The Manufacturing Executive
The Manufacturing Executive

Episode · 7 months ago

Manufacturing's Past, Present, and Future w/ Jim Carr

ABOUT THIS EPISODE

Remember fax machines? They were going to revolutionize the way we did business. Then came dial-up modems and email. Now, our customer gives us a CAD file. We can create a toolpath in a snap.

Like technology, organizational culture has completed several revolutions in a single lifetime. The speed of those revolutions is increasing, and manufacturing transforms every five years.

What's coming next?

In this episode of The Manufacturing Executive, Jim Carr, President at CARR Machine & Tool, Inc., talks about how manufacturing is evolving in both culture and technology.

Here's what Jim and I discussed:

  1. Jim's family history in the manufacturing space
  2. The effects of culture and technology changes on manufacturers
  3. How to get everybody in your company working toward the same goals

To ensure that you never miss an episode of The Manufacturing Executive, subscribe on Apple Podcasts, or Spotify, or here.

Listening on a desktop & can’t see the links? Just search for The Manufacturing Executive in your favorite podcast player.

I remember when we got our firstfax machine, a car machine, a tool, and I thought it wasso highly technological that I brought all the machinists in the office and I said, guys, this machine is going to revolutionize our business. Welcome to themanufacturing executive podcast, where we explore the strategies and experiences that are driving midsizemanufacturers forward. Here you'll discover new insights from passionate manufacturing leaders who have compellingstories to share about their successes and struggles, and you'll learn from B tob salesand marketing experts about how to apply actionable business development strategies inside your business. Let's get into the show. Welcome to another episode of the Manufacturing Executivepodcast. I'm Joe Sullivan, your host and a cofounder of the Industrial MarketingAgency Gorilla. Seventy six we started the business in our garage. It's almostbecome one of those phrases that feels like something of legend, but sometimes thisis, word for word, how a family owned manufacturing business is born,and that's exactly the case with my guest today, a second generation leader ofhis family owned machine shop. In our conversation will get into the past presentand future of manufacturing, how it's evolved from both the tech analogy standpoint anda culture standpoint since my guests father moved the cars to the street to makeroom for a couple of milling machines back in the early S, and whereit's headed in a world where manufacturing technology is advancing exponentially. So on thatnote, let me introduce today's guest. As a second generation business owner andmanufacturing Jim car has embraced the opportunities and challenges that come with leading a CNCmachine shop that his father founded in one thousand nine hundred and seventy two.Since becoming soul shareholder and president of car machine and tool in two thousand andfour after decades of experience working alongside his father, Jim is steadily grown andevolved the business through innovative thinking and action. He is driven to leave a legacyfor the third generation. Today, car machine and tool INC has maturedinto an aerospace CNC machine shop serving elite industries, space and exploration, semiconductor, aerospace, medical and the Department of Defense, known for their unique culture, with recent implementation of high technology tools and equipment, five access machining millturning and CMM inspection. It is truly aligned with its accreditation of being aworld class as nine one hundred D facility. Jim's experience includes full knowledge of GDNT, conventional and CNC machining and programming and CAD CAM systems, as wellas vast industry leadership and service rolls, which differentiates him from his manufacturing piers. Is is in a passion for marketing, brand and design. In two thousandand fourteen, recognizing the need for more resources for business leadership and manufacturing, Jim cofounded making chips, the number one rated manufacturing podcast, with JasonZenger. Through weekly episodes and speaking engagements, Jim Equips and inspires manufacturing leaders acrossthe world with his experience, industry insights and business wisdom. Jim,welcome to the show. Hey, Joe, thanks, good to be here.Good to be on somebody else's podcast for a while. No, kid, and I you're like you're used to being on the other side of themic here, so it's still we're going to put the spilight on you and, like I told you before, I don't do too many of these becauseI, you know, I just like to keep it to people that Iknow and I happen to know you, but boy, as you read thatbio, I feel like I'm a hundred years old for all of that.My God. But I guess it's just you, you know, the decadesjust start lying by. You just got to keep yourself on your toes andyou just got to keep pushing every day. That's what it's all about, Isuppose. So well, it's really cool to have you here. I'veI've been been listening to your show.

