Managing Critical Production Environments: Promoting Uptime and Mitigating Risks in the Food and Beverage Industry

Hello, everyone, and thank you for joining our webinar, managing critical production environments, promoting uptime and mitigating in the food and beverage industry presented by brightly. Before we get started, I'd like to go over some housekeeping items. Phone lines will be muted during the session. And you'll also be able to submit questions to a Q and A feature at the bottom right of your screen at any time. If you don't see the ask question box. If you open up the question, mark icon at the bottom of the center of the screen, that will open it up for you and we'll be able to answer your questions at the end of the presentation. We also have some great content related available in the upper right box, but feel free to look at that. This presentation is being recorded and will be available on demand after the webinar. And you'll know be notified via email once it's ready. I now like to introduce our speaker today, Paul a chance is a senior manufacturing technology advisor at Brightley. He wrote his first CMS system in two thousand and four, and since then has spent his professional career designing and directing CMS and EAM systems. Paul will lead us today as we take a deeper dive into asset management in the food and beverage industry. And how it is a critical component of helping the operation run as smoothly as possible. I'll now pass over to Paul to kick off the webinar. Thank you. Awesome. Thank you, Regina. And thanks everybody for joining the webinar today. Coming up, we'll be discussing the topic of maintenance operations risks with specific information about the food and beverage industry. How will a well implemented EAM CMS, and yes, we'll explain what those are. How can it control costs and ultimately promote better profitability. We'll do a history lesson and learn more about the concept of industry four point technology, sensors, artificial intelligence, and how can they help drive superior operations? We'll cover some best practices and methodologies to help promote safer, efficient, more lean operating environments. And of course, we always like to tie it back to what do investments in these technologies? How do they pay off? What is that return on investments? So let's start with some of the challenges that we all face. So there's risks on our shop floors, for all manufacturers or industrial organizations, broken out into the following buckets, financial production oriented risks, which I think the the chief risk is unplanned downtime. Unplanned downtime is disruptive to your operations. It is disruptive to getting your products out the door. It is hurtful on morale of your staff, and we really need to work hard to try to mitigate and have more uptime. Inadequate information. So the data that is available throughout our operations, including data that can come from your shop floor, from your plant floor, when liable quality data and appropriate quantity to help drive informed decision making. Without that, you are at risk. For your operations, for your team, challenging labor environments, we all see help wanted signs trying to find not only anybody who can come and work, but people with the right skill set. Safety always a concern ability for our team to also operate efficiently. Processes, poor processes are always a risk. And poor processes need to be addressed even without technology. We'll cover that in this presentation today and ultimately tie that back to how CMS can assist. And poor communication is a major risk. We're not just talking about people talking with one another, but the ability for your systems to deliver appropriate information when you need to address maintenance. If you're not doing that, you're at risk. Now we all know the food and beverage industry has very specific risks, allergen cross contamination, microbiological contamination, foreign object, temperature, packaging integrity issues, cleaning chemical residues. I think the food and beverage industry is at a whole different level, that operation risks, especially related to maintenance operations, if you're not paying attention, this can really contribute to potential cost, overruns and ultimately hurt profitability, safety, and even compliance. There are major macro challenges that we see in our world right now. So in the upper left hand corner here, twenty twenty two, last year, I called it a scoreier inflation highest since nineteen eighty one. We all felt it. Twenty twenty three, it's come down quite a get. But there's been other, impacts on that. The demand is lower. Business client is not climate is not as solid. So we can't control inflation, supply chain. We all that went through major changes in supply chain. The pandemic was an obvious one, but there's a lot of others In the upper right hand corner, if you look at the McKinsey chart, on the on the left side of the McKinsey chart here, from low to high is the types of impacts on the supply chain. If you look in this upper right hand corner, at the highest end of the impacts to the supply chain. While we're living through a global military conflict as we speak, we are still feeling the residual impacts of COVID nineteen. This is right up here with Supervolcano and meteor strike in terms of impact. Energy prices, highest they were last year, and since nineteen eighty, they've come down, but they're still relatively high. And then the big one is the labor market. We called it the great resignation during the pandemic. I've spent recoiling the great reshuffle. There's baby boomers retiring at record clips. The the labor for shortage is second only to wholesale and retail trade in the manufacturing industry. And even worse in the manufacturing industry, not only is it hard find people to work. It's that skills gap. We're at we're competing. There's been a lot of recent legislation in this country that's promoting more US manufacturing and real type jobs, which is a wonderful thing in the United States, but it's creating even more competition. The point of this slide is you cannot control these challenges. You need to do what you can in terms of working around those. Compliance gaps is