Recipe for Reliability: How Siemens SI and Brightly Transform Food & Beverage Manufacturing

Hello, everyone, and thank you so much for joining our webinar, Recipe for Reliability, How Siemens Smart Infrastructure and Brightly Transform Food and Beverage Manufacturing. Your presenters today are Corey Dickens and Grant Piegler. They're going to discuss how you can unlock the power of digital transformation in food and beverage manufacturing. Together, they'll walk us through proven solutions for boosting operational reliability, reducing unplanned downtime, and achieving regulatory compliance. A few items before we get started. Phone lines will be muted during the session. Please submit your questions in the Q and A feature on your screen at any time during the webinar. We'll have a time at the end to answer questions. If you don't see the ask a question box, you can open it with the question mark icon at the bottom center of your screen. This presentation is being recorded and it's available on demand after the webinar. We'll send an email link to the recording once it's available. It's usually about twenty four hours. Today I'm going to introduce our two speakers. First up is Corey Dickens. He's a technical sales professional from Brightly Software. Corey is an industrial maintenance expert, certified maintenance and reliability professional, and a Navy veteran with over decade of experience leading maintenance operations and implementing asset management strategies. From managing large scale weapon systems in the Navy to increasing production uptime by forty percent, Corey brings a practical no nonsense approach to CMMS and asset lifecycle management. Today, he consults with hundreds of maintenance and facility leaders each year offering real world insights on simplifying maintenance, driving reliability, and making technology work for the people that do the work. Grant Piegler is a national business development manager at Siemens Smart Infrastructure, where he helps industrial organizations adopt innovative technologies and strategies for growth. With more than seven years at Siemens in roles spanning sales engineering, sales operations and business development, he brings a mix of technical expertise and market insight to craft solutions that drive efficiency, resilience and long term customer success. Now I'll pass it over to Corey and Grant to get started. Thank you, Stephanie. Grant, I know we've seen each other a few times today. It's good to see you again and it's good to see everyone here attending. I think we should start off with a poll. Stephanie, do we have that one? There we go. Alright, so I got a question for you. I know it's right after lunch. You may be in a little bit of a food coma. I just need your input here. What is the most critical system in your business, your operation, your facility? It won't take a few minutes. Let's put it in the chat. Not in the chat, in the answer box. Let's see what you think. I think I had an answer, but we'll see. Most critical system. Nothing will work without this one thing if you had to pick one. So we got some answers. There's no right or wrong answer here. My idea is gonna be utilities, power supply. Like, can you run-in your business without power? They say, well, that's why we have redundancies. That's why we have backups and generators. But again, think about anything in your operation. Can you maintain capacity and throughput without power? Again, as someone that has spent a lot of time in the maintenance and reliability world as a maintenance technician, maintenance supervisor, and maintenance manager, primarily military, but also in industrial settings, I tend to focus and, you know, really narrow my view to production assets. The goal of the webinar here is what can Brightly and Siemens do together as one company to bring your entire asset portfolio together? One tech company, one maintenance approach, one value. Now I'm gonna pick on the word reliability here in the title real quick as we talk about the recipe for liability, which means there's a lot of ingredients. Right? The reliability is an outcome. It's what we strive to achieve. Your equipment is built with a probability metric, right, called inherent reliability. And it's can this equipment function for a duration of time under stated conditions, right, by design? So the question is, do you trust your equipment to work when you need it? And if not, you need to look at what you're putting into managing it, how you manage it, and how you extend the life cycle of the asset. The other one is the behavioral traits. This is the fact of Grant and I, when we collaborate, we're very reliable. If I tell you we're gonna do something, we're gonna follow-up and get it done. Right? Ask your question the same thing about your business. Human inputs to equipment are just as important as mechanical things like if you reassemble it properly, doing the lubrication. The ability for your operation to communicate together, facilities, production, warehousing, finance, everyone. It's one team, one fight. Let's move on to some industry challenges facing the end. So I'm gonna take the first one and the last one, Grant, you good with the two middle ones? Perfect. So talking about equipment, uptime is the name of the game. I already just had a client conversation this morning about, hey, we wanna maximize uptime. Okay, means we naturally need to do what? We need to minimize downtime. That's the value of maintenance. If you've read a book called Maintenance Reliability Best Practices third edition by a guy named Ramesh Kulati, who's also known as Reliability Sherpa, he often calls the function