to stream like line mat and make it very, very easy for a customer who is in a bad situation to get in touch with the right person.

Scott MacKenzie  23:26

24 seven, whoa, whoa, what do you say? Are you saying the fact that these Oh, damn, I missed this moment happened at 2am. You saying I can get a hold of the right person at the right time at 2am?

Rebecca Kersting  23:37

Yep. You will be directed to the person who can help you that person answers the phone, there is no automated phone system. And the person who answers the phone is a transportation expert, who can work with you on price time options and get you what you need anytime.

Scott MacKenzie  24:00

Roll out a beji as schlepp start answering my questions now. It's panic Time Baby focused?

Rebecca Kersting  24:08

Yeah, that's what we do.

Scott MacKenzie  24:11

I love it. And it's exactly what i what i and I, I'm gonna throw this out too. So you, you've been involved in the manufacturing all the spaces Don't get me wrong. I'm just sort of focusing in on manufacturing. So you, you focus in on the manufacturing, you're providing these uptime, logistics solutions. But I would imagine that, like you said, these manufacturers cut back so, so much to try to figure out what's going to happen, what the market is going to look like all of the all of the components that they got to balance. Now they're trying to start their, you know, their lines up again or they let let things just sort of slide are you seeing a sort of a, an increase in the necessity to be able to provide these uptimes logistics solutions?

Rebecca Kersting  24:57

We are we are in There has been some changes to to the, to transportation in our country and in the world, where we've had even change the way we could move those those critical parts to so we have customers who are coming back online, and they're realizing the maintenance that they put off for their part that they decided not to order they need those. And so we are seeing every week more and more companies come back online, more and more companies needing to get back to that bad output that that they were at.

Scott MacKenzie  25:40

Yeah, yeah. And they're looking at data. They're saying, hey, maybe you know, the economy's turning around, maybe some more or greater demand for the price or whatever they're, they're looking at, they're analyzing it. What if I, what if I, do you guys do some warehousing? Or do you work with companies that I don't want to I don't want to buy this motor? Or I see that's the motor over there. But I don't want to bring it in. I want to just keep it over there. You work with people on solutions like that?

Rebecca Kersting  26:09

We do? Yeah, we we're able to help consults on a variety of supply chain issues, including, including warehousing. And

Scott MacKenzie  26:21

because that's all a part of it. It is I mean, if you're if you're if you're uptime, logistics, solutions, CAP logistics solutions, or strategies that encompass that massive industry, and if you're able to do provide solutions quickly, cost effectively. Other strategies. I mean, there's, it's, it's a portfolio, it's like, when we start talking about onshoring, reshoring, and nearshoring, right, there's a there's a focus on trying to figure out sort of a portfolio of sourcing solutions. And it could be, okay, we're gonna keep some over here in Asia, we're gonna put some down here and in Mexico, and then we're gonna put some over here in the United States, and to be able to sort of do that efficiently. You guys do something like that?

Rebecca Kersting  27:10

Yeah, well, I think having a logistics partner who intimately knows your business and can help you develop that strategy is absolutely paramount. Because you may be looking at purchasing and warehousing materials, that it really just doesn't make sense for you to to have that overhead of that inventory, some components that it does, but

Scott MacKenzie  27:36

you're absolutely spot on. I'm not joking,

Rebecca Kersting  27:39

right. But if you have a partner where you're able to have that dialog, and where you know that, if I don't have this in inventory, how quickly can I get it to me? How can I leave it at my supplier? Where I don't have to buy it from the supplier until it makes sense. But I know that I'll be able to get it in a very quick timeframe. Love it. That's a strategy and not a bad one.

Scott MacKenzie  28:07

No, no, not at all. And especially, especially today, you know, I think that we can't be fat, and inefficient with the way we address our logistics supply chain and sourcing strategy. You've got to be efficient, you got to be nimble, you gotta gotta be agile. And I don't, honestly, I'm trying to figure out and I'm trying to poke holes in why I shouldn't engage CAP logistics I am, but I'm failing miserably.

Rebecca Kersting  28:37

Thank you, we'd love to have the conversation with where we fit in. Different companies have have different strategies. I think a lot of companies look at transportation as an expense. And when they're trying to control that expense, they might be going with a lower cost provider. And that is the strategy but but that that low cost provider does come with with other costs that may be

Scott MacKenzie  29:10

I couldn't do it, I couldn't do it. If I'm over here, and I'm, you know, the big wig at Acme manufacturing, there's no way I would be able to take all of the fluid parts within my you know, supply chain logistics sourcing, and be able to do it myself or within a team that is not engaged in it all the time. Because it is a dynamic environment that requires people who are absolutely engaged each and every day.

Rebecca Kersting  29:39

Yeah, and and also that they're with the right carriers. Yes, the right assets to to move. To move the phrase, you want to be working with a trucking company, an airline who isn't going to damage your product, who isn't going to violate yourself safety procedures, who isn't going to cause you more headache at the end of the day?

Scott MacKenzie  30:05

Absolutely. Yeah. See, I mean it's a no brainer for me by the way, we're gonna have to wrap this up because I can talk about this all day long and I'm looking at your stat card on LinkedIn and and you're not very engaged out there on LinkedIn.

Rebecca Kersting  30:21

No, I, I prefer people relationships. And you are, you are virtual relationships.

Scott MacKenzie  30:31

Well, anyway, hey, how does somebody get a hold of you? Because you might have just said, That's who I want to talk to? What do I get a hold of you?

Rebecca Kersting  30:37

Well, you can get a hold of us 20 473 65 one call solves all at 800-227-2471 or you can visit us at Apple logistics comm or you can also shoot us an email at info at CAP logistics calm.

Scott MacKenzie  31:01

Easy peasy. So So listeners out there if you've if you think what she's talking about is important to you reach out, go to CAP logistics, definitely CAP logistics calm and the 800 I'll be out there on industrial talk.com. So there's no excuse. And there's no excuse to sit there and wallow in your your supply chain pain. There she is. a mega Scott and there's CAP Logistics. They've got your back. So there you go. Alright, listeners. Hey, Rebecca, this was fun. Thank you very much. Super fun. Thank you, Scott. Very cool. And listeners do not. And I mean, do not go away. We will be right back. You're listening to the industrial talk Podcast Network. Alright, what did I tell you? Rebecca Kersting ke RS T. img. Now she has a great stat card out on LinkedIn. But however, she doesn't use it. She only has a few followers. You know, you can get ahold of her. That's right. CAP logistics.com. And that's where you're gonna go. Right. And I'll have all the other contact information out on industrial talk. COMM. Right. So again, I'm going to challenge you. You need to collaborate, innovate and educate each and every day you got to do with a sense of speed. But I challenge you to hang out with people that are pro collaboration, pro innovation, pro education, and I'm telling you right now, your life will be changing. Your outlook on life will be changed. This whole whatever we're going through right now, will look differently. Because you're hanging out with people who want to solve problems. CAP logistics is a great example of that. All right, be bold, be brave, dare greatly change the world. That's what we're all about. So we'll talk later with another incredible interview on the industrial talk podcast.

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