Webinar Transcript
This past February we hosted a webinar focused on all things manufacturing: Plan for Every Part: Manufacturing Webinar. We were joined by industry experts, Steve Silvis and Bob Hollman who shared how planning for every part (PFEP) helps build a data model representing relevant relationships among the elements of your supply chain to ensure goods move at the right quantity and time, to the right location in a timely fashion. If missed sales opportunities, obsolete and congested components, finished goods storage, assembly stops, and too much inventory sound like familiar problems, Alpine’s Plan for Every Part (PFEP) is for you!
Below is an edited transcript of the webinar. If you prefer to watch the webinar, you can do so by clicking here.
Moderator: Michael Wohlwend
Panelist: Steve Silvis, Bob Hollman
Michael Wohlwend: Good afternoon everybody. Thank you so much for your time and attention. I am extremely excited to talk about planning for every part today.
Michael Wohlwend:
Before we begin, I’m going to read our non-disclosure statement. Number one, the information discussed in today’s session represents the views of the individuals and does not constitute legal advice. You should consult with your organization’s leadership and legal counsel. Number two, we are recording today’s call and the recording will be available, as well as the PowerPoint slides, after the recording. We will send the link to all of those that registered and it will point you to our website. Number three, please note, everybody is muted. This is an interactive session so please feel free to use the Q&A or the chat for all questions. As your moderator, I will be reviewing them and answering near real-time.
For those that do not know me, my name is Michael Wohlwend. I’m managing principal with Alpine Supply Chain Solutions. Alpine Solutions is a boutique supply chain consulting company where we take data and decades of experience to help our customers get the most from their supply chain investments.
Michael Wohlwend:
Let’s meet our panelists today. First up is Bob Hollman. Bob is an innovative results-driven operations and engineering management professional, with a strong track record of delivering bottom line results. He has a long history in automotive through Detroit Rock City aerospace, oil and gas and, believe it or not, pet food and commercial feed combined with successful completion of multiple complex projects through his career.
During his 30-plus year career, he’s demonstrated skills leveraging business acumen across diverse cultures. Bob is experienced in the transfer of operations to international low-cost manufacturing sites and a proven record of successfully meeting or exceeding design, quality, cost, product output, customer service and delivery objectives. He himself has done several plans for every part projects.
Michael Wohlwend:
Second is Steve Silvis. Steve is a supply chain leader with 25 years experience developing integrated supply chain solutions and decision support systems. His roles include vice president of engineering for Genco Supply Chain, leading solution design and implementation for warehouse in transportation services, operation management, sales and operations planning, order fulfillment, distribution management, inventory planning AKA plan for every part, as well as plant layout, design, and information systems design.
Steve focuses on the tools and related focus areas such as transportation management, network design and assembly, and plan for every part optimization. These tools have been applied to manage transportation transactions, design network solutions for the Department of Defense, Unilever, Canadian Tire, Kohler, Harley Davidson, Briggs and Stratton, Sargento Cheese, Slimfast, Pillant and school specialties, among others. Let’s jump in.
Michael Wohlwend:
Today our panelists are going to talk about plan for every part, and because our manufacturing pillar also includes capacity planning, supplier sourcing and audits, inbound process, facility layout, finished goods planning, and end-to-end relational modeling, we’ll discuss that too. This is where we’re using technology and tools to optimize the situation and modeling discrete event simulations.
Michael Wohlwend:
We’re going to talk about what is a plan for every part model, by going through a simple example and then building off that example to add some complexity. We’re going to talk about how data and decision modeling will take into account the plan for every part methodology. Then we’ll talk about some sample applications and then as you do a plan for every part, we’ll also show you some other findings. Steve, why don’t you kick us off here and talk a little bit about plan for every part.
Steve Silvis:
Thank you, Michael, and thanks to all of you for joining us. I have a lot of fun doing this and I even got a plug for this. Plan for every part is the right quantity moved and staged in the right manner, at the right time, from and to the right locations, while serving market demands with finished goods. And this spans across the whole supply chain.
Steve Silvis:
Alpine Supply Chain Solutions has its pillars: a manufacturing pillar, strategic planning pillar, system pillar, warehousing pillar and an HR pillar. And manufacturing really spans the entire supply chain, which is why today we’re focusing on plan for every part.
