GA 416 | JELD-WEN’s Lean Journey with Gregg Miner

Having the big hairy, audacious goal of getting to 98% quality or on time or whatever it is. But if your demonstrated capability is in the mid-70s, giving folks a target that they just can't even remotely see their way to that target, it just becomes defeating.

Today I'm excited to welcome Greg Miner to the show. Now, Greg works for an organization called Jeldwin and he's a senior vice president in charge of their global Global GEM Leadership program, which is their continuous improvement program. And while Greg was here in the studio, we were doing some in person training with some of their team members, doing some COD in the classroom and some other fun stuff. And while I had Greg cornered in the, in the building, I grabbed him and we went and recorded a podcast. And we started out by just talking about Greg's journey and really more of a personal story and how he was, how he was impacted by Lean and how he got involved in all this stuff. And after that we transitioned into the journey there at Jeldwin and what they're up to and how they're going about it and some of the challenges that they're facing. But in particular, we spent some time talking about how leaders sometimes when they're faced with really difficult goals and trying to pass those goals on to their team members and how that can be really stressful. And so Greg had some really good advice and some really good counsel on what we might do to help people sort of step up into those goals. We then spend some time talking about TPM and all the good activities that they got going on there as it relates to that. So lots of stuff packed into this episode. Greg is extremely smart and it's got a lot of experience. So I think you're going to really benefit from this episode. Show notes can be found over@gembapodcast.com just look for episode 416. Again gembapodcast.com and look for episode 416. Finally, if you are interested in knowing more about some of the in person stuff that we're starting to do here at Gemba Academy, head over to gembacademy.com and and click on the contact form and hit us up. We're typically doing this now for companies that are subscribers to Gemba Academy, but even if you aren't, hit us up and we'll see what we can do. Okay, enough from me. Let's get to the show. Greg, welcome to the show. How are you?

I'm doing great, Ron, how are you today?

I'm awesome, man. So we just had a Good time together. What was there? Sixteen folks. I think that's what it worked.

Sixteen folks from four of our different plants here in the Dallas area.

Yeah, man, we just did caught in a classroom here. And as I told you guys, we baptized our training center here in person. So you guys were the first group to come through.

And we're honored. Absolutely. It was a great, great day. Yeah.

Well, thank you for coming and well, I'm excited to have you on the podcast and we've talked before about what you guys got going on and excited to share it with the podcast world. So, as you know, Greg, we do like to sort to get things going with our guest. Sharing a quote. So do you have one?

Yeah, I sure do. It's something I learned a long time ago, actually, in the. Probably the late 90s. It's a quote from Lao Tzu, and I won't get it exactly right, but it's basically. It says, a leader is best when he is unknown and not so good when acclaimed and obeyed, but of a good leader when his work is done and ain't fulfilled. They will say, we did it ourselves. And for me, it's just the type of leader I'd like to be is that humility. And we always talk in the lean community about humility being the trait of a good leader and that saying. I actually have. I ran a window business that made aircraft windows. I had them laser engraved that. And I have it. It sits on my desk, you know, right now. So I. Every time I walk into the office, which unfortunately that these days, not that often, but it's always there to remind me of the leader I want to be.

Yeah. Oh, so good. So good. All right, well, Greg, tell us a little bit about your background, how you first got involved and the type of work that you're doing these days. And then. And then tell us a little bit about the company and what you guys are up to.

Sure, sure will. So I'm an engineer by education. I'm a chemical engineer, so glorified plumber, as we say.

Now, that's legit engineering, man. That's hardcore, right there.

