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All right. Good stuff. What's up everybody? We are happy November by the way. If anybody

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has the Halloween candy hangover, you know, I got four kids and we have buckets of candy

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and I walk around the house like this. It doesn't exist. It's not there. Getting old

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man. Anyway, we're going to be talking to Dan Burgos today and we're going to be talking

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about manufacturing businesses in particular. Now any business, by the way, that has any

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type of operations going on, any type of delivery that's needed, it's going to be able to learn

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from this as well as those who are looking for improving profit margins. The principles

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we're going to discuss are pretty universal, but we're going to dive deep into manufacturing

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as well to make sure that, you know, Dan can use this for the audience that he's attracting.

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I saw that he's worked with SpaceX and Orkin and other cool companies. So we're going to

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test his knowledge on that a little bit. But we were having some issues with StreamYard

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today, not StreamYard's fault, just probably Microsoft Edge and Chrome and all those things,

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you know, get a little discombobulated. So if you ever have any technical difficulties

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with your podcasts or your own streaming, you know what we went through with that. So anyway,

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let me dive in. We'll start the intro and we'll get rolling with Dan. All right. Welcome

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in to Vision Pros Live. With Jackson Calame, I'm your show host. We will be doing interviews

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for visionary entrepreneurs and guest leaders who are building fantastic visions out there.

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All right. Welcome to Vision Pros Live. I'm your host, Jackson Calame, founder and CEO

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of First Class Business. And I am excited to have Dan Burgos on the show. Before we

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dove into Dan and his story manufacturing and what he's capable of doing, which by the

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way, I'm not a manufacturer. So I want to be clear here is as I as I analyze what he's

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doing, I might ask some fairly dumb questions for people who are in the manufacturing field.

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But I did a little bit of research and we'll dive into a lot of character recognition as

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well in the process. And we will try to dig into case studies and really some applicable

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data for everybody. But before we do that, I also want to highlight the sponsors we have.

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ColdClick. That is how we manage our LinkedIn automation. I work with Art Hoffman over at

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ColdClick. Fantastic systems. Very grateful for what they do to help make sure that we're

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constantly connecting to new people. The process of automation is not evil. You breathe automatically,

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I hope. And we're lucky enough to do that. Your body does a lot of automated things.

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Well, I use this system to make sure I get connected to great people, people who are

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also aligned with wanting to align with me. And the more people I'm able to get in front

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of, the more likely I'm able to find people who are ready here now to say, Hey, you know

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what? We align. We should we should see if there's an opportunity to work together. So

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I do highly recommend using automation tools, but I also highly recommend working with a

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phenomenal team to craft your messaging first. There are too many people that are using systems

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like that that are walking up to people and saying like, Hey, do you want my case studies?

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I really want you to work with me or hey, it looks like we have mutual friends. Nobody

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likes that. That's like going up to somebody saying, Hey, you're kind of cute. You want

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to get married. Stop it. Business doesn't work that way. Neither do relationships that

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are healthy. And and and you know, if you want to be great leaders, you're going to

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have to tone it down a little bit and use those tools appropriately. Now, tap mental

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as well. I really love what Dave Goodall has done with tapmental.io, how he's helped

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people. I've been digging deep into his business with him on a weekly basis, looking at what

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he's up to and his ability to help small businesses, especially in the general contracting and

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the construction realm, unlock their mindsets so they can move forward their systems with

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better precision and gain control of their lives while they run their multi-million dollar

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operations. Dave's extremely benefit, extremely valuable in that regard. So I highly recommend

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checking out tap mental. And last but not least, of course, is the water project. We

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always want to be raising awareness for those who have greater needs than our own. And the

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water project represents just that we're talking about people in parts of the world that do

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not have access to something as simple as clean drinking water. You and I have access

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to it at will pretty much. These kids are often traveling for their family a few miles

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away from where they live to get non-clean drinking water for their school or their family

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missing out on school and then coming back with that. And you just, I don't know, I don't

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want to paint too emotional of a picture here. But what is very uplifting is knowing that

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you're able to give to these communities and then you're able to see the community put

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in the work to get their well built or their sand dam built. And then you can see the transformation.

