E19 - Nathan Ruetz - Custom Deco

Custom Deco with Nathan Ruetz

Episode 19: Show Notes

Working in manufacturing requires a lot of problem-solving. This is especially true with the new challenges that industries have been facing globally when it comes to supply chain issues, and the more local obstacles to attracting and hiring new talent. Today on the show we get together with Nathan Ruetz, Director of Manufacturing Operations at Custom Deco, a leading decorator of glassware and ceramic products sold throughout the United States. Tuning you’ll learn all about Nathan’s journey in manufacturing, how he came to work for Custom Deco, and some of the biggest lessons he’s uncovered along the way. He gives a breakdown of their daily operations, from how they mix their inks on-site, to how they deliver the final product at scale to their clients. Next, Nathan shares some of the details on how they are looking to innovate their current processes and the role that regulations and logistics play in these decisions. You’ll also hear Nathan describe the leadership philosophy at Custom Deco, called Servant Leadership, and why he finds it so significant and inspiring. To learn more about this fascinating industry, and some of the ways they are expanding and innovating, make sure you tune in today!

Key Points From This Episode:

• Introducing today’s guest Nathan Ruetz, Director of Manufacturing Operations at Custom Deco.
• How Nathan came to work for Custom Deco and his previous experience in the automotive industry.
• Nathan’s role at Custom Deco and the work they do custom decorating glassware.
• Some of the biggest challenges Nathan’s industry is currently facing, from hiring shortages to supply chain issues.
• Nathan’s advice to new and established members of the manufacturing industry: it’s all about people and finding opportunities to learn.
• The books and resources that have helped Nathan in his manufacturing career, and why keeping your team motivated and inspired is so important.
• The servant leadership philosophy and how it is practiced at Custom Deco.
• The leaders that inspired Nathan in his career and how he aspires to emulate them.
• Why being successful as a leader in manufacturing is all about your team.
• Why aligning expectations is one of Nathan’s biggest daily challenges.
• A breakdown of Custom Deco’s facilities and processes, from the design the customer wants to how they produce the final product at scale.
• How Custom Deco mixes their inks on-site and why they’re currently looking to innovate on their current methods of application.
• Some of the ways Custom Deco is looking to educate their sales teams and customers on the front end.
• The concept of the 2 Second Solution and how it encourages Nathan’s team to be part of the solution.
• How Custom Deco is expanding into other types of printing, like ceramics.
• Why Nathan wants to debunk the myth that there’s a disconnect between the sales and manufacturing teams.
• Nathan’s advice on how to listen to your team and not micromanage too much.
• How and where to connect with Nathan online! 

Tweetables:

“I feel like one of my probably unwritten roles in my current position is trying to be the conduit between the execution on the plant floor, all the way to the sales team in how they're communicating with the customer.” — Nathan Ruetz [0:16:02]

“The philosophy is if you can save two seconds every day over the course of the year it adds up, right? We encourage our team to be part of the solution, that's part of our servant leadership approach” — Nathan Ruetz [0:23:23]

“When your team comes to you with a problem, they may not necessarily be looking for you to solve it, so much as looking for a sounding board. A l

Transcript

EPISODE 19

[INTRODUCTION]

[00:00:02] MH: You’re listening to The Industrial Movement, where we discuss the people, the processes, and the equipment that drives American manufacturing. If this is your first time listening, then thanks for coming. The Industrial Movement podcast is produced every week for your enjoyment, and the show notes can be found at our website at www.theindustrialmovement.com.

Come back often and feel free to add this podcast to your favorite RSS feed or iTunes. You can also follow the show on Twitter @theindustrialmovement, or on our Facebook page. All links to our social media can be found in the show notes, and also at the bottom of our website.

Now, let’s get on to the show.

[EPISODE]

[00:00:40] MH: Hi, folks, welcome back to The Industrial Movement. I’m your show host, Morty Hodge, and with me as always, is my sidekick, Greg Smith.

[00:00:87] GS: Yes. Welcome to the show.

[00:00:50] MH: Today, we have a guest, Nathan Ruetz. He's the Director of Manufacturing Operations at Custom Deco based out of Detroit. Nathan, welcome to The Industrial Movement.

[00:00:59] NR: Thank you. Thanks for having me. I appreciate you taking the time to bring me on here and look forward to it.

[00:01:05] MH: Nathan, tell us a little bit about how you got to where you are now and then a little bit about the company.

