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Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go Hey there, welcome to the industrial talk podcast. Again, an absolute honor me I be honored that you have joined the industrial talk podcast to celebrate the women and men of manufacturing the women or men of industry and and the companies that chess played, get it done. You are bold, you're brave, you dare greatly. you innovate. And boy, are you changing the lives and you're changing the world as we speak real time right now. The interview today. No less of an incredible interview. The gentleman is with Hitachi Vantara.
His title is SVP global lead automotive. Pretty good, cool. Pretty cool title. Yeah, absolutely. Sa’d. Kanan is his name. That is sa put a little apostrophe D, you'll find him he's got a great beard. He's got a great head of hair. He's a handsome man. Big time. Alright. Let's get cracking. Unlike me, face for radio.
Guy brings, I mean, man did he bring bring the truth on just everything innovation, we had this conversation. Prior to the podcast, we were just sitting there chit chatting, chit chatting, chit chatting, all around that innovation all around the solutions that are being provided to it just the way industry is changing and how
technology is is positively impacting
the automotive industry. And we take it for granted. just telling you, we take it for granted. I remember as a boy, and I'd have a car. And I remember my mom having a car, my parents owned a car and and it just kept on, you know, it just never aligned. Right. So just constantly drifted to the left. And that's that's what they could do. But we just take it for granted that the automotive industry as a whole globally, produces phenomenal products. Just absolutely. And it's all due to
technology, and the deployment of technology, and the leaders within that manufacturing space, embracing technology. And when we were talking does to Assad. I mean, there's some really exciting stuff happening on the horizon. And I were just so honored to be able to have him on the podcast. Now we're gonna be talking a lot about this is an interesting topic. Because
for me personally,
innovation is always out there. And the conversation about innovation is out there. And it all gets down to human right, it gets down to the culture gets down to the human individual. I think the technology is the technology. And it is really depends on the individual or the culture of the company, the group, individuals, whatever it might be, it always gets down to people, right. But along that same lines, and I think that this is an interesting conversation, he's Sa’d is always getting asked like, Alright, cool, technology's great, fantastic stuff. Love it. Well, what's the time to value? If I did something today, when will I receive that value? If I did something today, when will it be, you know, market ready? If I did something today, you know, dot dot, dot dot? And those are the executive questions that are absolutely being asked, What's my return on the investment? These are absolutely spot on. Questions to be able to that you have to ask, you have to come on, you have to. But I'm here to tell you that if you align yourself with a company that has a history of success,
history of doing it, and definitely Hitachi has a history of success and, and a history of doing it. I think your likelihood the likelihood of success for you is improved. It just has to be right. It just has to be because they do it that Hitachi is in manufacturing. And then they deploy the technology in their manufacturing footprint to as well. So yeah, they have use cases. Yeah, they have, they have avenues of success. So anyway, that is the way I look at it. So if if you're asking those questions, if you're looking for solutions from a from an enablement point of view and technology,
I'm telling you, I had taught you bintaro is the way to go because they're going to have those questions or they're going to have answers for your questions. And if they don't, they're going to find out and if
They find out, they're going to come up with a solution that will make your success. Whoo. Try to try to change my mind on that one big time. All right, let's get with it. Let's get on with the interview. Now, this is truly an interview with the implications of paper and pencil, you got to take notes because Assad is is is amazing. And I and here's a shameless plug to Assad, I want more because what we talked about prior to the podcast, we didn't cover all of it. I mean, there's just, there's just tons of stuff. As I look down on my, my notes, I just kept on writing and writing and writing and writing. And you keep on writing and writing, writing, because you are committed to collaborating, you're committed to innovation, you're committed to, of course, education. And that's what this you know, industrial talk, podcast platform is all about that. You distill it all down. It's all about collaboration, innovation, of course, education. Right here. All right. Let's get on with the interview Sa’d Kanan. That's k a n a n. Senior VP, Global lead automotive at Hitachi Vantara. Tara, enjoy the conversation. I did. By the way. sod Welcome. Welcome to the industrial talk podcast. I got to tell you, listeners right now, if you were a fly on the wall, and we've been talking for the past 45 minutes about some of the stuff that we're going to be talking to on this podcast, you would say, yeah, let me listen to it. We're going to be talking about the the sort of this digital transformation, this digital journey within the automotive space. And I'm telling you, man,
