24: Using Lean Manufacturing for Optimal Efficiency: - with Kathy Miller and Shannon Karels

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Laurie Highby, Kris Harrington and Erin

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Courtney, three Broads, bringing you stories and strategies,

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exploring manufacturing topics that challenge the status quo

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while laying the foundations for future success.

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Together with special guests, they'll celebrate what's working and unpack what

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is not so you can learn, grow, and succeed.

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You want to learn more about your hosts?

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Make sure to listen to Episode 1.

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You ladies know I've been geeking out about AI?

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Here we go. Sorry.

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The world is finally catching.

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On, right? Yes.

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Okay.

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Chat, chat, GPT.

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Have you dabbled into it? Played with it at all?

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I'm just curious.

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I did the imaging stuff, but I haven't done the text generation stuff yet.

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I did.

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I dabbled

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just before the holidays, and I was addicted for at least three hours because

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I was shocked at how much information I was getting.

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Then I took a break and just recently,

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since I've been back, I started again just to see what it knows.

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And it knows a lot.

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I mean, it's quite shocking how much information it can bring back to you.

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So yes, dabbled, I would say a little bit more than dabbled at this point.

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Yeah. Erin, what's stopping you?

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Mostly was my experience with the image

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generation was that it wasn't free after a while.

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I just didn't want to sign up for yet another thing.

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I feel like it's inevitable that I'll do it.

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I'm not resisting.

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And I hear that they're constantly updating the intelligence.

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So why not wait till it's better? I don't know.

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It's going to be a forever evolution.

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It's always going to be better.

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And I feel like we're right at this...

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I'm going to use the hockey stick analogy

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of like, there's been slow adoption and now there's going to be mega adoption.

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And we're just right at that pivot point. So if.

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You're not in it, you better get in it. Get in it.

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Get familiar, especially in your spot in your world right now.

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It's coming for you. Yeah.

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It was 7 30 in the morning two days ago that I was on.

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And it told me that there was a high

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volume of traffic and to be patient with potential response times.

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And I didn't think it was slow at all.

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But just the fact that it even had that messaging that there were

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a lot of people there right now, I just found that very interesting as well.

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Yeah. All right.

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I'll get off my soapbox.

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Oh, no, I'm

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afraid of jumping in too hard because then they could take us totally off track.

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And I don't want to do that because we have guests today.

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They're amazing. Of course.

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I'm just so excited to have this conversation.

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Today with us, we have Kathy and Shannon, the authors of Steel Toes and Stylettos.

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Is that just the best you have ever heard? Yeah.

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Kathy and Shannon

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share in their book, they share the finer points of a comprehensive change

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process, the challenges, the triumphs, and the real emotion involved

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during the quest for success and their endeavors.

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In the book, they each describe the professional journey from their unique

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perspective and the highlights of an endearing friendship.

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I love it.

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That was formed along the way.

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That is awesome.

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The story will inspire female leaders, everybody that's listening.

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I bet you fellas could get some out of this, too.

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In any organization, showcasing an example

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of high performing women thriving in an intense and fast paced world.

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Kathy and Shannon are role models for

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those juggling, intense, fulfilling careers alongside life's complexities.

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Such as dual career marriages and raising children.

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So excited to have you guys here today to dive in, to learn about your experience.

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And I just want to

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point out that lean manufacturing tends to be one of your really focused areas.

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So we'll be diving into that a little bit today.

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And just welcome.

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Do you guys want to say hi to everybody?

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Hello, everybody.

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We're so excited to be here.

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We're so glad to have you. Welcome.

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We're so happy to have you.

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Okay, let's get down to business here.

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Kathy, this is not on the list of

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questions and I'm going to jump this at you, but I have to ask.

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You have a master's degree in something

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that's called applied positive psychology, which sounds super cool.

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But what is it?

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What is that?

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Yeah, it's so amazing. It's.

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The science of human flourishing.

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Here we are already amazed. Yeah.

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And so this is science and you studied it? It's true.

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Yes. Decades ago, M r.