[00:01:11] NR: All right. Well, I started my career in manufacturing. Gosh! It's been almost 20 years ago now. I actually started in general labor. I didn't really take the traditional trajectory, like I think some folks have, went through college and whatnot. I did start out in the plant floor and I think that's helped me a lot in my career. I worked out in a state metal stamping to start my career in automotive for a tier one metal stamping supplier up in Belleville, Michigan. I spent a couple of years working in the press room. and then I eventually moved up into more of a technician setup role and eventually supervision. From there, moved to plant manager within a few years and just kind of worked my career.

I spent time at a couple different stamping facilities over the course of a few years, and I ended up taking this position at Custom Deco in Toledo, Ohio about five years ago. It's been phenomenal. It's been definitely a change of pace. I spent the first 15 years or so of my career in automotive, and metal stamping, and to jump into the world of Custom Deco, which we do – we decorate drinking glasses for the bar and brewery markets. Definitely a unique experience so far, but it's been a lot of fun.

[00:02:40] MH: Now, when you say decorate the drinking ware, elaborate on that a little bit.

[00:02:44] NR: We are literally buying drinking glasses from some bigger companies that you might be familiar with. We are screen printing glassware anywhere from 144 pieces up to over 100,000 pieces or more at a time. It's large scale. We're one of the biggest glassware decorators in the United States, North America for that matter. Every day is something new. It’s all make to order for the most part. We do some reorder stuff. We service all the large breweries in the United States as well as a lot of craft breweries and distilleries. Overall, it's very exciting work that we do.

[00:03:29] GS: There's no doubt that Morty and I have partaken in many of those glasses and use through our time.

[00:03:36] MH: Yeah, we drink a lot of beer. We have in the past. You said that the company is part of a larger company. Tell us more about that.

[00:03:45] NR: Yeah. Our parent company is called the Boelter Companies. It's in the food service world. There are three primary divisions of our organization. One is contract, which is essentially designing, building new restaurants for whether it's arenas, elderly care homes, schools, government buildings, and then furnishing and supplying replenishment programs for those facilities. That's really one of the biggest pieces of our organization. Then we have the supply division, which is akin to Gordon Foods or Cisco, we're replenishing for restaurants and supplies. Then the beverage division, which is primarily which my plant supports, is exactly what it sounds like. We support the beverage industry. Big beer accounts, and craft beer distilleries, wineries, et cetera. With one of our primary commodities being glassware, that's one of the primary things that we're selling, as well as a litany of others. But my plant, in particular, we're vertically integrated with Boelter to support the glassware for the Boelter business.

In addition to that, we do have a facility that was located in Vancouver, British Columbia, it produces ceramic, handmade ceramic tap handles for the bar and brewery market. We've recently been working on a project to get our manufacturing all under one roof to build those synergies in our facility. We've spent the past six months relocating that entire operation to Toledo, Ohio. We're just about there to where we're getting ready to ramp up for production in the next couple two to three weeks.

[00:05:36] MH: That will fall under underneath you, right?

[00:05:39] NR: Yes. I currently oversee both operations. Right now, we're in the process of moving that, again, to the one singular location.

[00:05:48] MH: What are some of the biggest challenges that your industry is facing today?

[00:05:52] NR: I think it's the same is, I think what most people are dealing with right now. The labor market is very tight, it's very hard to find enough people to fill the roles that we have open. Especially as we're adding additional jobs here in Toledo, to our plant, it's been very difficult to find people to fill those positions. That's been one of our biggest challenges. The supply chain issues in terms of getting glassware domestically has been an issue. Capacity constraints with domestic suppliers, and then the logistics issues of trying to bring in any materials from overseas to fulfill the capacity issues that we have domestically. Overall, if I had to pick one, it depends on the day, right? Which one is the most pressing concern at the moment? 

I have a phenomenal team that I work with, that has done a lot to help mitigate some of these issues over the past 12 to 18 months. Just every day is a new opportunity to find a solution for some of these challenges that we're faced with now. 

[00:07:03] MH: What advice would you offer to somebody who wanted to follow in your footsteps? Or other manufacturing leaders out there, what advice would you give them?