you're in for a big dog on tree, how are you doing? I'm doing great spot. Glad to be here, man, thanks for
my ear are bleeding because he just went from one value proposition to another value proposition to another great point too. And I mean, it's going to be tough to just sort of, you know, corral this into a succinct dog on podcast, because this is so important. This is such an important target. Before we get into that conversation, listeners, you got to listen to this, your stat card out on LinkedIn is pretty doggone impressive. Can you give us a little background on who you are? Thanks, Scott. Yeah, so I'm Senior Vice President with Hitachi Vantara. And in my current capacity, I manage our automotive practice on a global basis. So we work with, with clients in this space across the board to enable their business to be more successful by understanding their customer better by making a better product. That's cheaper. And, you know, we will be talking about time to value we're talking about time to market and all these beautiful buzzwords will explain them and figure out how do we enable I'm a software engineer by trade yours, but I'm telling you, man, I I think the future's bright. I'm pretty excited about it. Okay, everybody's talking about okay. COVID Well, that was a two finger death punch that hurt me that was something else. But I, I love the conversation that has evolved as a result of COVID. And I think people are talking about what really matters, what really is important. And this is exactly, and I'm really excited. So let's talk a little bit about that automotive, that digital that that things that are trending. And one of the questions I would have is like, yeah, buzzwords, buzzwords, digital this for, you know, industry for Dotto cloud this that other data. I'm an executive, I've got my executive automotive hat on, I don't even know where to start. I know I need to do it. I have no idea where to start. Help us to find out. Yeah, you know, you talked about a couple of really great critical things here. Scott COVID. And its impact on the industry is really important. We'll talk about that in a minute. But that that that whole question of where do I start is so important? I'll tell you why. Because a lot of these executives have have done them. A lot of them have started, a lot of them have spent some of them have spent millions of dollars on that start. They've chartered PCs that have never gone on you, right, they dine the track. And what I tell you, as an executive, start with what matters and that is your KPIs. Right. When when the industry look at you as an OEM or a first year supplier, you even got a stack part of KPIs that you're measuring, with right.
Start with how you how you measure your own operations, you know, you there's full e or non value added activities. First on quality, first time capability, whatever it is, you know, transportation costs, the cost of the unit of production per vehicle. You got to start with these right and figure out what your threshold for each one of those is.
Then you get to figure out what's important, what is the most important? What are my three top most important KPIs. And then once we do that, then we get a better understanding of that, then we start looking at use cases that is going to enable that that's going to propel that into success. Right? So, you know, for example, if, you know, we're talking about non non value added activities, figure out what is the whitespace? In my process? How do I eliminate this and make my employees more productive, you know, we we then think about, I'm going to go and look at vision systems that can look at my worker movement, and not just look, but predicted to ensure that my worker is doing what he or she is supposed to do, right. And, you know, we look at that in sequence, or whatever it is, whatever your process looks like, right? If we're looking at first time quality, first find paths, then we're going to look at things around predictive quality, predictive maintenance of machinery, we're also going to use those vision systems to figure out the sequence of steps that that employee needs to take in order to install a product and ensure that that product is sold correctly. So that that that the quality of that product is where it needs to be right. Once we have that landscape of KPIs or my KPIs or my use cases, then from there, we start thinking about that from a technology perspective. And that's good. I want to make sure your listeners understand that we haven't deployed any technology yet. We're just here, these KPIs, these three are important to your business, and you agree and everybody shakes their head, and they're saying, yep, that's important. That's important that important. Great. Let's talk a little bit about some examples, use cases that we can apply to these particular talk. We haven't even gotten to say, All right, now let's start talking about the technology to enable that. Is that correct? So you're absolutely right. So if you're looking at this as a, as a pyramid, if the listeners
pyramid, right, you know, you're the top of your pyramid is really your business KPIs layer down from that is what we what we talked about as use cases, and it touches on thara. We've already deployed over 30 use cases in the automotive industry successful in a number of OEMs. We've defined 179 standard use cases that were in the process of deploying.