of maintenance capacity assurance. Think about in your business. You have another function called quality where there are quality assurance measures, and then there's quality control measurements. So uptime and downtime are the outputs. They're the measurements, right? Maintenance habits, maintenance routines, the precision of which we do these repairs or restoration acts are the assurance factors that mean that the equipment's gonna work when we need it to work. And that has a cascading effect to the food safety, sanitation, and compliance for you to stay on top of things that have that confidence. Excellent. So streamline regulatory compliance, an important factor of any process. We need to be able to ensure that the consumers of our product have faith, have confidence in the things that we're doing. And we know that can be a heavy lift internally. And when those processes aren't in any way automated, when they're not structured in some way, that kind of gives you the speed and efficiency. You can get stuck and hung up on some of those pieces. So when it comes to electronic signatures and records and FDA compliance, ensuring that the consistency of the cold environment in which your product is stored, things such as NFPA 70B, the audit of records of the pieces that make up your facility. These kind of areas that we can give great ability towards enhancing and streamlining that process to make it less of a manual lift and something that you can ensure is being maintained and supported so that you can focus on other problems that arise during the day. Another area we all want to have an impact on, whether it be cost or whether it be sustainable efforts to reduce the energy that we need to do the things that we do. And all that starts with having some sort of digital understanding of what the usage is. That's kind of your baseline fundamental point, which we can support, but there's so many other areas you can go with this. So much more that can be done to start noticing trends, to start putting things in place so that you're able to avoid peak demand charges, as well as finding new creative ways to conserve usage of different resources that your plant needs in areas that you might have assumed, and maybe there's some legacy knowledge of people on-site. But being able to put that in one consistent area of reporting gives great insight and benefit to the participants using those sources and systems. So great. You mean to tell me it's hard to manage what you can't measure? Is that what you're saying? Absolutely. Whether it's your PM schedule compliance or it's the utility bill data. Right. And there's a Department of Energy statistic from years ago that said thirty percent of industrial utility bills are in wasted energy. Right? That energy consumed goes into a waste stream that is not actually utilized to drive product or revenue. Right? It literally goes right out the door. And I can say that is someone who worked in industrial spaces as a maintenance professional, and the big role of doors are open. Right? And we're going in and out, open and close. Right? What could we do to start integrating those systems and better track? First is just the visibility. Now with that being said, data driven operation, that's been a buzzword for years. At the end of the day, in the, at the time and place which we are in industry, which we call industry four point o, some might argue five point o, More data doesn't mean better data. What you actually need is better data tied directly to actions or outcomes. Right? Think about how you use OEE data. Like all these can be very beneficial, both lagging and leading indicators, but it depends on how you define them and then how you use them. And are you always going to be essentially reacting to the outcomes of those numbers or even use those to enable better inputs to drive better behaviors. So in the realm of industry four point o and everything's connected and all these, petabytes of data are accessible and you're being breached that in all these executive dashboards, be selective. Get back to the x's and o's. This plus this equals this, which is gonna drive this. And for manufacturing operations, especially food and beverage, if it doesn't equal increased productivity and increasing revenue, it probably isn't focused. So speaking of inefficiencies, unplanned downtime, you got lost production of revenue. I know if I get to draw that. Oops. The cost of inefficiency. So I'm gonna take the first two, Grant. I think on downtime, we just talked about it. The unplanned downtime is the inverse of your uptime, right? It's a part of the OED calculation. It's the part that maintenance directly controls depending on how we define it. But it results in loss of production, loss production, lack of opportunity. And then it starts driving up your cost per goods sold because now you produce less products, but the same inputs, the same overhead costs to get those to market. Right? What we're actually trying to do is flip that. So you need to be careful what you measure in the behaviors that you, reinforce in your organization. The next is gonna be poor asset visibility, compliance risk. How many of you have done these audits where you're springing in weeks prior to an auditor coming on-site just trying to get the maintenance records together because you don't have it digitally available or organized in a manner or it's not easily accessible. Like, those are all challenges that either way it's your time, and you spend more time behind a desk than you do supervising and, streamlining the work and the value add work that's accomplished on the floor. So let's get you out behind