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But imagine over 10 years what that's going to do for that part of the world's ability

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to educate their children better and to build holistic societies. It's amazing what types

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of power $1 has. So if you have the ability to give back to something and you're not giving

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to something else, please give it to the water project. If you know of another circumstance

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of need that needs us to contribute to it, don't hesitate to drop that in the comments.

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We're always happy to look at opportunities to give back. So without further ado, I'll

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now bring Dan on. And we also got to find out if I'm butchering his last name and the

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way people like to butcher mine. So Dan, thanks so much for being here today on the show.

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Welcome to vision pros life. Very nice. Thanks for having me Jackson. I appreciate it. Absolutely.

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How do you pronounce your last name, Dan? It depends if you want me to say it in English

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or Spanish, the proper way. Perfect. There we go. So I am butchering it. That's fair.

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And you do pronounce it, I'm assuming most of the time in English or do you do you help

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people get the accent? No, no. I mean, as many as many new people assign me, it's probably

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going to be very time consuming. So I just say Burgos, which is sounds similar to that

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is so so American. That's us with Callum. We turn it to Callum and the Swiss pronunciation,

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the Swiss French pronunciation is Callum. And so I do the same thing, my friend. Just

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don't call me Kaleem. Everybody out there. I don't like the Kaleem. It's like Spanish

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for lame pretty much. So anyway, let's keep going. Dan, manufacturing businesses and all

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that all that said, I define someone who's who should be listening. But in your opinion,

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who should be listening right now? And why should they listen to you? So I would say

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who should listen? Anyone that's in a leadership position, an executive leadership position

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on any manufacturing business and they're trying to drive profitable growth through

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their execution and their people. And basically, that's the reason they they should listen

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because nowadays in manufacture, labor is scarce and everybody is trying to grow their

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business. But there's not going to be enough labor around. And so how do you make up for

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that? By becoming more efficient, meaning you need less labor or also improving the

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environment you provide for your people so they don't you don't prompt them to leave

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and go to your competition, which are two powerful levers that, you know, companies

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have their disposal. Absolutely. Both very, very good points. There's I got some rants

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to talk about too in the fast food industry and these ding kiosks that they're anyway.

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We'll talk about that later. But I do believe in operational efficiency for sure, as well

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as the ability to automate what should be automated. So I did see in your lineup. I

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mean, it really struck me SpaceX. Is that a client of yours? We did some work with them.

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It was a very small engagement. So we did work with them in a facility they have here

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in Texas. I was a very minute project until one. But yeah, nonetheless, we went there

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and we. But you did. Yeah, it was me personally. And it was one thing to take away from that

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if you don't mind me sharing. Not at all. So Elon Musk, I was just worried. It's like,

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man, if we announce this and it's not true, Elon Musk is taking you to prison tomorrow.

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So let's make sure that this is real. It actually happened. But yeah, go ahead, man. Share away.

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Yeah, the the power of the culture. So they were testing rockets, takeoffs. And I mean,

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I don't know if you've ever heard read the mission or the mission for the purpose for

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for a SpaceX. And it's it goes something on the lines of to explore intergalactic travel

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for human beings, something very profound and aspirational. And I could almost see it

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in people's forehead. Like, yeah, we're trying to make this happen. And then we're all in

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and for Elon and all that. I mean, that left an impression that was years ago. And that

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left an impression that I still speak to when I'm talking to clients about using the power

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of really, you know, building a cause, a purpose that people really identify with.

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Dude, you have no idea how happy that makes me. Because when I talk about growth and growth

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being based on not the product of the service, but on the vision, I use Elon Musk and Tesla

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as the model for that all the time. To hear that that resonates so well at the culture

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of the company, even at the manufacturing level, I shouldn't say even at the minute,

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but it's like a level that people don't think about. You take for granted. You only think

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about it when it goes wrong. When it goes right, you just like, okay, cool, my microwave

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food is ready. So that's what I think most consumers think.

