Reliability Gang Podcast
Welcome the #Reliabilitygang Podcast! I would like to welcome you all to my reliability journey. I am passionate about reliability and I want to share as much as I can with everyone with my experiences. Stories are powerful and my aim of this outlet is to gather as many insights and experiences and share them with the world. Thanks for joining the #reliabilitygang.
Reliability Gang Podcast
Reliability Champions: Inside SKF's Maintenance Excellence Journey with Pablo Porcelana SKF
What does it really take to keep 81 manufacturing sites around the world running at world-class reliability standards?
In this episode, I sat down with Pablo, the Reliability Champion at SKF, the world’s leading bearing manufacturer, to find out. And this chat was packed with gold.
Pablo opened up about how SKF have built something seriously special. Their Maintenance Excellence system brings together the best of Japanese TPM and reliability-centered maintenance to create a global standard that actually works, site to site, culture to culture.
But here’s the standout bit for me. It’s not just about the systems or tools. It’s about the people. SKF have cultivated a real community of over 400 maintenance professionals across the globe. They’re not just clocking in and out. They’re sharing wins, solving problems together, and raising the bar as a unit.
We also talked about their week-long Maintenance Excellence Bootcamps run across three continents, combining deep-dive training with hands-on work to embed excellence into their culture. Add in their push towards smarter CMMS rollouts and the integration of AI for predictive maintenance, and it’s clear these guys aren’t just keeping up. They’re leading the way.
The part that stuck with me most was this quote from Pablo:
"You can have the most perfect system in the world, but if the people aren’t on board, it’s worthless."
That hits home. It’s not the tech. It’s the trust. It’s the culture. It’s the belief that people make reliability real.
Whether you’re running one site or a global operation, there’s something in this conversation for everyone who believes in better maintenance. Tune in and see how SKF keep evolving while staying true to what matters most: people, purpose, and precision.
Hello, welcome back to another episode of the Reliability Game Podcast. I have Pablo here, Reliability Champion of SKF, with me. How are you keeping Pablo?
Speaker 2:Hello, hello, nice to be here. I'm really really happy, really excited of being here in the Accelerate conference, learning a lot, sharing with other people that work in the same field like you.
Speaker 1:So we are, we are really really happy of being here I look, I did my level one at skf, I did my level two at skf, so I love, I love the guys at skf. Man, I've got a lot of love for you guys and, like, skf for me is the epitome of reliability in terms of bearings. When everyone talks about bearings it is always skf, it's always the number one. To be able to maintain that level of reliability is difficult, isn't it? Do you know what I mean? And I think sometimes to be able to keep that legacy going is also.
Speaker 1:But how do we also ensure that we're reliable in our plants when we're manufacturing the most reliable? So you have to kind of practice what you preach. I really loved your presentation the other day about kind of how email has helped you kind of standardize everything. The other day about kind of how e-maintenance helped you kind of standardize everything. But also within that presentation you mentioned the 10 steps also that are so important to maintenance excellence that you guys at SKF have actually produced. Can you elaborate to the viewers kind of what them 10 steps kind of are and how and why is so important that we also follow these steps and terminology, not just only look at kind of how the cmms works, but everything around it?
Speaker 2:yeah, well, the maintenance excellence 10 systems. First of all, maintenance excellence is under the umbrella of this kf production system. This kf production system has several systems inside, like quality material flow for, for example, how we manage human resources. There are several systems and maintenance excellence is one of the stability systems that we have. So, as you were saying before, how to keep that legacy in the time, because maybe we see a lot of companies implementing something and sometime later everything was falling down. So how to keep this in a good way and always work in the same way in all the factories? Skf is a company that is around the world in more than 100 locations, and we have more than 81 factories Wow. So how to standardize that, working everybody in the same way? So maintenance excellence comes up 2014,. More or less, maintenance excellence, to see it in the general overview, is a mix between the Japanese original TPM school.
Speaker 1:Yeah.
Speaker 2:Okay. And the reliability-centered maintenance, which is where SKF is let me say one of the pioneers of implementing that, yeah, okay. And the Reliability Center and Maintenance, which is where SKF is let me say one of the pioneers of implementing that in the Hundreds. Yeah, using that for bearings and think about that. Skf was working implementing condition monitoring since the 90s. So early.