Steve Silvis:
You may be wondering, what does plan for every part do for me? And there are a host of things that come to mind. Plan for every part will have an impact on your product design, like duplicate or substitute products within a product design. There’s also sales forecasting, which is critical in determining how much you’re going to be buying of certain components.
Steve Silvis:
With component sourcing, you have to take origins and quantities, order quantities, and packaging into account. How is the component packaged before it comes to me, and how does it fit into the assembly once I’ve removed it? What about inbound flow, what mode of transportation and how frequent? We’re going to discuss component storage, flow to assembly, and also go into what happens once a component is stored, unpackaged, and put into the plant—how does it flow into assembly, when, and in what quantities?
Steve Silvis:
Then there are sub-assemblies. How much component goes to sub-assembly? How much sub-assembly is in the base before it goes to the final assembly? Then there are considerations with finished good storage because that’s what you’re trying to serve your customer with, and that can vary based on seasons. Some might want to be regionally placed. Others might just want to be centralized. And then there is always customer service to think about. How long do I hold a part? How long is the part available for my product? A lot of these things come up and there’s certainly more that we can dive into as well.
Michael Wohlwend:
Boy, Steve, I was just going to say, it sounds easy. Plan for every part and then you show me all these inputs and how it can impact the plan. So it’s probably a little more complex than the simple phrase, plan for every part, right?
Steve Silvis:
Well thank you, and yes, it probably is but when you embrace it, you can have fun with it. Let me see if I can give that same feel to you all. What I have here is a parts supply chain, a general one starting with the design, and then the five main pillars are: suppliers, receiving, components with staging and storage, assembly, and then finished good staging.
Steve Silvis:
And these five pillars require decisions to be made, like location, lead times, minimum orders, when to unload and transfer, storage types, packaging, scheduling process, and storage. Where do we store it? Where is it in the network? These are things that we have to decide for our parts and, of course, our finished goods as well. We also have to consider movements, from quantity and frequency, to timing and locations. Let’s explore an example.
Michael Wohlwend:
Hey, Steve, can you go back to that real quick? We look at this and think about the parts in your supply chain and there are a lot of moving pieces here. In your experience, which of these is the most important and why?
Steve Silvis:
The quantity, because once you have a product and you know you need it, the important decision to make here is how much of it is necessary. I can give you a fun example that happens almost every time…
Michael Wohlwend:
Please do.
Steve Silvis:
You know when you have the day after a bad sales call or the day after a customer gets shorted, and you get together to discuss and there’s one person dominating that meeting, and they say (with very good intent, because they’re serving the customer, which you need) and they’ll say, “Don’t ever let that run out again.” Now, when you hear that and you’re in the operations and you’re the one that is pulling the parts and ordering everything else, next time you go to order parts or next time you think you maybe should or shouldn’t, you know where you’re going with your indecision. You’re going to order it. Lesson learned.
Michael Wohlwend:
Yeah absolutely. How about you, Bob? Bob, what do you think is the most important and why?
Bob Hollman:
For me, it’s assembly. Steve absolutely nailed it on the quantity side but for me, process is process. You talked about the different industries I was in. All the way from automotive and aerospace to making pet food—everything is a process. So whether you’re using screws, nuts, armatures, brushless motors or wheat, pork, and flavorings, it’s still a process. So, you always have to follow proper steps whenever you’re making whatever product.
Michael Wohlwend:
And for me, it’s timing. We did a project for Harley-Davidson where we combined three of their manufacturing plants into one. And we worked with Synchrion to make sure that we had the product coming in in-line vehicle sequencing. So, basically what we’re saying, is that it’s not an exact science. It’s more of an art. Each manufacturer will have a completely different set of priorities of what’s most important in their supply chain. Very cool. All right, Steve, you were going to go to the next slide and I just wanted to get some perspective on that.
Steve Silvis:
Yeah, very good. Thank you. The simple example is a shovel; it came to mind this week because of all the snow in Milwaukee. A shovel has, in this case, five parts, and it is of one design. For this shovel, this is how it breaks down using the five pillars.
Suppliers: For this example, let’s say we have 5 suppliers.
Receiving: For this example, let’s say we have few doors.
Component Staging/Storage: They are able to process these shovels as they are received.
Assembly: They use a kanban visual to guide how fasteners are utilized with a discrete one-to-one part assembly.
Finished Staging/Storage: They can place the shovels back in racks/pallets to be ready to serve the customer.
