In this week's Industrial Talk Podcast we're talking about the virtual event of the year- Fluke Reliability’s Xcelerate20! Home to 3 powerful iconic brands – Pruftechnik, eMaint, Fluke Connect and Accelix. (that right-the guys with the black and yellow tools are FAR more than just hardware!) Join forward-thinking maintenance & reliability pros as they gather, learn, get inspired and become resilient. On air we are speaking Klaus Blache, Director – Reliability & Maintainability Center and Professor – College of Engineering at the University of Tennessee about “Why Resilience is Needed in Technology Implementation for Success”. Below is a quick summary of Klaus' Xcelerate20. You can find out more about Klaus by the links below.
The Reliability & Maintainability Center (RMC) exists to advance reliability & maintenance education and practices within the academic and industrial communities. We create opportunities for member companies, students, faculty, and industry to achieve exceptional value through a comprehensive program of education, research, and information sharing. This includes training, assessment validations, benchmarking, annual conference (MARCON), member mini-conferences, summer student internships, company specific research & consulting and more. Efforts are focused on practicable implementation and attaining measurable results.
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!
KLAUS' CONTACT INFORMATION:
Personal LinkedIn: https://www.linkedin.com/in/klausblache/
Direct Email: firstname.lastname@example.org
SIGNUP FOR FLUKE RELIABILITY'S XCELERATE20, RIGHT HERE RIGHT NOT – YOU WILL NOT BE DISSAPPOINTED!
Klaus Blache, technology, companies, implementation, talk, reliability, maintenance, industrial, fluke, maintainability, problem solvers, facility, asset, asset reliability
Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go. Alright, welcome to the industrial talk podcast, absolute honor that you have joined this platform that is Yep. 100. And I mean, 100% dedicated to you, the women and men of manufacturing, the women and men of industry, the women and men of mining and anything I don't care. Celebrating you because you are bold, you are brave, you dare greatly. you innovate. You're changing the world. And that's why you deserve celebration. You make my life much better. And also everything around the world. Thank you very much. All right. Hot Seat. Hot Seat, industrial talk hot seat. His name is Klaus. That's k l au as Klaus Blache. But notice the spelling bl a CH E, but he pronounce it as Blache. Let's get a crack at.
Yeah, when I first met Klaus,
boy a couple of years back.
I couldn't pronounce his last name, which is not an uncommon problem for me to have. But when he said Blache, I know how to say Blache. But when he spelled it, I just said, Wow, I have nowhere to go with that one. So anyway, Klaus Blache, he is the director.
Reliability and maintainability. Center and professor at the College of Engineering in the University of Tennessee. There you go. You can only imagine go out. I'm looking at a stat card out there, man. It's mad. It's mad. I'm telling you. If you have any interest whatsoever, I guarantee you need to reach out to this gent. Because I'm looking at it. I'm coming home. My gosh.
No, and I'm not exaggerating when he's got the looks great. And he's got like, like 150 years of experience in reliability. Nope, I'm not I'm not over something you can you can check that that fact check that. Yeah, fact checking. All right, before we get into the interview,
paper and pencil time, Xcelerate20 must attend event must attend. Fluke Reliability is putting it on? Yeah, it's the same fluke that you know that, that that meter that you, you know, you're like I've seen that before. Yep, same. Same group, say people wonderful heart, big big heart, big heart company. Fluke Reliability, Xcelerate20. And this event, right? is November 17.
And it's through Thursday, November 19. And you just go out to Xcelerate20. that's spelled with an x, x, c, e, l e, r, e to and dot Excel x, a lot of a lot a lot of words in there, ACC e l x.com. I bet you'll find it out on on industrial talk, just you know, there's a there's a you know, little picture, click on it, get involved, get engaged, be a part of this, and what they're doing and what and I agree with this 100% because I've been talking about the necessity to collaborate, the necessity to innovate the necessity to educate, do with a sense of speed and purpose and tenacity. That's what they're doing. They're talking about resilience. And that's all that is. And that's what it is focused on. But from a reliability perspective, a maintenance perspective, how important is that, especially now, now that we're sort of venturing into this next normal, new normal? I don't know what it is, but I don't think you're gonna have to go back to business as usual, new a negatory. So when we start talking about these six dimensions of resiliency, we're talking about a vision, right? Got to have that vision, purpose gold. You know what that is? Figure it out. You need it. You need a son, you need to collaborate. We talked about that. You need to have some tenacity, climb up that hill. It's got a great picture of a hill, so I'm using it, climb up that hill, do not give up. gotta think about your health. You can't just sort of sit there like me where I'm just sort of eating food and sitting on my tuckus Nope, got to get out there and get get healthy. And then you got to have some reasoning skills and composure. Unlike me, I tend to fly off that no, I don't anyway, composure, you know what that means. Those are the six dimensions of resilience that that will be indefinitely reviewed and discussed at Xcelerate20 20
Tea, Tuesday, November 17, through Thursday, November 19. I have plugged it and plug, you got to
look at me slamming my fingers down. You got to get involved. great people, great company. fluke, reliability, big, big time. All right, let's go up to the stack card.
