00;00;00;00 – 00;00;27;33
Unknown
All righty, folks. Hello and welcome to this month’s webinar. How’s it going, Carl? Good to see you here. It’s going good, Paula. I’m excited about this one. I love this one. This is like. It’s like where the rubber hits the road. It really is. And, you know, I got to say, I think this the the the mindset about this, the beliefs, the thought leadership, at least in the pro-science days, very much came from you.

00;00;27;37 – 00;00;46;32
Unknown
So I was one of many. I was one of many. There’s lots of people who cared a lot about this. And, we we spent some time on it. We sure did. And, you know, nothing’s ever perfect, but we made a lot of progress. And I think there’s a lot of culmination of maybe many people’s thoughts that are coming into today.

00;00;46;37 – 00;01;07;00
Unknown
So I’m excited to share that with this group that has just joined us. So welcome everybody. Thank you for joining us. I see there are people streaming in. This seems to be a very popular, topic. There was a lot of registrations. So, let’s start as we like to do with all our webinars. Eric I love it, man.

00;01;07;02 – 00;01;29;21
Unknown
Thank you. Where are you joined it from? You said it before I even said it. Eric’s definitely been on these. We haven’t heard it before. Matt from Bozeman, Montana. Frederick, Colorado. Hudsonville, Michigan. Thank you, Steve Appleton. Nathan, good to see you here. Brainerd. Everett. Big timber. Montana. Awesome. Cypress, California. There we go. Oklahoma. California. I’m just going to go with the states.

00;01;29;21 – 00;01;54;48
Unknown
North Carolina. Awesome. Well, thank you everyone for joining us from all over the all over North America. There we go. Jim, good to see you here. Jesse. Texas. Right on Ohio. Fantastic. Some of you are chatting to. Oh, hey, nuts. Some of you chatting to just hosts and panelists. Please make sure you choose choose everyone in the chat and then everyone can see what you’re chatting.

00;01;54;48 – 00;02;13;22
Unknown
So. Hey, Martin, good to see you here. Awesome and nice. Have a good crew of both non-customers yet. And customers. So, it’s great to have you all mingling here. So, few ground rules. As always, feel free to throw in the chat if you have an idea or a comment or a statement. If you have a question.

00;02;13;34 – 00;02;30;03
Unknown
We will definitely have time for questions at the end, but we will also try to get to them as we go, because sometimes just the flow of things works better that way. So put them in the Q&A section because they’re much easier for me to see when all the comments are streaming by. And I think that’s it.

00;02;30;10 – 00;02;48;57
Unknown
We are going to have a poll at the end that Will has helped us build. She’s going to a few lengths along the way. So if you see some links, come on, come into the chat. Go ahead and click on Save Them Off as a tab on your browser, and you can browse them later. But let’s dig into this class.

00;02;49;01 – 00;03;08;42
Unknown
All right. And I’m going to start with our mission which I like to start every webinar with. We deliver powerful manufacturing software by deeply understanding our clients challenges in order to meaningfully improve their businesses. And in turn, their communities don’t even have to read it anymore. I can look straight at the camera and say, and hopefully we are.

00;03;08;47 – 00;03;30;34
Unknown
And actually, I’ve just added this slide. Just here in a second. But our goal for today is and this is what we’re going to be talking about. I won’t read all these things, but, you can check it out, but we just added this slide ten minutes ago. Abra no longer panics when I say to add a slide in the last five minutes before the webinar today, but I really think it’s worth talking about.

00;03;30;34 – 00;03;58;58
Unknown
What is the goal of the webinars that we put on? And in this case, we really want people. We want you folks to come away with some actionable strategies and tools and concepts to reduce the chaos in your business and improve the profitability. And, I think the clients on this call, will probably share and feel free to if you want to, that one of the biggest changes that that, pro shop has helped them.

00;03;59;02 – 00;04;20;51
Unknown
I said on board as maybe a concept that’s really important. Their business is the appropriate level of planning, for their jobs and being more proactive about that. Rather than just throwing a job over the wall and manufacturing and saying, good luck with it. That’s a recipe for a lot of chaos and loss profitability. So that is our goal for today for to help share those strategies.

00;04;20;56 – 00;04;40;20
Unknown
And, let’s get into it. So, we’re just going to talk about just a few things that can go wrong. If you aren’t doing this secret thing that we talked about in the, in the, in the marketing of this webinar. And I know all of you know, these things far too well because you live with them every day.

00;04;40;24 – 00;05;06;06
Unknown
We certainly did at Procyon C for many years. So what are the some of these things that are, that happen on a daily basis hourly? For shops that don’t have the right level of planning? Oh, I mean, the the the list is, as most people know, as long as your arm and then some. But, you know, the oversight component of things, is, a huge breadth of things.

00;05;06;11 – 00;05;29;59
Unknown
And, of course, you can’t plan for every eventuality, but I think that, you know, really common stuff that happens all the time is, you know, the right kinds of tools aren’t available. Special gauges you need. Maybe there’s even, you know, some some problems with the material that, yes, you have it like, it’s not that you don’t have it, but it’s not cut yet or it’s not, you know, in exactly the right place that it’s supposed to be.

00;05;29;59 – 00;05;52;05
Unknown
We want to try and find out where. And then there’s all kinds of things like, you know, you end up getting the wrong impression about a job because of missing lead times or, you know, there’s things that, you know, you know, you don’t notice until you kind of get into the job. But in retrospect, you think, I could have seen that if I spent, like, a little bit of time and a checklist that ran me through a few of the things that we run into all the time.

00;05;52;10 – 00;06;13;56
Unknown
So, yeah, the oversight components huge. I personally love this next one as well. The lack of confidence, and repeatability. I think it’s a really tough one to measure, but I bet that if you asked anybody, are you willing to work faster if you have confidence in the work and the and the foundation and all the effort that was put into the step before you?

00;06;14;01 – 00;06;34;27
Unknown
The answer is absolutely yes. And you can’t double check everything that somebody just did before you. That’s crazy. Like you got to depend on them. But how do you know, how do you have confidence that they’ve done their part. Well. And I think the tools and and the way you do that does get way higher and move faster, all on its own.

00;06;34;32 – 00;06;52;17
Unknown
Yeah. I mean, a simple, oversimplified analogy is if you, you know, you load G-code into a machine that, you know, is totally proven. It’s been run dozens of times before. You can just load it, hit cycle, start. The tools are the same as they were before. You don’t need to step through it, you know, in, single block mode.

00;06;52;17 – 00;07;23;36
Unknown
And just, like, make sure I’m not going to crash and go into, you know. Yeah. So anyway, just extending that out to the greater, list of things that need to get properly done in order for a job to be executed. Well, definitely slows people down or speeds them up depending on which side of that you’re on. And obviously when, when some of the things happen that you described, they can cause just a ton of that firefighting and scrambling and last minute, you know, reacting to things.

