Simplifying Maintenance Strategies with the P-F Curve

Hello, everyone. Welcome to today's webinar, simplifying maintenance strategies with the curve. I am Stephanie. I am on the marketing team for manufacturing. And I wanna go over some housekeeping before we begin with Corey. I wanna remind everyone that this, webinar is being recorded, and it will be available on demand after the webinar. You'll get an email just letting you know it's ready. And then you can use the chat window to let us know if you're having any technical difficulties. And lastly we invite you to participate as much as you want and ask questions view using the q and a chat window. We will answer questions throughout the presentation, so please don't feel like you have to save them for the end. We have periods in the webinar where there's time for questions. Our speaker today is Corey Dickens. He is from the technical support sales team here at Brightly's, software, a Stevens company. Before joining Brightly, he leveraged He's in the US Navy and led the implementation of a cloud based C MMS on LinkedIn. He talks to hundreds of leaders in manufacturing and facility management every year, acting as their trusted adviser for products fit as they navigate the wilderness that is the sales cycle. Now I'm going to go ahead and turn it over to today's presenter. Go ahead, Corey. Thank you, Stephanie. Colin, do I need to start screen share? Are you here? Nope. Corey, you're all good. You can just, go ahead and start clicking through. Okay. Never mind. Now I see the toggle. Cool. So welcome, everyone. Stephanie kinda did my introduction for me, I guess. But excited to have you here today. This is a lot more people than I was expecting. Listen to me talk about maintenance stuff. But thank you for taking the time. Now with that, again, the topic is simplifying maintenance strategies using the curve as a illustration. Why? Well, because Corey Corey used to be a maintainer, and I like using illustrations, and I like making two things make sense together. But with that, the first time I saw a curve, there was a lot of things on the screen that I really didn't know how to break things apart. Right? I didn't know how to subtract things from the view and kinda contextualize it. So that's what I'm hoping to do here for you today is to both look at types of maintenance strategies, talk about what is maintenance, and then also overlay that on a curve and kinda tie it all together. So we're gonna start here with is a poll. And what I'll ask everyone to do is go in and say, hey. Have you ever seen the curve before or the DIPF curve? And if so, also, can you explain it to someone? So if everyone can go in and select one of these three options, get a feel for everyone's experience with the curve. Give everyone a little bit more time. I'm waiting on a few more answers to come in. Everyone noticed this beautiful, brightly, a Siemens company light right here. Shout out Greg Christensen, CMMS radio. I know he's in attendance today, hopefully, unless he's busy helping someone else on their CMMS journey. So we got twenty seven of thirty five answers. I'm giving it just a few more seconds so you can get a few more up there, and then we'll get the we'll look at the results. Hey, Colin. Daniel said he's not seeing anything on the screen to interact with the poll. Hi, Daniel. We're gonna go ahead and, work on that. It doesn't seem to be a universal issue. So we'll see if we can resolve that for you. Well, I got quite a few results here. I'll move on. And boom. Okay. So this is exactly what I expected. You probably haven't seen the curve before. So about seventy three percent of people haven't. Good news is about seventeen percent here. They've seen it. They may not be able to they may not be able to explain it to a, you know, a five year old. Right? Generally, how I look at it. And if ten percent of the people can probably explain it better than I can, but I'm gonna do my best today. So I did just get a chat that a few people are having the issue as well. Alright. So it worked when full screen. So anyone else that may have had that issue with the poll may need to go full screen so they can interact. Yeah. I do wanna confirm that that sorry. I do wanna confirm that that's a solution. If you're struggling with the polls, please make the presentation full screen. Sorry. You get to look at my face on the whole screen, but hopefully you'll survive. Moving on. Alright. So when I do any kind of presentation, webinar, or conference speaking, there's always some things I consider when choosing the presentation. Do you know about the topic you're speaking on before I I really start to make sure I pay attention. So I don't do an introduction here just to hear myself talk. I do it to help kind of let you know who I am, where I come from. So I am Corey. I am a certified maintenance and reliability professional, which is accredited through Society for Maintenance and Reliability's professional, which is a maintenance society. I came across that organization about two and a half years ago, having never known or seen it before. And I asked my boss here. I was like, hey. They're doing their user conference in