Klaus Blache, right. He's a professor at the College of Engineering, the University of Tennessee. Now, being an LSU guy, you know, but they're a you know, but I can look past that because he's got mad skills, go out to him reach out, you will not be disappointed. And if you have really an interest in, you know, reliability, maintenance, figuring that out from from, from that perspective. University of Tennessee, reach out to Klaus, I guarantee he can give you some great insights. Now, you're saying to yourself, Scott,
what are you gonna talk about? Okay, there are three points that we're going to be talking about on this particular interview one.
Why do technology implementations fail? boil boy, if I had a nickel every time a technology implementation failed, I'd be rich.
Why resilience is needed in technology implementation? Yes, it's needed. Just take my word for it. or listen to Klaus on this interview and take his word for it because he knows more than I do. And understanding the importance of continuous improvement. Yeah, yeah. And organizational health toward operational performance. Makes sense? You don't take it from me. I'm just the guy behind the mic. But that dude is in the trenches. He knows what he's doing. Alright, let's welcome Klaus Blache. Once again, bl a CH E. On the industrial hot. Talk hotseat in joy. Klaus Welcome to the industrial talk podcast absolute honor that you have joined this podcast that celebrates the women and men of manufacturing and industry. That's what we do. Because you guys are great. How's that?
How are you doing my friend? Doing great, Scott, thanks for having me. It's it's an absolute honor. we've, we've had a chat before on on a podcast and you just bring them you bring the truth bombs at a source? Sure give us for the listeners out there give us a little 411 on who clauses. Oh, the quick the quick version, as my early history was about 34 years with GM and a lot of global manufacturing expense.
You know, been about every kind of engineer from facilities, industrial energy, environmental reliability, maintenance lean, but some of the bigger picture stuff in the middle of my career, I had North America responsibility for reliability and maintenance. And that's also when SMR for General Motors and that's when smrp was starting. So I was involved with that. So as a chairman for two years there, and and then the last 1011 years, took earlier, earlier retirement, and I do with the University of Tennessee, as a director of the reliability maintainability center and a professor there. And we're part of the College of Engineering their natural tendency.
Hey, how's How long is that program been available at the University of Tennessee? Well, the actual Center has been available for at least about 1996 minutes. Before I got there, wow. But then then, you know, sometime in the interim there, they also have, the reason I went there is they have a undergraduate minor in reliably maintainability, you can tie into any one of the 70, college engineering degrees masters online and all that. And so we really brought more the professional development side to fully compliment the program. See, what's interesting about from an educational perspective, Klaus is that reliability asset management and the strategies and tools associated with that profession never stop changing. And therefore, your work is cut out for you as a, as a professor at that location. I mean, it changes all the time, you have to keep current with everything that's happening within that particular space. It's, I see some of the challenges we had even 2030 years ago, you know, some things change and some things we're still not that good at. So we struggle with and so a lot of my interests over the years have continued and still spark there, even though we get into reliability maintainability it's how do we how do I really help guide companies to instill continuous improvement get back, take that take advantage of that competitive advantage, being able to develop employees as problem eliminators without the entire plan? See, here's here's the funny thing, Klaus, the fact that we're still talking about it, still talking about continuous improvement, still talking about strategies to be able to do it. It's all about the human and it's a great segue into the topic that we want to talk a little bit about and and not gone it, everybody. Everybody has a story about how an implementation went sour, everybody and yet, here we are.
We're gonna be talking about successful technology implementations and strategies associated. So sort of lay that foundation. Why does technology implementations fail? Still?