00;07;23;40 – 00;07;43;06
Unknown
Yeah. And I think that just on top of the reacting part. Yeah, totally. It’s sometimes just the case that you full on have to stop, like, we gotta we gotta park that job for the next eight hours. Something happens, you know? Something gets programed or a tool comes in or, you know, whatever. And that stoppage is not just loss of that machine tool making parts.

00;07;43;06 – 00;08;01;38
Unknown
It’s task switching for everybody. And it’s like, did we have the time in the schedule? And so yeah, it’s it hits you on a number of different fronts. Yeah. Because that delayed job might delay another one which you then need to expedite to get to on time. So the customer isn’t mad at you. And there’s this knock down effect.

00;08;01;43 – 00;08;28;08
Unknown
That can be impacted so impactful by better planning. And then we’re going to talk also about what we call pre-processing. That’s sort of a pro shop term, but fundamentally it’s the idea of thorough job kitting, making sure that the things that need to be ready for a job. We have this belief that when a set up person, you know, goes into a machine set up, they should be able to come out of that with a good part in hand without ever having to leave that machine.

00;08;28;12 – 00;08;52;25
Unknown
And if they did have to leave, that means something on the checklist wasn’t actually done or done properly. So if they need to go find the thread gauge or go look for material, or go ask the programmer about a, you know, something that they didn’t have documented well enough. That’s just that’s more downtime. That’s that’s more, not making chip time, your schedule slipping and you’re just burning money.

00;08;52;25 – 00;09;17;44
Unknown
So anyway, we’re going to talk more about that. So what is this big secret, which is not actually all that secret at all? It is really to plan jobs based on risk. You know, the when I was actually first thinking about this, I was thinking, you know, more thorough job planning, but also you made the very appropriate comment that it’s not actually more thorough because sometimes you need less planning.

00;09;17;49 – 00;09;40;28
Unknown
If you have a very simple job with super low risk, it’s the right, appropriate level of planning based on the job at hand and how much risk there is that you might have something go wrong or, something you aren’t accustomed to or whatever that might be. You’re like, if you’re going to, you know, plan to make breakfast this morning and it’s like a bowl of cereal and milk, like you don’t need a lot of planning.

00;09;40;28 – 00;10;21;05
Unknown
But if you’re putting on a barbecue for 30 of your closest friends, you’ve got to make sure you got enough propane. And there’s, you know, all the right stuff, right? So, yeah. Yeah. So we’ll get more into that, for sure. But, you know, one thing I can I can relate this to is this thing that we called the triple threat, Pro pro CNC was that if we had jobs that had you know, materials we weren’t comfortable with or, you know, challenging to us, cosmetic, cosmetic requirements of beautiful surface finishes or, you know, and high tolerances at the same time, like, those were going to be incredibly challenging to us.

00;10;21;05 – 00;10;41;24
Unknown
And generally it’s because, there are details about that that we didn’t plan for well enough or we just didn’t have enough expertise in, and it’s related like if you, if you get a job in and it’s the same it’s a, it’s a variant. It’s a number of something you’ve made hundreds of times and you know all about it.

00;10;41;24 – 00;11;06;02
Unknown
You know exactly the tools. You know exactly the work holding. You know exactly the programing approach. You can almost go on autopilot and just, you know, it’s going to go well. But if you’re doing something a little bit out of the ordinary or something you haven’t seen before. Yeah, putting that appropriate level of planning to make sure you’re covered all your bases is just so important to avoiding those mistakes, which will, make that profit of the job just slip away.

00;11;06;10 – 00;11;32;49
Unknown
So, so this often also is true in longer term production jobs, right? The bigger the scope of a project, like you said, big, big, big picnic with lots of people. You need a lot of logistics. So pre-planning, doing this more appropriate level of, planning is going to give you a much better return and more likely to have that that bigger project come with bigger profits as well.

00;11;32;54 – 00;11;59;44
Unknown
And I guess the appropriate right size is important because there’s overhead associated with doing this and you don’t want to put a blanket approach on everything and possibly over plan jobs that really just don’t need it. Right. It’s got to be the appropriate level based on what, what’s in front. And that’s actually a good segue into how we handled what we call the war room planning, which, you know, is basically this checklist of all the things that you should consider as jobs go along.

00;11;59;48 – 00;12;18;41
Unknown
And in some companies that I’ve seen this really done exceptionally well, and in some companies it’s always the same process. You get the 6 or 7 people who have all the different facets all together in the same room, and you all, you know, sit down and review the job, and everybody has an opportunity to talk about what, you know, especially for new jobs.

00;12;18;45 – 00;12;34;28
Unknown
And one of the things that we really focused on, as part of that planning process was to get the person who was the, you know, the person in charge of the job, the person who was actually going to be the project manager, to make an assessment about how much input they really needed. This is a quick and dirty prototype.

00;12;34;28 – 00;12;54;07
Unknown
This is really going to be gone by the end of the day. We do not need six people, even for 15 minutes, because you just spent an hour and a half on the job, right? So this planning section and this appropriate, amount is definitely something that we’re entrusting that project manager, that person in charge of that particular work order to scope correctly.

00;12;54;07 – 00;13;12;20
Unknown
And, you know, if they’re if they’re off, one way or the other, they can learn from it. But get get that scope about right. And maybe this is a good opportunity. Just a quick flash up that that war room planning type of process. Or I don’t know if you. Yeah. Let me just let me just take it over for a quick second kind of show that, go for it.

00;13;12;25 – 00;13;31;13
Unknown
So this is, this is something that I just wanted to shout out for those people who don’t have pro shop or didn’t get the, you know, quality assurance side of things with all the best practices. But this is a fairly detailed set of steps, for, you know, planning. And it’s got different responsibilities for different people.

00;13;31;17 – 00;13;49;04
Unknown
And there’s you know, planning up front before you even really get the job going. And then there’s planning as you like, get into, you know, programing and, and some of the really detail oriented stuff. But this list is one of those things where you could be like, oh, this job doesn’t have any particular, you know, bill of materials items.

00;13;49;04 – 00;14;09;11
Unknown
Okay, skip that. We won’t do that part long lead time stuff. Yeah, we reviewed it. It’s not there. We’re, we’re done with that. Right. So this kind of right sizing as you go through the process or say she’s. I don’t actually know enough about the full inspection plan. Well, let’s go take a look. We have this inspection plan developing inspection plan.

00;14;09;16 – 00;14;28;54
Unknown
We take a look. It could be the short version. Do we have the right stuff? Little review. Or we could go in and dive deep and be like, yes. Here is a very fulsome. Have we developed an inspection plan? Right. And this is the kind of level you need to make choices about how far you go. Right? So that’s just an example of where you can right size that.