It is. That's right. That's right. And I got into manufacturing probably in about the third or fourth year of my career and started out as a plant manager. And I always, I guess I've always had this unknown bug, if you will, to always try to make things and a little bit better every day. And it was in the mid-90s, late-90s, that I learned this word, lean. And I got to go to An AME conference at Harris Electronics in San Antonio. And I remember it, we walked into. As the team. The class walked into Harris, they had their. A small cell of assembling the. Just kind of date myself, basically, the box, the guts of the box that goes at the. The bottom of a cell tower. It was when cell tower, you know, cell towers were being built at that point. And, And. And they just had this. This two bin Kanban system that, you know, as soon as the bin was empty and on light went on. The. The. The. The materials folks, they were on the other side. They could see it. They immediately started walking over. They get, you know, the other bin was already there waiting. They'd go replenish it. We walked over to them and how they were flowing that Kanban out to their suppliers. And it was just. To me, it's like, wow, this. This is. This is the ballet of manufacturing. It's not. You know, we always talked about the difference between a ballet and a hockey game. Right? A hockey game is organized chaos. A ballet is just. It's orchestrated.

Right.

It was just beautiful. So I, you know, I went back to my boss, and it was. It was. It was always a funny thing I thought about. We started this new meeting called the. The operations meeting. And at the time, we made wingtip lenses and windows for aircraft. And I remember my boss, we started this brand new meeting. It was a standup meeting with all the team leads and operations leaders. And I remember him sitting in his office because we had it in the general manager's office. That's how important this was. And he's looking at the open order report, and there's a DC9. Northwest Airlines. DC9. Red wingtip lens is the oldest thing on the open order report. It's already three weeks late. And he's there like, who has it? Oh, somebody raised their hand. I have it. Okay, can you finish it today? Can you get it done today? Yeah. Okay. Where does it go next? Somebody else raises their hand. Okay, can you make sure when you get it, you're gonna flip? So, you know, this was like a $900 part that we spent five minutes on figuring how we're gonna get it out. The meeting cost more than. And then. And the open order report was 30 pages. And this was one line item. I had 30 pages. And after going through this Harris conference and reading about Lean, I finally went to him, I said, I think we're just not organized. Right? And this is back in the mid-90s again. And we were organizing process monuments. So there was a Person that owned the forming of the lens, a person that owned machining, a person that owned every individual step in the process. And this one little lens that was no bigger than a bread box saw all four corners of our 250,000 square foot plant. And it was just nuts. And I had learned about the concept of focus factories and I went to him and I said, look, I'm going to go out on a limb, but if you give me operations, I was in engineering at the time, if you give me operations, I can fix it. I promise you I can fix it. And he took a risk on me and we took a risk on lean. And we actually took the forming area and started saying, how many of the ovens do we need to make wingtip lenses? And we carved out an area and said, that's going to be our wingtip lens area. And literally 30 days later, we ran to multiple Kaizen events over a 30 day period to get it set up. And then literally within another 30 days, the results of margin expansion, you know, quality improvement, and somebody that owned that wingtip lens from the raw material to putting it in a box for a customer was just, it was born, right? And we just spread that through the rest of the organization. And it was just, you know, the ease of how things happened and the ownership people took was just phenomenal.

I'm curious when that moment where you stood up and said, hey, give it to me, I got it, I can do it, did you really believe it or did you figure that you could just get it done, you know what I'm saying? Or did, you know, were you supremely confident or were you just sort of a confident person?