So let’s take the one example here. Let’s look at that. What do I do with that?
Steve Silvis:
Let’s just look at that blade. Let’s say that the blade comes eight to a case and a pallet holds 20 cases and a pallet is four by four, six feet high and coincidentally, we use 896 blades in a day for our sales and operations planning. So a truck, which holds 28 pallets, can bring us to five days. Simple enough, I have a shovel I need to build and I have to know how much to order and how often to do it. Will I have to order every five days? I need to order a truckload of 28 pallets two days before I run out…
Michael Wohlwend:
And Steve, if you’re going to have 28 pallets of the same item, you don’t put that in a single deep selective rack. And if you can’t do bulk floor storage three or four high, you’re going to be either looking at some sort of driving rack or push back rack. So, obviously, when you start looking at your facility design and layout, you definitely want to take into account a storage type assessment to identify the ideal size and quantity of all the storage that you need. This is not that example you’re highlighting, but also something to consider.
Steve Silvis:
That’s very well put. Now, I have to present what is available to store these shovels in, so that we can derive the best solution. I can tell you exactly how much space is needed and how much you’re going to store. I can even tell you how often you have to reorder, and then we can start making judgments. Maybe I should order less because the cost of storage is too high, or maybe I can have it in LTL quantities rather than truckload and these things can change. But very basically, I just want to show one simple element of a plan for every part.
Steve Silvis:
So, let’s add some complexity. Let’s say I have 100 designs that I can potentially sell and I have over a thousand suppliers that serve 450 of those components on average per design. Well, already, I’ve got 45 million different design supplier component combinations. But all I have to do is that one process I just did and repeat it continuously, while managing control for it. Now of course, we’re starting to open up the plant. We start to look at how many doors, how it flows, what the demand is, what is the seasonal demand, it may be exploding it, but it’s manageable. It’s all as simple as a shovel and where you’re going to put the pallet.
Steve Silvis:
So, you ask, how could it be simple? Well, it’s relational data and it’s something dear to my heart: decision science, which we like to say is really algorithmic data flow; data flow and decisions. Let’s take this example of the plan for every part and build on it and see what we find in the data. First, I’m going to build up some key data elements and where I show finished goods, components, bill of materials, suppliers, and plant dimensions. Then I’m going to talk about grouping, which is something that really starts in all the projects we do, essentially, the order of events: what is your finished good, what are your components, what’s your bill of materials, your suppliers, your dimensions? And then you get down with the group and you start talking about what groups can be created within the plan.
Steve Silvis:
First, suppliers. I’ll use a database, and yes, IT will need to get involved. With that database you can look at location, quantity, response time, history, minimum order quantities, countries of origin, so forth. And there’s a whole host of data that you’ll have on your suppliers, particularly what supplies they have, what their supply history has been, etc.
Steve Silvis:
Second, components. There are many questions to ask, like which products are current, which ones would you want maintained by a managed vendor, what’s the value of these components, how do they store, are there any temperature requirements, what type of sub-assembly processes do they have to go through? All this data will build a solid foundation on which you can add to as you move through the process.
Steve Silvis:
Third, bill of materials. There needs to be a control for what goes into what. It’s important to dissect every aspect of the materials used at every level and sub-level so you have complete data to build upon, which will help develop that relationship.
Steve Silvis:
Fourth, finished goods. Well, that’s what we sell. We want to know what it is, what is the pricing, where it is going, what material is used, what type of tooling, how many units are produced, what the storage requirements are, and so forth.
Steve Silvis:
Fifth, Sales and operations planning. Well, not everything is uniform, so if we’re going to have a plan for every part, we should know what time interval we expect. Because if I’m not building something until a particular month that goes out a month later, I certainly don’t need that part at that time. So the plan for every part can be very time-based as well.
Steve Silvis:
Then sixth, we have plant groupings to discuss, and this is where the fun begins. This is where the entire group collaborates, people in the plant, in operations, and data analysts all work together to discuss all the options available to the team. This is really where a lot of the process truly begins. You decide on a plan, and put that plan on a board, for all to see and discuss what’s important. This is where the crew decides, as a team, what is needed within the plant to succeed. You haven’t applied any math to it yet, but you have decided, as a team, that math is needed.
Steve Silvis:
I remember, I had a fire station I did one time, in the middle of a plant that had a whole host of wiring control going to it and out of it, and it couldn’t move, it had to stay. I don’t even remember why, but that fire station had to stay. It was about 10 square feet and around 20 feet tall.