So the approach is a top down approach. Yes, think about it that way. Yes. And, you know, the bottom of your pyramid is the various layers of technology and business applications that sit on top of that technology, right, to enable, you know, to implement the use cases and enable the KPIs. Right. So, if you look at that pyramid, your approach is always top down. But your implementation is bottoms up, right? Because, Yes, I understand what the enabling technology, I gotta be able to, you know, have, you know, wide area network link, local area network, I have to have Wi Fi, and I have to have devices that have sensors on Am I gonna be able to get that data out, standardize the data, and then build the analytics on top of that data? Right. So that's a given. Right? These are components that have to exist, right. Yeah. So. So approach, top down implementation Bottoms up. Does that make sense? I like that. Oh, absolutely. it's crystal clear. And what? Me as an executive, you get it. I'm thinking about, okay, I like this, I see it, and the conversations that I would have with you. And your team would be like, here, here's a gap. Here's an, we need to address this. We see the value, here it is, see it's right in front of you. But these are the gaps. This is how we want to approach it. And for me, I feel warm and fuzzy. Because I see it I'm not just saying going, Hey, this digital journey is important. Let's go. And then you know, somebody produces and nothing is actionable. And when you start to line it with the KPIs, that means something to me. That's bottom line value. That is great doggone wisdom, right there, baby. That's, that's how so now. So we got all that we got the pyramid, we got this bottom up up that top down all that good stuff.
I want to know when I start, start reaping benefits, baby. Yeah. Do I start putting money in my pocket? Because it's great. And that's that's a great question. That's absolutely a great question. I'm gonna answer that question differently. Because loose, there is no, there's, there's absolutely you know, anybody that can that tells you there is, you know, a standard timeline. I'm going to start today, and I'm going to give you this much money in this time frame. You know what I've got to tell you, they do, they're out there, just FYI.
I would, I would, you know, entertain any more meetings with that individual. That's just wisdom right there.
Folks, you know, it's as simple as that. Nobody can tell you that. Right? And I will tell you, I'll give you probably at least 10 reasons why nobody can tell you that. First and foremost, what we call technical debt. Listen, I mean, nobody knows how to make cars like, like these OEMs. They've been doing it for a very long time, they have extremely intelligent, you know, very process savvy individuals working for them, right. But
listen, at the end of the day, what we're talking about here, when we talk about digital transformation, we're not talking about, you know, the process of a roll of steel on one end, that becomes a vehicle on the other end, right? Yeah, that's not what we're talking about. We're talking about that data? And what happens to that product as it's moving that cycle? And what do I do with that data as a collective right?
of the cycle? Right. So now we're talking about how do I marry the cyber with the physical, right? To make a product better, faster? cheaper? Right. So so there's technical debt in these factories, and want to make sure it's clear, technical death? d a, th. That's interesting. Yeah, it's that d e, d, t, d, e, bt Dad?
Yeah. Right. And what we mean by that is, you know, some of these factories don't even have Wi Fi, some of them don't, yeah, some of them have machines that are in line, I can freely pull data off, and I can get indicators that give me, you know,
what do you call it? red, green, yellow,
dashboard type thing. Red, yellow, green. So anybody that tells you, Hey, you know, I can come in and do this, that and everything else in between? Well, you don't even know what you don't even know where that factory is from a readiness perspective. Right. So, but your starting point should always be the the use case that gives you the fastest time develop, right? So what we do, yes? borrow, when we engage with our customers in this space, what's an outbreak? My use cases that we've implemented the other OEMs to the table, so I'm not starting from scratch, right? And I'll you know, we'll have that conversation. Listen, you know,
client XYZ was a this read it that level of readiness or of this level of maturity, we started here, here's the value that they saw in this period of time, right? And we look at that customers, variables that govern that, and we make this decision on, you know, we'll throw all of these use cases on a quadrant that has time and value on the x and the y axis. And the ones that deliver the most value in the shortest time.
are the ones we start with, you know, it could be worker safety, it could be energy management, it could be predictive maintenance, it could be, you know, a process absolutely could be a bunch of different things. I can't tell you what that looks No, but but you're you're approaching it in such a way, and I can see
everybody in the room saying, yep, I get it, we want that one, let's start demonstrating value on that particular point, whatever it might be, that I would imagine creates greater unity, greater adoption. And and being able to, you know, the big thing is delivering on it, right? Yeah, no, you're absolutely got to deliver baby. Scott, listen, one thing that is critical is, you know, you have to have at least the first three use cases lined up in priority. And here's why. You know, you asked me a very important question when we started the conversation around privacy, right? Yeah, you will, in certain instances, start executing on a use case, but for whatever reason, you may face obstacles that Vantara you from, you know, proceeding, I'm going to give you an example, one of my customers, we started with a worker safety, right? We said worker safety is going to be the first use case we deploy. Right. You know, we defined architecture, everything looks great, you know, we started working on it, then their legal department got ahold of it. And they said, Oh, no, you're not doing this. Not a chance, right? privacy laws in the United States of America Vantara you from doing that at this point. Right. We can I so at that point, you know, we had we had, we had to go back, we go back and say which one is next in the line? Say
that immediately? We didn't have to go Yeah, charter a new set of exercises to figure that out. So that's, that's important. Another thing that that's really critical is you get to use as much of what you have from an investment standpoint as humanly possible. Most, most of the manufacturers in the space have invested time and money
into big data platforms into, you know, into networks into sensors into, into whatever it is right? You know, anybody that comes in tells you all you get a, you get, you get a rip that off and go do something else, you know is probably either have their own technology for you, and or is approaching it, you know wrong because that's going to end up costing, it's going to turn into an IP project. Right. And we know how that goes, Yeah, and I want to make sure that you expand a little bit. So it's an IT project versus there are people out on the field on the floor, and doing the work and they understand, you know, the ins and outs of this particular and then you get the it and it becomes an IT project.