00;14;28;54 – 00;14;51;50
Unknown
And this level right here. Absolutely. If you’re doing space parts that need all of the right kinds of, you know, bias at every single stage of the manufacturing process, you absolutely want to do this. It’s going to be worth it. Right. And your customer probably requires it there too. Yeah, maybe jobs where that’s not necessary. And this is actually maybe a great segue.

00;14;51;55 – 00;15;12;13
Unknown
Brian had a question here for a small 2 to 3 person shop. It might make not sense to go to full ERP yet. What can we do to take steps towards more thorough planning and scheduling? Prior to implementing ERP, that will lead to a smooth transition, and keeping a tight schedule as our job size and volume increases.

00;15;12;18 – 00;15;32;03
Unknown
And it sounds like it’s becoming an issue at there. Even a 2 or 3 person shop, which we’ve heard so many times before. Yeah. And I will say we have probably a dozen, two dozen shops under five people, 2 to 3 people, you know, we’ve made videos with them. We’ve done other things with them. So it’s never too early.

00;15;32;03 – 00;15;55;05
Unknown
We have some one person companies, quite honestly. But but I’d say really, you know, taking away what, you know, what we’re talking about in this webinar, about looking at your new jobs, coming up with an appropriate plan, for the level of risk or the level of sophistication that that job, you know, is pushing you towards.

00;15;55;10 – 00;16;17;01
Unknown
Yeah. Here’s the pre-processing checklist. So, you know pre pro shop this checklist was in Excel right. You can totally is a spreadsheet. You can use a piece of paper if you want. But the idea of saying yeah I’m going to verify that we did these things. Go read the checklist manifesto. It was one of the inspirations for this checklist process in the first place.

00;16;17;06 – 00;16;39;38
Unknown
That’s a great book. But, doing something as simple as that can be a great first step to making sure that you are doing that better planning. And quite honestly, Brian, that better planning will lead to better scheduling. Like we’ve written before, that the secret to better scheduling and better on time delivery is not actually better. Scheduling software, right?

00;16;39;42 – 00;17;04;12
Unknown
It helps, but there’s so many things that feed into scheduling that, if you don’t get right, will implode your schedule. So it doesn’t matter how good your software is, if it can’t account for the fact that you, you know, changed your work process and you needed an extra quarter inch of material. But you ordered material that was too thin, and then you realized at the last second that you can’t hold it the way you thought you could hold it.

00;17;04;17 – 00;17;20;23
Unknown
And you’re like, all right, well, I got to scrap that or come up with a different way or buy new material. No scheduling software is going to accommodate for that. But if you have those key people like Kelsey, we’re talking about, they come together and say, all right, what’s the plan? Well, we’re going to hold it in this vise like this.

00;17;20;23 – 00;17;52;39
Unknown
Oh, that means we need some extra stock on that side. Okay. We better order that size material. Right. Just one example of the kind of things that only takes a few minutes, but can save you hours or days on the back end. Yeah. And this even that, that for to the point of your question about, getting, sort of taking steps towards being sort of ERP ready, it really is that mindset of having a more established, thorough process that you follow.

00;17;52;54 – 00;18;14;08
Unknown
It’s a little bit less, you know, shoot from the hip. But quite honestly, scalable businesses are not shoot from the hip businesses. They just can’t be so yeah. Yeah. We had a quick question from, Robert, about who should complete the pre-processing checklist. And I and I love the question and I think it’s important and it’s right on point for what we’re talking about.

00;18;14;13 – 00;18;35;29
Unknown
Remember that the planning steps and the completion of that work is kind of two sides of the coin. Like, yes, we need to identify, you know, get material, you know, onto the purchasing dashboard so that it can be ordered. It’s like, okay, but who should check off that? That is in fact done? Is that that person who ordered the material or.

00;18;35;44 – 00;18;52;33
Unknown
No, no, this one was just making sure that we’ve got it set up. But remember, checklists are better if they take you where you want to go. So this was like, hey, wait a minute. This isn’t just a checklist like Excel might be. This is looking at is the material in in in Wipp. You know, is it on order.

00;18;52;40 – 00;19;13;06
Unknown
Well, in this case we had a little bit of it already in inventory. Plus we ordered some more and it’s already here. It came in on this. It came in on this day right. So it’s like okay, that’s that’s clear enough. And then I or almost anybody who just reviewed that can easily accept that say, yep. In fact, not only is it been queued, it’s here.

00;19;13;19 – 00;19;33;47
Unknown
Right. So who can complete these. Well, we have some who’s responsible over in this section. You see it over here. And that’s the general rule. But also a lot of times anybody can validate that the work has been done. You just look and say, is it actually has this thing been completed? You know, like take a look at the cutting tools.

00;19;33;47 – 00;19;52;24
Unknown
See, are they actually. Oh, no, those statuses are not good. We need to make sure we get that all in here. We’ll just get that in here by, you know, by Monday or Tuesday or whatever. And then we could be like, yeah, oops, forgot to hit the go. But, that will get all the stuff on this checklist set up.

00;19;52;24 – 00;20;13;28
Unknown
Right. So now we’ve got a status for all of those. And it’s like, yep, we’ve completed that. I can just come back here and say those carrying tools are in fact on order. Yeah. Very good. Thanks, buddy. That was that was great. Let’s just let you take back over. Yeah, yeah. Let’s jump back into this. And thank you, Mark, for sharing that anecdote.

00;20;13;28 – 00;20;39;58
Unknown
Yeah. Took four extra days because something got screwed up. That is probably created some chaos, I imagine, in the shop. Yeah, possibly the customer or you spent a lot of money to try to make it not have an impact on the customer. So, let’s just talk about setup times when you do this more appropriate level of planning and you do that checklist, you will have faster setup times.

00;20;39;58 – 00;21;05;52
Unknown
It comes down to both the confidence that Kelsey talked about and this idea of showing up to a, to a machine, doing all the work and coming out with your good part with having to run across the shop a dozen times looking for things, and scrambling. So, everyone wants lower setup times because it just means you’re cutting chips more often and, so it can help, what was that last bullet point?

00;21;05;57 – 00;21;30;48
Unknown
Identifying potential rostering, estimating. Yeah. This is important. Yes. So when you, when you are, when you’re estimating and sales team are looking at a job, that is the first opportunity to review and look out for the gotchas, right? The things that are not just a total slam dunk, and trying to capture that in a way that can easily be flowed downstream, because I don’t know how many times it’s happened in your shop.

00;21;30;48 – 00;21;53;37
Unknown
Probably often I know it did in hours where the sales and estimating people know something, but they didn’t share it with planning, with scheduling, with purchasing, and it bit them in the. But, later on it’s like, oh man, I forgot to tell you that the that the this is a special anodized and there’s only one company and they have a six week lead time.