[00:07:12] NR: For me, the one thing that I've learned over time is you learn it both from the people you look up to, and then the people that you remember that you didn't really look up to. But it's all about people, 100%. Your successes and failures are all built around the people that you surround yourself with and how you support them as a leader. Always taking the opportunity to, you should always be looking to grow your team to build your team, to set them up for success. The more successful they are the more successful you will be. I think, coming up, one of the things that I learned as I progressed through my career was, you don't wait for the opportunity to be handed to you, you seize it, right? You see those learning opportunities. You don't wait for somebody to say, “Hey! Let's go do a training exercise” or “Let's do this.” You look for the opportunities to learn and to train yourself and then take advantage of the other opportunities as they arise to provide more value. Always look for an opportunity to provide more value in your current situation.

[00:08:22] GS: Talk to us about any books, or any resources that helped you along your path.

[00:08:26] NR: One of the ones that I like to use, because I think for me, what I've found is, manufacturing can be tough, especially for the folks out in the play. It gets to be redundant. You got to make it fun and have people understand how they can – any position in the organization can have a huge impact to the bottom line, into the performance and success of the organization. One of the books that we use currently in our current company that has really been helpful is 2 Second Lean. I don't know if you've heard of it, from Paul Akers. I’d highly recommend it. It kind of takes the Five S philosophy and breaks it down into a more fun approach, more usable approach that I think people really connect with. It's a little bit easier to execute on for people who are new, or just getting exposed to these types of philosophies. If you got entry-level folks out on the floor that haven't been exposed to it, it definitely is a unique twist to your traditional Five S training and philosophy. That's a great one.

Then one that I'm actually going through right now with a lot of members of our executive leadership team at corporate, and the owners of the company are actually sitting in on it as well is servant leadership training. That's really our whole company, meaning our corporate offices all the way down to the other divisions. Servant Leadership is a philosophy that we all live by. I mean, you can see, I'm dressed every day to go out and help in the plant in whatever way I can. That's how we all approach it, right? Is, what can we do to build our team? What can we do to help our team in? How do we support them from the servant leadership perspective?

[00:10:14] GS: Who are two of the people that have helped you the most, that have been most influential for you?

[00:10:19] NR: I would list one that I worked with at a company called MTW. He’s no longer with the company, but he was the President and CEO. His name was Todd Deal. The company, it’s a global organization. It’s privately held by a gentleman named Mung Cong of South Korea, but he's got a couple of locations here in Michigan, in the Michigan area. They do primarily hot stamping for the automotive industry, hot stamping, and assembly. Todd Deal was one of the – before I really was exposed to the official trainings and philosophy and language of servant leadership world, I first started seeing it with Todd in his behaviors. What I mean by that is, is very down to earth. He’s the CEO, president of the organization for the North American operations. He'd spend 90% of his time in the plant, with the people, side by side, learning, helping, doing whatever needed to be done. That was inspiring to me.

Again, growing up and looking at other folks that maybe weren't – didn't hold that philosophy. I remember back to, again, when I was out on the floor in those operator positions, or general labor position out in the plant. I remembered the leaders that I looked up to and inspired me in what they did, that were was inspirational to me. I remembered the ones that weren't so much inspirational to me and kind of is what not to do in my career. 

Then, the next one I would say is Rick Boelter, who's actually the owner of our company. He is probably the – you know, if you look up servant leadership in the dictionary right next to Robert Greenleaf, you're going to see another picture of Rick Boelter right there. He's been very inspirational to me as well, and I enjoy the time I've spent with him over the past five years. Just growing more as a leader, and understanding more of the tactical approach in how to apply servant leadership in my day-to-day activities with my team,

[00:12:40] MH: What is your biggest lesson learned and what did you take away from it?

[00:12:44] NR: Again, I don't want to be redundant, but I mean, the biggest thing for me is again, I know I've already said it, but it legitimately is all about people. You’ve got to be able to trust your team. And what I found with that is, you see the cliches, but they're also very. You’re better – I look more for the value in the associate. It’s less to me about skill, and even education as it is about drive, motivation, character, what they bring to the table, their effort that they put in. I guess, the lesson that I've learned over time is, when you choose that skill, and maybe the character is missing, you end up regretting it, right? When you're looking to place candidates, looking to identify candidates on your team, I find more and more that I lean more towards the dedication, the commitment, the character piece than I do towards a specific skill set. Obviously, there's got to be a baseline and some general knowledge to jump into a role. But that's where I promote my team from, that's what I look for in my team. That's the types of people that I try to surround myself with.

[00:14:02] GS: Good stuff. Besides the workforce issue that everyone seems to have these days is, what are some other day-to-day challenges you face in your position?