You know, I've listened to quitea few episodes over the last handful of years and I was I was justlistening to watchaid. I took bill I took Friday off to stain in mydeck, which was like this big looming project over me for this over thespring, and I sat there I listened through a few of your episodes Iwas out there on the back deck and including your trends episode, which I'mgoing to touch on a little later on. I hear you talk a little bitabout some of some of that, but you guys are doing a greatshow. I always refer to you and Jason as the Oge's of manufacturing podcasting. You guys have paved the way and people like me have followed, butyou guys are really the true originals in the space. So, you know, I if you would have asked me twenty years ago if I would bedoing this at my career stage, I would have said you're absolutely knots andbut you know what, the whole thing in life and in business is yougot to take a chance when you hear something. You know, you alwayshear people say when you get that Aha moment in your head, you gotto go for it because if it really sounds good, if it really resonatesit and if you really feel it in your heart, that's your clue.Right then in there you better jump, and I did, and I meanit hasn't been easy, but you know, we just kept pushing on. Wewe Jason and I'd never gave all. Good for you guys, I meanit's you hit. You hit this at the right time too, youknow, like this podcast is exploding, but you guys really got it toget in there and establish yourself before anybody else got there in manufacturing. SoI mean, good for you guys for being being pioneers. It's pretty cool, cool. Well, I've got all kinds of questions to ask guess.So, yeah, yeah, you're on there on the hot seat now.So, yeah, I don't have to get out my calculate or anything.It's not going to be any technical questions, right. We'll see. We'll see. Keep you on the edge of your see. So, so you'reyou're obviously a manufacturing guy through and through, going all the way back to yourchildhood. I was just I'd love for you to tell us a littlebit about your family's history in this manufacturing space and how it led you towhere you are today. Sure, well, that's going way back, but I'lltry and truncated as much as possible. But my dad was always a CNCmachine and not see, yea a machinist by trade. Back in theS he was a professional stock car racer and used to race stock cars atsoldiers field right here in Chicago, when before soldiers field was an amphitheater forfootball, it used to be a race track. So my dad back inthe s used to do that. In the meantime, concurrently, he wasworking as a machinist, an impress machinist and that a journeyman machinist. Ithink he went back to like craft foods days and he always told me thathe got most of x's experience from the immigrants that were working in that shopand on that shop floor. So he always talks about a Polish guy thathe met and they they got really close and this guy took him under hiswing and just showed him the trade, the fundamentals of being a machinist.And you know, he had a lot of drive and he had a lotof mechanical aptitude. And then he went on to be the plant manager ofcircle tool and manufacturing company and displays Illinois, which is really, I would say, just about a ten minute drive from we were at today, andhe was therefore, I'm going to say ten years and the purchasing agent thatwas sitting right next to him, Mike, was a good friend. That becamegood friends. He actually started a machine shop had some immediate success inmy dad said, you know, if Mike can do it, so canI and I'm going to try. So he went to auctions, he boughta couple of bridgeport milling machines, told my mom to park outside because Ihad a two car garage. Her car went outside, he put had thosemachines delivered to our our home and he just started doing add an end's jobpart time. He did that for about...

...six months and then in December,in one thousand nine hundred and seventy two, he made the decision to leave hisfull time job and go with car machine full time and he never lookedback from there. So that's that's the old story about my parents. That'scool. So we're where'd you enter the picture here? You you just kindof grew up around this. Huh? So I did. So the funnything is, you know, when my dad was working in in the garage, we had central heat and air conditioning that had run through the HBAC linesin the house and my bedroom was right above the garage where he was drilling, and I remember my mom swearing my dad's name was Richard, but ofcourse you called them Dick and she'd say Dick, I can't believe it.All that gray a cast iron dust is is emulating through my house and andthat the great the gray cast iron dust literally would be through our home.So my mom was constantly cleaning and doing that, and I would go inthe garage my dad, you know, he'd have a job. You know, he'd set it up on the drill press for me and I would drillholes. But then towards my senior in high school, where it really allstarted for me, I distinctly remember my parents coming to me and saying,you know, we're willing to give you a college education at a for youruniversity or, if you think it's appropriate or you feel passionate about it,you can come to work for the company full time and just go to aan apprenticeship training, machinist apprenticeship training. And I'm telling you, Joe,I genuinely thought about that. I remember, eighteen years old, thinking well,I looked at my parents, I looked at their lifestyle. I thought, you know, they don't have it too bad. They get they takeNice vacation. My Dad drives a Cadillac, you know, and these are thethings that an eighteen year old thinks of. Right. So I madethe plunge and I did not go on to a four year university. Idid in fact take a two and a half year machinists apprenticeship program where Ilearned the theory, or the fundamental theory aspects of the trade, and thenI had my apprentice, my journeyman apprenticeship here at car machine during the day. So I did that for about two and a half years and graduate ratedand just worked in that capacity as a manual machinist for years until the mids when my dad said, you know, I think there's something to the CNCmachining. I'm tasking you with implementing C and s technology to the shopfloor. And we bought one and saw immediate success and I look back atthat time and how everything just clicked and I think it was a combination ofme timing. We'd all know timing is really important, but I had justgotten married, I just bought a house, my wife was pregnant with our firstchild and I had this opportunity to really evolved carmachine to the Knox level. WAS CNC technology. I don't know if I was just into it,I don't know if it interested me, but it took off and we've neverlooked back since. For you guys, that's pretty cool. I love theclassic we started our garage story. People say it is a Cliche to likesay I started a busit. You guys actually started the business in your garage. It's pretty cool. We actually started the business in the garage. Soyeah, and it was all based on just, you know, my daddidn't you know, he wanted to walk before he ran and just let's trythis out, see if it looks good. And he did and we lost himin June of two thousand and twenty. So he retired in two thousand andfourteen but he didn't make it through two thousand and twenty. So I'msorry to hear that. Thanks, but you know, he lived a longlife. He's left a legacy and now my son is in the business tooand we're we're killing it. That's that's really cool. Going to the thirdgeneration. I love it. It is absolutely well, you kind of juststarted touching on it a second ago with when you're your dad bought that firstCNC machine. But Yeah, Fidel forty twenty, okay. Well, imagein the technological advancements you've seen since you...