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It was incredibly palpable that people were committed, invested, and wanting to really

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add to that cause. Incredible, incredible. I've never seen that spark in people's towards

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the cost of the company. It was very impressive to me.

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That's awesome. Good stuff. Well, let's talk about the vision that you have. What's your

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vision for those that you serve? Yeah. I feel that manufacturing should be an

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integral part of a company's, not a company's, a country's economy. We lost that for a few

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decades here where we were offshoring a lot of the manufacturing work. Our purpose is

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to help us manufacturing thrive. And so my hope is to bring more of that back to the

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US to help companies make it work here, here in the US.

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Awesome. Well, I think that's valuable too. Have you ever read the book, What Went Wrong?

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I have not. Most people have. So I was required college

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reading for me, my three semesters that I went to college, maybe four. I don't know.

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You probably shouldn't count one of those. But I did like my international politics class

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and it's a fantastic book that showcases the transition of world powers from the East to

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the West because of exactly what you're talking about. The offshoring of your manufacturing

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and the lack of education then and know how that your country is experiencing when you

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become lazy as a country. I'm not saying we're there yet. I'm not here to torch our country

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or any country for that matter, but read the book. Good book. Worth knowing about. Feel

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free to torch away too if that's part of your vision. But what about you, Dan, for you specifically,

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for yourself, what's your vision over the next five to 20 years? What do you want to

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accomplish? You know what, if we can help, I want to say 500 to 1000 manufacturers, read

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the book. I want to help people. I want to help people to really build a solid execution.

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And what I mean by that is not only being efficient, but also giving the people the

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tools to really manage the operation and sustain high levels of performance. And in addition

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to that, or finally also creating a culture where that effect that I just described for

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SpaceX, it's actually palpable for them. I've seen it in pockets in different companies,

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but once you have all of those things together, I mean, you can propel your business performance

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to levels you probably can't think about. And if I may ask you this, who's the, give

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me a name. I want you to think of a name. Who is the person that you've worked with

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that you feel, man, their work ethic is amazing. They're very good at their job. They're responsible.

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I can count on them. One name. Give me one name. Jake Larson, Video Power Marketing.

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All right. Jake Larson. So what I want you to think about is if you build your company

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to be hundreds of employees and you could clone into other people, that work ethic,

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that attitude, that reliability that you have on him and all that, imagine what that could

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do for your business, for its growth, for its performance and all that. That's what

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we're looking to create when we look at culture. Can you envision that? Is that something

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you can envision? Dude, yeah, we would have the most balanced work culture and almost

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everybody would be wakeboarding every weekend too, or playing golf and stuff. So that's

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pretty cool and, and still be really good people. And then what we do. Yeah, I know

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it would be like a perfect way. We'd be in heaven. So the feeling that feeling, I don't

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know if you have experienced it, but some of us have experienced them on a Sunday evening

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and you're thinking about Monday morning, I got to go back to that place instead of

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being kind of, you know, you'd be like, yeah, I'm going to go see my buds. We're going

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to have some fun and get some work done. Imagine that. That's what I'm looking to create for

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companies. See if I can. Dude, that's awesome. I mean, that was Jake. That was my boss. That's

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what he was, you know? And so, yeah, it would be, it'd be amazing. It's, it's going to be

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amazing. You know, as, as Tim Ferriss teaches the four hour work week, you know, and people

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grasp that concept and Robert Kisaki opens the brains of rich dad, poor dad and work

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culture start to pay attention to, you know, oh, cool. I should have a family and care

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about them too. You know, while, while building my businesses, culture matters. And now, you

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know, was, it was different before, I think, when you had coal miners working in the mine

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all day and they didn't have earbuds to listen to podcasts. You know, there's just, they

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knew what they knew. And on their stuck doing what they were stuck doing. Nowadays, the

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world shifted a lot. And people's minds are open. They're, they realize, oh man, I can

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move States and make four times as much money and pay half the taxes. It's, it makes it

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very hard. If you're not willing to change and evolve, adapt to that reality. Sounds

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like, sounds like you are. So what are, as you, as you get ready to drive businesses

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towards, towards greater profit margins, what does that look like? What types of things

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the manufacturing companies need to be paying attention to that they're overlooking?