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D. Seligman, who's known as the father

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of positive psychology and a very renowned global psychologist, decided that

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if we could use psychology to take people who have

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issues, issues with their brain and get them to neutral, why couldn't we study

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what could take people to neutral from neutral to flourishing.

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Or if you're already flourishing, more flourishing.

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Started this whole branch of science,

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and there's decades of research about it now and all the things that you can do

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to really help yourself and others flourish along the way.

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So he actually was one of my professors, and he just turned 80 this year.

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That's awesome. Yeah.

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So it's really an exciting program.

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I just loved it so much.

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Well, that's great. That's inspiring.

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I have a feeling that your openness to those concepts

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has really inspired a lot of the work that you and Shannon did together.

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So why don't you guys tell us, why did you decide to write Steel Toes and Stylettos?

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Go ahead, Shannon.

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Well, there was a few reasons.

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After we had both decided to leave our corporate

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jobs, we were spending some nice quality time together and reminiscing on

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how the three years we spent together, what made it magical?

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What made it successful?

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How did we do what we did?

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Because after that, we had gone on to different roles, taken the same tools, the

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same concepts, and had success in varying degrees.

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And so we kept just reminiscing and

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reflecting on why did it work so well when we were together?

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And we started to just really think about

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the people portion of it and how we engage everybody and how we are who we are.

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And we're a little crazy and fun, sometimes.

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Awesome.

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But we're also serious business people at the same time.

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And so we thought, man, maybe we have a really great story to share.

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And on top of the excellent business

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results we got, I mean, your results speak for themselves all the time.

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And we let our results be our calling card.

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And so we just said, you know what?

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We want to get this out into the world.

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And it is a true story.

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And it does have the nitty gritty of life that goes along with it.

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And there's a lot of lean books out there that are very prescriptive.

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This is what you should do.

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And we just wanted to tell what we did do and how we did it.

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Not as much from a technical standpoint, but more of a storytelling standpoint.

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And then as you mentioned, Aaron, we

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thought we had a very special connection that we created,

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and we wanted to show how women empowering women does exist

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and that it can generate some amazing accomplishments when we uplift each other.

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Can we peel this onion a little bit further about how is Steel Toes and

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Stilettos different from other lean books out there?

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So it's written like a story, and it's a true story.

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It comes from both of our perspectives about the same events.

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I was the general manager running the P&L.

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Shannon was the transformation leader.

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We had sometimes vastly different

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perspectives and opinions on how we should go, and we present both of those.

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It's a business book that reads like a novel as well.

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And you get both perspectives.

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So it's like reading two books in one from

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a leadership standpoint and technical leadership standpoint.

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Oh, I love that. I can see how valuable that would be, not

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just for women, but for everyone to see the different perspectives.

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Yeah. And I just love that you talked about

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the human side of it, how your people and then a transformation.

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It is really the people that are doing the work of any type of transformation.

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I can imagine the

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women empowering women just elevates that to a different level for you as

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two women who got the results that you did through this transformation.

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I'm curious,

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if you were giving advice to other companies who also wanted to go through

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this through a lean transformation, what advice would you give them?

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Well, first of all, they'd have to have a

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solid vision and leaderships who really believed in it.

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If you've got a leader who's halfway in,

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it just doesn't work because there's so many challenges along the way.

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It's so different from how traditional

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manufacturing has run when you're running batches and those sorts of things.

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You've got to have a leader who believes in a solid vision, a lot of structured

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implementation planning, how are we going to put the tools in place, but also

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be very deliberate about how you bring everyone into it, when you bring them into

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it, what tools that you give them, providing

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an atmosphere where they can all feel psychologically safe to contribute.

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Because chances are there are a number

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of people in the business who haven't been asked to contribute.

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They've only been asked to use their hands.

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You're unlocking their hearts

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and their minds at the same time, and they're not used to that.

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There's different skill sets associated in that.

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Leadership has to be visible and on the floor and asking questions

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and supporting the team and really be passionate about where you're going.

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When things don't go well, you just got to treat them as lessons learned.

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When they do go well, you need to

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celebrate success and recognize the people who contributed.

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That's. Right.

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Absolutely. Go ahead.