Speaker 1:Yeah, yeah, yeah. But my first. When I first was at my first company, erics, we'd use micrologues, we'd use aptitude, we'd use IMX systems. I'll be honest, skf at the time there was widely used by lots of different people in the condition monitoring world and it was also really prevalent because they created this off the back of the reliability of the bearings and making sure that we can identify the problems early and try to rectify the course of action before we get to the failure. So skf for me has always been really kind of advocate for, for condition monitoring, and it's kind of where I first started with with it as well.
Speaker 1:How is it, you know, you've got 81 factories. You're in all these different places around the world? How do you deal with the cultural changes of being able to implement the same thing? And obviously you're going to have challenges with it? But what would you give any advice for anyone who's out there who's looking to be able to maybe make multiple changes across different parts of the world? How do we communicate that so it's effective and and it's a solution?
Speaker 2:well, there are different ways.
Speaker 1:First of all, having a system that is, you've got to have a system first.
Speaker 2:Yeah, yeah, having a system and working in a standardized way and trying to support all the factories in the same way, just trying to lead the factories to do everybody the same way, because we want to have a standardized maintenance management system and that is where E-Main plays another role as well. But coming back to your questions, there are many ways. But coming back to your questions, there are many ways. One way is communicating. Communicating a lot with the people, trying to be also on site supporting the people there, because if the people all the time sees you from a camera and the people don't feel the engagement, so one is being close to the people, supporting them. They acknowledge that you have the knowledge to support the maintenance journey.
Speaker 2:Because, if you implement it. If you are only a theoretical guy, they will not follow you.
Speaker 1:Yeah, they need to have trust, don't they? Of course.
Speaker 2:So when the people start to trust you, then comes the good communication. We have a SharePoint that is called Maintenance Excellence Community, where we have more than 400 people from SK being part of this community and we have every quarter we have a meeting where we have normally 100, 120 persons that are attending this presentation, where we present different stuff, for example, standardization or what we are doing in terms of condition monitoring, some success cases from different factories, implementing spare parts management, condition monitoring and different things. So in that way the people feel more engaged with the system. And on the other side is training. Training is super important. Training is so important we are doing like, at least two or three times per year, a Maintenance Excellence Bootcamp, normally one in America, one in Europe, one in Asia.
Speaker 1:Ah, so it's like a bootcamp, so you bring people together and we give it. How long is it? Is it a couple of weeks or is it like a?
Speaker 2:week, it's a full week.
Speaker 1:Full one week Incredible.
Speaker 2:Where we cover all the maintenance excellence systems very deep, very deep, with practical cases. We go to the factory, we do all the process of autonomous maintenance, step one, two and three Amazing In the reality. So the people feel the tool, how to use it, and then the same we do with preventive maintenance and a lot of case studies. And, yeah, it's a way of continuously onboarding people to the system. So then the people they are on board, they use it and then it's easier to to keep the track on what is happening.
Speaker 1:It's like momentum, isn't it? If you're regularly meeting up every single year, people don't forget. Then people are kind of almost in in, like ingrained within the culture and making sure. And when you're reinforcing the case studies and the success stories, I mean I think that's a really good thing that you kind of mentioned as well within your presentation. It's the success stories that get people excited, the things that may work really well in one place and bringing that centrally and and seeing what the value is and what the value is to your workers and your customers. I think that's really valuable and I really like the way that SKF really promote and champion the training element and make sure that's a priority Without that.
Speaker 1:You know, I had a really great conversation with Joe earlier about the reliability stuff and we really leaned into relationships, training and trust and it's almost like most kind of reliability conversations. I have a lot of the time. That is the vocal speaking point of what we need to be. Do we trust our people? Do they trust us? Do we know that we're moving to the right direction with what we're doing? And I really am inspired by the way that SKF and that story you guys have really pulled together and you know, the presentation the other day was just absolutely incredible.
Speaker 1:You know, as we talk, as you're in different countries and different culture kind of differences. Did you ever feel at any time that some places were a lot further behind than other places and what did you do to ensure that you was moving everyone together at the same time? Because I assume some factories probably were in a position to move a lot faster where others were take more time? How do you kind of make sure that one factory is not falling too far behind and also you're not slowing down the process of the other factories waiting for other factories? How did you kind of manage that kind of gap and and did you kind of have to move and have different strategies to to do that?
