Speaker B argues that operational excellence requires three things: using proven technologies instead of chasing hype, measuring what matters without letting short-term targets drive bad decisions, and prioritizing long-term business health over quarterly goals.
I guess I want to come back around to maybe the title of our conversation today, talking about the key principles for success in driving Industry 4.0, but overall operational excellence. Can you summarize for me, how would you summarize maybe 2 or 3 of those as being the things to do, the principles?
Yeah. I guess just a summary. It's an interesting time in which we live, that there are more resources available than there have ever been before, and it feels like we get mediocre results from a lot of the inputs that we add. So I guess, as a leader, if you're trying to go down this path, look for things that work. There's a lot of shiny things out there that aren't necessarily going to drive results. And prior careers, I lived in a world where people lived and died by metrics. And metrics are important. And overall, if something's not measured, you have no chance of changing it. But we would make a lot of silly decisions just to try to hit a month-end goal or a quarter-end goal or a year-end goal. And it wasn't in the best interest of the organization in the long term. So, so really, and I'm in a bit different position now because obviously I'm an owner. So the, the number one thing is, is keeping Lester going for the long term, not just getting through this month or this quarter.
Hmm.
But, but managers, I think as a society, we've gotten away from a lot of the common sense things that, that really We just— we people, everybody's looking for an easy way through things, and sometimes it just takes hard work and, and go out and find the answers.