another one. And I've got some sort of click bait type, headlines here. These are all mostly older headlines, but nobody wants to make the news in the food and beverage industry. And if if you look back into each one of the most major compliance gap issues that make headlines. Ultimately, it comes back to poor processes or control, poor maintenance operations, and related, and these things are avoidable. So we're gonna cover this in terms of how you can use technology to help mitigate potential compliance gap impact. As we go through the presentation, I'm gonna pause once in a while to throw up some trivia questions. I come from the great state of Maine, so they're all main based trivia know not a lot of people have been to me, so this might be completely new to you. Ninety nine percent of the of this fruit grown in the United States comes from the state of Maine. So if you look on your screen, you'll have a place to type in your answer. If you could just take a couple of moments think what ninety nine percent of this fruit in the entire United States comes from me. So what you wanna take a guess at what that is, type it in, Just gonna pause here for a few seconds, while, while we give you a chance to type that in. I'm gonna move on and give you the answer, blueberries. Unfortunately, I can't see specifically who might have got this correct answer, we'll be able to see this after the webinar. But if you guess blueberries, these are the low blue blue blush low blush bush blueberries, are often raped or handpicked, and they are fantastic, main blueberries. Who does to you who got this one right? Okay. Moving back into the webinar. What is lean operations? Lean simply means doing more with less. You can't heat up with inflation or other general increased costs costs. You don't have enough people. This is an incredibly labor market, the toughest I have ever seen being around this industry for decades, hiring, retirement, skills gap, the great reshuffle. You have to work around this. Demand for maintenance or general operations doesn't slow down even despite these challenges. Having a continuous improvement mindset, which is a combination of best practices, culture, utilizing technology, and more. Helps you work around these challenges. And leaning does not mean quality or timeliness sacrifice. Just because you don't have enough people or the costs are rising, you just can't sacrifice, especially in the food and beverage industry. You have find other ways, better ways to keep up. Now, it isn't always challenging times. Sometimes business climate is skyrocketing, demand is off the charts for your product. You have a different type of challenges. Having a lean operations mind that will help you in good times and bad. And in general, lean is working smarter, not harder doing more with less and today's webinar is gonna show you a number of ways how we can cover that. I always like to talk and give kudos to what maintenance and operations teams do. When I first got started in this industry, and I'm sure there are people on this webinar today, and here for, you know, maybe several decades like myself. And the the legacy perspective was maintenance people. You only call them when something was broken. Call maintenance, get them up here. They were there just to fix broken assets. Unfortunately, they were an underfunded cost center often in their own separate department off on their own and the most egregious they were underappreciate. Today, things are different. Today, if you need to get more out of your organization, we can do that through superior made operations. Modern technology. It's an exciting field. It's a growing field. We increase organization and production production capacity. A simple example, Save business is really good, and you have to increase production to keep up with demand. Maybe you're faced with a decision. Do we run another shift? Or maybe we have to add a whole another production line, or maybe you move from an eighty seven percent uptime to a ninety three percent set up time, and you can get the same thing. A heck of a lot less expensive. That's what these technologies and best practices can for you. They are integrated with many departments, safety, quality, finance. They are just as critical to organization and six, six assessing growth as any other department in the organization. So what is EAM and CMS how can it help? Technology people love acronyms. EAM stands for enterprise asset management. And I'm gonna go to CMS first, which is computerized maintenance management systems because today, they really are kind of group into the same thing. There's a lot of, you'll see a lot of articles where you'll see EAM and then CMS today, they really are blended into the same thing. And it really boils down to a summary of major components, including asset equipment and facilities management, preventive maintenance, predictive maintenance, prescriptive maintenance, which we'll we're gonna break those out in a little bit. Work orders. Work orders is at the heart of CMS and EAM because that's where a lot of the data ends up not to mention managing your people. Stairfarms inventory control, including ordering a procurement of those parts, safety and compliance, reporting, analytics, key performance indicators and more. You EAM is really the same thing. You might add things like your internet of things and and and other ask x, but those are the core components. And it's EEM CMS. It's not only on your browser on your desk it's on your mobile devices, it's cloud based, it is available anywhere, anytime you need access to it. There's an important concept called the p f curve. So the p f curve And this looks like an eye chart, but it's pretty easy when I explain it. When you get an asset, and I'm I'm I'm gonna change his color here so we can see it a little better. When you get an asset and you install that asset, that asset is running. It's the best that asset's ever gonna perform. It's running, it's running, it's running, and it hits the peak point. The peak point is the point at which failure of that asset can start to be detected. Now, you're not gonna be able to see it. You're not gonna be able to smell it. You're not gonna be able to hear it. But over