Raleigh. Can I go? So I did. I met a lot of people I had started interacting and learning from on LinkedIn, specifically Joe Anderson. I don't know if Joe's was able to attend today. He did say he may have to be on the road. Joe is the chief operating officer at ReliabilityX. I learned a lot from Joe just in a few hours of chatting with him. So I saw people with the CMRP label, and I did a little bit of research, found out what it was, and was like, alright. I think I know what I'm talking about, but let me validate it. Right? Same thing with people who go get certifications through IFMA or IAM or, PMAC up in Canada. Same thing. So I took it. I got it about a year ago. And with that, I've been at Brightly for three years. Prior to Brightly, I used our CMMS in a manufacturing environment here in North Carolina. I took a job as the maintenance lead, essentially standing up the first proactive maintenance strategy that company had. And all through my interview process, they said things like we want to implement preventive maintenance. We want better documentation. We want repair versus replace justification. And so I said, I'm I'm your huckleberry. Right? I've done all this in the navy using their antiquated computerized maintenance systems. It was a challenge. I took that challenge. I did that for a little bit. I adopted it, CMMS, and we were moving the moving the needle. So I've been in maintenance between manufacturing and the navy for over twelve years, and then three years here here at Brightly. So I hope that gives a little bit of background that I don't just talk the talk. I think I've walked it before in a similar manner. And specifically, when I came over to Brightly, I didn't necessarily know all the correct terms of things that I knew how to do or the different functions of maintenance management. But being over here on this side and specifically getting my CMRP kinda help connect those dots. And I'm a big proponent of lessons learned. Again, the Navy, we do a lot of after action reports. We're supposed to adopt those after action reports into the next planning cycle for the next exercise or mission we do. I was getting really frustrated with the fact that I never saw them used. Right? We do after action reports. We talked about all the things we didn't do right, and then we would just repeat the same mistakes over and over. We never learned from them. So my goal of today's webinar for you at a high level is to try to connect the dots that I myself have connected after the fact. And how I hope to do that today is to, one, challenge how you how you think about maintenance. The term maintenance. Are we using it correctly? We'll talk about that a little bit later. I also want to help make the curve make sense. Again, there was about twelve percent of people who said they've seen it before, but it they can't articulate what it means or how it how it, the context of which it applies to their business. And for the seventy something percent who had never seen it before, we're gonna introduce you today, And I'm gonna try to start simple and then build upon it to help it make sense. Lastly, I wanna help you get ahead of the curve. And we'll talk about what is the curve, how to do so, what is the manner in which you climb or get ahead of that curve. So, again, the curve, hopefully, it'll make sense. So let's jump into a definition. The definition of maintenance is I paraphrase it, is it refers to a set of processes and practices which aim to ensure the continuous and efficient operation of machinery, equipment, and other types of assets. Ensure the continuous and efficient operation. So this this doesn't denote the fact that we firefight, that we just fix things when they're broke. It's the set of practices we put in place as a business to make sure things work when they're supposed to work in an efficient efficient manner. Now as I show the curve in the next few slides, this next quote is gonna make a little bit more sense. But this is something that I've kind of really dug my heels into. So this quote comes from it's a alteration of a quote by Greg Glassman who used to be the, founder of CrossFit. And Greg Glassman would say, our needs differ by degree, not by kind. And he was talking about fitness. Right? When you approach fitness, the the type of workout you do differs by degree, but you're still exercising essentially. So I think for everyone on this webinar today, maintenance is universal. It's the practices we put in place to ensure continuous and efficient operation. It's the degree at which we approach it, the level to the game or the maturity of our organization that differs. And that differs by degree, not by kind. So we're gonna roll here into failure patterns and distributions. And the reason I bring this up is now that we've defined what is maintenance, maintenance is a function of your business, and it is to mitigate risk. It is to ensure that your equipment operate when needed, and it is to mitigate risk. It is to ensure that your equipment operate when needed and how designed. Maybe a little bit of a wrong context there, but ensure continuous and efficient operation of your equipment. So what is the risk to