that desk. Yeah. And, you know, a lot of these threads are hitting on the area of manual processes, but there's just nothing more painful than recognizing an inefficiency that could have been solved by some relic of information that wasn't documented. It's so frustrating. I think of all the sorts of different areas in our lives that we might be leaving a sticky note in some way, and just having a a method in which others can glean that information, can find ways to access it in a really simple, coherent way that you can kind of step back and see the forest from the trees, equips us with all sorts of different things that we're able to do. So we want you solving strategic challenges, being able to step forward and proactively plan. I think that's a lot of the narrative of what we're going be talking about is how you get an unfair advantage on the future, things that are going be coming downhill at you so that you can get some semblance of order to meet that chaos that just comes in the realities of process and the realities of the factory. Great. To recap this slide, we're talking about inefficiencies, right? Usually that in a lean process, we start to map that against the downtime, right, which is the eight types of waste. And you start identifying those and do value stream mapping and you start trying to systematically limit those. You need the data, you need the understanding, you need the problem awareness, and you need the education of how to approach those. So again, I always start with we usually say we wanna seek efficiency when really what we mean is we just want better productivity metrics, which those are not the same. Efficiency is the peak end goal. We're doing things the right way the first time optimally that we should be doing. Right? Because there's nothing less efficient than doing things well that shouldn't be done at all. So really understand what you're trying to tackle. Hundred percent. Awesome. Alright. So a little bit about smart infrastructure, some of the background that makes us up. Just setting the stage to those that maybe aren't as familiar with Siemens, we have pieces of our business that are focused on process automation. You think about PLCs and parts that make the process and the factory floor operate. That is one part of Siemens that we call digital industries. There's another part of Siemens that is smart infrastructure, which is really the way I kind of frame it and kind of I think one of the links that brings us together with Brightly is we're talking about the facility. We're talking about the building envelope. We're talking about the things that make up that arena in which process is able to operate. So to your point earlier, Corey, I couldn't agree more. Power is critical. Without that, nothing else is gonna be taking place. Nothing else is gonna be going on. So we love the discussion of redundancy. And I think that lends towards what some of these efficiencies and pieces that we can talk about when we think about customers in food and beverage and what their expectations are for the work that we do. If you happen to operate in the grain and milling space, you know that there is a premium set on resilient power that is really well and robustly designed so that you can keep operating in any condition. And that's an area that we've had a great opportunity to support customers with something we call gas insulated switchgear. If you ever see it in person, they make it in Germany. It's a really cool trip to that factory. But the only reason I bring that up is from that point way down the value chain up until the fire alarm that you could be operating is pieces and parts of what smart infrastructure does. And I think the most important thing, it's it's about helping customers solve the problems they have. There are certain things that you kind of want to be out of sight, out of mind, depending on who you are in a facility. But these are some areas that we can help you optimize production, help you get set up and running early and often on your facility. As we go to the next slide here. Sorry about that. I jumped in as well. You and I are both clicking. You got it. Yeah. All right. So just a little bit about portfolio pieces. I just kind of gleaned the wave tops on it. But at the end of the day, it's really the things that are going to be making your facility able to operate so that you can maintain the line and the product and the process coming off of it. So building automation systems, energy management, the things that go along with making sure that you have power when you need power, that you're being mindful of utility bill management. A lot of these different consulting pieces that kind of come along with the physical hardware that we supply. It could be helping on the electrical services design early in the site. So as far as when would be the right time to engage with teams at Brightly or Smart Infrastructure, we've had great history between ourselves of working on brownfield sites, add to existing, bringing some things up into the digital age that we're going to get to in a few slides from now, as well as new site discovery and design, the classic whiteboarding session that we'll have with customers where they say, if I was trying to design a facility of the future today, what would that be? And I know that sounds to some of us that are closer to finance, that's a really expensive exercise. As a product and company, we're going to throw everything at you. But in reality, we really want to be mindful of what you want from day one and then what you want in the first year and the second year when you can use some of your OpEx to support your decisions