Speaker 2:yeah, to be honest, it's not easy, because you have some. You have some factories that are going super fast. As I mentioned, we have factories that are already at the level of proactive or disruptive maintenance. So yeah so you, you can't stop that, that that train, that train is already it's gone it's already running. So you, you can, you can stop that. But the good thing is that you can use those examples to show to the other ones yeah, of course, and then of course some it's like like your children, some children need more support, so others go alone, just run with it.
Speaker 2:Yeah, yeah, they just With the ones that are running very fast and it's like a train. Then you let them be. They are going. They know what they are doing normally Of course, yeah. The ones that are going slower, first of all, using the other ones as good examples and being closer to them. What do you need? Which is your pain point? What is not stopping you to continue progressing on the journey? And one of the biggest pain points that we were having in the last years was about the CMMS.
Speaker 1:That was one of the big roadblocks that stopped the progression moving forward.
Speaker 2:Yeah, it was a big point because, let me say, we had for several years another CMMS and in some moment we stopped the installations of this CMMS.
Speaker 2:So we have, by one hand, factories that was using the old one and other factories that they want to implement a new CMMS or they have some local solution but they want something more professional. And there was a lagoon in that time that nobody gets a CMMS. And there was a lagoon in that time that nobody gets a CMMS. And then, when we signed the contract with the e-maintenance and then we start to deploy, we already have like five or six factories in the pipeline that they were waiting for more than one year.
Speaker 1:Already waiting. Yeah, so it really does delay there, as they're moving forward.
Speaker 2:Yeah, already waiting, so they were really eager to implement the CMMS.
Speaker 1:And the CMMS, of course, is part of the system but can also leverage a lot of things, lots of moving parts, to make a bearing. You've probably got lots of assets, and understanding what spare parts you need is probably critical to your business, because at any point if you lose something that is critical, you could potentially suffer that downtime and your availability is going to obviously reduce. So how did you manage to be able to get that done quickly? Did you have to kind of for that year period of time when there was delayed with the CMMS system? How did you get over that kind of constraint? It must have been very difficult yeah, what was?
Speaker 2:it must be the headache yeah, it was a headache for for the factory. Some factories they took the decision of start working for with something homemade yeah, of course, just in the meantime, just in the meantime, but when, when we implement, there was the priority, of course, and we started with them, started them first yeah.
Speaker 2:There was like four or five factories that they were really, really eager to implement the CMMS. It was a moment in time. Now it's another story. We are now implementing emailing all the factories and, yeah, they are able to improve in all the aspects where the CMMS gives the ability.
Speaker 1:That's amazing. When we talk about reliability, obviously new talent is emerging. We need to get new, younger engineers in that understand the technology. We really spoke on the thought leadership day about this kind of new gap, this skills gap that we've got coming into the future and obviously you know the need and requirement to probably produce more bearings more reliably is extremely important. With a bit of an aging workforce that have all this talent and understanding with reliability and have all of that really good proactive nature and thinking, how do we move forward and ensure that all of that knowledge is captured for the younger generation coming into SKF or the guys that are coming in, you know, are ready and prepared for the new world that's coming?
Speaker 2:Well, first of all, we have a really, really strong database of training. Wow, we have a lot of yeah and the good thing with SKF and that we have the ability of giving training in most of the countries where SKF is present yes, we have a really strong database of training by one hand, everything related to reliability.
Speaker 1:If I give you the list of trainings that SKF has for reliability, it's crazy, I can imagine I mean even the vibration stuff they had at the time and the resources that I had available was incredible. Yeah, yeah.
Speaker 2:So having that training database is super important for us, for the new generations and putting those guys that are starting faster on track on what we need and what we are using in the company and the industry. On the other hand, we more likely use the people that have a lot of experience for training as well. Okay, so the guys that are more trained, they have a lot of experience.
Speaker 2:We as well, okay. So so the, the guys that are more trained, they have a lot of experience. We are using them, they, they normally, when you are an expert, you you want also to share your experience, your knowledge. So the guys are also giving trainings and supporting the. My team though no, it's not my team, the team where I'm working, the sk production system team, is a is a bunch of guys that has a lot of years and years of experience in manufacturing.
Speaker 1:Yeah, of course.
Speaker 2:So there are some guys that are experts in 5S, some guys that are experts in standardized work, value stream mapping, maintenance excellence. So you have all these guys that are super experts in different fields of manufacturing that are giving the trainings to the people in the factories. So that is a good way of keeping the knowledge inside. And then we have also a really well-structured subject matter experts standardization for each one of the tools that we have in SPS, for example. So you start by being a novice, then you are a generalist, then you are an expert and then you expand your knowledge by doing different trainings. Also, it's not only by going to the training and attending a training, it's also how do you implement?