And then somebody comes to me and said, Scott, you got to do this, but I'm on the floor. And that doesn't work. And you didn't ask me. That's the problem. That's right. And it's you know, it's it's as old as cars and computers are right, you know, when when when it becomes an IP project. And somebody you know, goes in a in a lab somewhere, develops a bunch of code, throws it over the over the wall, never gets adopted, you just throw a bunch of money in the trash. It's true. So you get it, you get to use what you have gone, or at least, you know, utilize as much of what you've used as humanly possible. And the other thing when we're talking about where do I start? is you have your mission, something super critical. Scotland, we're talking about, most organizations sometimes don't take into condition, which is two things change management. And, you know, fundamentally, as part of that, a skill gap analysis, you know, yes, you're bringing new technologies and new processes and new ways of doing things to the table, you have got to understand where your forks workforce is from a skillset perspective and ensure that you understand the gap. So either augmented by bringing in new people, or you'll put in training programs that bring your your workforce into, you know, an appropriate skill set level, so that, you know, a couple of things. You don't want external providers maintaining these solutions forever, because it's expensive, man. Yeah, it's not cheap. That's for sure. You know, and in a lot of instances, we're talking about competitive advantage type of IP, that you're not, you don't want expose to the out Sa’d world. So you get out.
Right, so that that skill skill.
gap analysis is important change management, in terms of adoption is very critical. And hence why stakeholder analysis and involving, you know, the business in these types of projects early on in the process is so critical. Seeing and what's interesting in and we talked about this offline, and we're talking about the speed, the speed at which all of this stuff is happening is is blistering. Because you're around that watercooler you're talking to talk with all the other people, you're just looking at how the technology, the innovation is just really in a positive way impacting my business. And when we start talking about, hey, collect that data, get that data, it doesn't just mean collect the data is how do you create tactics from that data, the analytics, because once again, it's a people thing. We're talking change management. But now I'm collecting data, I want data to give me the ability to be able to say, Yep, I'm making that decision, and give me the confidence to be able to do that. The data is like a tsunami. It's just like, Where do I where do I start there? How you leverage those use cases? Yeah, you're absolutely right. I mean, you hit the nail on the head, right? So, you know, you have to define
your data strategy, and how that data is going to be used. And, you know, from from our perspective, when we talk about that conversation, again, we start with, listen, you know, what actionable insights are you looking for? Right? And I'm, you know, we overemphasize that and we over insist emphasize the word actionable here. And, and the reason why is, okay, so it's great that you're going to tell me that my wilting robot is going to run out of oil, or it's going to overheat and, you know, it's gonna go down. I don't know, two days from now. So what right now, now I want to go now, I want it to understand the impact of that on my production, run my cycle time and, and whatnot. Yeah. And then what can I do? What actions do I need to take to Vantara that from happening? Right? So that's what we're talking about here. We're not just talking about I collected data. And I just get I gave you some intelligence as to you know, how that that how that ot devices operating, I want to take that to the next level and understand the impact of that on my operations number one, but also
So I want to understand what actions do I need to take to Vantara that from happening? And the dynamics associated with just that question with that example is like, okay, that's an important important component to my manufacturing, I see that it's whatever it's looking yellow, possibly going red, we've got to figure out what that action needs to be. But you can also look at it, how it impacts other parts of your manufacturer, and be able to strategically be able to pull that asset out, do what it is right on time at the right and minimal impact to your opposite. But to do that, you got to collect that data. You're absolutely right. And there's, you know, there's a there's a very important