[00:14:10] NR: Primarily, the day-to-day stuff in my business today is a lot of – and this is more specific to just my industry. I think it can be applied across the board is making sure kind of connecting the dots between the sales team and the manufacturing group, and customer expectation, right? Capabilities versus customer expectation, understanding, gaining that alignment. I remember, there's a poster I've seen, it's the tire swing and you've got the engineer’s perspective, the customer’s perspective, manufacturing's perspective. It's so very true, regardless of what industry you work in is what is that expectation versus what the understanding of the expectation is on the manufacturing side.

It's even more true in my world now where I feel like in the automotive world and the stamping world, you have very specific measurements, parameters, dimensional blueprints. When you're putting a piece of art on glass, it tends to be a little bit subjective in terms of color, and clarity, and registration, and how it looks. Trying to marry that up into a manufacturing perspective and assign some standards and costing to it is probably one of the biggest challenges I have in my current role.

[00:15:36] MH: Nathan, are you saying that salesmen promise more? Is that what I'm hearing?

[00:15:42] NR: Everybody's coming at it from a different perspective, right? Sometimes you got to empathize and put yourself in their shoes, and understand why they're coming from that perspective. It might sound crazy the way they articulate it to you at first. But being able to bridge that gap is I feel like one of my probably unwritten roles in my current position is trying to be the conduit between the execution on the plant floor, all the way to the sales team in how they're communicating with the customer. 

[00:16:16] MH: Yeah, and it's interesting. You're exactly right and I was just joking with you. I’m putting words in your mouth, right? Your sales team is going to listen to this and then come after you. No, I’m just teasing. We actually had a salesman on the show for that exact reason, to get that perspective, because it is different. We all know. In manufacturing, we get it. We know nothing happens until a sale is made. We understand that, but it can be extremely difficult making or delivering on some of the expectations that are put on manufacturing. It's a never-ending battle and we all go about it the best we can. In the end, I feel like most people succeed in delivering on the customer's expectations.

[00:16:55] NR: Sure. Yep, absolutely.

[00:16:57] MH: Very good. Tell us about a typical day at your facility. What are the processes, seed to flower? How does the process work?

[00:17:05] NR: We will get a – it comes in, the orders come in from a variety of different angles. But typically, we'll have a customer. They've got a design that they want, they've got an item that they want to put it on. We're working with them to – on the front end, to build an art proof for them to review based on what they're requesting. Sometimes a lot of these, a lot of our customers, they have their own design teams, and they're sending us the art that they want right out of the gate. Others, they need some support and we're happy to help. We essentially, our team will put a proof together, we'll show the image on the glassware, or the tap handle as requested. Send it out for approval. Once we get approval, we'll get the order into our system. When it hits the production floor, the first thing we're doing is we do a couple of different types of printing. We're either screen printing, or we're doing direct to surface with a digital printer. We will print directly to glass with a digital printer. It's a newer technology that we're moving towards as of late. 

What we do is, once it hits the floor, it's either going to get screens made to print it in, and the ink mixed and produced. We do all that on-site. We color match on-site. We mix our inks on site. Then the inks, the screens will go out to the production line. We've got a variety of different machines that run different ink systems. Some inks are heat-cured, and wax-based and they’re heat-cured, there are ceramic enamel inks and some are UV inks that are cured with UV light. It will go to the machine and we will then produce the product. It will go through an AQL audit on the end of our production line.

Essentially, we are packing it in auditing – based on the size of the order, we'll audit X amounts of pieces out of X amounts of boxes and look for major and minor attributes on those items. Then once it passes the quality inspection, it'll get released to shipping to be sent out the door. We keep almost no finished goods stock. Meaning, the plant, the manufacturing plant. Our corporate offices, they do keep  – we do have a lot of fulfillment customers that we will keep product on-site to fulfill their orders and to help support them in urgent demands and needs. But most of what we do is made to order and most of our inventories are blank material, raw materials.

[00:19:40] GS: I get a follow-up question about the ink and the process because, bar glasses, they're constantly washing these glasses with heat and water. Is there anything special about the paint and different things to stand up to constant heat and water?

[00:19:55] NR: That's funny you bring that up. That's one of the current challenges that we were working towards moving forward is, for a lot of reasons, we're working to get away from the heat-cured, and the ceramic enamels and there are a variety of reasons. There are regulatory concerns. They're very safe things to use, but some of them do contain different products that fall underneath like Prop 65 regulations and whatnot. We're moving away from trying to use those, as those types of regulations continue to expand to more, and more and more states.