efficient and continuous operation? Well, it's different failure patterns. It's failure modes and failure analysis of the equipment. So in this graphic on the left, there are four different studies. The first one is the one commissioned by United Airlines United Airlines in nineteen sixty eight, also known as the Rowland and Heap study, which led to the development of reliability centered maintenance practices. This identified six different failure patterns that they could model. Now the first three are related to age of the components in the equipment, and then the last three are just random wear out patterns or not wear out patterns, just random patterns. Now the first study was in nineteen sixty eight, and it assessed that only eleven percent of failures were age related, eighty nine percent were random, which underscores the need for effective maintenance. Our maintenance must address known failure modes in our systems, not just busy work. If we're doing busy work, we're probably introducing more defects into our systems. We'll talk about that more later. The most recent study was by the US Navy submarine force, and it was two thousand one. Now to note on this and some of the footnotes you may not be able to see, submarines and navy ships, they're exposed to a type of corrosion that not many manufacturing or facility assets are exposed to. So they have a little bit more of a percentage toward the wear out phase. They have a lower infant mortality because of the extensive nondestructive testing and bench or the the known mechanisms or known technology that is installed. But even if that in two thousand one, twenty nine percent of failures were age related, still seventy one percent remained random. So, again, let's not just throw our hands up in the air and say, what's the point if it's just gonna randomly break down? No. That's a risk to the business. And maintenance is the function of the business to ensure continuous and efficient operation. And to do so, we must understand the game to be able to play the game. Now the most common asset life cycle or, failure pattern is the bathtub curve. So this one talks about infant mortality in the first stage of the life. There is the useful life of the equipment and then a tail end or wear out phase. Phase. So infant mortality would be things like mainly electrical issues to deal with install or, non compatible equipment being installed together for the first time. The useful life is where the majority of the random failures occur during the useful life of the equipment. And then the wear out is obviously this thing is just it's the failure rate is increasing mean which means mean time between failure is decreasing, which is not a good thing. Now we'll tie both of those we'll tie that together later, but let's look at the maybe complicated curve first. Now because I haven't given this much context, some of you may be looking at this like this. Right? A little Pepe Silva. Right? It looks like a mind map. This is what goes on in Corey's head most of the time when I try to articulate some of these. But it may be a little too much, especially if I haven't given the correct context first. So let's strip it back. So here's a simple curve to start. And this one comes from the Marshall Institute, and it is simply a degrading curve over time. And it identifies where defects enter the system. It then talks about the potential failure point where a defect is in the system, but we may not be able to assess it with our current techniques at this point. And if we don't do anything, the equipment will degrade to the point of functional failure. So the point between p and f is known as the interval. This is the time window in which you have the ability to identify, plan, procure, schedule, execute, and restore the equipment before functional failure and before catastrophic failure. Now what you'll note is on the bottom is a timeline. Now this does not denote you know, this is in days, weeks, months, years. It could be in five seconds. It could materialize over fifteen years. Colin, I see a few people in the chat saying they can't see the slides. We'll keep looking into that. I'm sorry for those who are having any issues. I'll see if we can find a solution. And if we can, I will bring it up at the as soon as possible? So the p and the f interval is the time in which you can intervene. Now depending on your strategy, depends on when you can identify on the curve when to intervene to give you that time to identify, plan, procure, schedule, execute. Now let's talk about those different types of maintenance. Now this is a a simple depiction. Greg Christensen did just say, I did a refresh in that solve it. Sorry that there may be any technical issues. So on this side, we're talking about the different types of maintenance. Now this one is a little bit more mature. My words escape me. But what it's talking about here is there's two major types of maintenance. There's preventive and there's corrective. Some of you would also see this as preventive and reactive. Again, where this is a little bit more mature is in the corrective maintenance bucket. It talks about deferred maintenance, which is what we execute on