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I was going to say I'm a big fan of getting the team's insight and

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perspective because then they have more buy in to the change that's happening.

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And that's one of the keys to sustainment.

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People help support the things that they create.

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Absolutely. Right.

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And you know you're really changing the

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culture when you have the people who are using their hands and owning the process

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coming to you with ideas on how to improve it.

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And that's when it starts to get really exciting.

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Yeah.

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It's so interesting because the three of us, Erin, L aury, and I, we have been on

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a digital transformation side with many of the customers that we work with.

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So you on the lean transformation side, any type of transformation

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can really benefit from two of the things I heard you say, having

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a leader with a vision at the top who's involved

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and present with the people, and then use the word deliberate or being very

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intentional about how you engage with the people when you bring them in.

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I love that.

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We were just at a discovery session where

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the president of the company sat there the whole time, was really involved in asking

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his team the questions as well and interested in understanding how it works.

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I think that's so wonderful.

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What advice would you give would

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you give when there is absent that vision from the top?

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Because sometimes these companies do decide to go through

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a little bit of a transformation or some type of change.

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It might not be that transformational.

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I know some people get overwhelmed sometimes by that word.

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But when you don't have the leadership

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or that vision at the top, what type of recommendations

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would you give to a team that still needs to execute through a change?

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I think that it's much more difficult

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if they're trying to change things that aren't supported by the leader.

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But everybody's in the business of continuous improvement, really.

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I think it's important, no matter what you call it, a lean transformation, a digital

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transformation, problem solving, whatever it is that you're being

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tasked to do and paid for, come to it from a point of data and do your homework.

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This is current state.

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If we do this, this is the predicted future state.

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And it's really hard to argue with someone

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who's done their analysis and their homework.

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Where do.

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You think I.

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Was going to say anything you want to add, Shannon?

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Yeah. I think that

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even if you don't have that top leadership support, you still have a sphere of

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influence that you're working with, whether it's just maybe

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it's your peer group, maybe it's people who report to you or team that you're on.

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And as team members, you can still come up with great ideas.

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You can still drive continuous improvement.

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Like you said, it may not be a full transformation, but every change counts.

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Every problem you solve counts.

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And the more people that are doing that, whether it's huge or just in smaller

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buckets, everything like that makes a difference.

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And so you can still

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make changes, regardless of what level of the organization

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you have and what level of organization support you have.

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What have you observed?

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I mean, not to dwell on negative, but in instances I'm sure you've come across

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where people are resistant or leaders are resistant, or maybe even

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people on the floor are resistant, how would you describe

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that resistance, where it comes from, and how can we, as people

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who want to drive change, be empathetic to that and communicate around that?

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What would be the secret?

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The resistance comes from a number of different areas, but one is insecurity

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because people have been successful in their roles.

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They've been shipping products with the methods that they use.

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So they may be insecure about learning something new.

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They may be insecure about losing their jobs.

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And so

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you have to really provide that stability that allows people to try new things.

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And it doesn't happen overnight.

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You have to be very consistent with all of that.

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And sometimes people are unable to make the transition.

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And my philosophy was always to, when I was leading an organization,

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was always to give everybody ample time to learn about it and to get on board.

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But if you had

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one or two people who were really being toxic

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in the direction you have to go, you got to find a new place for them to be.

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It doesn't take many. You know what I mean?

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You don't have to move too many people or other people get on board.

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Yeah.

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There's just a lot of we've always done it this way.

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Then you come in with the next flavor of

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the month, then, like Kathy always says, they're just waiting me out.

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I felt like they're waiting me out, too.

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Every couple of years, especially if you don't have a stable organization, people

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are constantly cycling through with these great new ideas.

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What we were

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coming with, although it's been around for decades, they'd never heard of it.

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And so that resistance comes from a lack of understanding and trust as well.

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And so Kathy and I had to spend a significant amount of time gaining

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trust. And explaining, and like we said, being present and explaining the why.

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And I remember somebody looking at me one

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time and being like, Well, how are you going to do that?

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And I was like, I don't know.

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This is what we want to do.

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I don't know exactly how we're going to do it.