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Yeah. So one, the labor, I mean, labor shortages, it's, it's a widespread issue in all of manufacturing.

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And when I talk to leaders, often I hear we need to increase our compensation thinking

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that that's going to solve the problem or somehow keep people motivated or in your companies.

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And what happens is that people have, once the basic monetary needs for, you know, basic

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living expenses are covered, then the, the work starts, right? Like, how are you going

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to continue to keep those people engaged, motivated, wanting to grow, keeping an environment

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where they get along with their, with their coworkers, right? We spend what, a third of

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our lives at our work and our environment. Imagine having, I'm going to say the opposite,

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right? Of your, of your friend, people that you get, don't get along with. It's a tense

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relationship. People, people leave because of that. Or if they have a boss that just

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makes their life uncomfortable. And so, unfortunately, absolutely. Well, fortunately, that is very

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inexpensive to accomplish, but unfortunately, the manufacturing sector hasn't caught up

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entirely. I'm reading that more and more people are embracing that, but it's, it's, it's very

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cost efficient because all you have to do is get a meeting and, and, and really hone

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in your message and deploy it into your human systems. As opposed to raising salaries and

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all that. That's all good and well, but it's not the only thing. And I think a lot of leaders

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lose sight of that because they have more of a four term mentality as opposed to having

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a longer term. You were actually flashing on the website. We have a criteria there that

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says our ideal client. And what we're trying to convey there is we're looking for long

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term leaders, people that know that they need to invest into their people. They know they

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need to, the importance of culture and, and they're not looking just for changes on the

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fridges, on the fridges, but actually making significant change to elevate their performance,

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which is what's needed. Yep. Absolutely. You know, I'll share two young and dumb immature

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stories of myself, you know, in the job market that prove your point that I think everybody

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can relate to. One, I went to the UPS store to get a job. A gentleman owned it who was

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fairly close to us. I hope this doesn't come back to him, but I was there for three days

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and on my third day we had nothing to do. And I, you know, I'm excited to like learn

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something new. And I was, I mean, I was as immature and like eager to not work as anybody

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else I thought, but you know, I said, what do we do? I mean, when he says, come on YouTube

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with me. I mean, we got, we got downtime, you know, and, and, uh, whatever he put on

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was really crass and kind of like against my ethics too at the time. Um, but my main

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thought that didn't bother me too much. What bothered me was I don't want to sit here all

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day and watch YouTube. Like, is this really? So I asked him after he was done with the

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YouTube's like, how funny, funny. Um, well, so what else do we learn? Like, is there anything

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else? He's like, Nope, you've learned it all. I did not go back to work. That was it. That

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was it. I was done. And so, you know, you gotta, you gotta be able to understand what

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do your employees want? What do they need? What are they motivated by? Like you said,

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that's not necessarily the money. And then I went to Sonic. Um, I am back to my work

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to Sonic first. I don't remember which, but when I went to Sonic, the restaurant chain

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that's shutting down everywhere now, um, I don't know what happened, but they're all

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disappearing. Um, and I might, my main goal, I got my, I got my money and I got my raise

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and all that, but I, I didn't realize it until I was at the end of the line. But the day

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I quit was the day I had dated the last car hop. That was it. I was done. I was there.