00;21;53;42 – 00;22;11;55
Unknown
And, you know, they accidentally sent it to the local vendor and they can’t do the special mil-spec. So the whole thing just goes to heck. So, anyway, so making sure you capture that, and we can pull up and I can just let me see if I can. I got a process tab. If you want to just.

00;22;11;59 – 00;22;33;11
Unknown
I can just pull that up for you. Sure. Yeah. So this is, actually a good example right here. We’ve got process tab shown. That’s what we call this area of the software. And it’s, it’s got a couple components, right. Like right now we’re looking at the estimate. Excuse me. We’re looking at the estimate. And we’re looking at what was estimated and known to be potential issues.

00;22;33;16 – 00;22;52;00
Unknown
And then because we’ve been making this part, we also have stuff from the part, that was an issue, and that we spent some time resolving or reviewed or wasn’t even successful. Right. We tried just updating the tool speed and feeding that wasn’t that wasn’t successful. So we’re getting a different kind of tool. And hopefully that’s going to make the difference on this.

00;22;52;09 – 00;23;12;18
Unknown
So this identification flow straight from the estimating process to be available for the planning process. And then even through all the production processes, you get to actually put new information about the issues you’re having and get them resolved. You can message the planner right away. And that that’s kind of like the next best thing to having pre thought about it.

00;23;12;23 – 00;23;39;52
Unknown
But in the estimating you did pre think about it. You can use this information to inform the planning of the job. When you win it. Yep. Perfect. And that will actually pop up sometimes even proactively to certain people and certain times of the process. Let’s let me come back to my share with the way just while you’re doing that, I’ll, answer this one from Robbie.

00;23;39;57 – 00;23;58;46
Unknown
Can you schedule the set up not to start before the ETA for raw material? Well, I’ll just say that in general, pro shop is not in the business of preventing you from doing stuff. We’re trying to enable you to do stuff. So, for example, in that, you know, can you prevent me from scheduling it? Of course we could.

00;23;58;46 – 00;24;16;37
Unknown
But maybe you want to set up the job on a different material or some scrap that you have, and start the setup the day before you get the material. So we show you right when the material is coming in on the schedule. And if you choose to schedule it before that, that’s okay. You can do that. But, you know it because as soon as you look at the schedule, you know, when it’s.

00;24;16;42 – 00;24;43;26
Unknown
So there you go. Great answer. Okay. Awesome. So, what we just shared was value stream decisions. So this of course varies considerably in different companies because different companies have different value streams. But I know at our shop we had a prototype department, we had production department, we had, a team dedicated to outsourcing and working with our vendors to bring those projects.

00;24;43;26 – 00;25;03;21
Unknown
And we had to design engineering. We had assembly and, you know, based, quite honestly, you know, the probably the sort of fork in the road about where we’re going to send a job, you know, a regular machining job was really is it, is it a prototype? Is it production or do we not even have bandwidth. And we need to outsource this.

00;25;03;26 – 00;25;28;44
Unknown
And of course those folks have different needs, different resources, different skill abilities. So, yeah, it was definitely a part of the decision of, you know, how much do we need to share? How much? Thoroughness is there, to this plan? Because quite honestly, like those prototype guys, they were so amazing. You’d give them a part number in a model and within an hour, they’d be cutting chips already.

00;25;28;45 – 00;25;48;54
Unknown
Right? They’d be roughing out the first stop while they’re programing. The second, you know, tool, after the roughing tool. So, and they would always figure out a way to make it come together, you know, incredibly quickly. Kelsey, any other ideas or thoughts about this? I know we’re going to. Maybe maybe you can bring up that project assignment.

00;25;49;03 – 00;26;13;01
Unknown
Sure. Yeah, I’ll show that real quick. Just the project assignment. So what we’ve got for project assignment in terms of, you know, having multiple value streams, is that, you know, you can take work orders and not only assign them to individuals, individual project managers. But you can set types and have preferred routings and maybe set classes, move them to active or expected.

00;26;13;05 – 00;26;33;23
Unknown
And you can do all that in kind of a bulk way so that when you do, a large number of them, you can, efficiently process these kinds of, work orders into the right value streams, which gets them into planning sooner. Right? The sooner you can get them into planning, the better off you are in terms of accounting for long lead time issues.

00;26;33;37 – 00;26;47;33
Unknown
So you can, you know, have a bunch of things changed all at once if you wanted to, like, set the same planner, or you could just go through and be like, oh, yeah, I want this to be Brian. And this one, I’m going to make that Adrian and this one here so you can do a bunch of different work orders all at once, right?

00;26;47;46 – 00;27;07;11
Unknown
And set up these. And once you’ve assigned a planner and a and, project manager and the thing is active, then you’re, you’re actually good to go. And those should be, the type of, work order that is actually got someone in charge of it. These people are the people you were literally asking to do this pre-planning work, this this planning work.

00;27;07;11 – 00;27;31;41
Unknown
Right? So, they’ll get notified, it’ll be on their dashboards. And one of the things that I, I was just, heard, you know, at a customer or I’ve heard it more than one time now was, this actually particular one came from just it focused on machining was, you know, previously and their old paper based system, they would get a job, they would turn it into a, into a traveler.

00;27;31;46 – 00;27;55;07
Unknown
And then they would, you know, sit it in and outbox and then it might go into the inbox of their program or planner who would finally look at it like the day before it needed to run. Right. And and that might have been a week or two elapsed time. Right. To think more thoroughly, get the plan together and get those things coming.

00;27;55;12 – 00;28;32;58
Unknown
And that caused so much, so much friction, so much scrambling. Whereas, you know, now if they can assign those project managers and planners ahead of time, you know, instantly, and maybe you can pull up an estimate and we can talk about, how you can set defaults even in your templates. You know, he’s like people now are looking at those jobs within 30 minutes of them being assigned to them, and they are already you know, processing those things and thinking about the tools and thinking about the work holding and just that little bit of time.

00;28;32;58 – 00;29;07;15
Unknown
It’s not it’s not taking more time. They’re just doing it far earlier. Right. Which is allowing them to bring in that tool non overnighted. Right. I remember another client, Chris, at East Branch said they spent like they used to spend like $30,000 a year on overnight shipping charges and expedite fees for plating just because they were behind schedule and scrambling, you know, and getting more proactive doing these things days or weeks in advance almost completely eliminated those costs for them, which all went to the bottom line.

00;29;07;19 – 00;29;29;37
Unknown
So it’s coming back to the topic of the webinar, you know, getting rid of those those losses and profit. That’s a direct, you know, actionable result of doing this process better. So, yeah. So let’s talk about just real quick. Yeah. Estimate flowing to a part, flowing to a work order with those default planners. Yeah for sure.

00;29;29;37 – 00;29;48;25
Unknown
So let’s just take a look. When this job was originally estimated, this default was already set in here. Like, I bet I know who the right person is for this kind of work. Right. And, you know, you don’t have to have a person in here. You can have a group of people meeting, like, a company position or a role or responsibility.