Well, there's no, I can list 100 reasons, but we'll get into some I mean, please, guess what, when we, you know, when I talk to companies, still, probably the time at the university, I've been at least 200 different facilities, and still over 70% of them say it's the implementation the culture, and that's what we struggle with. But Heck, when I was looking at back in the 90s, and early 90s, that was the issue too. It's like, gosh, it's Groundhog Day all over again. Yeah, we're still talking about it. But if I look, if I try to answer a some select reasons, why did technologies fail? I mean, it's sometimes it's as simple as unclear plan on to the acid priorities be the early user input? What's the technology role in supporting the overall Rnm strategy? communicating it to everybody? You know, the people start with a technology versus asset matrix, they just want go by technologies is usually what I see. You know, rather than saying, What am I really going to mitigate? What am I helping make go away? Yeah. So they read it in an article and saying, I need that technology, and therefore I'm going to run out and get that technology without putting any parameters around it. I get it that technology. And you know, what, I would imagine, Klaus, that that mindset back in the early 90s, has really clouded what we do today. And it's like, yeah, somebody told me about that technology. And they're saying it's better, but you know, it failed. Like, oh, yeah, we can go on, it's like no, now preparing the supporting processes and that target into the cmms. system. Now, it's delicious.
Poverty and quality, you know, not having clear expectations. It's not just having the KPIs key performance indicators, but are you supporting the right behaviors to drive those key performance indicators? And I see a lot of people doing, you know, decent data collection, but they're not doing a lot of analysis or fixing, right finding, they're not finding and fixing what what are you doing it just, you're just collecting numbers, man, you collect a little squiggly lines you're doing, you're just because somebody said, you got to collect the data. But they didn't take the next step of saying, What's, what's the Golden Nugget in this stuff? Where, where do I where do I get tactical insights into my organization? It's sort of stopped that I'm collecting data. Yeah. And then if you're not doing the finding, and the fixing, that really leads to one of the other big problems that's been around for a long time is maintenance hasn't been that good at monetizing the benefits, both tangible and intangible? How do we, you know, convince them, it's really the right thing to do. You know, we'll say, scientifically, engineering wise, the data has been there for decades, that people still struggle with overall implementation. Because we live in a world of short term results quarterly baby quarterly, you better how do I get them? Right, you know, not not, I got to make this decision, because it's the right thing for the next three, four years. No. So So, all the time. And, and so then back to my title, you know, that's what we're gonna talk about putting it up as a long term social technical process. And by that, I mean, the people side of the business implementation, and as a separate part, the operation performance, and how do you tie that together? Right now, most companies are probably 9095 or 9010. You know, we're getting you know, focus all the KPIs and operations, not the culture, the implementation, what do I need to do to drive the right behavior? Yeah, he could, because that can really improve the other side, too. And you see that and good results. And, and again, with a long time strategy, it takes time, it's a journey, not in the event, right? Yes. So it's interesting that you mentioned that and, and, again, I'll be the first to admit, when companies are strapped for cash, and, and especially today, in this pandemic world we live in, I guarantee a lot of companies are looking at sweating their assets, because I know if I spend $1, up here on maintenance, my bottom line dollar will be removed at the bottom and I don't I don't have the luxury of doing that. But then they don't look at that long term challenge associated with that asset. Though, you know, you pay me now or pay me later. It's better smaller amount today as opposed to a catastrophic event in the future. And that that story is not being told.
And if you're looking at I know let's say plants, services does an annual survey on technologies and how much people like him and all that and you know, usually the for the top six issues are undefined financial benefits. He said that right now.