Michael Wohlwend:
Those limitations are a big part of this work. When you start to look at laying out a facility or design based on the inspector, it gets tough. Every county has different codes with clear heights, sprinkler systems, electrical, all those things. Sometimes you can’t do what you want to do and you have to work under constraints, right?
Steve Silvis:
Yeah, absolutely. One of the things about working with a team is that it provides everybody a chance to identify and become part of the process. So that when they put something on the board that is important, you quantify it, giving the team an opportunity to understand and participate. And of course, as a practitioner, you need to know all the limitations, because you sure don’t want to be the one that suggests taking the fire station away do you?
Steve Silvis:
So there we are, that’s my process. I talked about building and expanding the base, and that in order to do so, we have to understand the elements that go into it and build relationships before we start to ask questions. It’s simple, we understand the elements that we put into our base, and then we start to ask questions.
In one example, the question was, how much can I store?
Steve Silvis:
In this example, two plants were coming together, and the concern was with whether there would be enough room for the merging of both plants. Where, what, and how much can I store were the main questions. Additional information was needed to answer, about component dimensions, storage specials, the cumulative time-based demand for all those finished goods, the lead times, minimum order quantities, store types and related densities of the product. Not to mention, where is it going to be used in the plant?
Steve Silvis:
And for that matter, there’s the issue of the cost of holding, which impacts the decision on how much to order. It’s important to first gather all the base data to understand all elements of the project, and the relationships between them all. When I’m buying something that is packaged, that has an impact on how I’m going to store it. When I’m purchasing something that’s going to assembly, how I buy and how it arrives has a lot to do with how it’s going to move through the plant—the logistics of it all, as well as the associated cost.
Steve Silvis:
To have a full understanding of the project, I input all the base data I’ve gathered into a user interface so that I can start asking the important questions regarding:
- Component dimensions
- Storage specials
- Cumulative time-based demand for all finished goods by component
- Delivery lead times
- Minimum order quantity
- Quantity by store type and related density
- In-plant point of use
- Cost of holding inventory
This is a sample of some of the user interfaces I have used. It includes finished goods, components, facilities, all of which represents what is going on inside the plant in this particular example. And then we have to make the decision support, which is where we get to the heart of evaluations.
Steve Silvis:
Finished goods have specifications, like sales and operations planning as the distribution of where it’s going. You have a component master, and sub-assemblies to build materials. With placements, you have a variety of groups, like component overrides, when that’s necessary, standard packaging, or country of origin, which leads to lead time buffers that you’re planning for and so forth.
Steve Silvis:
We’re going to put it in the facility, so I didn’t need to know my pallet density, sections throughout my facility. With rack profiles I can present alternatives. We can start presenting alternatives that may work through the use of the algorithms, determining which is more suitable. How much requires store addressing, and of course facility groups, which are essential.
Steve Silvis:
In terms of decision-making, you need to calculate current requirements and assign storage groups to different stores and so forth. That’s what this particular sample is going to focus on. With storage, we need to know pallet density, rec profiles, and store dimensions, which has a specific address. We have to identify all the groups in this plant including every location address. Every square foot of the plant is part of something. It can be an aisle, it can be a rack storage, it can be an assembly plant, the restroom. Every spot in that plant has to be identifiable.
Steve Silvis:
And then I have a rec profile that’s represented. Now, if we feel it’s necessary, we can change the profile. That could be instead of four high, it’s five high, we can change it and have smaller levels and so forth. So all that gets calculated into the algorithm, into the model. And then we go through special considerations. Earlier, I said we had to build the base. We took the bill of materials, suppliers, components, the finished goods and the groupings. Now we’re taking all that to expand into the decision status.
Steve Silvis:
How much do I need on hand? How often does it move? How much does each one take up? Which line would these components be on before and after the evaluation? It’s just as simple as a shovel, where you put the blades, but I’m doing it over and over again. I’m comparing it with other decisions that have already been made.
Michael Wohlwend:
Steve, before we get into that, do you have any examples of being done with a project, and then for some reason, somebody said, “Hey, this isn’t actual or accurate.” What are some lessons learned here?