you made in CapEx. So a great example is if you want to have a redundancy to your electrical service or you want to have a generator ready power supply to your equipment, we can put a very simple section on to the beginning of your power distribution equipment that is ready to be used in the future when you're ready to put the money and resources into tying into that section with a temporary generator or a permanent generator structure. The same goes if you want to put PV on the roof one day. Having a few of these discussions early so that you're able to kind of outline what your goals are in the future and letting us help you design that from the beginning is a great threat because there's all sorts of parties that are involved in the construction of a facility. And if you have the capital and you're putting the time and resources into doing that project, some are going to really be thinking about just getting you off the ground and get the facility running and meeting the metrics that were agreed upon and then leaving. We want to be there with you in the long game, in the service, in areas that you can get the most out of the facility as you design it. So those are just a few of the pieces here, you know, that that we want to support in obviously these specific disciplines as well. I mean, let's think of the more of a legacy thinking here. Right? It's it's procured, it's installed, it's tested, there's a handover process. Right? Then what do we do? And it's usually no crap moment. We don't have it systematically stored. We don't have a system of record to go back to and find when was it installed, who was the contractor, what was the original documentation. Should even the original engineering, draw lines and engineering of record signed off on some of those. And again, like once it's in operation, once it's a brownfield is usually when Brighton is brought in, but we're coming into a lot more of those greenfield opportunities as this one Siemens because it just makes sense to have that information passed over into a tool. We have our assets listed. We have the recommended PM interface. We have the spare parts. We have the documents. That's what Brightly does. Like, once it goes from the conceptual stage to operational, someone has to take care of it. That's the that's the glue that Brightly brings to this is the operational data. Right? The work management of preventive maintenance, the repairs when they have to occur, the upfits or retrofits. Someone may make the cost decision early on. We're not gonna buy certain building components modular and upgradable, but we have to come back in over all that, and that's an extensive process. But can we leverage data to inform and essentially help build the ROI to finance to have that conversation? Right? Think of one of the largest plastics manufacturers here in the US. They commonly procure new production assets and even build new facilities at times because they go through M and A strategies. They use the work order data from Brightly's asset essentials, the same MS to help design and customize the build specs of the equipment to how they operate. Because what happens, right? If I need a facility component, I'll just see what, one of the name brand companies has, right, and what the lead time is, and I'll make cost decisions based on availability and lead time, right? Versus if we can start looking up and out and start making five, ten years from a CFO perspective, at what point do I get bulk buying power or bulk purchase agreements? Right? What point can I overhaul a bunch of these and actually save money on them? What kind of purchase or protection package can get vaulted in? But, at some point, this has to be turned over to my team, and that's where Brightly comes in. I can say that from a maintenance guy who also did some of the facility stuff. Like, these are different worlds, but they're more alike than, let's say, maintenance and engineering or maintenance and warehousing or inventory. Right? These are very deep domain topics, and Siemens covers a lot of it from the facility, the production side, and the food that sits it together. So specifically food and beverage, again, I talked about the packaging clients. There are some brewery clients that we have synergies with Siemens on. Again, imagine this. Imagine a maintenance team who isn't reliant on humans. Humans are great and they're fantastic, but they're also prone to human errors, or I just have conflicting priorities. So again, what if we start to remove as much of the humans out the initial alarm process as possible? So what Siemens brings to it is, right, the building automation, building management system, Right? Well, guess what? Why does my facilities team have to get a phone call from our plant manager that something's leaking in his office, right, or her office? Why do we have to wait until we're told from something else? Can't these smarter things in this day and age just communicate to us and create a work order and start the process, the workflow we have designated? The answer is yes, and that's what we do together. So that's gonna drive some of the preventive maintenance routines in Brightway Asset Essentials. That's directly gonna affect you in your compliance and the reporting audits. Then think about the repairs and the corrective issues, inventory management. I mean, I can talk to them blue in my face about different organizations I've worked in and what inventory management looked like at first. There's no secret. There's an industry statistic. I think it's from a viable plant in their publication. Thirty to forty percent of a maintenance technician's day is just