It was a leap of faith, I have to admit. It was a leap of faith. It was. Try something. What we're doing is not working. It's hard, it's heavy. Management telling people what to do and not engaging our people and they know better to do what we than anybody in management does. And it was allowing people to bring their best self to work, right, and letting them solve the problems and us just getting out of their way, but giving them the resources. And it was all about learning about flow, right? For me, it was learning about how do we flow this order. And we made multiple steps. I'll give you an example. In the passenger window line that we had, we would typically take, you think about a passenger window on an aircraft. It's not even an assembly, right? It's one piece of plastic. We would take about 10 days to manufacture that in work in progress. And another funny Story is we would form them and then trim them and then put them on a cart. And we had probably 100 carts in the plant. And it would take us about 10 days work in progress to make a window from raw material to finished good. And I'll never forget, I walked up to the team lead one year and I think it was probably 2000, about probably 1999. And I said, here's the deal. This was probably May of 1999. I said, I'm either gonna have a good New Year's Eve or a bad New Year's. And a good New Year's would be, I'll be home with my family, watching college football game, drinking my favorite adult beverage. A bad New Year's would be I'd have to be in here with my chainsaw cutting up all the carts. Because if the carts are still here, I'm gonna have to come in with my chainsaw and cut up all the carts. That's just the way it is because the carts just facilitated WIP inventory. They just, you know, it's just what we did. It was the thing we always did. And I turned around and walked away from her and, you know, took about 10 steps and I turned around and looked at her. I remember Irma, and her jaw was on the floor. I was like, oh. And I said, and if you need help with that, just let me know. Well, I mean, honestly, I had a great New Year's. We probably had 100 carts at the end of the day. I think I let him keep five for reworks that we needed to do. I think the total cost to me as a business was about $10,000 in conveyor belt that we moved. And the process we went from the windows that we formed in the morning, we were shipping to the customer in the afternoon. So from 10 or 11 days down to within the day and just all the work that we had to do to get to that, we actually opened up enough floor space in the plant that we were able to close a satellite facility and save all the utilities and electronics and everything. A product line that we had just purchased from another company, move it into our own roof just by basically just by saying we're going to get rid of the simple mode of conveyance and figure out how to. How to do it better. Yeah.

Wow. I'm wondering how much of it that, that improvement there, going from 10 days down to same day, do you attribute to sort of a deadline driven approach? Like we said, hey, by this date we're going to be at that point like versus just saying, let's get to that point.

Yeah, I think it probably had some of it. But you know, we were there way faster than New Year's. It didn't even really take that long once we figured it out and we started really studying and understanding the flow and why things were stopping. And a lot of it was because we had so much work in progress. You can imagine, you know, we'd have airline A's. Windows were on one of these carts that went into this, this area that was the field of carts. And you can imagine we're already late, the customer's calling, saying, where's my windows? Well, of course, the ones that are from the customer that's the most ticked off at you are at the far end. So we're moving everything, the fish swimming through the school, trying to get to the ones we need. Right. And just all that waste of motion and time and everything was just crazy. Just crazy.

Yeah. So talk about what are you doing these days with Jeldwin and talk a little bit about, about your company.

Yeah. So Jeldwin, we manufacture doors and windows. Right. So hopefully in a lot of your listeners homes, they all have doors and windows. Hopefully we were providing them. We do a lot with residential. We don't do a lot in the commercial space right now. That's hopefully something we'll eventually get to. But we make a lot of doors and windows for both retailers and then the builders in the market, the contractors. So we've been on our lean journey for about six, seven years. The way I like to describe it is our initial foray into Lean was kind of opportunistic. We were waiting for problems to happen and the lean team would go out and start working on problems and then they'd come back. Right. So they weren't, you know, we weren't really owning it within the plant or within the GEM team that we call our Lean program. JEM Jeldwin EXCELLENCE MODEL so I got to the company about a year and a half ago and we really started taking a much more intentional approach. We now have something we call the transformation Roadmap that we have different if you think about pdca, we have an annual PDCA cycle which is our Hoshin planning process and tied together with our value stream analysis where we develop a year long process. We move then to what we call SQDCI or SKU DIP in the old Danaher world, but that we use as our monthly pdca. We have rapid improvement events which are monthly pdca. We have another layer of SQDCI at the Line level, that is weekly. And then we just recently implemented our daily management system, mdi, that's solving problems at the hour by hour board. So we have this whole transformation model that we put together is really founded in the fundamentals of pdca, but with different cycles of improvement. And we just want to keep cranking that wheel as fast as we can and solve the problems at the layers that and at the levels where people that are in the fight at that level can actually make the impact and they can solve problems that are within their, their span of control.