time, if that asset, especially if you ignore it, will continue to degrade until you hit the point and the p f curve. That f point is the functional failure. That's when that asset is no longer able to keep up with its tended design. Would and that's where quality starts to drop. That's where downtime starts to get more impactful. Things get a lot more expensive. If you continue to ignore it, catastrophic failure, that's where your CapEx budgets skyrocket, our goal as maintenance and operations, professional is to push up the p f curve. We are trying to catch those problems sooner than later. And we do that through a variety of techniques. But if you can catch the problems up here, It's way easier on your operations. It's way easier on your budgets, and your profitability will go up. Now we do that through a variety of maintenance, I call it the maintenance spectrum, run to fail. That is the worst of all situations That's where you're just waiting for things to break and then you go fix them. It is by far the most expensive, the most disruptive And if that's where you're at today, that is okay. Being on this webinar, you're starting your journey to move along this to find better ways of addressing your maintenance. Preventive maintenance is another great one. That's where you do things on a calendar every month every week, every year. Maybe every ten thousand cycle counts or a hunt, a thousand hours of usage or whatever it may be, but you're doing it more preventively than waiting for things to fail. That is a major step forward. And even if you're doing some PM, you need to be doing as much preventive maintenance as you can because you will watch those, corrected based work orders draw quite a bit. You're ultimately working towards condition based monitoring. And this is where we start to get into that p f curve where you start to get into this range up here. Where you're continuously monitoring those assets. You're you're watching them with sensors or maybe there's already data coming off those assets pressure, temperature, vibration, is a filter clocked, whatever it may be, but it's telling you that that asset might not be working as good as it should and you need to take a look. That will ultimately lead to predictive maintenance. That's what especially aided by the internet of things, sensors will get into that in a little bit. Machine Learning and AI will also cover that. But that's where you're really starting to take that data to predict a failure may be coming and really get ahead of it pushing further up that p f curve. The holy grail, and we're not really there yet, but what we're all working towards is prescriptive maintenance. That's finding out a problem is gonna happen often in the future, give you a remedy in advance and stopping that problem from ever happening in the first Again, that's the journey we're all working towards. And learning about these technologies is how you can start to see how they can be implemented from a practical standpoint. So breaking out, the components of, CMS. And again, these are, just this is just a super high level. It all comes down to asset and facility management, a summary of all of your, buildings, your plants, your product in lines, all of the assets, and sub assets, all of that information that is within your operation that you will eventually be doing some form of maintenance on corrective predict predictive, or otherwise. That's a major component. There's tools to optimize your team. Upper left hand corner here, we have our dashboard. Including lists of all the work orders that are open that might be in your name or maybe as a manager is in your team's names. Parts you need to order, key performance indicators, showing you are you on target for some of your goals, bottom left corner is a summary of your team. How well are they utilized? Are they on the right work orders, the right jobs that they should be Do they have too much work on their plate? Should you shift some work around and balance out your schedule? Bottom right, videos and instructions that can be used to give, what is the PM routine to fix this piece of equipment, or to maintain this piece of equipment, or to run through a safety check, or a quality check to have good instructions. And upper right, it's not just your desktop. This needs to be in your hands wherever you go, throughout your facilities, throughout your plants, and even if you're on the road, you have everything available real time with how your team is operating. Star parts is a key component. What parts do you need to order? Where are they stored? Do you order them from multiple locations? Do you store them in multiple locations? What are the quantities on hand? I'm not I'm using the mobile device up a right hand corner. I don't need to walk across the plan. To find a part that I don't have in stock. If you need to order parts, order those parts. If you're low on parts, especially in these supply chain challenge environments. You may need longer lead times. Make sure that you have everything in order around your spare parts. You cannot control the supply chain directly, but you can have redundant sources of ordering directly in your CMS, You can change those lead times so that you have plenty of times. You're not caught in a stock out, which is a terrible way to extend your downtime should you need that part when you need it? Safety and compliance, and we'll get into some more safety a little bit later. I'm sorry. Lines a little bit later. But have all of your safety programs, your safety data sheets, your lockout tagout procedures, your, JSA Even plant shutdown startups, disaster preparedness, PPNA policies, all right at your fingertips, including when they need to be reviewed. Bottom left, you can have a list of all the certifications that your team needs to have bottom right for an individual teammate What are they certified on? When do they expire to get warnings on this? And in the upper right here, in incidents, incidents are slips and falls. It's like OSHA three hundred related incidents. So within your CMS, because this all is any operations in management? Have all of this directly your fingertips, not only to keep you functioning more safe and compliant, put to