00;29;48;30 – 00;30;07;19
Unknown
You can definitely do that. But if you know specifically someone is in that role, then, you know, good. We can put them in here. But the minute that this is transitioned into a part number, right, those already stay as what is expected to be the right person or company position to do that work. But of course, this could change over time.

00;30;07;19 – 00;30;25;18
Unknown
So, you know, your estimate is the starting point. But as you move forward in time and somebody becomes an expert in this, or maybe, they move into a different role in the company or, you know, aren’t with or. Yeah, you can assign someone else to this, or you could just choose a particular work order that normally might go to Thomas here, but we’re going to actually assign it to someone else.

00;30;25;18 – 00;30;42;26
Unknown
Right. So we had that project assignment dashboard. But we’re like, oh, Thomas is out right now. Let’s go ahead and give this one to, Jason because he’s, he’s the right guy to take over for this. So now Jason’s in charge of this, he gets the message. You just been assigned this job. Things are rolling along.

00;30;42;31 – 00;31;03;49
Unknown
I’m just gonna move this one to active. So there’s, that. That Anderson brother combo is a good combination. I will tell you. Hey, if you could get the two of them on any job you’re working on, you would be very lucky. Yeah, absolutely. Yeah. So, that’s just working it from a single job angle. And then this project assignment is working it from, you know, the big picture.

00;31;03;58 – 00;31;26;38
Unknown
How many jobs have I got in the mix? Obviously, if you’re a, you know, a two person shop, you may not have 50 jobs that you need assigned. But if you’re a larger company and you’ve got a lot of work flowing through the door, or you’re doing large assemblies and you’re only making a few of each, you definitely want to make sure that the right people are getting the information as soon as possible about the things that are coming down the pike, and you don’t want it to be, hey, Bob, we got another one of those assemblies.

00;31;26;38 – 00;31;48;08
Unknown
See if you can figure out what we need for it. Sure. Yep. Yeah. All right, I’ll turn it back to you. Yeah, yeah. And it’s, you know, it’s not surprising that a lot of companies still operate that way, because that’s quite honestly a good and easy way to start when you’re brand new and you’re one person, two people, three people.

00;31;48;13 – 00;32;13;36
Unknown
But as, you know, Brian mentioned earlier in the comments, even 2 or 3 people now that’s starting to get, become an issue, right? There’s enough there’s enough jobs, enough details, enough things to think about that all have to come together for those jobs to execute smoothly, even at a three person shop. Right. You know, one of my, sort of favorite customers is the servant brothers with Servant Solutions.

00;32;13;36 – 00;32;32;52
Unknown
Just the two of them. And they, you know, knew that by the time they were in their second or third year of business, there was just so much in their heads they couldn’t keep straight. They’re like, we need a system for this, right? And they were just two people. So, definitely wise to think about, how to get past that.

00;32;32;52 – 00;32;52;34
Unknown
Those initial first stages. All right. We’ve already talked about this a little bit. We have definitely been jumping around the slide deck. But, maybe if there’s some things we can talk a little bit more about that checklist and for sure, for those customers on the actual call today, you will know what this is. New feature alert.

00;32;52;34 – 00;33;15;47
Unknown
This is coming in five, two, three, which is coming out in about a month or two. Retain the pre-processing checklist, last save state upon finalization or re finalization of work orders. So if there’s anyone in the audience that loves that new feature, please throw it in the chat. This has been something that, that has been often requested.

00;33;15;51 – 00;33;39;16
Unknown
And we’re finally, putting that feature in place. So maybe we can just bring that up here, your pre-processing checklist up again, and maybe let’s talk config file for just a minute. Because there you go, Danielle. Because this is such an important feature. And, and. Yeah, yeah, that is just really important here. Yeah.

00;33;39;16 – 00;33;59;09
Unknown
No, this is super important. I will jump to it. So, you know, you’ve got a pre-processing checklist. And let’s say, for example, that you decide you need to run this part a little differently or a lot differently, and you want to re finalize this work order, to a different planning set of steps. This ones which are not the best thing we should because it’s false.

00;33;59;12 – 00;34;22;20
Unknown
Yeah. We should maybe take a step back and just share a couple of other fundamental concepts. First, Pro Shop has the ability to have multiple routing options within the same part number. And, this I don’t know if you can find one that does. Yeah. I’ll take a quick peek. Sorry, but, that means you could build it in-house on your vertical.

00;34;22;20 – 00;34;40;52
Unknown
You could, you know, when it would take 3 or 4 work holdings, you could build it in a house on your five axis, and it only takes one. Or you can outsource it to a vendor if all your machines are busy. And, and that means that if you what we call re finalize change the operation steps.

00;34;40;57 – 00;35;07;29
Unknown
Yeah. Here’s a great one with several different options. Yeah. That, we’re going to rebuild that, that, that operations table on in a work order you’ve already created. So let’s say. Yeah, we started we scheduled to do it in-house, and then we realized we have to outsource this. So if you’d started your pre-processing checklist where you’re checking material and tooling and gauges and stuff, you know, all of a sudden, like, all of a sudden, we don’t need those things.

00;35;07;34 – 00;35;32;34
Unknown
We can re finalize the work order to an outsource method. And you can choose or not choose to wipe out that list, or retain the list exactly in a state that you, that you had it in before. So it’s an important step, for a new feature. And then the other part we haven’t talked about yet is the fact that that checklist is fully configurable automatically based on the type of work order that you’re running.

00;35;32;39 – 00;35;53;19
Unknown
So yeah, this job here is a that job was a repeat production job. So yeah, that’s the thing. So I was just going to show that, exactly what you said there, the pre-processing checklist. Configurator. Yeah. So yeah, that’s definitely something. That has a lot of depth to it. And it’s, both on type.

00;35;53;24 – 00;36;15;57
Unknown
Sorry. I’ll make that just a little bit and you can minimize the side panel now on the left. So. Yeah. Yeah. So, you know, there’s definitely showing this for all operation types or for selected operation types. So maybe you don’t have this, you know, for some types of operations. There’s also some things that are more like work order level versus ops specific.

00;36;16;02 – 00;36;46;51
Unknown
So you can do those and you can see some of them will be ops specific and they will be shown one for each operation, and some of those are not. And then you can choose which kinds of work orders you want to apply this to. So prototype first run new RAF and repeat production. But maybe on this one it’s only for first round new RAF that you really want to, you know do this particular step or you know any of these kinds of options for choosing different types of work orders to show a whole different list.

00;36;46;56 – 00;37;07;28
Unknown
Lots of, lots of flexibility there. Yeah, yeah. And this comes back to this concept of right sizing, your planning, right sizing, your checklist. If you have that repeat production job that you’ve done many times before, you probably need a relatively small set of things, kind of like you see here, just to make sure that it’s going to go smoothly.