looking for the right part for a repair. And that's if they keep looking. Right? I had the I had the parts cage. I had the pallets on pallet racks that I had to go pull off and dig through an old hoarder's pile. I had them as a means. I had different hidden stashes all over the place. Again, it comes back to our reliable behaviors. Are we doing things the right way? Are we implementing things like 5S and our ability to sustain that success? Think of Mantri Brewing, right? So they're big proponents of the mobile app just because of the ease of use. Not all CMMSs are created equal. Right? Some are probably more, you know, little more old school and desktop based. That is the blend of the two. We got very good administrative functions on desktop, but then also also a mobile app that I used personally. I found very easy to use. Things like QR codes. So eventually, once I started wrapping and bending my parts, I could print off a QR code, say this is a designated placement for this part. When I need it for a work order repair or preventive, I just need a QR code to tell you how many I took, and that's my pay close. Right? Versus originally, I had a paper pull sheet. That was messy, especially with the same part on the entire page. So let's talk about where Brightly fits. Grant, I want you to start. Where kinda paint the picture of where SI is in this graphic. Yep. So to me, the connection to Brightly is such a, it makes so much sense on the front of the acquisition and it's been a really exciting piece of portfolio to get to partner with because when we think about the interconnect and we think about where smart infrastructure stands, we also get to see pieces of digital industries here, those that are kind of focused on the process. Brightly is embedded in every part of that. But just looking at this graphic, you can kind of see a little bit of the infrastructure that makes up the backbone of the facility and what goes into that. It could be switchboard. It could be motor control centers, which is kind of that arc from smart infrastructure to digital industries in one housing. You have drives. You also have soft starters and things like this. And those are some of the areas where the interconnect takes place. So that digitalization, I think if you are, as we get into maybe more of a legacy facility, one of the best early steps you can take is partnering with Brightly and finding a little bit of the digital thread that they're able to equip you with and more awareness and knowledge of what's going on within your facility. And then there's all sorts of opportunities and dominoes that can fall with that in place. So there's a lot of pieces here that you can really get a rounded out idea of what goes on on a facility and what are things that we can support from the factory itself for the built environment on down to the process. I love it because in my head, again, coming from more of a focused production side in my world, there's a split between, like, facilities and production. Right? You can even add a third component for those who work in utilities or, public infrastructure. Right? Infrastructure, linear assets. Those are all assets. Should the facility is an asset. Everything you see on here is an asset, including our intellectual property of the business. Right? Now we don't manage those. You're not gonna do PMs on those who tune people up when they need it. But, again, physical assets, rotating assets, things of net present value or potential value to you is what Brightly helps operationalize and track to the operational state. Right? You think of it of a timeline, and there are certain touch points that Siemens will have along those lines with hardware and software, and then Brightly fills the other missing gaps. So we've said it early on, you can't manage what you can't measure. Start measuring the right things to drive actions and use that data to inform decisions, and those may be upfits or retrofits and different Siemens DI or SI stuff. It's just one seat, right? Understand this is the entire scope of Siemens here. And if I can help paint the picture a little bit more, let's talk about the power of connection. So Brent, where does Siemens really focus its effort and attention? And what is essentially like if you had two words for, what's the value of positions for clients? Just two words towards the value. I think there's the smart intelligent facility. I think that's huge part of where we try to focus. But every step along that journey of what can make sense, we're there to partner. We talk a lot about the dual pane of glass. So to your point, there can be this kind of conflict between process engineer, facilities maintenance. And when there's an issue, we want to be able to build something for a client where they're able to say, Okay, While my process is ongoing, it is impacted by the environment, and I'm able to at least see a connection point to what's going on in my environment, which being a part of one company as one Siemens is, it's a really cool piece of portfolio where we get to work directly with those making the PLCs and have that integrated piece where our SCADA and our BAS are somewhat communicating in that way, which is a really cool piece. So longer than two word answer there. But those are some of the things I've seen. Yeah, Again, talked about facilities and then production is one hand. And then you talked about, like, the Siemens world and there's IT versus OT. Right? And there's a divide there. And, it seems like Brightly just seems to be bridging that divide between IT and OT. Right? It's a cloud based CMS that connects us in financial decision making about assets, but