Steve Silvis:
You’re always dealing with challenges. As I said, earlier, you have to ask about what goes into this. What matters? What has to stay? And people can say, “We need space for that. We need space for this.” And it can go on. In one project I worked on, I told the team, “This is it.” You asked for this much on hand. You ask for this much buffer. And I said to the folks, “This’ll happen if we go down that route.” And of course, some people on the operations side are a little tentative about it, but one particular gentleman, I remember him saying, “I just can’t imagine it’s ever going to happen. I just don’t believe it.”
Steve Silvis:
And within about three months, sure enough, he called me up and he was almost proud to tell me, “We ran out of space.” I said, “Okay. Would you go back to the procurement group and just ask them if maybe they bought more than what was in the design plan?” And the next day he confirmed my suspicion, “Yeah, you’re right. They got a deal on some product. And they overbought.”
Steve Silvis:
What this shows us is that we can have faith in math. In fact, he was able to tell the procurement group, “Hey, if I don’t have space, I know why. You bought too much.” That was a Testament to the calculations we did in our planning phase.
Michael Wohlwend:
A lot of times buyers get a phone call at the end of the month or quarter, and there’s a sale with really low prices on a particular item. If you’ve got the right planning tools and the right numbers, you can say, “I normally buy 500, but because of this special price, I want to buy 1250.” And that’s great, but they aren’t thinking downstream about how it’s going to impact the space within the facility.
Steve Silvis:
Right, and making that purchase could be the right decision, but you need to know that you have to accommodate for it some other manner. And of course, that’s why many people request a buffer area of sorts because “you never know.” In that case, maybe a buffer should have been planned for, to provide extra space.
Steve Silvis:
And that’s what math can tell you, it’s very powerful. For another project, we were combining two plants. And if you look just about dead center off to the right, you can see some blue and you can see some purple. Those are the assembly lines presented. Those are fixed, and there’s a subassembly next to it as well. The first thing we need to do is to name every facet of the plant.
Steve Silvis:
And here’s an expansion of one of the areas that we named. We named SG26, the standup rack. SG44, battery chargers, SG33 more racks, and so forth. Everything has to be identified in the entire plant. All those things are identified and then other needs, which are associated with the flow of parts from supplier inbound to assembly and out, I’ve got them tracked too. And I can tell you where it’s going to fit and how it’s going to move.
Michael Wohlwend:
I’m going to ask Bob for his feedback in a second, but one of the things that I see most often is the location addressing system. Manufacturing, raw materials, wheat goods, or finished goods plants all have a variety of locations within them. Now, with a traditional street address, the mailman knows the street, what building, which apartment, everything necessary to get there. And so one of the issues we usually find within a plant is that the location addressing system isn’t consistent, and it doesn’t go to a specific position within an aisle bay level row. That’s one big lesson that always comes up with plant design and layout.
Bob Hollman:
I would say that having to minimize your flow, one of the things we like to use in examples is a spaghetti diagram. It shows where every component goes from the time that it enters the plant, until it is a finished good and is sent to the shipping dock. And if you can eliminate some of the pathways where the material flows, or reduce pathways, your process is going to be much more efficient.
Michael Wohlwend:
Agreed, agreed. I love it. To be clear, a spaghetti diagram is what you get once a system has been designed and the travel path is shown, including how many times each item moves within the system.
Bob Hollman:
Yes, exactly.
Michael Wohlwend:
Steve, back to you.
Steve Silvis:
I want to emphasize your earlier point about having a location addressing system where everything is identified properly, it’s essential. As overwhelming as It seems, it doesn’t matter, you want to have every part addressed because every part needs a place. And that goes hand in hand with naming everything, it is critical for clarity.
Steve Silvis:
And here it is, if I start up in the upper left-hand corner and go clockwise, there’s some rack storage, some sub-assemblies, and JIT inbound components, as well the boxing location. Then we have a staging area for finished goods, vendor managed inventory, quality inspections, inbound staging, and kanban supplies, with four assembly lines throughout the space. In this example, inbound components are right across the aisle from finished goods.
Steve Silvis:
There’s a spot for everything, with a name, an origin, and part of a group. Everything has a flow. It was set up to flow in that manner. So that’s the shovel, extended thousands of times.
Steve Silvis:
Back to our original question, what, where, and how much can I store? In this particular project, the product design, for instance, came from the VMI people. They had asked, “I’m holding a screw with the same thread and the same head, that’s five sixteens. And another one, that’s a quarter.” And I said, “I know it doesn’t matter because I’ve actually messed up. And the customer has never even noticed it. I’ve given that quarter where they’ve asked for the five sixteens.”