what we've identified, also your backlog. And the emergency is your reactive work. It's the here and the now. It's the text message or the phone call you may be getting right now that says, you know, the lines at a standstill, go fix it. That's reactive maintenance. Preventive could be time based, you know, time based change out or usage based change out of materials. It could be go do inspections and look to see if you find any defects, risk based, condition based, and also predictive maintenance. And I bring this up because all of the preventive maintenance plus the deferred maintenance utilizes planning and scheduling within your maintenance department to act on this work. Again, you used failure finding or time based maintenance to identify defects in the system. Most do. Right? Especially in the spectrum, which we'll show later. And what you do is you say, okay. We acknowledge and document the fact that there's a defect in the system. We plan the scope of the work. We estimate the hours. We make sure we have the parts or we buy them, and then we schedule the work, and then we correct the defect. We remove the defect from our system. But what you want need to be careful of is that you're not introducing a new defect. So I'm gonna ask a question here before we go to the next one. Do you currently plan and schedule most of your work? While everyone is answering that poll question, I just want to let you know that if you x out of having Corey in, the presentation so Corey being full screen you'll be able to see the slides it seems that maybe some people's computers default to the opposite setting of, what it should have. That's interesting. I'm really sorry if you've been staring at my face this whole time. So we got about half the votes in right now. Again, simply, do you plan and schedule more than fifty percent of your work, or do you not? It's just a pulse check. I don't know who's who. Don't worry. I'm not gonna reach out to you after. Just waiting for a few more votes here. I think we get above about eighty percent, which is about six or seven more votes. I'll probably move on to the results. Few people haven't had any problems. That's good. Still sorry for those who had to stare at my face this whole time. At least I have the beard right now, so it's not as terrible to look at. One or two more votes are in, and I'll move on. Bueller? Bueller? Anybody? Alright. Let's move on here. Let's look at those results. Alright. It's about seventy two percent of people said they do plan and schedule most of their work. About thirty percent of the people said they will not. Yes, Robert. We will be able to provide the the slideshow, after this as well. So now my question is and then this is another conversation. Do you look at planners as both the planning and scheduling aspect? Again, I say that because due to, like, road to reliability, Eric has some good information about what is scheduling and what is planning. Planning is the what and the when. The scheduling is or planning is the what and the how. So your your PM, your job plan, the scheduling is the who and the when. But that's not important for this conversation. I just wanted to do a pulse check. So move on to the next slide here. Maybe? Maybe not? I'm trying to click next on the slide and okay. There it goes. Stephanie, do you see the why I should climb the curve now? Anybody? Anybody? Alright. I'm gonna assume you can. Don't know if you can or not. So on this curve, it's the same one from the Marshall Institute. About now, it's a little less worried about the interval, and it's now talking about these eyes are the inspection points. Your preventive your time based or your failure finding inspection points. And you'll see that point p always pops up in the middle or right after you've done an inspection. Right? So now the importance of preventive maintenance is to do it again, and then now identify that the defect is present in the system. Now this is where I've talked about you need to identify, prioritize, plan, procure, schedule, and execute. And this is where you would then remove the defect from the system before the equipment has degraded from base operating rate or base health to a point of functional failure. But you'll know in this, you can continue operations during this phase of time. So you continue operating. It may not be super efficient, but you can continue to run and minimize impact to the operation while still going through and planning and prioritizing, scheduling, and executing your work. This sure beats waiting until functional failure and then having a exaggerated downtime event. Right? Or let's say it's taken a week to get this material. It's now been a week of downtime. That could impact your business significantly. So what we're doing through the use of different maintenance strategies and planning and scheduling is you're maximizing the use of that available interval to continue running the equipment while being able to still go through plan, prioritize, execute, and schedule your work. That's why you need a client. You need to continue to minimize the downtime to operations and giving yourself enough time to react. Now if this thing will let me