then also bridges the facilities and production maintenance team, right, and then all the peripherals, there are the gaps that Siemens fills in, right, the smart building, smart production lines, the smart controllers, the existing IT or OT, predominantly the OT technology stack. Right? I gotta I've showed you before. I got a graphic of this industrial technology landscape, and you're like, there's a lot there. Everything on the OT side, pretty much Siemens has, but you don't have to use Siemens. They built in such a way to it's open to pick and choose what is best for you and your need. Right? And that's the beauty of this partnership. Now you mentioned that and we keep saying the one tech company, one Siemens, like that's hard to do. We're what, two, three hundred and twenty thousand employees all over the country, thousand something legal entities. Again, I've been in the Navy, the Navy is roughly about the same size, right? When people see headlines about the Navy, it's just the Navy. It's never, oh, Subcomm or NAVAIR or NAVSEA, right, the different commands within them. Those have two, three star admirals in charge of it. It's the same thing with Siemens. Like, this is an evolving organism. It's a thing that's gonna evolve, but that is the North Star Force is that one tech company, that one seamless approach. A hundred percent. We wanna tie off the power of connection when you talk about it, like, hey, connected, smart. So when you use this graphic, the top banner, the description, diagnostic, predictive, and prescriptive. This gets used a lot in industry four point o terms. Everyone's seeing these kind of like these big consulting companies in their business maturity models, the four, five stages. Me, those are the four stages of data analytics, right? And then I wanted to break down even further to what you and I are talking about. You go from this like very old school analog factory, analog equipment, data silos, pen and paper, right? Now we start digitalizing. This is generally where Brightly starts, right, is where the gateway to digitalization. We're taking things from pen and paper process, digitalizing, getting quick wins. And then from maintenance, now we start to look at production, start to look at OEE, right, and that's the DI side of the house. Same time, business may be doing good, we build a new facility and we now have the data to back it up and say, we wanna build this thing smart and connected, and SI comes in, again, with the power utility, the smart grid, the battery chargers out front. Here at the Wendell facility, which is a SI factory here in North Carolina, right, they just did a big, solar parking area upgrade. Right? They put all these solar panels and it funnels some of the power to that facility. And guess what? They manufacture a lot of the hardware that we've been talking about. Absolutely. Disconnected to digital. Digital doesn't mean you're connected, right? I have a digital watch. It doesn't mean it's connected to my phone. I can turn it on and off as needed. And then again, the output is the smart factory. That's the pie in the sky, the North Star Sooners, where there's kind of a modular approach. Pick what you need and grow over time. Would you agree? A hundred percent. And you just think about what we're really getting towards here towards the top right is that supporting the operator, supporting the facility, supporting people so that they can focus on more strategic challenges and also building on the shared knowledge of what's going on. One thread I haven't tied into, and I should have, is digital industry software as a part of Siemens as well. And that team is has some really cool things when it comes to digital twins, when it comes to product life cycle management, also when it comes to designing and executing on new construction. There's a lot of innovative companies that are getting into building physical things. And if they don't have a foundational knowledge of how to do that, there's usually a large opportunity to kind of, from the beginning of that process of building a site, embed the digital world into the physical world, which can be really cool when you see some of these case studies of optimizing the layout, optimizing the process of where things should be, all these things that are very intuitive. However, it's a lot of pieces to put into one place and to kind of make the best possible decision. So when we think about decisions that are being made, we want you, as any customer of Siemens, to able to make the best possible decisions, to be able to structure things, again, getting an unfair advantage on the year ahead so that your facilities, your process is running in a way that is giving you the best edge and the best benefit for your customer at the end of the day. Yeah. Again, backing up those decisions with data and the right data. If we're going to upgrade our utility system, what is the right fit for us? And let's learn from the lessons of the past. Like in my military background, that's the biggest thing is after action reports. And also, one of the biggest gaps is we didn't actually implement those after actions into continuing events. Right? So we gotta learn our lessons in the past. The reps were doomed to repeat the sentence. Hundred percent. So I'm going to pause right here and I'm going to ask, I want everyone to put in the chat. I forget what I was going to ask that. Stephanie, do you remember? I'm sorry. No. Oh, no. I'm sorry. You have any questions, please use the q and a, start putting your questions in if you have them now. We're getting to the last few slides here, so I want you to go on and start thinking