...were a little kid watching him dothis of just out of control. You know, just tremendous advancement's time.I'd be curiously here. You talk a little bit about that, but Ialso want to hear you talk about the cultural shifts that that you see goingfrom one generation to the next. So I don't we start with the startwith the former and then let's go to the lad let's talk technology, becausewe, you and I and all the listeners to your show, know howtechnology has is influencing our lives, right from the cell phones to Internet emails. You know, we're a victim were. We succumb to those technologies all thetime. But when you start implementing those technologies and do a business iswhen you really start to see things move forward and you the needle really startsto move. So, yes, it was CNC machine tools back in themid S, the s. But then, I swear, with the advent,well, with the advent of the facts machine. And I don't knowif you remember facts machines, Joe. Yes, I'm I'm aware of factsmachines. Yes, I remember when we got our first fax machine, acar machine and tool, and I thought it was so highly technological that Ibrought all the machinists in the office and I said, guys, this machineis going to revolutionize our business. They can facts US prints in a matterof seconds and we can start making parts right away. And I remember theguys looking down, you know, and you know how it used to justlike crawl and you literally in twenty seconds we had a print from our customerand we'd be making parts. So that was really the start of it.And then, you know, the dial up modem and internet and email,email was huge because now we could stay instead of faxing those prints, wecan email attachments. And then, of course, the cad files, thethe CAD and CAM technology really amped it up. Gone are the days whenI used to be on a CNC standing out at the machine and just enteringG and M codes right into the into the machine tool. Nowadays we arecustomer gives us a cad file, we upload it to our CAM processor,which is master Cam, and we just click on the the solid or allthe pay and create a tool path and then it goes into a post processorfor that appropriate machine and creates that NC program for that machine to read.So it has just really gone superfast, as you can imagine, without typingin all those codes. The probability of having errors has dramatically declined because whatwe're doing is we're taking our customers geometry and creating a tool path from theirgeometry. So there's no there's no iterations to it. We're just moving.We're literally creating tool paths off that. So yeah, that tech, catcamtechnology, machine tool technology. Now what I'm seeing is inspection technology. Wecan take a scanner or like a cmm and just scan with a laser apartand it's going to it's going to take all those extract all those dimensions fromthat surface and put it into a readable inspection report. The other thing,too, is RP technology. I mean we made a shift to pro shopearp about three years ago and it has really it is one of the singlemost important things we've done is is run our business off a competent arpie systemthat talks our language and in real sting. So we've got, you know,shop floor PC's that everyone's on all the time. It routes all thethe jobs, the operations, the finishes, everything. It's just it's incredible.That's awesome. I actually had ball van meter on the show couple weeksago. So, oh, so, you know, he's a great guy, great, he's awesome guy. Yeah, he's they're doing good stuff. Totallyagree. I've heard you guys.