show potential audits internal or external, which we'll get in a little bit to a little bit later. And then, of course, we need to take all of this data to drive intelligent decisions. So dashboards with key performance indicators. Upper right, maybe you wanna increase the ratio of preventative to corrected maintenance. So you can set a goal. And you can see real time are you in line with that goal? And if you're not, well, that's an area. Have take a deeper dive. But whether it's reporting, analytics, sources of downtime, all of that data that lives in that CMS is available in a variety of reports and analytics charts grass to help you make smarter decisions. Okay. Next trivia question, what is the name of this official snack or desserts? You know, and I have some cheat sheet answers for some of these, but, I've heard I'll give you some cheat sheets if you wanna, try to guess at what they are, but I've heard the phrase moon pies, marvellos, wagon wheels, whoopie pies. There may be some others that you wanna guess at. But if you wanna type in your answer in this lock here, and again, we'll be able to see these later and see how many of you got it all right. I have no way of doing that real on. In the middle of the presentation. If you wanna take a moment there to type in what you think that official main dessert is. And the answer is whoopie pie. You can get whoopie pies pretty much at every convenience store in country market, in every little town throughout the state of Maine and probably in most places in Northern New England. They're delicious. You can go look them up online to get a recipe. Our main trivia question. Back to our presentation. Industry four point o drives superior operations. So let's start with a very brief history lesson. We are living in the fourth industrial revolution. There have been three before this. The first industrial revolution in, which happened in seventeen eighty four, was all about mechanization, steam, weaving looms, We no longer just used our muscles and beasts of burden to do things. This was a major technology enhanced and created big improvements in how we created things. Industry two point o, the second industrial revolution, which happened in the eighteen seventies, a hundred years, almost ninety to a hundred years later, with mass production aided by electricity in the assembly line. You think Henry Ford's model production line. It's a good example that was more in the early, nineteen hundreds. There were there were some things before that. But that changed every thing. That was a major technology advancement, which really turbocharged manufacturing across all industries The third industrial revolution, automation. Think robots. Computers start coming into play. Electronic and that was in the late nineteen sixties is when that started. Again, major technology changes. Industry four point zero where we are today. It's everything we just talked about, but it's the interconnected nature. It's the ability to use the data and connect everything, our people, our buildings, our vehicles, our assets, our production lines. The internet of things is a key part of that. Technically, the fourth industrial revolution is a combination of technologies. You see them on the bottom of the screen. And three d printing artificial intelligence, blockchain, the internet of things. These are all these highly technical terms that you're like, oh, I don't understand any of this. But You're gonna get to know more and more over time what these things can offer in our operations, including some examples. We'll go through some practical examples. So the internet of things, this concept where our buildings can show us, tell us our buildings, our facilities can show us and tell us when they're not feeling well. We don't we we can't be in our buildings. We can't be around our assets twenty four seven, but sensors and smarter assets can deliver data to do that. Three d printing is another one upper right hand corner. It would be at a point in the in in somewhat in the future where you'd be able to print out spare parts that you need to that you'll no longer have to be at the mercy of the supply chain for for several types of spare parts. Bottom right, that's concept of digital twins. That's the data that can come from our real assets. And you can have a living, breathing digital version of that asset, living in a computer, that you can see maintenance issues well in advance. You can apply design changes and other What if scenarios to catch problems very early? That comes from the data and uses things like artificial intelligence to do this. There are other exciting technologies. The, assisted reality, which is the upper left hand corner, that woman is listening to an bird in her ear. While she sees on a little screen, that's floating in front of her, schematics, PM instructions, while she does work, she may not have the skill sets, but somebody in her ear can talk to her. Augmented in virtual reality. And again, these things are in the future, but you gotta start thinking about them. You gotta start learning about them. In the future, you'll be able to use these augmented reality goggles where instructions float in front of your eyes. Now this will allow for hands free mobile. Again, we're not there yet. We are working in that direction. And one of the great things about, brightly, especially as a Siemens company is you're at the forefront of these technologies. So as they become more readily available and they become more normal everyday use, you will be informed of these types of technologies. Don't feel like you have to understand all of this today. Moving to industry four point o is a journey. There's this concept called the digital maturity model. And if we start in this, bottom area down here, We start in this bottom area down here at computers. We all have computers, and we all are connected because you wouldn't be on this webinar if you weren't. But it's not just you connecting to the internet and to your fellow workers. It's your equipment. It's your vehicles where appropriate. It's your ask sense. It's everything that you need to get maintenance from theoretically should be connected. And that's the direction we need to start