hit next and go to the next slide, I'm trying. I promise. Alright. It's jumping now. Alright. I'll give this a second to show up for everyone. Alright. Luke Anderson says, how can I ensure I'm inspecting the right data to catch the failure? It's a good question. I think we'll come back to that in just a little bit. And we're gonna talk about that as a as a way of ensuring that your PMs are addressing failure modes in your system. You're not just doing it for busy work. You're addressing specific failure modes, and you're building a history of different failure modes in the system. And then you're measuring preventive maintenance efficiency or effectiveness, not efficiency, effectiveness. I'm a be very careful with my words. And how you can measure PM effectiveness is, again, of the inspection based PMs that you have, how many defects are you identifying through those preventive maintenance inspections? Now I'm gonna try to draw on this screen. And what I'm gonna do is we talked about the bathtub curve earlier, and I'm gonna utilize this gray bar up here as the base run rate or the base health of my equipment. Now where maintenance comes into play is during the useful life of the asset. And now what I'm gonna do is very poorly depict a curve, a return, and then another one. So this is gonna look like a sawtooth over and over and over throughout the life cycles or the assets history. Right? So, again, back to the curve where it had the different, inspection points, and then we identify defect is in the system, we have a window of time to identify, plan, prioritize, procure, schedule, execute, and restore the equipment. And this will happen over and over and over. So this is how the bathtub curve works with the curve. Again, it's just combining two different illustrations of the life cycle of the asset with also the health of the asset and what the purpose of maintenance is. So, again, the more quickly we can catch a defect here, the quicker the turnaround could be, or this could also identify between here and here. This is time and time is money. So the cost of the repair. The further we let things degrade to the point of functional failure, what you'll also see is there is another curve that comes up which equates to cost, energy waste, and probability of a safety incident. So let's go now it's clicking fast. So let's go back to those types of maintenance. We have preventive maintenance. We have corrective maintenance. Then those have sub maintenance types under those buckets. Most of these utilized to be effective, must utilize a planning and scheduling element in your organization. And now if I combine two different concepts we've talked about, the types of maintenance with the curve, now this graphic makes a lot more sense. Does it not? Now you're able to look at this and say, okay. Corrective maintenance is a spectrum that we live in down here. Preventive maintenance utilizes senses, inspection points, or common change out of, parts or adding of lubricants here. And then condition based maintenance or predictive maintenance moves you further up the curve. Curve. Again, to move into preventive maintenance, you had to start planning and scheduling work in the first place. Now to handle the influx of defects identified by your condition based maintenance or your predictive maintenance program, you must be able to handle those through an effective planning and scheduling function. And the reason you climb the curve is to maximize the use of the interval and to give yourself more time. Now another point I'll make here is maintenance is both offense and defense at the same time. Defects enter the system, and these are the markers of which we can identify that there's a defect present, and we go through our process to remedy, restore, remove the defect from our system. Now the issue is in the navy, I had what's called a twenty five Mike Mike, which is a kind of a medium sized automated weapons mount. And on a weekly basis, we would have to do almost a complete strip down of major components of this this asset to a point where we were a hundred percent introducing more defects than we were potentially ensuring weren't present when we started. So the reason people start adopting or learning about what precision maintenance is through precision installment, precision lubrication, laser alignment is to ensure when we take a piece of equipment offline, let's say we change a pump or change a motor or change out major components, we're ensuring we're not introducing new defects into the system. So we're both making sure we're removing the potential for new defects or removing the defect that is already known as present, also ensuring we're not introducing new ones. Now through that entire bathtub curve window, what you're doing is collecting information about the failure modes of your assets. How do we know it was gonna fail versus were there new failure modes that we introduced? How do we manage those? What are the effects of it? I have a client here at Brightly in manufacturing that I talked to at SMRP. And what we're talking about was they moved from a a run to failure state to a preventive maintenance state. Now they've matured even