Speaker 1:How do you actually do it?
Speaker 2:For the case of maintenance, it's a requirement, for example, for being a generalist, that you need to implement maintenance excellence at least in a pilot area in your factory, and then in some way, of course, you have the theoretical knowledge, but you need to implement it.
Speaker 1:If not, it's not, you're not going to be able to make it work, and all the rest of it. How important it is. You know you've got a great team at skf and how important it is, though, to have people that are really in tune with the vision, with what you want as the outcome, because, obviously, when it comes down to reliability and and maintenance, manufacturing a reliability mindset is a slightly different mindset set. Maintain in something yeah, to be able to be a reliable think or thought leader, you've got to be able to have a kind of different perspective. Did you have any trouble with translating that perspective across country to country, or was it a very much? Oh, we get this. We're really bought into it. Let's go. How much resistance did you have? And, if there any resistance, what tactics did you use to get people to see reliability in a different way than what maintenance is?
Speaker 2:Yeah, first of all, something that is happening in the factories and we are not forcing from the central team is some factories. They are changing the name of maintenance department to reliability engineering.
Speaker 1:Yes, it's such a and I think this is the thing that we're finding in the industry right now it's that even that change of name is going to change the way people think of the way they do it, and I think you know, just by you guys doing that, you're already forward thinking about how do we actually change a narrative of what reliability is to actually be implemented within the plants to be able to be sustainable and make sure that this is a philosophy that stays forever. You know what I mean.
Speaker 2:It's so very impressive from you guys, yeah it's something that we encourage a lot, the fact that this is To create a vision. Okay, we have a vision. Skf has a vision, general vision, then every factory has a vision, but we are encouraging the guys in the factories to create the maintenance or reliability engineering vision. Yeah, so what is your vision for the next five years? What you are thinking? How do you think that you can be more sustainable, more reliable, more aligned to new technologies? Sustainable, more reliable, more aligned to new technologies? So only by that, by thinking in the vision, then they are aligned on, they are seeing what will happen in five years. So, as well, that we are speaking a lot about. If you see our, we have a lot of polls when we do the community meetings and the people is asking continuously about maintenance 4.0, artificial intelligence, condition monitoring, implemented augmented reality. So all that stuff, that technology, things that are coming, people are eager to learn I could imagine.
Speaker 1:I mean, and as well, because you guys were such early adopters of the condition monitoring systems how much has that been a huge advantage for you to be able to implement yourself, because you already have the knowledge, and it must have been a huge plus for you that you guys have been doing that right for a very long time as early. How did that give you the competitive advantage over your competitors?
Speaker 2:Well, the big advantage is that you have all the knowledge in-house.
Speaker 1:Yeah, it's all there already.
Speaker 2:Yeah, it's all there. And I remember when I was maintenance manager in the factory I thought my colleagues from reliability engineering that they was giving services. They was across the street in the same area. They were available. So, I go there and say, guys, I have a problem here in one machine.
Speaker 1:Can you come with a microlog and measure, because we don't know what's happening. And it's such a cool thing because you know ultimately you create bearings, but you've got machines with bearings in that create the bearings. The whole thought process is actually really kind of you know.
Speaker 2:And the machines that are making bearings. Vibrations is super important because you want to have a purpose bearing.
Speaker 1:Yeah, exactly, and that's the thing as well with, obviously, when we're looking at OEE and we're looking at effectiveness. You know the three main metrics. There is obviously availability and how often you're running. The other one is how quickly can you make it? But probably the more important one for you is actually the quality you know in terms of you don't want a single defect in a single bearing because that is going to obviously really kind of affect the quality in the name and obviously affect the whole selling point of uh, obviously skf is. You're reliable, you can rely on the bearing. When you buy an skf brand, you put that bearing in if you install it the right way. The idea is that bearing should last and last for very long times and all the rest of it. How do you? Even in-house you must have to take extreme measures in terms of defect elimination and understanding inequality checks. What do you do to maintain that? I mean, the standard must be so high.
Speaker 2:Yeah, for SKF. Normally in the production lines we have a lot of control machines and those control machines are normally critical in terms of reliability. So we control, not because our machines that are often failing, our machines that require certain types of controls to keep the quality. Skf is selling the best bearings in the world. You know, if you go to buy a bearing and you ask for SKF, you know that that is reliability for your car, whatever you will put that bearing. So that is your confidence in our brand. We need to continue performing this really good level of quality. So to have this good level of quality or high level of quality, first of all control machines are super important.