working. And we'll talk about practical examples how to do that. That will move to visibility. Visibility is where once you're connected, you could start to see things and start to make real time data driven decisions. That will lead to transparency. That's where you're not only seeing things you're starting to see things that are historically very difficult to to find well in advance. That's that pushing up the p f curve. And catching problems much sooner. That leads to predictability, that whole concept of predictive maintenance, where you're catching problems before they really start to be impactful and the holy grail adaptability, that is the concept of pre scripted maintenance. And that's where and this is this is off in the future. You may see corrections happen before they were even known to happen. That's the holy grail. We are not there. Again, that brightly Siemens relationship, you'll know about these as they come along. Fortunately, most people are still way down here, and you have room to grow, but you gotta start that journey. Again, being on this webinar today and looking at these technologies is a big step in that journey. Artificial intelligence and machine learning, I have a slide on this because there's a lot of press, and it's not always the most flattering press. First off, what is artificial intelligence and machine learning? You hear these phrases all the time. Machine learning, and there's a lot of definitions of it. To me, it's just getting the data, the acquisition of data from wherever it's coming from. You look at your phone and it recognizes you and it opens up. That's just your phone using the camera. Accepting digital pictures of you comparing it against a library and saying, that's that's me. Open up the phone. Same thing with talk to text. That is another example of machine learning. Our industrial manufacturing environments, there is a tremendous amount of data that can be come off your plant floor. And it's doing the same thing. That data, that acquisition of data is gonna be key to driving artificial intelligence. Art Intelligence. Well, we use it all the time. Anybody goes to Netflix and you see why, how does it know what I wanna watch? It knows because it studies you and it knows what you've searched on. It's taking that data, and it's thinking, I guess, like a human and suggesting things. On time in this vehicle, this is another great example. Tremendous amounts of data. In digital twins, more industrial example, is an one example of taking all of that machine learning, all of that data, and using it to come up to decisions that you might not be able to see and then ultimately act on. So AI, yes, there's some negative press on this, but we used in combination with the smart people on this webinar. It's a winning combination of a tool with human decision makers to really help you get ahead of those challenges. And with AI, and robotics, and industry four point zero, people always are worried about, are we gonna lose jobs? And yes, some jobs will change. But for the most part, if you look at all industrial evolutions. Anytime the assembly line came in with a model t, a lot of people did have that some of those jobs were lost, but they would use different ways. Two quick examples. Bottom right hand corner ATMs. When ATMs automatic teller machines, those machines, you get cash out we all I remember when I went to my bank, one time when I was younger and half the tellers were gone replaced with ATM machines. I was like, Oh my gosh. Where are the tellers gonna go? Well, as ATM started to increase, a funny thing happened Teller is actually increased as well. Humans increased. Why? Well, when they were freed up from mundane transactional work, started to be able to do more value producing activities. They were starting to help a customer service, pitching other bank services. And they started to make one, that started to do more and more bank tellers were hired. We're gonna see we're gonna see transformation of maintenance and operations people. Yes. It'll be somewhat different. As you start to look at factories, maybe there are gonna be fewer people standing over the equipment waiting to fix them, and maybe they're gonna be up looking at more source of data indicating potential future problems, making sure we have the right parts ready to spring into action if a predictive work order is needed. So, yes, jobs will change, but you have to be thinking about the future And how can your people work with these new technologies? Cause ultimately, it will create a better environment. For your workers, and then through that transition. Practical example, smart assets, by breitling. This is an IoT, and I I don't really like that phrase IoT, but it's the concept of sensors sensors throughout your facilities are being used that can broadcast data. You can just drop a sensor onto an asset. This is a magnetized sensor. You just plop it down, turn it on, scan it, and that sensor is gonna start broadcasting data into the smart assets platform. That data is gonna be analyzed. As that data finds those potential problems, a vibration is, out of whack. It's gonna generate a work order in asset essentials and ultimately show up directly in your technician's hands in your mobile device. Chines, alerts, and so forth. So that data as it comes in, it monitors, it shows, what the readings are coming off that data. You can see physically in your plant where the sensors are that are out of whack, you can set thresholds, for upper and lower allenries and other intelligence. And ultimately, as those work orders, as those tolerances are out of whack, a work order is gonna be generated. Again, it's gonna show up in that mobile device with instructions, and then it's safety procedures we need to see. And and it it I mean, you talk about, like, twenty four seven three sixty five. So some practical examples of this, by the way, the sensors that are available, there is a wide variety of sensors pressure, temperature, voltage, brightly's smart asset platform there, I think, are more than a thousand, twelve hundred types of sensors that can potentially deliver a wide variety of data to a wide variety of facilities, buildings, assets, and so forth. Some practical