00;37;07;28 – 00;37;27;11
Unknown
You got the tools, the materials, everything’s ready to go for a brand new job you never done. We’re going to see a much bigger checklist. You need to build your inspection plan. You need to do the actual CNC programing. You need to, you know, verify your bill of materials. You need to, you know, do all those additional things that you don’t need to do on a repeat job.

00;37;27;20 – 00;37;56;28
Unknown
And so you don’t want to always have a long checklist. So maybe, you know, back to, the question for Brian earlier, you know, if you build your own checklist for things, you got to make sure you do make a couple of variations of it, you know, make it for a brand new job or a repeat job at the very minimum, those would be two sort of forks in the road that can give you a checklist like this one, or a much more consolidated list that you’re not spending a ton of time checking things you don’t need to check.

00;37;56;33 – 00;38;18;57
Unknown
Exactly. Yeah, yeah. All right. Very good. So, Ryan, a question. Yeah. This is not related to the topic, but on one of the work orders, it showed quantity 22 negative to positive two. What is that? Is that right? Well, yeah, I mean we can we can take a look at that like right here. This total is back up to 20.

00;38;18;57 – 00;38;39;05
Unknown
But what happened probably through this process is that you know from the analyzer, we actually got back a couple of parts that were conforming. Right. And so we actually backed it all the way up and decided we had to machine two more parts through this operation. So then we went ahead and did that, made those two extra parts float them down, got them anodized.

00;38;39;05 – 00;39;01;29
Unknown
And then through incoming inspection, we did finally get 20 pieces as opposed to the two that were rejected. And that’s what those negatives are about. Typically a non conformance report would be associated with that. Yeah. Yeah great. Great question. Thank you for that Ryan. All right. Let us keep going here. You know, we are actually ahead of schedule.

00;39;01;34 – 00;39;24;43
Unknown
This has never happened. So we’re going to launch our poll. Let me go ahead and do that right now. Oh, copper’s got it. Thank you. IRA. So, yeah, just three simple questions. Kind of. We’d love to kind of get the state of your planning processes at your shop, just so we can kind of aggregate that for knowing, you know, how shops out there are doing it.

00;39;24;48 – 00;39;46;17
Unknown
And we’ll can share that here in just a minute as you all finish. But definitely open up more, more Q&A. So if you have a question, throw it in the Q&A. Can even raise your hand if you want to come on and actually ask it verbally. We can allow you to to talk. We have that power to and, we can have a conversation about something that you, might have a question about.

00;39;46;22 – 00;40;06;22
Unknown
Okay. Okay. Yeah. And I’ll just put in just just as we’re getting those first ones in, we’re talking about planning level. And this is how I work orders planning level in terms of like how well planned is this job so far. Right. So if this is the first time you’ve ever done it and it’s going to the prototype department, it’s like, hey, this is a low level of planning.

00;40;06;33 – 00;40;26;51
Unknown
Only someone who’s super in the know, you know, a specialized person or the planner themselves should do this work, as opposed to something that you’ve probably planned the heck out of. And there’s good documentation. There’s photos about it. There’s the 100% clear tool list with all the extensions and all the holders. It’s like, hey, follow the plan and you should be good.

00;40;26;56 – 00;41;00;21
Unknown
This will turn out great, right? So just even identifying that helps people. Yeah, I will share this story, which I love and some of you may have heard it, so I apologize if you have. I was at a shop, a few years ago now down in Portland. And I was there on the night shift. Had just started so minimally staffed, just 2 or 3 guys in the shop and pretty much no one in the office, and I there was a very young guy setting up a five axis mill, and he couldn’t have been more than 22 years old or something.

00;41;00;21 – 00;41;17;09
Unknown
And I said, maybe less, maybe 20. And I said, hey, you know, how long have you been here? And he said, about six months. And I said, oh, you know, and I did the quick math in my head, you know, six months setting up five axis a night shift. I said, what shop did you come from?

00;41;17;13 – 00;41;34;18
Unknown
Because you clearly have been a machinist for a while. And he said, I came from KFC and I said, I don’t know KFC. I know most of the shops in the Portland area, but I don’t know that one. And he said, no, I mean, Kentucky Fried Chicken and and I’m like, I mean, like, is this your job?

00;41;34;18 – 00;42;00;36
Unknown
Your first job? Machining says, yes. I said, how in the world are you on night shift, setting up this really complicated job on this complicated machine? And they basically had had the planning level high. So he said, well, let me show you. And he showed me the pro shop screen, and it was filled with pictures and videos and markups and things that the day shift and the programmer had created.

00;42;00;41 – 00;42;21;55
Unknown
To let someone like him with good mechanical aptitude and a desire to learn, but not a lot of experience, successfully set up a five axis Miller night shift. Right? And I was like, wow, that is like where the rubber really does hit the road. Like, you know, really improved performance out of this business with some simple tools.

00;42;22;00 – 00;42;48;01
Unknown
But you don’t need quite honestly Pro Shop to do that. You could have a Google doc with a bunch of pictures and some and some notes and a video clip that you took on your cell phone. It’s not rocket science. But it does require careful planning and tools and just executing so anyway, hopefully that can inspire you that you can, you know, not have to hire the most senior level journeyman person to do complex work.

00;42;48;06 – 00;43;15;46
Unknown
If you can put in the effort to, to document things. Well, all right, we have 100% of people. Oh, nice. Wow. Wow, I was raising I was just going to say I’m not sure I’ve actually. Everybody. Yeah. You guys rock. Let me share these results. So this is really interesting. Only 3% of outstanding planning, 7%.

00;43;15;46 – 00;43;42;39
Unknown
Very satisfactory. Most of you have satisfactory. Unsatisfactory, or poor planning practices. That is that is interesting. Yeah, but I won’t. I will say he said interesting. And sometimes that’s a euphemism for bad, but this is not that uncommon. You think about what we’re trying to do here. As you know, manufacturing companies in complex spaces. It’s not surprising that you’re just run into the next thing and you’ve got tons to do.

00;43;42;52 – 00;44;01;01
Unknown
And that job that’s coming up in two weeks is not front of mind, right? That’s not the thing. You’re like, hey, it’s like, this is due tomorrow. Well, I can’t work on the thing from two weeks from now, but as you get good at this, you will find it. It makes tomorrow’s late job, a thing of the past.

00;44;01;05 – 00;44;25;01
Unknown
Yeah. And then how often are you reacting to things that could have been avoided with better planning? Almost half of you were saying it’s happening often. And 40% of you saying sometimes, and only no one says never. That’s was probably realistic. Thank you for being honest. And however you say it rarely happens and and hopefully, hopefully those are the pro shop clients answering those questions.