Speaker 1:Oh, measures is what you're measuring, yeah.
Speaker 2:Yeah, when we are measuring the bearings, vibration, the noise, etc. Etc. Super important For most of the factory, to not say all the factories, these machines are A machines. So we are doing a lot of controls because these machines are really, really important. Of course, process machines are important as well, because you are producing there.
Speaker 1:No, yeah, but you've got to kind of balance out because, as well, obviously you want to be able to make more, which is kind of the performance, but you don't want to sacrifice the quality. So I can imagine there's a bit of a push and pull there, because obviously you know, the reliable name of the business is so reliant on making sure there's no defects after that's been created. You know what I mean. So, yeah, it's a really interesting kind of conversation with, especially the fact that you guys make bearings. It's like you know how do you get that, as well that we may bear, is.
Speaker 2:We also give services and we have all this portfolio of condition monitoring, yeah, yeah, and then implementing that in the factories. Being the same family, is is easier.
Speaker 1:I can imagine that's such an advantage for you guys as well, because now you you don't have to rely on any third party to produce that or you've got all the knowledge in-house about to do that to extremely high levels and the higher levels than the most people could probably come in and give you, if that makes sense as well.
Speaker 1:So that kind of that, married with the maintenance excellence, is a really, really key focus. Right, because you've got, obviously, your maintenance and you've got the way that's organized and strategized. But you've also got this, this condition monitoring, which is such an important and integral part but done in such a high quality that allows you guys as well to actually learn and implement that even for other customers, I suppose, out in the field as well, because you do more than just make bearings. Do you know what I mean? And I think obviously skf is known for bearings. It's such a integral thing. But I do think and believe that a lot of people you know don't realize that you guys do quite a lot of things. It's not just bearings that you make.
Speaker 2:We make. Well, everything related with rotation, okay. In fact, one of the new leitmotifs for SKF is less friction, okay. So less friction means everything for us, because less friction means less for us, because less friction means less consumed energy, less waste, less, more efficient machines. So, but SKF is also manufacturing seals that is incorporated to the bearings and we manufacture lubrication systems.
Speaker 1:Yeah.
Speaker 2:So the lubrication systems are always a part of the bearing. No, so where we, you have a bearing, the bearings and we manufacture lubrication systems. Yeah, so the lubrication systems are all always a part of the bearing. No, so where we you have a bearing, you have a lubrication system, unless that you have a sealed bearing. But in general for big machines, you, you need the lubrication system.
Speaker 1:So we are manufacturing one of the biggest manufacturers of lubrication systems also in the world yeah, of course, and I think a lot of people forget about that element as well, and obviously as well for you guys, how important is R&D and innovation? Because I think a lot of people don't realize and understand that you guys are looking for the next level how do we make the bearing a little bit more efficient? I remember there was a pilot project for one of our particular customers very many moves ago when they went from kind of the standard greasable bearing and food factory to silver life bearings that had a lot better sealing arrangements. The return on investments with them companies when they did that was a ridiculous amount of money in terms of what they did. They didn't have to lubricate, there was no chance to over or under lubricate and you know in most cases what we did is nearly four or five times the life of that particular bearing.
Speaker 1:And if you could imagine that across hundreds of thousands of bearings, one of these pilot projects was great. How much work and effort goes in behind the R&D at SKF as well, I mean, obviously, to be able to create something like that. A lot of minds need to be pulled together. How important is R&D for you guys?
Speaker 2:R&D is, I think, one of the most important. If you speak about bearings, you say ah, well, a lot of bearings are like commodities. No, but SKF is selling a lot of customized bearings for social applications. You saw the presentation yesterday.
Speaker 1:We are speaking about bearings NASA okay, I know this is like a reliability and how important that is.
Speaker 2:I can tell you some stories of special bearings. I'm not an r&d guy, okay, I'm more a maintenance guy in the in the factory not supporting the factories. But if you see, for example, the development that skf has made with the ceramic ball bearings, yeah, that's another really cool concept as well. The ball bearings are super important for electric cars yeah, yeah, yeah, yeah definitely. So SKF improved and developed all the manufacturing of balls and how the bearings should be to avoid the electrical current going.