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But I think that we'll all figure it out, and that's where that

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little piece of optimism comes in that we will eventually figure it out together.

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Yeah.

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I love that with the why.

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And then, Shannon, you mentioned the current state versus the future state.

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I took a lean manufacturing course back in Detroit many years ago.

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It's 12 years ago.

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But I remember there being a lot of aha moments for me.

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What were some of the lessons that you

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learned when really implementing lean manufacturing?

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I think one of the biggest ones for me was

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that progress, we use the sentence, progress is not always linear.

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And for those of us who are

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high achievers or always trying to be high achievers, we're expecting

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the line to constantly be going up and your metrics to constantly be improving.

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And it requires a significant

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amount of patience at all levels in the organization

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until things really start to read out fully from a metric standpoint.

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And there's a lot of two steps forward, one step back, and that

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requires a lot of resilience to come back from.

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And so I think that was a big lesson learned for

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me is it's not always straight up the hill.

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And I think.

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Something that was really surprising to me when I was first starting to learn

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about lean manufacturing, lean enterprise, is that sometimes less is more.

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The sales people are always like, We need more inventory.

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We need more inventory. I'm like, We need the right inventory.

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We need it in the right spots.

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It doesn't necessarily mean more.

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The same was with people who weren't being productive.

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I never advocate doing a lean transformation and letting people go.

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Never. That's a no starter for me.

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But using the people that you free up for

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growth or to help more with continuous improvement.

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But what you find is if you have a lot of

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people who aren't productive, they're interrupting the people who are.

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You do better sometimes with less for

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trucks that are being used as personal industrial vehicles.

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All these things where we always want

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more, more, more, more to do better, a lot of them are just honestly

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moving waste around that the customer doesn't want to pay for.

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To me at first, that was very counterintuitive,

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but I found it to be true in every single transformation I've been involved with.

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Less is more. Progress is not always linear.

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The right less. You got to have the right less.

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That's right. Progress isn't always linear.

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I love that. Both of those.

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I wrote that down.

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I got to tell my team that.

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And celebrate the wins and learn from the failures.

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Right? Those are the key.

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I think it's a good time to get the switch

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to what I love is that I just learned that.

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So I'm going to throw it to Erin and finish this sentence.

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Erin, what did you just learn.

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Today or recently?

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I'm really stuck in the head space of just having taken my daughter to the dentist.

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And so while I cannot tell you a lot of

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details about what it takes to be a dentist and do dentistry, I can tell

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you that I did learn that a kind dentist goes a long ways

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towards getting things done in a tiny child's mouth.

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Yes.

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And it is not easy for a mom to watch all that going on.

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Not a big take away, but if, hey, any moms

Speaker: 00:21:20

and dads out there, if you got to take your little one to the dentist, just make

Speaker: 00:21:24

sure you got a kind one because it makes a big difference.

Speaker: 00:21:28

Chris, I'm going to pick you next.

Speaker: 00:21:32

What did you just learn?

Speaker: 00:21:34

Well, I was doing some analysis the other day

Speaker: 00:21:38

and I was looking at the number one sites in the world in 2022.

Speaker: 00:21:45

And the number six most traffic, which was like 4.8 billion, was Reddit.

Speaker: 00:21:52

And I never used Reddit.

Speaker: 00:21:55

So I thought I would ask you guys, all of

Speaker: 00:21:59

us here, do you guys do use Reddit frequently?

Speaker: 00:22:02

Are you some of those traffic people?

Speaker: 00:22:05

And what do you use it for?

Speaker: 00:22:06

What should I be using it for?

Speaker: 00:22:10

Yeah.

Speaker: 00:22:11

So I have the app of my phone and I have an account and I get emails

Speaker: 00:22:18

with recommended topics, and I only go to it if the

Speaker: 00:22:22

recommended topic is of something of interest.

Speaker: 00:22:25

Other than that, I don't actively go there just to...

Speaker: 00:22:29

I know some people

Speaker: 00:22:31

are addicted to certain channels on their iPad and they live in that space.

Speaker: 00:22:36

But I know it is a big part

Speaker: 00:22:39

of digital marketing and it can be a strong strategy if used correctly.