about them, putting the q and a again, and then Grant and I will answer them hopefully on the next slide or two. But we're getting towards the end. So again, I hope you're still with us and no free point has set up. I know this is absolutely everything, but now is the time where we start showing it, Grant. So let's start Yes. Let's show things. So the workflow, right, I'm not gonna do a full process map here, but imagine a world where Siemens has the smart nodes in your infrastructure. The building is a node, the building automation system, the equipment, right, whether it's Siemens branded gear or PLCs or not, there are these peripherals all around us. Now that it's smart and it's connected, now what actions can we drive with that? So think about abnormal energy use. You talked about you talked about, Grant, managing and trying to manage that peak demand, right, so you don't get busted into another utility bracket for the next thirty What actions can that drive for the maintenance team? Because generally, they're they're very high skilled labor force within your building, and they're the ones going to do investigations and recommending corrective actions. And then can you track those and can you prove them to auditors? Because a big thing with these audits is just due diligence as a business that you're actively managing and actively aware and may keep mitigating these risks because those risks in the food and beverage space result in contamination. It results in, infections or others and recalls. And that's a reputation then as much as it is monetary. So what is this, Frank? So this is the BuildingX operations manager platform, an awesome way to kind of track and maintain what's going on within your facility footprint and keep track of where those pieces, to your point, those widgets, what are they showing? What's the readout? What are you getting? And this could be within one facility or it could be across the entire enterprise of your facilities. I wanna call out here, we've talked about how it's connected. Right? So, again, from the building automation platform, getting an alarm that is managed in there and saying, hey. This is worth my attention or not worth my attention, and then pressing a link which takes you and creates it in the asset essentials. Right? So, again, connecting a smart building to the people who manage that smart building. And also, you know, I think in some of these things it could be a wow, that sounds like an intense system for us to work with. Some of these engagements, I think about one product we have. It's called SIM 3T, and it's really just a little node that you can mount onto your bus bars within your gear, within your switchboard, and it's going be giving you temperature monitoring. Prior to a product like that, you typically are planning a shutdown. You have an IR reader, and you have to somebody take off the dead front of a piece of electrical equipment, and they're scanning. Many times you're not getting an accurate read because during that shutdown, things aren't running the way they typically would. I think we ran into this in so many different customers and industries. I remember one scenario, it was the summers, it was the schools, and it wasn't accurate because there wasn't actually load on the equipment the way they normally would be. And they missed some overheats that were caused by not having a cable crimped properly and terminated, and that can lead to a really drastic arc incident that can take you out on one line. That sensor alone in that package that could be retrofit into an existing piece of equipment that's not Siemens or you could put it in from the beginning from the factory for cheaper with us. It's not a very heavy lift when you look at the cost of that asset of the electrical distribution. So just another like one of those little examples of what it can actually be, what these little nodes are. And then to your point, Corey, the decisions that you can make with that are pretty excellent. And just knowing that you're getting accurate information that's coming off that device, it's not during a shutdown, it's consistent and you can start to notice trends in the afternoon or wherever that time is that you're pulling more power than other times where you might have a bus bar heating up or something like this that needs to be maintained. So, yeah, just just another little anecdote of what that might look like. And I'll operationalize that. What does that mean? I can't tell you how many times I have fought fault, intermittent fault and issues in systems due to a power supply issue. Right? And again, I am more of a mechanical and hydraulic and a nomadic person, far less electrical. I can do basic electronics. Again, I had a power distribution cabinet right next to me that was four forty, sixty hertz. Right? Again, it had electronic solenoid, so power had to be de energized even to open the cabinet and then it was no no to have it energized while the cabinet's open, right? But again, same thing. I can't tell what isn't working or not because I can't observe it in real time. Now it's not the exact scenario, but again, having that data also feeds into your NFP 70B reporting around equipment inspections and maintenance logs for those electrical systems. Right? And then, okay, so we have a sensor, it collects the temperature. Guess what? We have baseline and set parameters based on design specifications and our load as an organization. I can drive follow on actions from that data. So again, you don't need more data, you need actionable data than the right data. Now I drew on this one, so I wonder if this is gonna hide and it's not. So forgive