undefined, operational things
Benefits poor program execution, lack of executive support. Those are for the time since 2014. And easily 60%, barely satisfied to worse. So what that saying is less than half are really happy with the program technologies are getting phenomenally better when I get better, if not worse implementation. Yeah. And and there's this. There's this mobility of the workforce too, right? So somebody says, Hey, Scott, we want you to be our vibration guy. Alright, we're gonna send you to get some training. All right, I'm going to use that tool. Alright, I'm going to keep up with that's my role. That's what I've got my moniker on vibration guy. And then all of a sudden, somebody comes knocking on the door, hey, vibration guy, we got another opportunity over here, you'd be perfect for it. A vibration guy's gone. And vibration stuff just sits in the cubicle, or Joe's out on sickly, we know you got that license to drive those trucks we're gonna put over there half the time. That's exactly right. And it just, it happens all the time. And so it gets down to that human element that that? That socio technical, it's human. And it really requires everybody to be rowing in that right direction. Like, yeah, we're all committed to this. And we see the long term, it's a journey. And and, yeah, the sad part is, is there was a, there was a study done and actually 1991. And it was something along the lines of it was done for the National Center for manufacturing sciences and all that. But it was more than you know, what your colleges focus on to help make us manufacturing more competitive, right. And the end result, one of the big findings was, if we just apply and do what we know, and reliability and maintainability we could get there. It was a 1991 here, we are still talking about it. Yeah. It's a shame 2020 It never stops giving us great information. 2020 love this 2020. All right, so here's, here's the funny thing. So one of the things that I continue to preach in, in podcasts, there's, there's, we've got to create a business of resiliency. This genie is out of the bottle. It happened overnight. It was global. One day, we were fine, and hat and fat and sassy. And then the next day a flip of a switch. And it's global. And the only and and and I believe you could probably clarify this Klaus, I believe that companies that had a real commitment to their asset, managing their assets, deploying the strategies, embracing it are doing better today than they were then others that did not. Yeah, actually, that's been studied before cut how they're doing. I you know, I know Mackenzie's done studies from the windows 2008 downturn, right, when all the car companies, nobody was struggling. And they said their earnings are resilient companies had risen 10% versus the other ones actually went down. 15%. You know, so what's that resiliency? And how good are you, you know, coming out coming out of this? And, you know, I mean, everybody knows the definition of resiliency is to recover quickly from you know, difficulty toughness, personal loss, you know, whatever. Yes, the business. But But when you look more of a I like more of a military definition of resilience that deals with effective pressure, ambiguous emergency conditions and all that, yeah, you actually recover more quickly. And not only do you recover, he come back better than you do. Right. And I see that some companies, some companies redefine themselves during this covid time. And there's in some of them are really surprised that they have facilities doing better than pre COVID. You know, so so it can work. That's something you know, it's interesting, because we understand the pain that happened with this pandemic, we understand the human the business, we understand all of that. That's obvious that's out there. I believe the positive side, along with resiliency, it requires companies to be laser beam focused on truly what is important laser beam fosun get rid of all the fluff, and why Asset Management maintenance programs are valuable to your bottom line, and long term success. I think that that's the positive side. And, and all the other stuff is like it. No, we got to focus here. I think that that came out of this if you didn't get that continuous improvement down and really get the whole whole plant engaged. And all those small differences. I mean, that's the reason why lean doesn't only gives you half the results if you don't do it, right. Yeah, back to maintenance, whether it's RCM it just goes on and on if you don't have that robust small team continuous improvement and know how to implement that and develop problem solvers. All those programs suffer you know, you get that one thing right and everything can get better. If I just give a quick explanation example. Yeah, I asked you you know, what are what are the things that I've done global benchmarking and had the chance to look at the best of the best around the world and so on. And and the subtle thing, the subtle thing that I see
That's different between the good and really great plants. One is they have robust small team continuous improvement, people really wanting to make a difference. Second, they have a common practical problem saw.
And the third is management's out there doing you can call it gimble walks or calibration audits, whatever you want. But they're religiously every day, you have the checks and the plan to checks acts, not to chew out people to say, why aren't you doing this, they don't go out and give solutions, you know, that's more of a Kaizen implies that they go, yeah, you go out and you do these quick, go fast, or whatever you want to call and you solve stuff in three days and right, so on, but the real coaching that's needed. And that's more like lean sensei and Toyota kata and things, it requires you to be patient, give no solutions, but ask the right questions, it might take you a month to solve one problem, what you're really doing is full of problem solvers. So so if you have that patience, which most people don't do, it is raising the problem solving skills of your entire facility. So rather than 1020 engineers trying to save a huge facility, over time, you've got 1000 people that want to make a difference. But you got to take the night time to do that daily coaching to nurture that and and that will fall short and don't understand and the people that early on followed TPM, total productive maintenance for that as autonomous maintenance is that last step that most people still can't do after 25 years, it's back to that daily coaching and developing the problem solvers. And when we did the joint venture in with Toyota in California, they knew me, and so on, Japan sent over sent over over 400 coaches,
to mentor people one on one, this didn't just happen, you know,
a lot of coaching and everybody got two weeks of training over in Japan, we did similar things with Cadillac, Cadillac, where we got trained, you know, we train people in Germany in a plant that was close to the culture that we were looking for. And then people were mentored to do the daily walk. So every hour safety walk, but also in our production walk to mentor the plant floor, not just me, but dozens of teams every day, throughout the week, you have to go every day to develop those problem solvers. And people that either don't get it, or are willing to commit the time, and it's okay. But it's but if you cannot do Kaizen events, but it's not the same people don't either that want to I don't get to go understand the difference. He Yeah, but you know, as well as I do, plus, all of this stuff starts to start starts to sort of blend together. And and we fail to see the nuances of what you're talking about. And I think patience is something that we hear in the United States, we struggle with, I struggle with it, I want to I want results yesterday, right? If I do something, I'm already like, Okay, come on God, I have it. And I'm, but that's interesting. That's a cultural part of what you were talking about, if you're bringing in 200 coaches to be able to do this. But you know, what's interesting, from a quality perspective cars, when I was growing up, a little while ago, I had a car.