Steve Silvis:
Now what happens is, the vendor then was able to achieve better pricing because they weren’t asking for two different designs. They were able to hold less inventory because now they don’t need to duplicate as much.
Steve Silvis:
Component sourcing is another huge consideration, particularly in supplier negotiations. You can bring data back to your suppliers and explain that the minimum order quantity is driving up the cost of holding within your space. You can ask for a lower minimum quantity, and negotiate. Another aspect of component sourcing is having an alternative domestic supplier. If we’re planning for 80% of the plan, and we don’t know what’s going to happen down the line, we can minimize our risk of obsolescence by bringing in fewer components from overseas and then respond when demand does hit with a domestic supplier.
Steve Silvis:
Minimum order quantities packaging is important. In one case, we had a lot of suppliers that were nearby and so we used returnable packaging that could go right to the line. And that certainly helps with receiving and so forth, with packaging consistent with that of the supplier. Suppliers and carriers will be given a door, and those carrying a component for a certain line will go to a particular door. And that was very successful.
Steve Silvis:
How to move items, and whether items are moved in conjunction with others is also a decision that needs to be made and included in the facility kanban. So we had fasteners in the kanban, and the question came up, “how do we move it?” and “Do we move it with other parts and components as well?” Those questions impacted the design being used to create the flow to assembly. And then the finished goods came as well. The design showed that the plant would not hold the finished goods in peak season.
Steve Silvis:
And it doesn’t need to be there, it’s ready to sell. Where’s it going to be sold? Let’s move it. So we positioned inventory on a seasonal basis, closer to the demand and we were able to serve the demand much better because we decided to move it out until it needs to be replenished from general storage.
Michael Wohlwend:
Steve, what’s interesting is we talked about planning for every part. We did the finished goods. We did the planning, we did the components, we did the breakdown, we did the flow through the facility. But then you think about rationalization, like, if they’re using six or seven different types of ball-bearings, when can they standardize on one? If they can start to think about minimizing the number of suppliers, or consider domestic versus international.
If the global pandemic put a spotlight on anything this past year, it was that getting products from Asia isn’t always possible. So it’s interesting to see how you really need to think about having alternative suppliers and how it’s going to impact your supply chain.
Michael Wohlwend:
But the one here that gets me, is the finished goods storage regional for peak. I once did a really cool project with Miller Brewing Company. We asked if we could take the kegs off the end of the line and put them directly into the truck to eliminate damage and extra material handling. We did an analysis and we said, “Okay, at the end of the manufacturing line, is there a demand for this Miller light or Coors light right now?” Yes or no? If the answer was yes. Then we went to the second question.
Michael Wohlwend:
“Do we have any product in our facility that is older than 10 days?” If the answer was no, we took that keg directly to outbound shipping. If the answer was yes, we put it away into the reserve and then moved it to the pick location when necessary. We were able to take 34% of Miller’s kegs at the end of the line and put them directly into the outbound trailer, which had a huge impact on their storage. Decisions like that allow you to change your process. Bob, I don’t know if you’ve got an example that you can share in these ancillary areas that would be a good “aha” moment for us.
Bob Hollman:
Sure, yes. Pet food is similar, very time-oriented in terms of shelf life. And so, I created an internal Excel sheet to utilize what we had in-house and put green, yellow, and red around using minimum order and max storage quantities, so we were able to know on a weekly basis what we needed to make the next week. If it was red, we made it immediately. We just based it on what was in the plant and, as you said, brought it off the line and put it on a truck, if that was what was required.
Michael Wohlwend:
Absolutely. The world runs on Excel, so it’s okay.
So there we have it. We talked about why we should plan for every part with the help of an example—the shovel. Now you understand all of the things that’s required for one item, and you can apply that information to thousands of items. We also talked about the data in decision modeling, storage type analysis to identify the ideal size and quantity of storing raw materials as well as the finished goods. We discussed process flow and location addressing systems as well as some sample applications.
Michael Wohlwend:
At Alpine, we’ve got a manufacturing best practice assessment and we can help you explore and identify the money needed to make a real impact on your supply chain. We really appreciate your time and attention today. And for my panelists, Bob and Steve, thank you guys so much. Congratulations on launching the manufacturing pillar!
Have a wonderful day. Stay warm and stay healthy everybody.