Speaker: 00:22:43

Okay. Do you curate your content?

Speaker: 00:22:45

Sorry, Erin.

Speaker: 00:22:46

Go ahead. Do you curate?

Speaker: 00:22:48

What comes to you when you said that. You have to...

Speaker: 00:22:51

Yeah, I've identified things within Reddit that I'm interested in.

Speaker: 00:22:55

And they really pose it as a topic or

Speaker: 00:22:59

just a thread, like, Oh, you might be interested in this.

Speaker: 00:23:03

So sometimes I poke around and other times I'm not worth my time.

Speaker: 00:23:08

So it's like manufacturing a topic and digital topic?

Speaker: 00:23:11

Everything is a topic.

Speaker: 00:23:14

It's all over the place.

Speaker: 00:23:16

It's everything dark and ugly and rainbows and sunshines.

Speaker: 00:23:20

It's a wide spectrum of content.

Speaker: 00:23:22

There isn't a target audience.

Speaker: 00:23:25

Positive psychology.

Speaker: 00:23:27

And what I learned today, I could probably use.

Speaker: 00:23:30

Revit for that.

Speaker: 00:23:31

That's a good example.

Speaker: 00:23:33

You know how I think of it is

Speaker: 00:23:36

the comment section of anything can be gross or annoying.

Speaker: 00:23:40

But it's a comment section that you can really

Speaker: 00:23:45

choose, like, oh, these people know what they're talking about.

Speaker: 00:23:48

They've got something valuable to say.

Speaker: 00:23:50

And then you can contribute

Speaker: 00:23:52

and feel like, oh, I'm somewhere where people actually care about this subject.

Speaker: 00:23:58

So I think of it in that way.

Speaker: 00:24:00

So I like it. I'm a fan.

Speaker: 00:24:02

I think it's there for what you want and not just to show off.

Speaker: 00:24:09

It's not like the other social medias,

Speaker: 00:24:11

which are really braggie pants. Sure. Yeah.

Speaker: 00:24:15

I was surprised.

Speaker: 00:24:17

Number six in the world and I really never used it.

Speaker: 00:24:20

So that was interesting.

Speaker: 00:24:22

How about you, Laurie? Okay.

Speaker: 00:24:26

So I know we wrapped up January

Speaker: 00:24:30

and a lot of people were participating in dry January, and some made some major

Speaker: 00:24:36

life changes and some are super happy that it's over.

Speaker: 00:24:40

You followed you. Come on.

Speaker: 00:24:45

No, you know me.

Speaker: 00:24:48

I always got the data behind it. Okay, okay, okay.

Speaker: 00:24:51

Let's. Hear it.

Speaker: 00:24:52

Let's hear it. Google is really fascinated by this,

Speaker: 00:24:55

and they've said that over the past five years, search volume for the phrase

Speaker: 00:25:01

dry January just continues to increase every single year.

Speaker: 00:25:04

I thought that was really interesting.

Speaker: 00:25:06

And then Google trends, I love playing with this stuff.

Speaker: 00:25:10

So I just went in and typed dry January

Speaker: 00:25:13

and just for the last just this last month to see, what state in the United

Speaker: 00:25:19

States had the highest search volume for phrase, dry January?

Speaker: 00:25:24

So each of you take one stab at it.

Speaker: 00:25:28

What state do you think was the highest state in all of our 50 United States?

Speaker: 00:25:35

California.

Speaker: 00:25:36

New York.

Speaker: 00:25:39

Ohio.

Speaker: 00:25:42

I know the lowest, I bet is Utah. That wasn't my.

Speaker: 00:25:45

Question, though. Okay.

Speaker: 00:25:50

Wisconsin.

Speaker: 00:25:51

Alaska. What?

Speaker: 00:25:53

Yeah. There's not even anybody.

Speaker: 00:25:55

Up there. So what's.

Speaker: 00:25:56

The metric?

Speaker: 00:25:58

No, Alaska had the highest search volume for Dried January just this past year.

Speaker: 00:26:04

That I would like to understand more about that.