further getting into condition based and predictive. They were very high on learning about precision maintenance because they're now actually effectively utilizing the reliability window. Right? They have a reliability program. It's in effect. Firmware modes and effects of their assets. They're able to, let's say, a thermoformer. They're able to go back to the OEM, say, hey. We need three new form of form thermoformers procured, and we have enough data to say these certain failure modes are present in this part of the equipment. We need to design a higher reliability or more structural integrity of these components on this equipment. In my mind, that's now become full life cycle asset management. We have the maintenance function. We have the reliability. Now we have enough information to ensure that we're designing the equipment at the reliability rate of which we require for our organization. So that's where the DIPF curve comes in. It has the interval. It talks a little bit about also the installation or recommission is to ensuring you're not entering more defects into the system. And then you're going back to the drawing board with enough data to design for reliability and also design for maintainability. When we do certain maintenance intervals, how like my twenty five mic mic. It was not designed for maintainability. To get to what they told me I needed to do on a weekly basis, I had to remove a lot of components, which increase the probability of me introducing new defects into the system. You want to be as minimally invasive in your preventive maintenance as possible. There are times where you gotta go in and that's fine. But routine weekly inspections should not require full tear down of major components, not if you can help it. So that's the curve. I hope now we've layered on multiple aspects to multiple aspects and some context to help it make sense. Now I got one last poll for you, I promise. I know we've done a few of them so far. It's gonna allow me to take a a drink here, pause, and also, again, just put out another feeler. So a question for you. What can maintenance be if aligned, managed, and effective in your organization? Can it be a risk mitigation function? Can it be a sustainability function? Could it also be called capacity assurance? And can it become a cost saving center, not just a cost center? I wanna hear what you think. Come on now. There's thirty seven people here. I'd like to have thirty seven answers on this. We're about twenty one out of thirty seven now. Give it just a little bit more time. Waiting on a few more answers here. I know I hate to keep you all in suspense. James, you said good idea. I've also heard the term asset operations. Yep. So asset operations is a it's one of growing steam, and they're they look at three concepts. Right? They look at if remain for manufacturing, bridging, maintenance, finance, and operations. Right? Try and get us all on one terminology. And I think maintenance has a a reactive connotation like you said. Again, because people just throw the label maintenance at things. Again, I mentioned Joe Anderson earlier. I'd recommend going back and listening to some of the podcasts he's done specifically with Greg Christensen, CMMS radio, because Joe takes that head on, and that's where I took some of that information from is he challenges people in the words that we use and make sure that we define it appropriately, and we we talk about it more. But I I I like your thoughts there. Thank you for that input. Luke, you might be on to something. Alright. So we're gonna roll on here. I didn't get all the answers, but I got almost thirty answers. This was a trick question. All of them are correct. And we talked about the definition of maintenance. Maintenance is what we do as a business to ensure continuous and efficient operation. If you dissect kind of both of those terms, right, efficient could be both the sustainability thing as well as as cost savings. Right? Are we are we using utilizing our resources effectively? Effective and then efficiency. And then to ensure continuous operation could also be called capacity assurance. Our job in maintenance and manufacturing is to ensure that the assets are running when operations, the main driver of the business, needs it. Now we must work together And then risk mitigation. Again, that's all we're doing. We talked about earlier the different failure patterns. Seventy one percent for submarines could be identified as completely random. That is a seventy one percent risk that the business has to manage. They can't model that. They can't spit it into a computer and says, yep. That's infant mortality. That's wear out. That means today, an operator may introduce a new defect because they wanna hit their number. So we have to have the right tools and the right strategy in place to mitigate that risk to achieve certain sustainability functions, make sure we're utilizing our energy effectively. It's also ensuring capacity for operations while at the same time, if you take your current KPIs of your maintenance department, that's a baseline. And if you continually get better, you are now saving the company money as a normalized performance