Love it. Love it. So we were talking before we hit record about maybe some things to explore. And something that, that I wanted to ask you about was. I don't know if there was like a moment or maybe an event that that sort of impacted you and convinced you that, man, this is it. We need to go with this lean thing. We need to get good at it, we need to keep practicing it. Talk about that a little bit.

Yeah, yeah, it was, or there was, I should say. It goes back to that window business and manufacturing the passenger windows. It was part of that transformation, getting down to same day lead time. One of the final process in that manufacturing of the window was after it was machined and formed and everything. We called it finish out. And the cart of, initially the cart of windows would come over to an operator. They would take each window off, they would kind of clean it with some polishing, polishes and waxes and everything, get all the fingerprints, the cutting oils off it. They'd put it and they'd walk it over to a table, which we called layout. They would either laser ID it or put an ink stamp on it, put protective coverings on each side and stuff it in a box. Well, typically one batch of material was about 50 windows. And it took an operator, a good operator could do about 75 windows in a day through this process. And the area, we had four operators doing it. The footprint of that process with all these tables laying out the windows was probably about 2,500 square feet. And it was not a fun job. I mean, it just, it was laborious. It was, you know, not engaging or anything like that. And through this, through the transformation process and thinking about flow and trying to work on one piece flow. At the end of the day, we got it down to 100 square feet one by one, on demand, with two operators doing basically the day's work. And what really set it for me was I just remember, you know, doing a gimbal walk one day and I saw one of the Operators name was May. And you could just kind of see she had a little hop in her step. She was having a good day. So I walked over to her and just, hey, May, how you doing? You know, I'm doing great. I'm really looking forward to the weekend. I'm going to, you know, I'm going to go out. You know, we've got a family activity planned and, you know, I'm just really kind of excited about it. And unprompted, she kind of said, and, you know, I'm really excited about it because it wasn't long ago that, you know, I'd get home from work and I was kind of worn out and, you know, I really just didn't feel like doing anything and I was just tired. And it just kind of prompted this conversation about the transformation journey. And when it really hit me, because I asked her a couple of questions, I said, well, May, do you remember how many windows you used to do back in the day when you were tired and worn out and didn't feel like doing anything with your family? And yes, we both agreed it was about 75 a day. And I just asked her, well, how many did you do today? Well, I did 150 today. I said, oh, so look, your productivity, your individual productivity doubled and yet you're telling me you've got all this energy and you're excited about going out and spending time with the family and you're just feeling better. You're not, you know, you're not worn out and everything. And of course, for the company, we're, we are servicing our customers better. So if you think about the two primary pillars of Lean, right, Continuously improve and respect for people. What a better example to say, wow, we're respecting our people. We're allowing them to be more productive, which benefits the company and the individual. And she's happy about it. She's going home without working overtime, feels comfortable going to spend time with her family, and we got the continuous improvement out of it. I mean, it was just, for me, it was that moment that said, this is just, this is just right. I mean, there's not. What could be better than doing this and, you know, respecting our people and getting performance improvement out of it at the same time? I mean, there's just nothing better.

Oh, I love it. I love it.

Hey.

So today during our workshop, we had a lot of good discussion. Well, it was really you and your colleagues and one of the things that you're sort of commenting on, we were sort of exploring the whole idea of taking a Big vague problem and then making sure that we break it down and then going after that. I'm wondering if you could talk a little bit about that because I feel like that's something that if we're not careful, even within the lean community, we can get fragmented and not focused. Perhaps is a better way of saying it. Talk a little bit that. Because I thought you had some really good insights that you shared with folks.