the little red lasso in the middle. This is an example of an asset essentials work order that shows up on a phone or a desktop for your maintenance team that comes from BuildingX or it comes from Sensi or it comes from Ops Center or it comes from these other complimentary systems, OT technologies or smart building technologies from Siemens. This one specifically gives prescriptive recommendations based on historical findings. Guess where those historical findings are found? In previous work order data. So it becomes the context of these repeat issues and we can use those to drive these better behaviors and cut down on your troubleshooting timeline. So that's the power of connection. That's what one Siemens with Brightly as part of that puzzle bring to you is you get smart building, you get smart equipment, you connect it together, and then ongoing, you manage and maintain it, which drives some of the life cycle decisions you make around critical assets. Awesome. Yeah. So, you know, as you think about where we stand and are there any questions also prior to that? Saw one in the chat. It looked like I guess your question was going to be which of the four stages are we at from Tom? And is that going towards slide ten? I think about the descriptive diagnostic and prescriptive. I think so. Okay. And more precisely to that, would that be where we are as Siemens in our facilities? We talk a lot about we want to drink our own champagne. We want to eat our own dog food in a sense. And I've been able to tour some of these facilities that we have in the United States, such as the one in Wendell, and we definitely are in that. I wouldn't go so far to say we're I think there's always room for improvement, but somewhere in that area between connected and smart is definitely the direction that we're going. And there's a lot of folks that we've been hiring specifically. I think of Grand Prairie, Texas, one of our facilities that are focused on just this and making those improvements and doing some really cool projects within that facility right now. I'm also saying you probably have a version of all four, right? Like, this has been around for different periods of time and they have different purposes within the organization. So again, you also have to think of, like, what's the five or ten year plan for this facility or this business unit? Do we continue investing? That's where like you can't just take a picture in the vacuum. I would say Siemens has what a handful of the lighthouse factories all over the world. So truly the bleeding edge of innovation in that smart factory world where a lot of this is being proven and tested. And then we scale it based on the fit for the application. There's plenty of those connected factories. Panoma, Grand Prairie, some of the ones in Mexico, right? The ones being near short or reshorred into the US. And then there's ones like Wendell that are modernizing more into that digital factory because ten years ago, I don't think Siemens knew they existed, Right? COVID and a bunch of other things hit. They changed what the product line was. I think there was like twenty people at that factory. Again, Wendell if you remember the TV show Lizard Lick Towing, Lizard Lick is right next to Wendell. So it gives you scale of the the little town that it is. But now it's what, three, four hundred employees. They're adding products lines. They're, I think, planning a second building nearby. Like, now they are growing and asset essentials is in there and they're choosing some of their own gear. They're drinking their own champagne. And again, there's this modernization effort for many of the other factories that are in the five, ten year, thirty year business plan for Siemens. So if your question is about what do we do, I think it's a variety of all of them. If you're asking how do you know where you are or which one is the right size for you, there are plenty of educational content out there, and we'll see if we can follow-up with some of that. But, you know, just take a quick assessment. I love the OODA loop from the military, observe the warrior side act. I just take a step back and witness processes. Are they very manual and disjointed and disconnected, or is there opportunity there to start connecting things? Are they digital, they're just not connected? So what is that step in the journey for you? And again, what's cost effective? Yep. I love that. Well, that honestly lends towards kind of the conclusion thought I had to challenge this group is we're approaching the close of this year and we all think about what we want to do starting in a new year. Some of us get really excited. Some of us you know, start, okay. This is gonna be the year of this thing happening. But as you get closer this year and, you know, in these final weeks of, twenty twenty five, what's holding you back from making some of these steps? Obviously, there's that own assessment of kind of where you are in your facility in that journey that we outlined. But if you're hoping to have more data driven decisions, more one day a prescriptive analysis of where things are within your facility footprint? What's that step currently that's holding you back from being able to do more? And could we walk alongside you and help you along that journey? Amazing. Thank you both and thank you to everyone for attending this webinar. This was a fantastic presentation. This concludes the webinar. A reminder that a recording will be sent out in the next twenty four or so hours and then that will come via email with some additional information. Thank you again everyone for your time and we hope you enjoy the rest of your day. Goodbye.