dynamic here, Scott, that builds that partnership between it and the business, because I'm not gonna understand what actions need to be taken. Right, it understands how I'm going to collect that data, and, and what kind of analysis Do I need to give you but they need the business to define what those actions need to be. Right. And that forces that partnership to exist between the two organizations to ensure that the initiative is, is successful. Yeah, and which is real important, especially today, if we are going down that road, if you're going down that journey, you're going to have to be arm and arm with it and operations to be able to have that conversation. Because right now, and to your point, you're linking, you're linking the cyber with the physical, right, and you're removing that wall. And and recognizing that the physical the people out on the field, the, in the in the operations, there is a huge cyber component. And they have to be, you know, hand in hand. And, and, and, and it never stops. It never stops. Let's let's just let's just put pen to paper, I want to I'm doing I'm doing one thing, I'm testing this out, you've given me the great reason why I've got I got my KPIs, I've identified the really sort of low hanging fruit for benefit reasons, right? When can I start seeing some value? Well, so based on what we've seen in the marketplace, right, what we try to do is we try to show value to their business within a 16 week time period. Right? You know, that? Is that the silver or magic bullet, whatever you want to call it, it's not? Right. And, you know, again, this is based on 30 plus use cases we've implemented at various OEMs. You know, in the past, probably since 2017. That's what we've seen, we've seen, you know, we'll run that exercise of defining the KPIs and the use cases, within the first about, you know, four or four weeks defining what that low hanging fruit, then within the first 16 weeks, we'll deliver the first use case, what we see is delivery, you know, delivering that first use case, and then you'll Qahtani that to the remainder of the operations or the plans. Now, you know, with that said, there's a lot of variables that play into, right. You know, and I've seen, you know, I've seen it shorter by four weeks, in some instances, and I've seen it longer by up to six weeks and other instances, right. But you know, kind of that's that's kind of a framework, that's what we look at in terms of time development is about, right. And I would imagine a big component to that is people, right? You're trying to if you're saying,
it's not the technology, man, it's it's that that culture and that human element that is involved, if you if if everything sort of rowing in the same direction, I would imagine the results, the benefits, the the, the the results, but I would imagine much quicker. Yeah. And, you know, listen, when we talk about technology in this in this space here, Scott, I think it's really important to talk about one thing here, and that is proliferation of various IoT solutions in manufacturing.
And that all I will tell you, when we think about, you know, we talked about, well, we didn't talk about COVID. But when we talk about COVID solutions, right, from, from our perspective, right, and which is part of what we call our smart spaces, area of solutions.
When I'm talking to executives within it, and within the visits, whether it's, you know, COVID Solutions, whether it's, you know, core IoT solutions, Supply Chain Solutions, those have to be looked at as, as inputs, meaning endpoints that integrate into the overall IoT platform that is running your operations. And
that is extremely critical because it's going to enable you to centralize and standardize the way you
Look at your operations, both from an IT perspective and from a business perspective. Otherwise, you're gonna end up with, you know, if I have a Kawasaki and it can look and then Hitachi, for example, robotics on my own, and the Mitsubishi on my floor plans, I'm going to end up with four solutions, right? They're just for robotics, right? and extrapolate that there is probably, you know, three 400, and even more than the major ot devices in that shop floor, I'm gonna end up with an integration nightmare.
Right to get all these when you know, to get all these separate solutions or desperate solutions, to talk to each other for me to look at plant level operation would become a very expensive proposition. We had that issue in the olden days. And it we call them spaghetti charts, where you have hundreds of apps that were used move applications, you couldn't you couldn't you have to have haskin, comma delimited file. I mean, it wasn't Yes, we standardized meet me, you know, we came up with solutions, Enterprise Services, boss and service based architecture architectures, you know, to enable, you know, visibility across the value chain, this is no different, right. And a, you know, as your listeners listen to this,
that is 111 thing I worked on for many years, whether the IT world that as I moved into manufacturing, you will see a ton of that, you know, in on chocolates, it's sort of interesting, because I live that it's, it's, it's an ugly scene, don't get me wrong, you got all these legacy situations, and you're trying to figure out how to interact, hey, great data over here, how do I get it over here to be able to create this great data, and be able to how to figure out how to link and you got to give it to the manufacturers in general, looking for ways of being competitive, and being able to produce their products quicker and bring it to market faster. But in that zeal, you know, yeah, that looks good. Yeah. And I call it the IoT fog right. Now, there's tons of people that are saying, Yeah, we got the device. Yeah, we've got the, you know, edge, we got this, we got that and just, you know,
it, I've come to the conclusion that I'm going to be seeking out somebody that has a history, somebody that truly has a history that says, Okay, good.