Yeah, I agree. And it's something that I think we as a community do need to be very cautious about is it's kind of human nature. You see the shiny new penny, you run to it. Right. And as continuous improvement individuals, every time we see a problem, we want to just go, you know, we have that zeal and vigor to go solve that problem. And yet the biggest problem on a Pareto bar still hasn't been solved. But that just happened five minutes ago. And we get kind of distracted by that. And that was part of my coaching to the team today. Going through the exercise you led us through is we can't get distracted by, we're not gonna solve world peace. Make sure you stay focused on the two or three biggest things on your Pareto chart and work on them until you kill em dead. And even if it takes two or three months, the value you're gonna get out of solving your biggest Pareto chart is way better than solving that problem. I know it's fresh in your mind. It just happened last hour or yesterday or whatever it is. So it's really, it's like a fresh wound. But if you don't fix the systemic issue that's causing all these different fresh wounds, you end up with the proverbial death by a thousand cuts. And we've got to get to the root cause and we've got to solve the big problems. And I think that's one of the things I coach my team on too is you got to solve the symptoms. But at some point you have to look at the system. What system is not working the way we need it to. That is allowing all these things to kind of get through the process. Right. So it's really staying focused and having the discipline and you know, putting in leader standard work to stay disciplined around. What are the top two or three things that you gotta, gotta work on?

Yeah, exactly. You have some other really good insights on, you know, say goal settings, you know, if, you know, a goal is, you know, I don't know, 98% something and we're at 70% currently, you know, trying to get right to that 98% straight out of the gate. That can be really frustrating.

Right?

How do you approach something like that?

Well, that's a great question. And it was really exemplified in the class you led us through today is setting, you know, having the big hairy, audacious goal of getting to 98%, you know, quality or on time or whatever it is. But if your demonstrated capability is in the mid-70s, you know, giving, giving folks a target that just, they just can't even remotely see their way to that target, it just becomes defeating and self defeating. So you gotta set the next target condition. What are we gonna try to get to in the next six months or period of time? So that's what I coach the teams on. Do I want them to get to 98% quality or on time or whatever it is? Yeah, of course, I'd love to get to there, but. But first you got to get from 75 to 80 or 85. Then you get from 85 to 90. Then you get from 95, you know, or up to 95 and 98. But if you, if you set the, the goal so far out that, that, you know, they just can't see any way to get to it, it just becomes a goal that they don't really even work on. Right. So you gotta, you know, and you gotta be able to give people to celebrate. And it's like, you know, an analogy is the lung, the rungs on a ladder. Right. If the rungs are so far apart that you can't reach, it's hard to climb the ladder. If you put the rungs at the level where you can take those little steps, you're gonna get up that ladder a whole lot faster and solve a lot. You know, again goes back to that PDCA cycle. The faster we can solve the small problems while we're still working on the systemic ones, we're going to improve that improvement. Engine is just going to be firing on all cylinders.

Well, yeah, I mean, and not to mention, I love that ladder analogy, you know, if you can't even reach the first rung, what's the point? You know, we're never going to move up. We can't even reach the first rung. So, yeah, grab that, move it down, put them closer, and we start making progress, you know, and that's when people, you know, like the lady you talked about, you know, she was making progress, she was seeing improvement, she was demonstrating so mastery, she was getting better. Right, right. And that's, that's addicting almost, right?

It is.

So I love that analogy of let's set some short term target conditions and the people listening that are all up in scientific thinking are nodding their head yes, yes. So we just got to keep repeating that message and then more importantly, as leaders practice it. Right, because it's easy to say, harder to do.

Exactly. And that comes back to the leadership discipline to stay focused on the critical few. And in the lean community we always talk about WIP is a bad thing. Right. It's the same thing with problem solving. If you try to solve too many problems, you know, they all move at a turtle's pace and everybody wonders what are you doing? You know, what are you actually getting accomplished? Well, not much actually, because everything's moving so slow. So you know that Pareto charting is such a powerful tool. If it's used.

Yeah.

If it's used and followed that 8020 rule, you solve 80% of the problem by solving 20% of the issues. We just really as a community, got to stay focused on that.