He's been on on making chips anumber of times. Has any he has. Absolutely. I've heard them on therebefore. Yes, a well, pretty cool on the technology front asa whole. I mean just you know, we're just living in such an interestingtime, almost regardless of what industry here. And I mean, Geez, I being a marketing guy. You know, I I came up inI graduate from college and O Five, and that was the the fall,that fall of the I. is when Google analytics hit the market, andit's just amazing to think that, like you couldn't even measure anything all when, and not until when, two thousand and five, that was when yougoogle analytics. Actually, isn't that amazing? It doesn't seem like it's that longago, but I mean before that, you know, your ability to measureanything digitally was was pretty darnlimited. So it's you know, like forme, I have the similar conversations what you're having with me right now,but with people about like how I've come up with marketing technology and just,I mean where we've gone from there since over the last sixteen years. Isit's unbelievable really. Sure. So what was that other thing you wanted meto get to? After the technology, all the culture, the culture sideof things. I'm just I can only imagine that running a running car machineand tool. You know, when your dad started the business is a verydifferent you know, from a people perspectives couldn't be much more different, right. So talk about that. You want to hear an old story. Yeah, I would love to hear an old story. I mean I'm like thisyoung man just, you know, in my mid S, right, andthey used to have, my dad used to have manufacturing planning with our machinistsprior to them doing the job, and it was all manual, right.So years ago they used to dry, they used to drill through the steelbar, drills the steel bar and then they used to take a tool calleda counter baring tool and the pilot of that tool would match up with thediameter of the drill hall and then you just create like a for like acap screw over the top. So he told the guy be I remember itdistinctly. He said Steve or mark or Mike. He said, when you'redoing this, be careful because it's not symmetrical. Off The center line.Be careful when you put the parts, you put the counterboard, make sureyou put it on the wrong side. I'll be darned, three hours laterthat machine is walked in the office and said. You're not going to believeit. My Dad, would you put the counterboars on the wrong side?He goes. Yep, he goes, I want you to punch out rightnow and repair the parts on your own time. Now you talk about acultural shift, right. That would that's probably illegal nowadays. And and justjust the fact that my dad would punish the machinist for that. I mean, in all fairness, he didn't warn him about it and he blatantly didnot listen to him. But I mean, so we go from that extreme toan extreme where we embrace collaboration, we embrace meetings. Every every WednesdayI have an hour and a half meeting with my entire team. It startedout just talking about production, just to get engagement between the office and theshop so that we can kind of marry it together, because the office doesn'treally know what's going on in the shop and if we feel like we doknow, it only helps in getting the customer on top and in, youknow, knowing where their parts are. So we started talking about that andit just like evolved into a production and strategy meeting or updated meeting, andI talked about every I've been doing it for about three or four years wecreated core values. We defined all four of our core values, which Ithought were very important. We live by them and in our meetings weekly wetalked about anything from well, covid nineteen. I talked about Covid nineteen weekly andI've been reporting on it since late March two thousand and twenty, whenthe world ended. Back then, to I talk about the economy, howour things going. I get reports from Nan National Association for Manufacturers, IllinoisManufacturing Association, and I reply. I...