Speaker: 00:26:09

Did anybody here do Dried January? No.

Speaker: 00:26:14

No.

Speaker: 00:26:15

I did on the first and the second, and

Speaker: 00:26:17

then I went out with friends on the third, and I was like, Oh, no, we're.

Speaker: 00:26:21

Done with that. I tried.

Speaker: 00:26:26

New Mexico was. The lowest.

Speaker: 00:26:27

New Mexico was the lowest. But I did look up Dried Ret.

Speaker: 00:26:30

I did look up recipes.

Speaker: 00:26:31

That's why I think it's funny because I

Speaker: 00:26:33

was like, Oh, let me do something different on January first.

Speaker: 00:26:36

It was my birthday and we had people over

Speaker: 00:26:38

and I made a dry January cocktail but without alcohol.

Speaker: 00:26:43

But it only lasted till the third.

Speaker: 00:26:47

New Mexico. Was the lowest?

Speaker: 00:26:49

That's my home state, ladies.

Speaker: 00:26:52

And we're not interested in that foolishness.

Speaker: 00:26:54

That's it. That's.

Speaker: 00:26:56

Not interested. That answers the yes.

Speaker: 00:27:00

Okay, enough about me and my drinking habit.

Speaker: 00:27:03

Those of you who are not on the Zoom with

Speaker: 00:27:05

us can't see them sitting in front of my liquor cabinet right now.

Speaker: 00:27:13

Shannon, what did you just learn?

Speaker: 00:27:16

Okay, so staying with the kid theme.

Speaker: 00:27:18

I have learned my son is eight and is in third grade.

Speaker: 00:27:24

And there is a significant amount of drama

Speaker: 00:27:28

that happens at recess with third grade boys.

Speaker: 00:27:32

And I had no idea that this was a thing in life.

Speaker: 00:27:36

And it is like a coaching moment on a daily basis after school.

Speaker: 00:27:41

How was school today?

Speaker: 00:27:42

Well, there was unfair teams again playing football at recess.

Speaker: 00:27:45

The football, recess, and the unfair teams.

Speaker: 00:27:50

I am having the same thing.

Speaker: 00:27:51

I have a third grader and it must be like a national phenomenon.

Speaker: 00:27:56

What is going on with that?

Speaker: 00:27:57

It is so... It's very dramatic.

Speaker: 00:27:59

And it's all consuming.

Speaker: 00:28:04

We're going to get offline and do this.

Speaker: 00:28:06

We're not going to put everybody else through this because I need to know more.

Speaker: 00:28:09

How is it that, yes, it's the same thing.

Speaker: 00:28:13

Okay, thank you. You're welcome.

Speaker: 00:28:15

Kathy?

Speaker: 00:28:17

My husband and I have this thing that we do every year.

Speaker: 00:28:22

We call it power hours.

Speaker: 00:28:24

We set a goal for how many power hours we're going to do in power hours, where

Speaker: 00:28:27

you set your clock for 60 minutes and you do some major

Speaker: 00:28:31

cleaning, sorting, whatever in the house that's beyond your day to day thing.

Speaker: 00:28:36

I just learned in our last power hour, I came across in a bag of cards.

Speaker: 00:28:43

I don't know how this got in there, my kindergarten report card.

Speaker: 00:28:47

What it said was Kathy is able to cut all her shapes and everything.

Speaker: 00:28:53

The kids like her.

Speaker: 00:28:54

She's doing well.

Speaker: 00:28:55

Except when it's time to switch from work

Speaker: 00:28:58

to play time, I can't get her to stop working.

Speaker: 00:29:02

I have just learned that this productivity addiction that I have had

Speaker: 00:29:09

of working millions of hours since for years started in kindergarten.

Speaker: 00:29:17

And what I'm trying to learn now is how stillness helps me savor

Speaker: 00:29:24

and appreciate life's experiences a little bit more and the power of that.

Speaker: 00:29:28

That's real. That's what I'm trying to do.

Speaker: 00:29:31

It's really not. Your fault.

Speaker: 00:29:32

No, it's just you.

Speaker: 00:29:34

You.