00;44;25;06 – 00;44;48;41
Unknown
And then how often do you over plan a job? This is interesting. Almost none. So the the error is to, is to, rarely, I over plan jobs, but some of you say often maybe 12, 12%, 25% or more, you’re doing more work than probably is necessary. That is super interesting. Brian.

00;44;48;41 – 00;45;13;02
Unknown
Yes. Will be at amp. Abra can drop to the booth number in the chat. It’s 133027, but, I’d love to see you. Love to meet you there. I’d love to have you come say hi. But you have to create a great platform to knit it all together. Thank you. Mark, appreciate. How do you change the culture if the overall mindset is firefighting?

00;45;13;07 – 00;45;43;42
Unknown
It’s like my favorite question, man, is is so good. You go for it, buddy. All right. I’ll give this one a go. Well, so there’s two things that happen, right? Firefighting is rarely actually fun. I mean, you know, there are a few who are, wired that way. But in general, firefighting is not that much fun. And so the first thing to do, in my opinion, is to give people a taste of what it’s like to not firefight, to have things go smooth, to understand what the value is of having it, easy to do sometimes.

00;45;43;42 – 00;46;02;47
Unknown
Just good stories in there. And you can talk about the things that, you know, both hurt you on the firefighting and helped you on the other side. But then the other thing that I think makes a huge difference in changing that mindset is to start to focus people into a common set of data and understanding. Where are we all looking at?

00;46;02;47 – 00;46;25;38
Unknown
Because a lot of firefighting comes from data that’s not the same between different people or stored in a silo, where things can’t be really understood by the rest of the group. And, you know, it’s like one of those cliches. If it was right out in front of everybody, you’d all have a much easier time solving the problem and doing it earlier.

00;46;25;42 – 00;46;46;54
Unknown
If it’s obvious. Right? Like, hey, this job needed to be planned. I didn’t show it. Or maybe I’ll show it again right now, but in fact, I will just go ahead and show it, you know, right here, like, you look at this situation and you realize, okay, this one has already been manufacturing planned. But we’ve had another job that we were looking at or this one, we could back it up and say, you know, we’re not at that place yet.

00;46;46;59 – 00;47;08;14
Unknown
But we have common visibility to say, hey, it has to get through planning by the 19th in order to deliver, you know, four weeks later to the customer. If everybody knew that this is the drop dead date, it can’t be later than this date through planning. Otherwise, we are definitely going to be late. That’s a huge way of shifting the culture.

00;47;08;14 – 00;47;25;24
Unknown
People see it, people understand it. And then of course people believe it, right? Like once it starts to happen and you know that this is the reality of the situation, then you actually can get people to buy into that culture of change. And there’s all the little things like, hey, you know what? It doesn’t take two days to get there.

00;47;25;28 – 00;47;44;14
Unknown
This one here, it’s two extra pieces. It’s those ones we scrapped. We’re going to drive them over. Okay. Go ahead and tell everybody that you’re going to drive them over. Same day. Now people believe you. Oh that’s right. It doesn’t need to be done till the 23rd. Okay I’ll get to that later this week instead of today. Right.

00;47;44;27 – 00;48;12;24
Unknown
Showing that truth to everybody changes the culture. Yeah. And occasionally I’ll say there are folks that really thrive on chaos and they feel great about doing these acts of heroism. But, but that’s again, not really sustainable. And, sometimes just having a conversation with. Yeah, I know it’s fun to, but to feel like that, maybe you can save that for your weekend hobbies.

00;48;12;28 – 00;48;43;27
Unknown
But at work we got to be more disciplined, more practice, because it’s super stressful for everyone else to be constantly running around doing stuff. So and you know what? There are plenty of ways to get people to be constant heroes. You know, continuous improvement is one of my favorite, like, take all that energy that you were going to fight fires with and come up with something new and interesting and exciting to help the job that’s coming up in a week instead of, you know, wishing you had done something about it sooner.

00;48;43;31 – 00;49;05;16
Unknown
Take that energy. People can still be contributors, can still be exciting, can still solve problems. All of that is still on the table. This is not a robotic machine. This is not. It’s redirecting your energy, instead of scrambling to find it. Yeah, put it in where you want it. Yeah. Very good. So there’s a question in here.

00;49;05;21 – 00;49;30;23
Unknown
Thank you. Danielle, is there a report to see completed dates by, versus a work ordered due date? So operations that are already complete, versus just when the date, maybe. Danielle, can you elaborate that, so you’re talking about jobs that are still active, or maybe you’re talking about jobs that are already completed and finished?

00;49;30;28 – 00;49;50;49
Unknown
The due date by, completed due date? Yeah. This is the due date by operation right here. Right. Shown on the work order. So maybe there’s some other views. What? Comparison that maybe looking backwards once you finish the job. This was the date it was due. This is the date we actually did. Completed doing a postmortem a bit, if you will.

00;49;50;49 – 00;50;11;31
Unknown
Sure. Yeah. There is, there is this kind of, Oops. Let me just turn off the simple view. There is this view of you know, operation Must leave buys that is sort of separate from the work order side of things. You know, that that shows this broken down like this. But, I’d have to think just a little bit about what you would want for a delta there.

00;50;11;31 – 00;50;36;35
Unknown
Like this one was four days ahead. This one was two days behind. We don’t currently have that, view of the completed date versus the had to be completed by date. I will say that these are, color coded. So if these things were going to be late in the future, like, even if it’s not ten, eight, but this isn’t going to work, then this does show you that, that it’s going to be behind that date.

00;50;36;40 – 00;50;55;24
Unknown
So yeah. Yeah, yeah. I don’t know if there’s a you know, better if there’s a custom query you could run to show when the check the date time, date stamp of all those because as you, you mouse over a couple of those complete ones to show people, it does show you the time and date when it actually was checked off.

00;50;55;29 – 00;51;24;02
Unknown
Yeah. And I think you could probably output a query that had those results, but not the delta, like if you wanted to know, oh, this one was three days ahead or four days behind. I think that’s still, at this point, something you might have to run the delta portion, in Excel or something like that. I would say though, that, you know, although that postmortem stuff is good, you know, this this session in particular is all about preplanning, and trying to get out in front of that instead of finding out real late in the process that you got to miss the date.

00;51;24;16 – 00;51;43;51
Unknown
Yeah. She clarified, I would like to see the programing due date in one report, maybe for a bunch of different jobs. The day that the programing is done is do. Oh, sure. Well, I’ll give you a couple things right off the bat. In fact, I think I had it up here. One of my. Well, I’ll just go to it here.

00;51;43;56 – 00;52;05;08
Unknown
One thing that I think is valuable, especially if you have multiple people doing programing, if you’re down at the users side of things, like who’s responsible for these things, you know, from the user’s perspective in terms of programing or planning, these jobs, I’m not sure what what all we’ve got here, which is a little bit messy, but right here, you see this green bar?