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I was there for social means. I wanted to, I wanted to date girls. I wanted to have some

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fun, you know, and that was it. I was 16 years old. I mean, what do you expect from me? Um,

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so knowing what the culture of the environment you're creating and what motivates people

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to, to be around or hiring people that are there for the right reasons, maybe they should

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have hired somebody different. If that wasn't what they were looking for. I was pretty good

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employee. I brought six others to come work with us. Um, for, and they stayed and I didn't,

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so I worked out well for them. But manufacturing plants, um, any, any type of company, you

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had other companies that you mentioned you work with two construction companies, education,

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uh, healthcare hospitals as well. Um, we've done very little work in healthcare. Um, but,

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yeah, don't work, uh, in hospitals and, uh, clinics as well. That's not a big part of

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our, of our, you know, our clean and tell, but mainly manufacturers, some distribution,

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uh, definitely have done construction, higher education, oil and gas as well. Um, yeah,

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that makes sense. And right, which is a service based business. Oil and gas is, uh, is changing

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quite a lot right now, um, as well. And, and for, for good and for bad, um, I don't really

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care about the good and bad labels. I just look at things as, as they are. Um, but the,

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uh, my dad, um, is a, is a petroleum engineer and my brothers and I, uh, absolutely loved

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the experience of, of working with him. Uh, but we absolutely hated it. I mean, he's the

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most verbally abusive person I've ever met. Um, and so we had a very difficult time and

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I met my brothers a few years later, um, got to see them again at a funeral. They live

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in Montana, live in Texas. Um, and they were working in a new company and, and they said,

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Hey, just so you know, everything dad didn't taught us is completely backwards from how

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we actually do things in the field. Um, people treat you nicely, you get benefits. Um, you

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know, there's, there's rules that should be followed and blah, blah, blah, blah, blah,

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blah. Like, I mean, they basically torched him. Um, and, uh, what they were pointing

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out was again, the shift from a rough neck environment to more balance in terms of culture

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and an appreciation for people being responsible and on time. Um, and again, just a general

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shift and, uh, and that was, that conversation was like 10 years ago now. What, what other

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changes are happening right now? Um, and how do oil and gas people and manufacturers, again,

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I think they have pretty similar work environments. Uh, what, what do they need to be aware of

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right now that they should be preparing for? Um, so yeah, definitely have, I see a lot

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of parallels with what you describe. Um, and if you go to our website, we have an infographic

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there that's called, uh, the cost of poor leadership. And it talks about the behaviors

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like micromanaging and taking credit for other people and so on. And, uh, and then another

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one that's called traditional leader versus lean leader. So traditionally, and there's

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still quite a bit of that still out in the market. Uh, in, in fact, it's probably one

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of the largest gaps that we see in manufacturing where we still have a lot of these leaders

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from, uh, probably the generations, uh, before us, before you and I, I think you and I probably

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have similar age groups. Um, and so these baby numbers that, that, uh, grew up in that

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environment, right? Where it was, I'm the boss, I tell you what to do. Uh, I know better.

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You need to just, you know, put your hands to work and let me think, uh, type of environment.

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We still see that that's still, that's still out there. Um, and so that's the second part

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of your question, which is what they should be aware. Manufacturers should be aware is

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newer, uh, or younger generations. They didn't grow up around that. Some of them don't even

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know about, uh, uh, dial up connections, a word without internet, um, or having information

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at the tip of your fingers. Uh, and so they don't respond very well to that, uh, to, to

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that type of leadership. And one of the things we do is when we go visit manufacturers, we

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look at, okay, let's see what the generational makeup of this workforce is, right? Is it

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tilted towards, uh, millennials, uh, or is it tilted towards, uh, baby boomers? And if

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you can imagine an efficient that that looks very different, right? Depending on where

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it's tilted, right? Yep. Uh, and you need to be aware of that. And in addition to that,

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you need to be aware of if you have a lot of people in retirement age, because they

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have a lot of knowledge, some tribal knowledge and some institutionalized knowledge that

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you want to prevent from walking out when they retire. And so those are part of the

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dynamics that, uh, as a business leader, these executives need to manage, uh, because these

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generational differences can create conflict. Yeah, they really can. And there's an opportunity

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there. I mean, even for somebody like my dad, um, you know, and I don't want anybody to,

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so here's the neat thing. My dad was never that way to me, right? He was, he was to lots