Hey, so talk about. So something that Gemba Academy is currently working on is a lot of TPM content that we're excited to be releasing. And I know you guys are practicing a lot of TPM at your company in the various facilities. Talk a little bit about that about OEE and different things that you guys got going on there.

Yeah, we're pretty early in the journey, but we have a fair amount of old equipment and a fair amount of new equipment. We've got both. So we've got kind of the run the gamut. But what we're trying to really get into is that the industry 4.0, where our machines are actually and our equipment is actually talking to us. So we're running a beta test now in one of our plants. That's a continuous flow plan. And the way I kind of describe it internally is it's just. It's literally a series of single points of failure. Because again, being continuous flow, one piece of equipment goes down, the whole plant is down. And it's a critical plant to our process and our business. And we've started monitoring all that equipment now and then we're putting into place systematic approach to make sure that those machines are actually talking to us. They're set up with a system that will. The sensor will tell us if a motor is vibrating more than normal or the temperature of the motor is going outside of the normal condition. Right. So we're getting those and ons and the machine is telling us that it's throwing its own and on in a sense. And then it sends a signal to the maintenance team that says something is out of normal condition. And then it also sends signals that says, you know, the machine's running great, but based on the information you told me, it's time for PM's on this. And then longer term, it tracks all that information and it's going to provide us really good data for mean time between failure. If our PM cycle was not correct and it failed before that or something wore out for it, we can then go in and make the edits to that initial PM cycle and we can understand our mean time between failures. So we're doing much more preventive and predictive maintenance versus running to fail.

Nice, Nice. I like it. As far as OEE goes, how are you guys going about. Because capturing the data is difficult, you know, especially on older equipment that might not have sophisticated PLCs or whatever it might be. So how are you doing that?

You know, it's going to be a manual system. We have pretty good system to track quality. So if you think about the three elements, the quality is not. Is fairly easy for us. That's not a long putt, if you will. The availability is not necessarily a long putt either because we're in the process of really deploying a very rigorous process of takt time, right. Understanding tact to meet customer demand. So if we're running to takt, we're basically running okay from an availability and we track that on our hour by hour boards. If we miss Taco, was it because the machine was down? So it's an availability thing. The performance one is the tougher one. Right? That metric is the one where if you're running a manual system, it's a little bit more art to science. But for us, you know, for us, kind of the breakthrough at this point is just saying we have a pretty good understanding of what it is. It may not be precise, but we have a pretty good understanding of what it is. And the nice thing for us, or an additional piece that we're measuring is tep, because we're also, in some cases our teams are saying that they believe they're actually equipped and constrained. And a lot of times that's the learning is they say, well, we just need another piece of equipment. We don't need a newer one, we just need another. And going through that whole exercise has actually really been enlightening for some folks where we're starting to implement it and saying, well, that million dollars worth of capital. Yeah, maybe not because your OEE is really only 75% or 60%. You don't need more. You just need to run the stuff you have in a much more effective and efficient way. So we're looking at both so that we understand when do we need more equipment, but when is it that we really just need to use our existing capital properly?

Yep, yep. 100%. 100%. Good stuff, man. Well, hey, why don't we maybe wrap things up? Greg, I don't know if you have maybe some final words of wisdom for maybe. Let's talk to the leader out there who is newer to their Lean Journey. They're just getting started. Do you have any advice for them?