00;52;05;13 – 00;52;32;35
Unknown
That is when the programing has to be done because the first manufacturing operation is going on, to the machine on that day. So, you know, right away by looking at people’s schedules, a whole list of, you know, work orders when the programing has to be done for that particular, job. Right. That operation 15 or that operation ten planning or program, that gives you the clear indication about when it has to be completed by, because that’s when it’s scheduled to go on to the resource.

00;52;32;40 – 00;52;56;19
Unknown
There is also a real opportunity we could, probably look at in terms of actually, I guess it would be, here just in terms of what the, date is that, that that this is, needing to be completed by only by, you know, this type of operation, manufacturing, planning or part programing, we could run a query to probably show all of those.

00;52;56;24 – 00;53;20;09
Unknown
I’d have to think just a little bit in people’s planner dashboards I think do have or can easily be added, you know, the scheduled start date, kind of like you were showing on the schedule, but just, in the actual job list of what they’re responsible for. Yep. There’s that scheduled start date column. Yep. Right here. Yeah. And that’s the first manufacturing operation start date, just to be clear.

00;53;20;14 – 00;53;41;19
Unknown
Yeah. Correct. Yep. Well, the first scheduled operations start date. Right. So if you’re scheduled on an operation, it may not be a manufacturer, you know, might not be a machine, but it’s a schedule able resource that’s got it understood. Yeah. Oh, yeah. I think that’s a pretty good, proxy for what she was asking about. Hopefully. Agreed. Danielle.

00;53;41;24 – 00;54;01;40
Unknown
And then Marty asked this question. Thank you. Marty, how do you determine what is low risk versus high risk in job preparation? Is there a black and white way to separate these? Yeah, I love this one too. I’m I’m the big fan. I’m personally a big fan of like a five by five, which is, you know, sort of one through five on severity.

00;54;01;48 – 00;54;24;51
Unknown
How bad would this be if this actually happened? Right. This, this problem, this issue, this risk, you know, where five is like really, really terrible. We’d have, you know, industry, reputational damage. This would be a terrible, outcome. And one is like me, you know, wouldn’t wouldn’t cost much and then the other is likelihood. So that’s the other axis of that five by five.

00;54;24;51 – 00;54;42;45
Unknown
So you end up with a 25 grid. And that likelihood, how likely is it to happen, combined with how bad would it be if it did happen gives you that like nice risk score. It’s pretty simple. There are plenty of complicated risk matrices that you could develop, but that one there is one of my favorite.

00;54;42;50 – 00;55;04;07
Unknown
And that gives you kind of an aggregate risk score. So three and three. Bingo. You get nine. Right. That’s kind of your current aggregated risk for that particular thing that you’re dealing with. Yeah. And we do not unfortunately have a risk score like that in pro shop today. So on our, on our roadmap on the roadmap we have timelines.

00;55;04;07 – 00;55;23;15
Unknown
But yeah, building security with this process development, that’s where we would be focusing it. Right. Would be on all of the items that you might want to deal with. And being able to give yourself a risk score, and especially as you mitigate them with solutions and they get resolved, then the risk can be dramatically reduced. So I just thought of something.

00;55;23;15 – 00;55;39;51
Unknown
Maybe click on the risk tab if you don’t. I don’t know if this one has any there, but one thing you could easily do and risk was quite honestly something we just added to the list in this demo system. It might even be in our templates this day, but you could have two options there. You could have low risk and high risk or low medium high.

00;55;39;56 – 00;56;01;39
Unknown
And then you’d have three tabs across the top. So you could do something as simple as that and just put the low risk items as low risk, the medium as medium and the high as high. Obviously that wouldn’t factor in severity, but you could even just put that in your notes there. And that at least gives you, you know, some buckets to throw the level of risk.

00;56;01;44 – 00;56;33;49
Unknown
And that’s purely subjective, right? That’s you, the educated person looking at a drawing, looking at a model, saying, how confident are we that we have this thing totally handled right? Yeah. So, hopefully that is helpful. Great question. Really great question. And, yeah. So there’s, and you could do an aggregated search on that. So if you had this across 20 part numbers, you could just say, hey, show me all the ones that have a process type of risk that are not yet resolved.

00;56;33;53 – 00;57;09;40
Unknown
And we could sort of analyze the current risk across multiple parts numbers. Awesome. I didn’t even know you could do that. That’s good. Other questions. We have three minutes left. If not, I’m going to throw up. Thank you. And contact information. Not the you all, probably need that. You probably have it already. But just to, where is my control?

00;57;09;44 – 00;57;34;20
Unknown
Oh, it’s right. I can stop sharing there. Yeah. So, this has been a lot of fun. Kelsey. I always love doing these webinars with you. You have so many great insights to share. Thank you to the audience for all the great questions and the engagement. Hope to see you at IMT. For those of you that are not customers.

00;57;34;24 – 00;57;59;07
Unknown
Oh, there you go, Eric. If you plan to fail, if you fail to plan, you are planning to fail. Oh. Steve asks, what is Imtiaz? Imtiaz, is the biggest trade show in the machining industry. It’s every two years. It’s in McCormick Place in Chicago, and it starts on September 9th, my 24th wedding anniversary. Sorry to my wife that I will not be there.

00;57;59;11 – 00;58;17;47
Unknown
And it goes for six days. It’s Monday through the next Saturday, and there’s about 100,000 people that attend. Pretty much everyone in the machining industry that is selling products is there with a booth. There’s thousands of booths. We’re bringing a team of, I think almost 20 people, and it’s going to be a heck of a good time.

00;58;17;47 – 00;58;44;49
Unknown
We’re having our client, happy hour on Thursday. But one of the cool things that we’re doing for the second time in a row is we have our client ambassador program. So we have, I think, 28 clients that have signed up to come to our booth for one or more hours, put on a pro shop shirt and just actually be there helping to sell pro shop, talk to prospects, talk to people about their experience of pro shop and just paying it forward.

00;58;44;49 – 00;59;05;05
Unknown
It is incredibly humbling that they do this. It’s incredibly fun. And it’s just amazing to have someone come to the booth and say, yeah, I’m a shop of 30 people in Nebraska. And, you know, I need to talk. I want to learn more about Pro Shop. And I say, oh, sure, I’d be happy to talk to you, but Brian over here owns the shop as well.

00;59;05;10 – 00;59;22;33
Unknown
He’s in Kansas, but he’s happy to tell you about his experience. Even show you a pro shop here on this demo station. And just watch them talk and get in it to each other, and, it’s it’s it’s just incredible. So thanks. If there’s any of you on the call that are in that client ambassador list. Thank you for doing that.

00;59;22;44 – 00;59;37;16
Unknown
Yes. Anyone that wants to come, we’d love to see you at the booth. So thank you all again for coming. Well, thanks, everybody. Sign off now. And thanks again, Kelsey. All right, all right. Cheers. Our will soon be on the next one.