...extract key information from those reports togive to my employees because I feel it's important for them to know just andthen we have field trips. We go to the international machine tool show everyother year. When they had it, when they have it? This yearthey didn't have it, or last September was they didn't have it, andwe go on. We have educational and Human Development or networking type field trips. The educational ones are going to imts where we're enlightening ourselves with new information, new technologies, and then the network developing ones where we go have fun. will go to a micro brewery. We went to cop top golf justa few weeks ago and I think it's really important to be with your coworkersin a social environment because, you know, we all work hard every day andwe don't have a lot of time to get to know the guy that's, you know, twenty feet away from us and and it really helps,it really is important. So, from what my dad taught me about runninga shop and being culturally aware to what I've learned to actually practicing good culture, it is on night and day difference and I can only imagine that it'shelped us tremendously in employee retention and hiring New People. Will for one thing, I do not hire any new employee unless that employee is first interviewed byme. Then, if they make it through that interview, I bring themback and I have every employee in the entire company interview that guy from fiveto twenty minutes, because I feel as though if you're talking to somebody,you're going to get a vibe, you're going to get a sense of whatthat person's all about and if you feel like there's something weird, there's somethingfunky going on with that person you're talking to, I need to know thatas the employer and as soon as that guy leaves everyone gets together and said, how did you feel? How is your communication? Did you get anybad vibes? And I've already not hired people due to that because we feltas though that that person didn't have a good cultural fit with car. Imean that stuff's huge and it is aligned with a lot of what you're talkingabout here in terms of what we've made important at our in our business.But you know, I think especially if you being in manufacturing right now intwo thousand and twenty one, I mean we were talking about this a littlebit before we hit record, but almost everybody I'm talking to is is sayingour biggest problems we can't find people. We can hire people and when youhave a culture that you've built a foundation there, you've built a good culture. I mean there's no time better than right now for that to shine whenwhen, frankly, there's just not enough. There are enough people out there todo the jobs and you get you got to stand out as an employer. You had to be different. You have to be different. It's justit's just like in marketing, and I know you understand marketing. If you'remarketing plan as like a Apple Pie, I don't know if I mentioned thisto you, but you have to have I when I think of marketing fora business, I think of it like a big apple pie. Right,maybe a Dutch Apple Pie, but every sliver of that Pie, no matterif it's a sliver or a slab, is a piece of your whole marketingplan. I believe that the more culturally aligned you can get with your employeeslike that piece of Pie, I think it's going to just really amp upyour whole your brand and it's going to attract new people and I think ultimately, if you have a great, healthy and work environment, it's going toshow in the work. Right, you're more apt to to do you know, if you're mad at the guy next to you or you just don't likethe guy that's next to you or in you're doing a job, you're probablygoing to go slower. You're not going to care about tolerant, you're notgoing to care about microfinished or whatever the case may be. But if you, if you do really have a healthy...

...culture, a work environment every day, I guarantee you it is definitely going to show overall in your performance asa company. Hundred percent agree. Thanks, Jim. If I recall correctly,you said Your Company runs on Eos or traction. Is that right?It does. That was part of the shift in culture, because you know, it is a cultural shift to have a systematized way to run your business, and that's what eos is all about. It's the entrepreneurial operating system. It'sa book called traction written by Gino Wickman. And I'll be very honestabout this. When Jason and I first started the podcast, we'd have guestson, like you having me on. That would be talking about cold see, because Jason was always the Culture Guy, I was always the manufacturing guy.So we'd invite people on that were practicing eos and I'd be, youknow, I'd be ask in the questions and I thought, you know what, I'm talking the talk but I'm not walking the walk. So I didin fact, from the PODCAST, Start Reading and implementing EOS traction, andit has been it's just it's one of those I caught. There's five thingsthat have revolutionized my business in the last five years and EOS is definitely oneof those legs. For sure, it's been incredible. You're running traction aswell, right, yeah, it just as of recently. We you knowdo. My business partner John and I we read traction. It was probablyfive years ago, honestly, when we read it for the first time andwe pulled little elements of it and we started, you know, kind ofPie smelling our way through bits and pieces that we liked. And then wewant to hire in a consultant outside of our company who did a really greatjob for us, but he pulled, you know, he wasn't a Eospure implementary and and after he was kind of had moved on from working withus, things kind of fell apart and then it was it was last year, probably about this time, where John and I said Let's just do eospure, let's just do this right. But you know, there are certainelements of the system, some of the terminology gets a little it feels alittle cheesy, and it is, I know, but I know, butthat's what makes it kind of but who cares? Right, it adds tothe mystique of it. It's kind of like you're doing something cool, right, yeah, but it kind of some of that stuff kind of bothered usa little early on, but then we're like, okay, who cares,it's everything's got a name. There's a process for everything, and and sowe embraced in. We hired an implementary from the outside. We started inDecember. So we're approach and a half year in and I mean, Geez, it's it's everything I would have hoped that it could be for US already. I mean, we had our l ten this morning and and we allrated at nine and ten, which is becoming pretty typical rate the meeting atthe end of your weekly meeting, and if it's less than an eight,you got to explain why, you got to explain why exactly. But youknow what's just been great for us if we are solving real business problems,are surfacing the base issues in this company and we are working on them everyweek and that's been probably the most the most transfer I want. I don'tsee transformational yet. We're only six months in, but like I see ithappening. Yeah, a will, I swear to God. I mean partof the reason that we bought our new building two blocks away is because thatwas my rock, my rock, my goal, my quarterly goal, whichwe, as you know, is are called rocks, was to hey,the the first quarter was make the decision to actually determine if moving is valid, so that I said yes, we did. We, as a lten ten, decided that yes, we need to move. The next quarterwas five that building and I did and I always it's always, always loomingon my shoulders right. I've got to get I've got to get my rockdone. I've got to get my rock done. So it makes you,it forces you, reminds you, it tests you with all those things thatyou need to do to be accountable to making sure that rock happens. That'sright, and it just forces you to...