examples. This sensor down here is just a simple temperature sensor. You just zip tie it inside an environment and it starts to monitor. Twenty four seven three sixty five. We've all had situations where commercial refrigeration has been off. Maybe in the middle of the night, maybe over a weekend, and you didn't catch it until some damage happened. These are not expensive sensors. You put it in, you start having start generate data. It's going to cache issues before they happen and send those alerts. Another basic example is electrical usage monitor. So we think control panels, but there's a lot of uses. This little hot up sensor. It's a wonderful tool. You can drop it, on any inbound electrical source, and it will measure energy draws, spikes, drops, brown outs, whatever whatever you've kind of programmed it to to monitor. So this can really help mitigate major safety issues control panels and otherwise, but also can indicate challenges along production lines. You have fluctuations and energy draw, not only is potentially very expensive. It also indicates potential maintenance issues, again, generate a work order, have somebody check that, pushing up the p f curve. Another example is pumps. We showed this example before. This is just a simple magnetized, sensor that's measuring vibration. Cavitation can, you know, you can't feel that vibration with your hands. I mean, veterans might say they they can, but I mean, the subtle vibrations very, very early, and then use readily available data to indicate, hey, these are the thresholds that we need to watch for and set up, you know, if we're out of tolerance, create a work order. Again, these are practical simple uses of IoT, brightly smart assets, including these very affordable sensors that can be put in place, even for older assets that have no ability to generate any data. So great practical use. Of industry four point o technology. Best practices compliment lean operations. There are a variety of best practices. Five s, gamble walks, total productive maintenance, six Sigma, Kaizen. There's a ton of them. In general, the goal of these best practices methodology is to really assist you in with lean operations. If you were having maintenance challenges, you really need to look at some of these best practices, in combination with implementing these technologies and rightly's implementation team can really help you with that. I'm just gonna go through two simple examples today to kinda just give you a little teaser, and I I recommend to any of you if you're not familiar with these best practices, You can look them up and look up detailed articles and videos on all of these five s is a really good example. And I think those would be when the food that that are in the food at beverage industry. This is sort of ingrained in your mindset, but I wanna challenge you beyond traditional just production. Five S is simply to move from this for four to and after. I mean, it's this common concept of sort. Take away all the junk you don't need. Set an order. You know, arrange it smartly, shine, clean. You're not gonna be able to figure out where you're having problems over here. You're not gonna see a fluid leak or smell something that might be off. In this, you will hear, standardize. Make this become this is the way we're gonna run this. And sustain it becomes a mindset. Now, I I food and beverage, your regulatory compliance requires you have a lot of the five s mentality. But think beyond just the shop floor. Think about your tool parts. Your tool crips, your spare part locations. And any other aspect of how you manage your operations, including Shop floor with that five S mentality so that you can catch problems in a much easier fashion doing more with less. In Gemba walks, another very simple best practice methodology. Gemba means it's Japanese for the real place or the place where value is created. A lot of these best practices and methodologies originated in the automobile manufacturing in Japan. And have been adopted worldwide. And and, you know, it it's a it's a simplest way. It's taking a walk around your operations and spending time with the real place or the place where value is created. That's what Gemba means. It has a very formal process. You you choose a game you para plan. You make sure the team is aware that this is gonna happen. Not to get them on guard, but so they can participate in the process. And you just follow the standard process. We're not doing gamble walks to find faults or call out employees ever. That's a moral buster. We're not trying to quickly implement changes on the spot. We're not trying to disregard employee input. We're trying to live where the operations happen, and it's a great way to discover where improvements that continuous improvement mindset can happen. Including maintenance and operations improvements, which will ultimately end up back in your CMS. So again, these are two simple, methodology examples, high level teasers, but they are a part of your journey towards more efficient operations. Compliance. This is a biggie. Again, we want to avoid making the news, and we know these are rare but there are all kinds of ways to think about compliance. First off, the food and beverage industry, maybe secondary to life sciences is probably the most regulated industry. You know, ISO nine thousand one, which is a very generic one, but SQL, SASF, FSMA, GMP, GMP, GFSI, and if you're in other parts the world. You have other acronyms. At the heart of all of these quality, customer and team safety solid operations are central teams. If you have problems with any of these, you use that sort of tip of the iceberg metaphor, you are having much deeper problems if you get, challenges in your compliance. Ultimately, it's the stuff down below the tip of the iceberg that you need to fix. And that's what this technology needs best practices can do. If you are able to keep up with good scores with your regulatory compliance, both internal and external, you will vote for boost the morale of the team. And conversely, if you have a challenge with an audit, that can really kind of hurt morale It will help you attract and and more importantly, retain the best talent. And it's it's really it's just required. I