And if it got 100,000 miles, I was happy. Now it's like, I better get a better get a lot more than that. And that's quality. And I better be able to go from here, all the way up to Seattle and back. And all I have to do is fill my tank.
And I just take it for granted. But if that thing was like the quality we had before, it'd be different. If you look at how many flat tires that people still get used to get them all the time, right? It has the time.
It's true. And and and it's, it was just one of those things that why why are we not getting flat tires? Why? Why am I having to change my oil sometimes or whatever, like every 3000 more your car's gonna fall apart. And forget this. I mean, 10 years ago, I did a massive survey of thousands of responses across North and benchmarked North America. And they told us that, you know, the plant floor reducing act of Maine is going to come to a screeching halt on average, not everybody has companies doing good. He got until we really work on this culture side on the plant floor. I've seen that with data now. A reactive maintenance in North America. 91 was 54% on average, wow. 2007 2008 it went down to about 34%, then three years later than one to 31% and then the last 10 years it hasn't gotten any better. So guess what, exactly what they told me 10 years ago happened right? That curve came to a screeching halt. It did. So I'm redoing the bigger study. You don't need to kind of recheck the
years it is that we don't fix the work on the plant floor on individual plants. Some are doing really good but on average North America has not improved react percent reactive maintenance. Okay, so the elephant in the room, their class, what do you do? I mean clearly
We've had this conversation before, clearly it's been over decades, clearly things are not progressing the way they should. Because for whatever reason, we're not patient with mobile, whatever it might be, what do we do? What? How do we do that? Well, I mean, it starts with all the things I talked about, you know, with monetizing the stuff and making making sure it actually works and showing people where it works. And if leaders don't buy in, you know, it's gonna be tough. You can have people start from the ground up, they can only get so far. And you know, three questions you got to always ask yourself is no, you have standardized work, and optical. So yeah, we do. But then the big question is, is it being followed, right?
And then the next question is, do you have individual small team continuous process improvement? Because everybody nods, then he asked for evidence. What about this, hey, I gotta take this, I gotta do this. I gotta go north America right now can't average a half of suggestion per employee voluntary suggestion. Say that, again. They can't, they can't average a half a suggestion per employee. So less than half the workforce contributes, and it's usually with a little bit of product.
top quartile companies are getting 910 per employee, some are getting 2030.
Multiply 1000 employees times 30 hour times a half times 10 years, which facility thinks is going to run them? Yeah, it's part of the engagement and the social part of the sociotechnical. Then the third question is, do you have a methodology to improve and sustain the thinking process to one of ongoing improvement isn't working. And that's really getting to the floor and developing those people. So they understand. So they know more. So they understand how it impacts the processes, why it's important to do this, until they can help develop a better way. But until they show us there's a better way, we all follow the same standardized work or the best practice. And it's really, really that robust condition. And the solving, of doing all that well makes it better. But it's but it's tough to get there. Because you need that daily coaching, and you got to grow the people. And if people are more confident in their skills, and realize they're unable to make those changes for improvement. Now, you've got a lot of people that really want to help your facility.
See, it's you're preaching the choir right here. I mean, I I love that. And why wouldn't you? And now, let's just sort of put on our financial hats, I would imagine, right? companies that have that type of culture, do better financially, relatively speaking. Yeah, the studies I've seen at Harvard and other places, they're usually about at least 30% better
than the ones that work on the people side of the business.