...prioritize as a company what things aremost important, because there are a million things you could be doing right,that you want to be doing, and you got to figure out what,where we going to put our energy and let's do it right and let's getit done and hold ourselves accountable to it right. Well, I think thatwe all are working and everyone's working sideload right and everyone's doing their own thing. Everyone's got their own responsibilities to take care of. But I think whenyour leadership team comes together in operations, in sales, in finance, that'swhen you can really start talking about the entire company, because those are basicallythe three things that how a company operates is finance, operations and sales.Right. So I really it's been incredibly successful for us and my son's readthe book while he's doing an audible now under the second time around. Butwe did all read it as a team, took notes, disgusted every week,went through gwced everything and, you know, a lot of fun.Well, any any leaders of manufacturing organizations out there, if you're not familiarwith traction by Gino Wickman, just do yourself a favor, pick up acopy, spend a few hours reading the book and decide if it could besomething for you, because it's just really powerful system for getting everybody on thesame page working toward the same goals inside your company. Yeah, you gotto let go of the vine, right, that's that's how the book starts.Is You got to let go of the vine. You gotta take achance, you gotta gotta have a little bit of risk. That's right.Well, Jim, let's let's talk about making chips a little bit here.I want to want to hear a little bit of Oh, that little podcastthat we got going on? Yeah, that little podcast. So we've we'veall heard of so you know if I've touted you and you and Jason Zangeras the, you know, OGE's of manufacturing podcasting. You guys kind ofpaved the way here. How did this come to be? Let's hear aboutwhat made you decide we're going to do a podcast when, frankly, nobodyin this in this industry, was doing a podcast, and you probably questionsa little bit of anybody was going to listen to you. So let's hearit. I remember when we got the thirteenzero downloads. I was I couldn'tbelieve it. But Anyway, on November two thousand and thirteen, Jason andI were asked to be on a local Chicago am radio station just because Jasonwas doing things with culture it his company and I was doing social media marketingfor manual machine shop. Is highly unusual for both of those to happen.This radio show was interested in what we were doing. It was something different, again being different at you notice. Right, we went on the show, we killed it and about a week after the show aired, I thinkit aired like on a Saturday morning at zero am. They probably had fivepeople listening to us, right. But anyway, Jason called me and hesaid, you know he goes. We crushed that interview. He said youreally understand manufactching. You've been living at your entire life. You know whatyou're talking about and you're doing something different. You're doing social media marketing and which, again, frankly, no one was doing back in two thousand andthirteen. He said a do you know what a podcast is, and Isaid yes, I do. I said the kind of like old. He'sas well. As a matter of fact, they are old, but with theadvent of FORG technology, they're having a resurgence because now we can downloadand we can stream faster than we ever could. Otherwise. It was buffering, buffering, buffering, right. So he asked me if I knew whata podcast was. I said I did. He said, do you listen tohim and and I said no, quite frankly, I don't. Hesays, well, I listen to about I think at that time he waslistening to fifteen or twenty or thirty or whatever the heck it was. Hesays, I think we could do one, I think we could be successful.I said, okay. That's when that Light Bob went off my headand I had like an Aha moment. So here's an opportunity to do somethingdifferent in a space that nobody else is doing at the right time. AndI called them and I said give me twenty four hours to think about it, and I did, and I call...