mean, you need to show your customers and your prospects You are serious. There is ROI. There are return on investment benefits as well, avoiding costly violations, avoiding insurance, price hikes. Avoiding long term drains on your resources and avoiding losing contracts or hurting business relationships due to the non compliance. So we really need to be serious as we know in this industry, your EAM, your CMS, right? These asset essentials can really help with this. I put in kind of three major buckets. But documentation training and tracking, you know, briefly in documentation, but documentation, you have the ability to anything you're gonna have your people do, you're going to anything your people do has to have good record keeping. You have to know all of your procedures. You have to know detailed step by step instructions, including possibly videos, having all your job safety assessments, your safety data sheets, hazards, P and E. I mean, everything right at your fingertips, not only in your desktop browser, but in your mobile as well. Device as well. Training. Training is always at your fingertips. Video support on how to perform a task. Having detailed step by step instructions, reminding you when you need to look over all of your records, your certifications, your safety programs, your appliance programs, identifying those training gaps, and making sure you have the right trained people for the right jobs. And then tracking. Asset essentials, Bright Leaf CMS logs everything. Anytime anybody makes a change to a record, Having a history of all the work orders, by asset, by facility, by production line, seeing the root cause problems, digital signature your team signing off when they do work. And a smart system with automated alerts and escalation, appropriate workflow, a smart MMS that can adhere to your policies. You do all of this. You have an audit internal or external will go significantly better than you pull out a notebook or a spreadsheet or god forbid none of the above. That's where you have challenges. Having these systems in place can really help you stay ahead and mitigate potential compliance gaps. Last previous question, what is the name of this main springtime traditional food? Yeah. If you've ever been to Maine in late April, May, and early June, you can be driving in the countryside, and you'll see a sign a table on the side of the road often, you know, pay on your own, to pick up bags of these or or little boxes of these on the side of the road, and they are absolutely delicious. I'll give you a little hint if you are a musician and you look at these, the shape of these. I'm sorry. I should have put you on here so you can type it in. You can just take a couple seconds. If you have any idea what that food is, You could please type it in. And I apologize if I'm moving us off this too quickly, but the answer is Fiddleheads. They have other names or that basically a fern once they unroll into the finish fern, you can't eat it then. When you catch them young when they're like this and you can just walk in the woods and pick these things, they are absolutely delicious and very nutritious. So that's another final main trivia question for you guys. Home stretch here. Return on investment. It's an investment into this technology. And it will save you time and it will save you money and ultimately deliver a, a positive return on investment. So we talked about the concept of p f curve down here as you push up this p f curve. Well, if you notice here, if you're catching problems high on the p f curve, and this data comes from a tremendous amount of, rightly customers. We did some analysis on this. One dollar a year, a work order. Sorry. If you catch problems here, this is just a an example. If you catch it late on the p f curve, you catch it down here, that catastrophic failure, past the F and the PF curve, five dollars per work order on average. Five hundred percent increase a fivefold increase. As you push up this p f curve, and even if you can catch it more in this range, it's too Five, two dollars the work order for, for this example. And it's not only your operational expense. It's your CapEx If you catch things way down here, you triple your CapEx expenses. So catching things or not catching them and wait till they fail way down on this end of the spectrum incredibly expensive. Five hundred percent more. You wanna push up the p f curve That's what this technology can do. And when you do the math, it really shows you. Another way to look at this, downtime is expensive. On average, two hundred and sixty thousand dollars per hour. Now, that's across all industries. This is a US number, by the way, and that includes things like automobile manufacturers, where they measure it in the millions of dollars per hour. But if we use a simple example down here, Let's just say we have a, production, simple production line example down here. Our downtimes costing us per hour or ten thousand dollars. Every hour, we're down that we are supposed to be producing, and we can't. That hurts our business and we're measuring it at ten thousand now. And if you can't measure it, that's another reason why you need CMS. Historically, we've had twenty five hours of downtime for this simple example. This downtime is costing us a quarter million dollars a year. Implementing CMS Ritely's asset essentials, smart assets, IoT. If you shave off ten percent, that's gonna save twenty five. It means going from twenty five downtime hours to the twenty two twenty three point five. My math is terrible, but cutting off two and a half hours That is easy. That's gonna cover, well, cover the cost to implement this technology. And these are just rough, rough examples. You communicate with a Brian representative for more specifics. More realistically, cut your downtime in half. You just save yourself one hundred and twenty five grand a year. Or even potentially and that's possible. You get a predictive maintenance posture and you're catching things up here You pay for this technology over and over again, not to mention the smooth operations, the compliance, the safer environment pushing up this PF curve using this technology has absolutely, solid return on investment You just gotta