See that? Now, that is exactly what people need to hear companies need to hear why it's important to be able to have this continuous improvement to to ensure your implementations, your you know, your technology is implemented properly. For long term resiliency makes sense. And people a lot of times I see are willing to throw some money at the technologies and looking for the big reason. But they're not willing to keep the consistent people which costs some money to Yeah, those results are you get you got to do both. You have to and I think sometimes unfortunately, especially in the world of industry for Dotto, many companies are just saying,
I don't like dealing with people, therefore, I'm looking for a silver bullet that can be solved by technology.
And it's not there. It's always going to be I mean, you might you might eliminate
some redundancy, some menial tasks through a technique, but it will always get down to that human element. Just will there's no other way around it. Yeah, I truly believe your cultural drive the next big improvement, yes, ci, because right now, 75% of facilities still aren't doing enough on their predictive equipment to protect their assets. The most priscila dedicated after TPM has been around for over 25 years still struggle with that. Now operator driven involvement, even if they just do, even if they're just looking at visual controls, they don't have to pick up hand tools. And we were to talk about the lack of engagement and suggestions. See, this is so interesting, because I think you're absolutely spot on. I never, we we skirt around it. I'll mention it here and there. But it always gets down to culture. The technology is the technology and like you said, it is improving. It is getting better. It's getting stronger. It's getting faster, whatever it is. It's a Steve Austin approach. But if you don't have that culture, I don't care what it is. You don't have that culture nailed down.
So what Yeah, and we see all the changes going on. I mean, we work with the supercomputing complex which again, the world's fastest computer and Oak Ridge National Lab and I have students there we structure for this kind of improvement and you know, and you know, everybody's question
in things like while there's more data been
made up or collected than it has, in the last two years than they have been has been the life lifetime of mankind well, and it's going to get faster, right? So, so but the problem is is is that the solutions that can take that volume of data and bring it to a practical level, so me and my plan can make better decisions day to day, kept up with volumes of data, look at solutions that have to be practical, affordable, implementable, you know, and just having fun as a data doesn't help that all the time. It doesn't. It doesn't at all. Dang, Oh, we got to wrap this interview up. I mean, this is good stuff. And we have so much fun.
damn cool. Now, if Are you active out on LinkedIn? Yeah. Is that a good way of getting a hold of you? Probably my email is probably the best. Okay, I'm gonna have that on industrial talk.com. I gotta put my university email there because I do that every day. Yeah. Okay, good. Well, we'll have it out there. I'm telling you, listeners, you got to get a hold of Klaus. I think one of the real big gems outside of this whole thing, this whole conversation about successful technology implementation, all of the sociol technologies, stick culture, people culture, and and i agree with you 100%. That that's got to be that's got to be technology's technology.
Not to say I do respond to LinkedIn, just not on a regular basis, right, because I get so many emails. Yeah, gotcha. All right. All right. Let's nurse klauss his name? Blache, his his last name, University of Tennessee. His last name is spelled bl a CH E. But we pronounce it Blache. So just put a little note on you. And I'd say that's how you get a hold of him. Good luck, gent. You can't be can't miss him out on LinkedIn if you want to connect with him that way. Klaus, thank you very much for joining the industrial talk podcast. You are an absolute Rockstar. I love it.
Thanks, Jordan. Alright, let's just we're gonna wrap it up on the other side. Do not go away. I will know it if you go away. So stay tuned. You're listening to the industrial talk Podcast Network.
Yeah, he's got mad skills. Klaus Blache, thank you very much for joining the industrial talk podcast. I want you to reach out to him go out to stack guard. And they're not many gentlemen, out there by Klaus Blache. So once you type his name in which will be at industrial talk.com you can rest assure all the contact information, but reach out to him. You'll find them and you won't be disappointed. Guys incredible, most definitely. Once again, let's talk about paper and pencil time talking to Xcelerate20.
Now it's going to all be out there on Dell street in on industrial talk.com. It will be it just really Xcelerate20. Remember XCELE ra te 20 is the conference virtual conference brought to you by those wonderful people at Fluke Reliability. Yes, that fluke, and get engaged. Get a part of it. We're gonna be talking about resiliency. We've got another great interview right around the core. Be bold, be brave. Dare greatly change the world. hang out with people like that. hang out with me. Hang out with Klaus. All right. Interview right around the corner. Be safe. Talk to you soon.
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