And I think an advantage we have there, Scott, to be honest with you is we're a manufacturer, we're 100 plus year, all
right. So when we talk about these things, excuse me from from a Hitachi perspective, I've got these you know, in in 800 plus plans in across the globe, you know, where we've, you know, we've we've done this, you know, we've we've looked at a lot of this technology in house, and now found the benefit out of it on our saying, hey, customers, listen, come to my plan. Take a look at what we've done. Yes. And you know, let's figure out how we make this happen for you. So I'm not going there with a bunch of you know, PowerPoint presentations on a walk Nah, man. report that that's going to sit something someone tell you you're the Hitachi is a manufacturing base is diverse. Yeah, it's it's not just Oh, yeah, we manufacture compute. No, no, no, you're in heavy stuff, man. You're manufacturing big stuff. It's amazing. Why 1000 products
killing that for me right now. I can't even count that high. And when we're talking about automotive specifically your spot you know that your automotive systems as a first year manufacturer, our our products are you know, extremely high quality components and, and whatnot that go into so many cars that your listeners are probably driving on the road today. You know, we sell the steel that goes into making the car we sell the the injection mold days, we sell that paint and the paint segments and the paint wash. Well listen, when we talk about the automotive industry. We're talking from somebody who has been there and been doing it for many, many years. And you know, well thank you to our factory. Got it working in there, man. That's a beautiful It's a frickin no brainer, baby. I'm telling you right now, I would do it in a jet. Of course, I like taking tours of facility. So Vantara usually when this whole normal.
If you haven't listened to your listeners, if you haven't, if you haven't been in a plan, I know most OEMs actually have these tours that they do have the plans for and they're open for the public. You just got to schedule
Go, go look at it.
Scott is pretty cool you. And I always get dazzled by the fact that you have something in mind you walk on in, and then a thing is huge. And you're going, are you kidding me? Who did that? That to me is always like, wow, exactly. Oh, anyway, we got to wrap this interview up. This is an excellent stuff. I know that I'm going to probably push for phase two of this particular conversation, just because
we still hadn't covered a number of the other topics that we wanted to talk about. But let me ask you this. Are you out there? A out there on LinkedIn? If somebody wants to say, Yeah, I want to talk to some. I'll get on LinkedIn baby. So
you just tell them how to spell their name their stuff, right? I am going to that's it. It's s A, put a little apostrophe D. And it's it's Canaan. That's KNAN I'm not sure if there's many out there that have that name, right? No, it's the most complicated three letter first name American.
And once you see the guy flowing dark had a hair with a beautiful beard. You found him? That's him. Yeah. And, and Scott, I have to say, Man, that that dude on your phone. I mean, I looked at that. I'm like, holy, holy God, that's it looks like that's right. I'm gonna have a just just get a pair of glasses. And it is you it love it. I love it. All right. So this was fantastic, absolute joy
that you were on this particular podcast. Thank you very much for joining. It's a pleasure, Scott. Thanks for all right, you listeners out there. What we're gonna do is we're gonna have to wrap it up on the other Sa’d. And again, at industrial talk calm, because so I've just sort of dropped a bunch of truth bombs.
It'll all be out there. I'm overwhelmed. But I just took a master class in manufacturing, automotive manufacturing. Thank you very much. They're so nice. Take care. All right, listeners. Stay tuned. We're gonna wrap it up on the other Sa’d. You're listening to the industrial talk Podcast Network.
All right, as I look out at his LinkedIn stat card, Sa’d Canaan,
you know, he's a rockstar. Just peruse his stead card out there on LinkedIn, you will not I mean, you will be impressed and not disappointed by any stretch of the imagination. Definitely has street cred when it comes to this stuff. Yeah. So everything that will be out there on industrial talk.com absolutely all the links, but I highly recommend that you get a hold of that. That jet right there. And you won't be I'm telling you, you won't be disappointed by any stretch. I mean, you will not. You know Mark my word for it. Alright.
Be bold, be brave dare greatly reach out to people like Sa’d is bold, brave and daring greatly. People at Hitachi Vantara doesn't reach out to the your whole world will definitely change if you reach out to people who challenge you each and every day. Thank you very much for joining the industrial talk podcast. We're gonna have other great interviews. right around the corner. Thank you and also be sitting