...them back and I said I'm goingto try it, I'm going to go for it. I have the opportunity, I have the freedom to work outside of my business on something else,I said, but here's the thing, I will not do it in lessI really research it because it's our brand and I really want to retain ahigh brand level of myself and my manufacturing company and I just don't want toput anything out there that's less than excellent in quality. So, Joe,we literally for a year. We plan what's the average commute in America,because we wanted to get it in the length of the show in under thattime. I remember Jason and I sitting at Brunch Drinking Mimosas all morning,taking notes and coming up with the name of the show. And actually Jasonwas the one that said what about making ships? And I said how doyou? How do you even know what that work is? You know,because it's really truly a manufacture shop floor word, and he didn't know,but we spent a lot of time. We went to Jason. We joineda facebook page, a podcasters paradise facebook page, and we would be askingonline on that platform, you know, as a closed group. We'd beasking people question is like what kind of microphones, what kind of recording stuffare you using? And then then the the the music to the show.We he let me pick that because that's kind of my thing. And thenwe hired voice talent, voiceovers for the for the opening, the lead inand then the intro in the outro. I mean it was just it wasreally all well put together, like a puzzle. So we finally launched boy, really like December twenty eight through December thirty, I think, was ourfirst we put it up on Lipson and went out to the itunes and thatwas well, let's we say January two thousand and fifteen, and within aboutfour weeks it made it to the itunes new and noteworthy. And then Ihad a marketing company that I was working with the time that was helping withPr. So a couple of huge manufacturing trade publications picked it up did acouple articles on it. Again, I was pretty articulate with social medium.So I would constantly be putting it up on social sites and of course allthe people that follow me are manufacturers that are going to plus, I wasthe chairman of the Board of a manufacturing company here in Chicago. I hada lot of people that that knew me, that I was friends with and peerswith. The would sit in on the show and tell their stories,just like I told the story about my dad having the Guy Punch out.You know, we all want to hear relatable stories in our industry and thatcreates that emotionalal connection and and that's really when you get. You get along time listeners when you can make that emotional. We call it on theshow the goosebump moment when Jason and I are nick now can say something sorelatable that that person goes, Oh my God, I can't believe he justsaid that. That's happened to me ten times in my career, or it'shappened to me just yesterday, or Oh my God, I've got that sameproblem going on in my shop right now with hr anything it could you knowanything? So it just really started a snowball in the first second quarter oftwo thousand and fifteen and, like I said, I remember when I'd goon to Lipson and we had thirteen thousand downloads and I said, my God, I can't believe people are even interested in what I've got to say.So you know again, Joe, it's it's crazy to think that in thiscurrent that this part of my career, that I'm actually doing something that isso natural and people actually care to listen...

...to me and tell my story andI hopefully I can equip, inspire and entertain them a little bit at thesame time, because we all like to laugh right. Absolutely, I think. I mean one thing I just love about this medium is it humanizes people, like it brings now you get to see your personnelity. You're the youare the person behind car, machine and tool, and this brings you outinto the public space and, like, people want to work with people theylike and who would they trust their expertise and you're not just some guy behinda company name that no one ever sees or hears. So I think that'sa really powerful sort of underlooked, or overlooked I should say, element ofthis medium. That's it's really powerful. Yeah, let's go out. Howmany episodes you guys add at this point, you know, off the top ofyour head or Ballpark plus or three. I think we're about two hundred andseventy to seventy. Wow, that's that's amazing. It's amazing. Alot of work, I mean when you add all that up, the timethat when. Yeah, I remember like when we first would get together.We'd have to find as well. We would record our episodes in Jason's furnaceroom in his company, which was just literally a half a mile outside ofO'hare international airport, and we have to pause because there would be a jetflying overhead, you know what I mean. So We'd have the editor would haveto I'm not lying about this at all. We'd be in his furnaceroom recording. I thought we even drink a bottle of line together because wewere a little nervous, you know what I mean, and showing up thefirst couple times we didn't have the right wires and we're like, oh myGod, what's next, you know, but you just push through and youjust keep going. You just keep going. It gets easier, right, itdoes get easier. It always gets easier. Well, so two hundredsixty some episodes for you guys I didn't mention this to yet, but thisis kind of a special episode for me. This is number fifty two, meaningthat this, this one will be will officially cap off year one forme of of my show I hit every single Tuesday morning for a year thatI've been able to make this happen and go live, and it's been oneof the best podcasting I can't speak more highly about this as a medium andan opportunity for people. I mean from the people I've met and they didn'tbeen able to talk to best selling authors, leaders of huge and small manufacturing organizations, leaders of industry organizations in the manufacturing space. I just it's beenthe best market research I've ever done. It's been made more connections in thelast year doing this. I've learned so much and I've and this has beenthe core of our content strategy for my company and we take these episodes andwe chop them up into videos, we write blog posts from the content andit just accomplishes so much and it's a lot of fun, frankly. SoI'm a huge fan. Same likewise. Likewise. Okay, last thing Iwant to hit on here, Jim, because we've been we've been going fora while here, which is great. But yeah, well, I don'thave any problems talking. So yeah, I don't either. So you putus two together and talk all day, dangerous? Yeah, for sure.So I listened. I mentioned earlier I was I was outstaining my back onFriday and look cute up a few making chips episodes and one one of themthat I listened to, you and Jason went through I think it was twentyfive trends that you see ahead in manufacturing, especially, you know, coming outof this pandemic. And you know, I'm not gonna sit here as geta rehash that episode, but I'm curious if there's no I couldn't see. Yeah, but you know, I'd be curiously, is there anything thatyou you look and say this right here? I don't know if people see thiscoming, but I think this is on the horizon or just something youfeel strongly about that you see change in and the space right now. SoI'll turn it over to you and take that where you want to take it. Honestly, with Jason owned that episode. So here just quickly. Jason hasa show structure. He picks the he crafts the show structure so thatwas his and then we discuss it in advance and then we go for it. So it was his. So I...