Then our UV inks are a lot more – they’re 100% organic inks. We can make any color under the sun. They’re UV cured, so there's real-time results. The ceramic enamels, there's a footprint issue in the plant. When you talk about square foot utilization of the plant space, we've got a 100-foot curing oven that we're using to heat cure. Where UV, it's coming right off the line ready to go. One of the challenges with moving to UV is, there is differences in adhesion compared to ceramics versus UV. The ceramics have glass frit in wax. The pigments is what makes it up. It essentially looks like a melted crayon when it's in the raw form. Then we're mixing these, we're laying them on the glass. When it's fired out, that wax is burning off and the frit is actually burning into the glass and becoming part of the glass itself. It's a lot more durable for scratch resistance, but what we found is that, that ink, that color will eventually fade over time, it leeches out of the glass over a period of time in dishwasher cycles.

UV ink is far more durable in terms of dishwasher testing. However, when it's hot, it's very susceptible to scratching. When I talk about customer expectations, what we've been trying to work on over time is building literature and material to arm our sales team with, to have these discussions with the customer and say, “Look! Here is the types of inks that we offer. Here's their pros and cons.” Depending on your usage, here's what I'd recommend. If you're going to go with that, here's some products that we would also recommend for caring for your glass, right? No different than how you certain products to wash, your clothes to wash. Certain stuff can go high temps, certain stuff has to be dry washed. We're trying to – which is kind of surprisingly so, there's not been a lot of literature conversation about this in our industry. We're trying to work not only with some of our supplier partners, but as well internally with our sales team to get some literature and education out there, so we can have dialogue with our customers on the front end, and choose the product that's going to work best for their application.

[00:23:01] GS: Awesome. What processes or systems do you have in place to help with efficiency and productivity?

[00:23:06] NR: You'll see as part of that 2 Second Lean book, if you look into it, it's something we call two-second improvements. Any employee in our facility can bring to the table a two-second improvement, which is essentially, if you can save two seconds, the philosophy is if you can save two seconds every day over the course of a year. It adds up, right? We encourage our team to be part of the solution, that's part of our servant leadership approach is – or if they bring a problem to us, the first question we ask is, “Well, how would you solve it? What do you think you would do with it?” Because more than likely, they have the answer or have the starting of an answer, and just maybe don't have the resource or access to the resources to execute on it.

We do like to encourage our team, not only that. If they bring an idea to the table, we help them get it to the finish line, whether that's time materials or, “Okay. You have this idea, we’ll pull you off your machine, we’ll reassign somebody to cover you and let you take the lead on getting this to the finish line.” For me, it drives more ownership, a stronger sense of ownership and there's more of a commitment in terms of sustainability. Because it's easy to execute on all these things. The hard part is keeping it going, two, three weeks, two, three months down the road. Not that we don't still always have those challenges, but that's some of what we do. Obviously, we have a lot of metric boards out on the floor. We got different metric boards. One for the plant, and then one in each of our main machines that demonstrate throughput performance, quality performance, and whatnot. Those are the types of tools we use day-to-day. 

Our facility is not under TS or IATF regulations like you would have in terms of like an automotive supplier. I've taken a lot of those tools that I learned from, know, GM supplier quality and whatnot that applied those in this facility. Things like layered process audits, where we've got team, people from different disciplines going to a work area, and auditing it for the safety and quality functions, and housekeeping and just a fresh set of eyes on a different department or a different area to help make sure that we're sustaining the things that we put in place.

[00:25:30] MH: Where do you see your business in the next 10 years?

[00:25:32] NR: In the next 10 years, I think that we are going to continue to expand our print capabilities and the more digital footprint. I think there's going to be a lot more direct-to-machine printing capabilities that we're going to be getting into. We were really big on a – we like our customers to have the option to have somebody on the other line to speak to, so it's not so disconnected. One of the pros and cons of all this technology is, it's great, everything's automated, but at the same time, a lot of times, you just want to be able to pick up the phone, and call and talk to somebody and work through an issue. We pride ourselves on taking that approach with our customer, but at the same token, customer sometimes also want ease of use. 

I think that in the next 10 years, we're going to have a lot more digital capabilities in terms of direct to surface printing, and more kind of lights out manufacturing where the orders come in, go straight to the machine, and there's not so much front end, touchpoints required to get it to the machine. I think that's going to be huge. I think that a lot of what happens in our industry tends to be very cyclical, like with, again, clothing styles come in and out of fashion. It's the same thing with glassware. There are items that we haven't sold in five years that all of a sudden, there'll be a huge demand for them and we'll be getting back into them.