Yeah, absolutely. So I also had the luxury of spending about eight years in consulting Lean, and one of the things that I. It was kind of a learning for me, too, is there's a big difference between doing Lean and using Lean. And there's. We could all in the Lean community debate about what the success rate of Lean transformations is, whether it's in the single digits or the lower double digits. Right. It's not high. And I used to walk into companies and. Yeah, well, we already have a Lean program. And you can explain to me what you do. And it was always exactly that. They were always doing some Lean things. Yeah, we have a value stream analysis or we've run a Kaizen event, but do they have a Lean management system? Are they learning how to use Lean to run the company, which really starts at the top? You gotta make a commitment that says, we're gonna figure out how to do that. And within Jeldwin, our CEO, Gary Michelle, he talks about moving down this continuum from leading with Lean to living with Lean and living the Lean Journey, our gem journey within Geldwin. And it's just that continuum, from using the tools and doing the stuff to learning how to lead with it, it's the first thing that. Then it's, you know, it's kind of like the old. I use the old Prego commercial. It's in there. Right. Our Lean Journey, it's just baked into everything we do because we're living with Lean and with Jem as our approach to Lean.

Your CEO, what's his background? I mean, there's not a lot of CEOs out there preaching that message.

Yeah. So Gary's an engineer, so he got the bug. He's an engineer. You know, we had a great experience. We did a gimbal walk together at one of our plants that makes Windows probably about two, three months ago. And we went out after we did the kind of the standard gimbal walk. There was a problem that the team brought up about material being provided to one workstation that was out of sequence. So we went and talked to. The operator's name was Max. Right. So we went and talked to Max and asked him about what was the situation. So we went to go seek to understand, to see what's exactly happening. And he was showing us where the raw material that he needed was coming in at a different sequence. So we kind of swam upstream and we started doing some basic problem solving with the team. And we went back into the conference room, and here I'm the GEM leader for the company, and here's my boss, CEO. As soon as we got into the conference room, he walks right up to the whiteboard and he's got the. The marker out and he's drawn the flowchart and the diagram and saying, he's doing my job for me. This is great. And the team is like, oh, my God. Our boss really does know this stuff. He doesn't just talk the talk, he walks the walk. He knows what he's talking about. And I've only worked for the company for a year and a half, but I've known Gary for 10 years. In a prior life, we were both with Ingersoll Rand, and I used to tease him about being one of my best students. And. And Gary is just so passionate about engaging our people. And he talks about Max and we've actually turned MAX into an acronym. And it's all about max, right? It's all about this one operator that we saw was struggling with having material presented to him at a sequence. And how do we go and address all the maxes that we have across Jelden? We have 24,000 employees. And if we understand all the struggles and challenges every Max, or Maxine, if you will, out there have, man, we're just going to be a whole lot better company. And when you see the CEO getting down to that level of trying to help solve a problem for an operator, it's just really powerful.

Well, I mean, in the end, what he's doing and what he believes in and what it's obviously preaching is that in the end, a business, or lean, whatever you want to call it, it's about people.

It's all about the people, Right? Exactly. It's all about the people. I talk all the time. If we can get 24,000 problem solvers, there's no competitor in the world that'll beat us.

Right? Right. Fantastic. Hey, Greg, if folks want to connect with you personally, what's the best way?

Best way is to get a hold of me through gminor M I N E r so you got to remember the er, not O R. So gminoreldwin.com, happy to take anybody's calls or emails. And look, if you can't tell I'm passionate about this, I love what I do. The reason I get up every morning is to make everybody's those 24,000 people or 23,999 make their life better and make it easier.

And Jeld1 is J J E L D W E n J E L.

D W E N. Yep.

Yeah. And we'll link to that up in the show notes. And you're also on LinkedIn and guest.

Yep, I'm on LinkedIn. Definitely reach out out to me through LinkedIn too.

Okay, perfect.

Yeah.

And we'll put everything in the show notes. So this will be episode 416. So GembaPodcast.com, look for episode 416. So Greg, thanks again for coming in. I love doing these in person interviews. You know, we've done a handful of them over the few hundred that we've done here, but it's always amazing doing in person.

Yeah. This is awesome. Thanks for the invite. I really appreciate it. It's my first podcast and I guess I'll say my my first pass yield is one for one right now.

Yeah, man, you're very good.

Very good.

Yeah. Awesome. Well, thanks again and take care.

Thank you, Ron. Appreciate it.

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