...don't remember all twenty five, butI will tell you what. I genuinely whether that was on that list oftwenty five or not, I genuinely believe that we are ready for another hugemilestone in technology. I have really seen it. It's really grown a lotin the last three years and it seems like every five year period the technologyjust advances so much faster than it did the time before that. So Ireally believe that, especially in our industry, the technologies that were using to operateit. And again, remember we've got shop floor technology, we've gotARP technology, computer technology, we got inspection technology. I really believe thatall of those are really going to advance. And then there's robotic technology, youknow, robots that take the parts put it in the machine. Thatis huge. That's blowing up right now. So that's what I believe. Thenext three years we're going to see a lot of advancements in yeah,I think you have a better perspective, being right there than I do,but I talked to a lot of people and a lot of my interviews recentlyhave been from with with individuals inside of automation, Ai Robotics. Let apanel discussion on clubhouse a couple weeks ago with the VP of sales from fanicAmerica on plus run robotics president there and I few a few others that areat the heart of it. It is just fascinating to me to hear what'sgoing on and also how important it is for American manufacturing to keep up withwhat's happening in China and, like you know, to stay ahead of thetechnology curve here if we want to, you know, keep you allow Americanmanufacturing to keep advancing. So I mean, Geez, you know better than me, but but I'm here and here in the same and seeing it froma lot of different angles and I think business is going to be good wellin the twenty two that's what the the smart people out there, the peoplewith the the crystal balls, the fortune balls, you know, that's whatthey say, that it's going to be good well into twenty two, andI have to agree. I think that it's really strong now. You know, we really didn't have a downturn for us in two thousand and twenty duringthe pandemic. It was a time for us to get ready for the bigthe big up surge, and now I'm seeing it, just in the lastfive weeks I'm really seeing it move the needle. Good stuff. Well,Jim, is there anything you want to want to say to kind of puta bow on this episode? Yeah, I think that to the people outthere just know that. You know, we talked a lot about taking achance and when you when you know it's right or when you think it's goodor having that Aha moment in the back of your head, I think peopleshould act on it. I mean, I don't necessarily act right away,but when you have one of those thoughts, you should definitely write it down andact on it within an appropriate amount of time, whatever that is,you know, if it's buying a new building, of course I'm not goingto say make an offer on it tomorrow, but really think it through, thinkabout the risks versus of the rewards, and if you evaluate that, Ithink that you could be successful in your own right. I was liketo say just friggin start, you know, like you got it, you gotjust dive in and start. So right and it but it has tobe. It has you have to think about it it has to be youknow, it has to be strategic. So awesome. Will Jim, canyou tell our audience how they can and get in touch with you where theycan learn more about both car machine and tool and making chips? Sure,Oh, my full time jobs car machine and tool. It's car machinecom,Searr M Acchi and ECOM or Jim at making chipscom. That's a good emailaddress to contact me through, or Linkedin. I'm pretty relevant on Linkedin. Youcan go to my linkedin profile Jim car request a connection. I'll behappy to connect with you there. It's...

...a good place to talk to me. Awesome. This was a fantastic conversation, Jim. Was Really, really funto do this with you today. So thank you, thanks. Ihope I inspired some people to do some better things. I'm sure you have, and hopefully it was fun for you to be the one on, youknow, the one being interviewed, as opposed to the interviewer. So somethinga little different. Will put we'll put a wrap on this and as forthe rest of you, I hope to catch you on the next episode ofthe Manufacturing Executive. You've been listening to the manufacturing executive podcast to ensure thatyou never miss an episode, subscribe to the show in your favorite podcast player. If you'd like to learn more about industrial marketing and sales strategy, you'llfind an ever expanding collection of articles, videos, guides and tools specifically forBTB manufacturers at Gorilla Seventy sixcom learn thank you so much for listening. Untilnext time,.

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