relative to baseline. You can't benchmark yourself to world class maintenance. You'll always be seen as a cost center then. So we have to take ourselves in our current standpoint as a baseline, create that benchmark, and then normalize our performance relative. I know there's just some big words for some for a maintenance guy, I know. So let's move on here. In summary, maintenance is a function to ensure continuous and efficient operation. I think I've said that a million times. I think it's stuck in my head now. To be effective, you must be utilizing a a you must have a planning and scheduling component. You must plan your work. What are we doing and how are we doing it? How long will it take? What are the tools needed? Do we need access? Can we do it online? Is there a better window of time to do it? Scheduling then goes into, okay. Hey. Operations. I need this line, and who's here? This is who I have available that has the skill set needed to get it done. As I said, maintenance is both an offense and a defense at the same time. Has anyone seen a Top Gun Maverick? I had no idea that, like, beach football thing they were talking about, but he Maverick mentioned it. He was there. So what is this game? It's like two footballs going on at one time. He said it's offense and defense at the same time, just like a dog fight in a in a jet plane is. Well, so is maintenance. Our job is to ensure continuous and efficient operation by identifying defects present, removing those while ensuring we're not introducing new ones. Because chances are you or your people are introducing the defects into your system. Seventy one percent of wear out or seventy one percent of failure patterns are completely random. They're not random. They're they're on humans. Right? I think I've said this before. Someone told me a quote that the factory of the future involves two people, a human and a dog. The human observes the equipment. The dog keeps a human from touching the equipment. The failure mechanisms are, understand the effects of them, understanding the severity and probability through a risk matrix. Asset. We don't. We have to prioritize. And lastly, the whole point of climbing the curve is maximizing the maximizing the use of that interval. And it really the simplest form is give yourself time. Give yourself time to keep running the asset, but be able to correct and restore the asset to efficient operation at its base operating health before the point of functional failure, before ancillary damage, before catastrophic failure, before it poses a significant safety risk to any people in or around it. That's what we're trying to do. So I hope today we we covered and we defined clearly what maintenance is, and I I hope we're gonna talk about it in a new context too. Right? I don't think I can solve the world's problems by doing a a one hour webinar here with thirty of my best friends. But what I do want is for someone to walk away from this thinking about this stuff in a different term and then challenging someone within your organization to think differently as well. I fought the battle at my small textile fight so much, like, natural stigmas that have developed over time. I had to fight so much, like, natural stigmas that have developed over time for people just doing it the good old boy way. Right? I had to fight through that. I had to reeducate and and retool and reframe it in context of which they would understand, and it took time. It's not easy. Not everyone's willing to listen, but we must seek to understand first before we seek to be understood. That was the the goal of today. Now the last thing before I turn it back over to Stephanie, is I wanna ask something from each of you. Now we're gonna follow-up in an email after this thanking you for your attendance today, providing the link to the recording and the slide deck. But I also want two things from you. I ask, one, for you to walk away from this, thinking about this the rest of the day, and putting your business in the context of what we covered. If you have a failure in your business today, plot it on the curve of which it was identified and said, could we have caught it sooner, and how could we have done it? Look at some, one of your PM schedules that populates today. Are we addressing a known failure mode in our system, or are we just keeping people busy to say we we did eight hours of work? So I wanna know, what's one thing you learned from today? And in addition, I think I have just as much to learn from you as hopefully I was able to educate you or enlighten you today about. So I also ask for a piece of feedback from you. Again, James, to your point, the terms, maintenance, asset operations. Provide me one piece of feedback, please. I'm I'm eager to learn from you. I'm eager to improve, and I'm eager to keep the conversation going. So for me over here, that's all I have. I don't know how to end these things. I guess I turn it back over to Stephanie, but I'm also gonna tell you to get back to work. So thank you, everyone. Stephanie, you're on mute. Well, I don't hear you. Maybe that's just me. Stephanie, I don't think they can hear you. Thank you again for attending. And get back to work.