get started and and and and and and find a partner like, right? So to close it out, you cannot control these uncontrollable factors, macro environment, or even specific to the food and beverage industry But you can do the next best thing. You can use CMS EAM to help leaning operate, create a lean operation in to defend against these uncontrollable factors, such as inflation, the hiring market. You will have a better, safer, in improved quality and more efficient operating environment. You will have a more smoothly running and a happier team. You will be a safer environment and have better compliance. You will have more asset and system uptime, including longer life of those assets, you will save money you will hit your budget and ultimately be a more profitable organization. And what I don't say on this slide, which is equally important all day is you need a partner who can help get this information to you. The software, the services to implement it, and to keep you informed and brightly with Siemens as our parent is at the forefront of this technology, but they work with every day, food and beverage manufacturing organizations that may not understand this technology very well. That's what the role is. Simple, easy to use implementation strategies with the right technology will get you these better outcomes. So that brings us to the conclusion of the formal webinar. I see we have looks like about nine or ten minutes or so for any questions that may have come up. So I'll go ahead and and if you if you have questions, please put them in that Q and a area. And and we'll see if we can get to them. In the meantime, I'll just check with, Regina to see if we have, any any questions thus far. Hey, Paula. Thanks. Yeah. I was just going to remind everyone. Please use the Q and A feature at the bottom of your screen to type in a question and we can receive it on this end. We do have a few questions that did come up throughout the webinar. So I'm gonna ask the first one, Paul. The first one talks about when I've approached management in past about getting software. I run into the same obstacle of we don't have the budget or it's too expensive. Do you have any suggestions on how to overcome this barrier to work better with that Yeah. That is a great question. It it it it it comes up all the time. You know, we can't forward the solution or I don't have budget for the solution. And and it's completely understandable. You know, these are challenging times. And I I totally respect that challenge. It is an investment. My recommendation to anybody who wants to go and fight. And often, it is a fight to get the budget. If you come armed with some of the data that I shared with you today, and that's something that, like, this webinar, this this deck, the data, the the slides from here I'm sure can be delivered, show your management, show those finance people, we can't afford not to do this. We got hurt with x hours of downtime last year, or we had a compliance ding because of this issue that cost us x, when you start to look at the cost of not having a solution versus what it costs to implement, And the the hard dollars that you will save more than justified, not to mention all the soft value of the improved operations, the better morale, and so forth. So there are all kinds of use cases, case studies with real data in them that you can come armed with. And that's something that if if if you continue the conversation with brightly, ask your counterpart here, if you're having that challenge, be armed with that information so that you can do that because this is an investment that pays off overwhelmingly and really relatively very, very quick. Good question. Thank you. We do have another one. This is more in terms of, you know, accepting, the new software technology. The question is, Some of our team members have resisted software, and new technology in the past. Do you have any recommendations on how we can get to accept them or steps to help them, take that and accept it to make it overall, you know, a positive change for the team and for the business. Yeah. That's another good question. And, you know, we're kinda seeing, like, I I I I study the whole industrial manufacturing landscape, and there's sort of two camps of users. And I'm one of the older I I am on the older end of the spectrum. It's shaded my hair approves that I've been around decades here. Years ago, technology like CMS, the old school was like, oh, I, you know, I don't wanna use software and Yeah. Those challenges. The younger generation is becoming easier, to implement technology because they grow up with it. So from that standpoint, But whether it's the younger generation or the older generation, I really believe if you're gonna implement you're gonna really implement, technology, don't just cram it into the team. Include the team to participate in an appropriate manner to get their feedback for what are your challenges that you're seeing and let brightly, your account rep representative, show you how these challenges can work for the team, including the nay sayers, on including the nay sayers on, that don't wanna use technology, and let them see it. I've been in so many presentations of technology all, generations of users, you let them see it and you let them see the value, they're gonna accept it a lot more readily. And the converse when they show up to work on a Monday and you say, Hey, we're gonna use our new CMS software, don't do that. Let them be a part of the solution in an appropriate way. And and again, rightly can help manage that those expectations in that process. That seems to be it. Paul, I want to thank you for answering those questions and for a great presentation. I did wanna thank everyone for attending. This concludes our webinar. And we hope you found the presentation useful and learn more about Brightly Assetentials and how it can help promote uptime, and mitigate risks in the in the food and beverage industry. I mean, we're gonna hang it up now, but if you, want to at any point reach out us fill in, a question in the chat or request, to speak with us and we'll be more than happy to go deeper into discussion with you. Thank you again, everyone, and have yourself a great day. Bradley.