Speaker 2:You are a reliability guy, so you know what happens when you have electrical current in an electrical motor between the inner ring and the outer ring. No Of course.
Speaker 1:Yeah, we've had huge failures within our industry, but we're now getting to the root cause of them problems as well and trying to understand exactly what's causing it, and sometimes it's very difficult to mitigate. So sometimes these solutions, like ceramic ball bearings, are sometimes the only option for customers which can save them so much in terms of downtime, depending on the machinery as well. So you know, even stuff like that for me is incredible, because what I love about it is that we don't accept the fact that failure is there so you need to be able to engineer another solution to be able to overcome some of these problems. And what I like about that is resilience to industry and testing, because we know it might be a hard task, but SKF are up for the challenge. We need to find out the solution and we need to do that through good R&D and good people and good passion for what we do.
Speaker 2:You know what I mean. You know that SKF manufactures also bearings with the ceramic balls, but for spindles. Spindles, yeah, yeah, and those bearings are running at 40,000, 50,000, 60,000 RPMs and that bearings are. I was a user of that because in the factory we use spindles and yeah, that bearings are crazy.
Speaker 1:Especially nowadays in spindles and stuff like CNC machines and all of these applications now that also innovate in the world, that we manufacture things now and some of the things that we weren't able to do now with machinery is now possible. But that's the thing. The technology obviously is there. But that's the thing. The technology obviously is there. But we also need to make sure that the bearings that house these things are able to be sustainable and match up to what you're doing. So one thing I really loved about your presentation is that this is forever. It's limitless. There's going to be new technologies emerging and you need to be at the forefront of thinking about what's happening five, ten years down the ride. It seems obviously from the presentation how innovative skfr look into the future. How do you visualize what's happening? How do you stay ahead of the game?
Speaker 2:related to manufacturing, reliability and maintenance. Let me say in general, if you go and see this particular topic in our factories, first of all, investing in technologies, investing in development.
Speaker 1:Development yeah.
Speaker 2:Also having good partners. Okay, Having good partners. I think, for example, Fluke we named it the CMMS is a really good partner for us in terms of technology and what is coming for the future, and we can start speaking about taking data from the sensors and triggering work orders automatically and start to think about prescriptive maintenance. Yeah, okay.
Speaker 1:The point, though, is like collaboration, because I think, a lot of the time, people always wonder well, we can do ourselves and we can do that, but I think what we also got to do is be able to work together sometimes to get to the solution, and I think collaboration is so underrated. I don't think many people really consider it, and I think maybe we have to take the egos out and say how do we work together to get both parties higher than where we need to be?
Speaker 2:yeah, yeah, yeah, sure. And also, of course, there are some other developments related to artificial intelligence, to machine learning, that we are learning as well, in the same time developing solutions for the factories to be more reliable, to implement different technologies to support. Also, one of the biggest leitmotifs, or, let me say, vision, to implement e-maintenance and change the CMMS was this how can we make the life of the technicians that are in the forefront in the field repairing the machines easier, easier? Yeah, of course. So all that stuff, everything that we are implementing or we are thinking about for the future, is we are thinking on how to be more reliable and make the life easier also for the guys that are working in the factories.
Speaker 1:Amazing. I could talk to you all day, pablo. You have so much energy. You're so passionate about what you do. Honestly, it's been an absolute pleasure hearing your stories about how you've implemented this. One last question for the, for the viewers if you were to give one piece of advice for someone who's in a similar role, trying to implement a good maintenance strategy and maintenance excellence and reliability, what would it be?
Speaker 2:let me say if, if you already have the system and you already know what you are doing, we are humans. The more important part is communication and contact with the people and hear what they need to say.
Speaker 1:And what they need. Yeah, wow.
Speaker 2:If we think that we are in there, we engineers we tend to be in this engineering cloud, that we think that we solve everything with the computer. No, you need to be in the game bar, you need to be in the shop floor with the guys there. You need to be there connected feeling it. Feeling what's happening.
Speaker 1:Being with them and solving the problems together.
Speaker 2:You can have the most perfect system in the world, but if you are not with the people and the people is not buying, it's worthless.
Speaker 1:Wow, what a way to end the populace. Pablo, thank you so much for joining. I really appreciate your presence, buddy.
Speaker 2:Big pleasure, big pleasure to be here with you.
Speaker 1:Thank you, Pablo.
Speaker 2:Thank you very much.