Speaker: 00:29:37

Just are productive. You can't help it.

Speaker: 00:29:39

That is so cute.

Speaker: 00:29:42

I just love that.

Speaker: 00:29:43

Yes, I think that's so great.

Speaker: 00:29:47

You don't always want

Speaker: 00:29:48

things to be predetermined by what was going on in your childhood,

Speaker: 00:29:52

but sometimes you find out things, you're like, I guess this is me.

Speaker: 00:29:56

This is real. Yeah, it was fun.

Speaker: 00:29:59

I'm now trying to learn something else in Kathy 2.0 phase of life, and that's to

Speaker: 00:30:04

give myself a little bit of grace to experience some stimulus.

Speaker: 00:30:08

I just want to make a quick comment

Speaker: 00:30:10

because I would be sad if I didn't do this.

Speaker: 00:30:12

The partnership that you two describe with each other, that is so powerful.

Speaker: 00:30:18

And I'm so delighted to hear that you were able to do that in a work environment

Speaker: 00:30:23

and to grow that experience into something bigger for both of you.

Speaker: 00:30:28

But I also imagine that seeing your camaraderie, your trust in one

Speaker: 00:30:33

another, must have been so impactful for the people that you worked with.

Speaker: 00:30:39

And I met somebody recently who also had an

Speaker: 00:30:42

experience like that with a working partner.

Speaker: 00:30:45

And I just think that's good, Carma.

Speaker: 00:30:47

And you guys, thank you for sharing it with us today.

Speaker: 00:30:52

And thank you for sharing with the people

Speaker: 00:30:53

that you helped do something really hard and something new.

Speaker: 00:30:59

And that relationship

Speaker: 00:31:00

that you two have together, that's just a gift for all of us.

Speaker: 00:31:03

So I'm glad that you shared that with us today.

Speaker: 00:31:05

Thank you. Thank you.

Speaker: 00:31:07

We definitely terrish it ourselves. We do.

Speaker: 00:31:10

It's. Great.

Speaker: 00:31:11

Wonderful.

Speaker: 00:31:14

All right, tell us how to find you.

Speaker: 00:31:16

What do we do?

Speaker: 00:31:18

We're looking for you on the internet, probably.

Speaker: 00:31:20

Reddit. You go to our website.

Speaker: 00:31:22

We are at opsisters.

Speaker: 00:31:25

Com, and that's OPSisters.

Speaker: 00:31:29

And you can also find us on LinkedIn, and we are @ Opsisters on LinkedIn as well.

Speaker: 00:31:35

Awesome. Everybody connect.

Speaker: 00:31:37

Well, put all the info in the show notes, without a doubt.

Speaker: 00:31:40

Thank you, Laurie. Cool.

Speaker: 00:31:42

All right. Well, this was a phenomenal conversation.

Speaker: 00:31:45

We went pretty broad on the topics, without a doubt.

Speaker: 00:31:50

And.

Speaker: 00:31:52

Even pre show was really extremely broad, but we didn't hit the really hard button.

Speaker: 00:31:58

Thank goodness. Well, thank you so much.

Speaker: 00:32:03

As Aaron said, fantastic to have you guys on the show.

Speaker: 00:32:07

And thank you to our listeners.

Speaker: 00:32:08

We love hearing from you.

Speaker: 00:32:09

All right, this wraps it up and until next time.

Speaker: 00:32:22

This wraps up today's broadcast.

Speaker: 00:32:25

If you're looking to shake up the status quo at your organization

Speaker: 00:32:28

or just want to connect with these Broads, visit mfgb rdcasts.

Speaker: 00:32:32

Com.

Speaker: 00:32:33

Contact Laurie Hibey for your strategic digital marketing initiatives.

Speaker: 00:32:36

Contact Chris Harrington for OEM and aftermarket digital solutions.

Speaker: 00:32:41

And contact Aaron Courtney for web based

Speaker: 00:32:42

solutions for your complex business problems.

Speaker: 00:32:45

We've got a great offer specifically for our listeners.

Speaker: 00:32:48

You can find more information about the offers and your hosts at MFGBrodcast.