I think in terms of that, I don't see a lot changing. I think we're going to get a lot into more substrates and whatnot. I think glass continues to be bigger. We're seeing a lot of different customers taking the sustainability approach in terms of – one, used plastic is starting to be looked at to be outlawed in many states. We have a lot of different customers that we work with that are producing returnable glass bottles for water, returnable or one-use glass bottles. We're doing a lot of stainless and aluminum cups that can be recycled, instead of disposable plastic or paper products. We're definitely starting to see where we are probably 99% glassware, five years ago. We're probably 90% glassware now, 95% glassware now. It just seems like we're getting more and more into other substrates as part of this move for sustainability. 

[00:27:57] GS: Awesome. What is one common myth about your profession or field that you would want to debunk?

[00:27:57] MH: This could be printing or manufacturing, either side of the business.

[00:28:08] NR: I think in manufacturing, the myth that the team on the floor doesn't really connect – again, I'm speaking more in terms of connecting with that sales team and the customer voice, right. Understanding the customer voice, I think the myth is, is that there's a perception that the manufacturing team doesn't get it or doesn't care. I found quite the contrary that the more they know of how their performance affects the customer in the end-user, and how to utilized, whether it's an automotive part or where it's going on the vehicle, or it's a glass and we know it's going to a specific event for whatever and why that's important. Then, I think the more they care and the more effort they put in. I think that would be one myth. 

Then in terms of our specific industry, one of the biggest myths is that the UV inks, which a lot of – which we're moving towards, and it's a newer technology, that the adhesion and durability isn't there. I think that's kind of a common myth that's out in my specific industry. I think the best way to combat that, for me is getting the knowledge and education out there. If it's handled correctly, it will stand up to the same durability as what those ceramic enamels have.

[00:29:31] GS: What is one thing you would want to share with our listeners that will help them be better leaders?

[00:29:36] NR: Listen first, right? It's easy to jump in. When your team comes to you with a problem, they may not necessarily be looking for you to solve it, so much as looking for a sounding board. A lot of times, I've found that one of the worst things you can do for your team and their development is help too much. You kind of become –it's kind of the same philosophy of the helicopter parent. You got to let your team in, to a point, but you’ve got to let your team struggle when appropriate and learn the lesson on their own occasionally. I think that's kind of a fine line to walk with being negligent versus, I mean, obviously, you're going to jump in if it's something serious. But a lot of times, I find, and I used to – I have to make a conscious effort to not do this, but I have a tendency to just jump in and say, “All right! Well, here's what we're going to do” and map it all out for the team. 

I've learned to pump the brakes a little bit and let the team kind of come to their own conclusions, because my idea is not always going to be the best ideas. But one thing that you know is for certain is, they're doing it every day. They know what's right, and they know what they need to do. And a lot of times, they need a sounding board, they need help executing on their idea or supporting in solving their problems. Listen first wouldn't be my advice, I guess in summary.

[00:31:06] MH: One of our goals is to create a community of manufacturing leaders. How could one of our listeners reach out and connect with you?

[00:31:13] NR: Yeah. I think the best way to reach out to me is on LinkedIn from professional perspective. I try to stay on top of it and happy to chat or connect. Always looking to expand my network and meet with new people, especially if there's opportunities where we can share ideas, thoughts or help each other in our careers or even in our day-to-day activities.

[00:31:36] MH: I love it. Nathan, thank you so much for joining us on The Industrial Movement today. It was a true pleasure to get to know you and hear your story.

[00:31:43] NR: All right. Thanks for having me.

[00:31:45] GS: Yeah, thanks. Good stuff. I’m a big fan of your products.

[00:31:50] MH: Thanks, Nathan.

[00:31:51] NR: Thank you. 

[OUTRO]

[00:31:53] MH: Well, folks, that’s it for this week’s episode. Be sure to visit our website www.theindustrialmovement.com to view today’s show notes and get more golden nuggets of value that we have collected from manufacturing and industrial professionals in our archived episodes.

On our website, you can also sign up for our newsletter and find links to join The Industrial Movement community on Facebook. The Industrial Movement podcast is where we discuss the people, the process, and the equipment that drives American manufacturing. I’m your host Morty Hodge, wishing you great success.

[END]