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of other people in my life. Um, but I think one of the challenges is a lot of, a lot of

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my generation, um, and even generations younger grew up watching their parents treat other

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people like crap while being treated super, super, super well themselves by that same

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parent. Um, and it creates this isolation and we're feeling of like, Oh, so I'm supposed

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to be treated great, but it doesn't matter how I treat other people. Um, you know, and,

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and so, uh, when we can take a step back as, as leaders of our companies and say, well,

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wait a second. Okay. How can I learn the language is necessary to bridge the gap between the

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wisdom and knowledge that exists with the experience? That's maybe a little bit rougher

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on the edges, um, and help these really soft, young kids appreciate it and want it. Um,

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you know, so that there's a, there's a strong gap of success between the two. I think tribal

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leadership is probably one of the best books I've read on that type of subject. Um, and,

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but it's not enough. You still need experts like yourself to be able to come in and help

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with that. So let's take a deep dive into a, or a little maybe not a deep dive, but I'll

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let you decide how deep we go. What is your worst business experience ever? Dan. All right.

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Yeah. I, okay. So yeah, I'll share this one. So I have actually a, a good story to tell

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about this one. So, um, and I, I need to set up for a moment. So, uh, by training, I'm

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an engineer, right? So I'm all about numbers and figures and factories and processes and

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systems, right? Um, at one point I go to work for this huge oil and gas company. And when

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I get there, you know, the, the culture was, uh, uh, a culture that was all about results

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and, and, and the competitive and all this. And I pushed and pushed and pushed myself

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and felt like the more I pushed, the more bureaucratic, the more red tape I came across.

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And that created kind of a dynamic where I was stressing myself out and it was, it got

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to the point where, uh, it's led up a heart condition that I had. I ended up in the ER

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a handful of times. If any of your listeners want to read more about that, uh, you can

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go to our about, about us page, scroll down the bottom and I speak all about it. And basically,

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I mean, like I said, right, I ended up in the, in the ER a handful of times, very close

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to being, uh, I had basically arrhythmia and I came close to being hit with a defibrillator,

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uh, basically to bring me back to normal, uh, with a heartbeat rhythm. So I, you know,

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that, that cut me through personally because I felt the pressures of being in an environment

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where your successes are not, uh, recognized or celebrated, but your flaws or your shortcomings

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are pointed out and also are being put in front of you when you're really trying to

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drive change. Uh, and so that actually is my motivation and my passion for creating

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a better work environment because I know what it feels to really feel that pressure from

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a culture, from a poor culture fit. I mean, if, if other people can be happy and successful,

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uh, emphasizing happy really in an environment that's so cut throat that you feel like you,

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you need to walk with, with something holding your back, the stabbing, it's going to be

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nonstop all day long. Uh, good for them. For me, I'd rather be an environment where I can

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come in. I trust the people that I'm working with shoulder to shoulder. We're getting things

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done and there's no, there's no, uh, uh, individual ambition. Like you get the recognition or

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I get the recognition. Hey, we're all in here trying to do our best and we all have aspirations,

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but it can come at the expense of putting someone else down. And that, I mean, that

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was a life long lesson. And I'll tell you how I applied it. Uh, subsequently I was working

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at another big company and the environment was very similar. There was probably worse

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this, this one. It was so tense that I, uh, as a result of that experience, I learned

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what alopecia was. I was getting a haircut and the person cutting my hair said, what's

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this ball spot you had in your, having your, in the back of your head. And he showed me

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the mirror. I had a perfectly drawn, uh, oval figure with no hair as if I never had hair

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and it has, if it'd been drawn with a surgical, uh, device. And that's when I learned my wife

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told me this is happening again. And I walked away from that. I said, I'm done. I can work

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in this environment and you need to find someone else to help you. And I have absolutely no

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regrets. I don't know if you've ever made a big, uh, I don't want to curse, but just

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a high courage decision that you said, but then when you do it, you're like, yeah, this

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was the right thing to do. I'm happy. And I stay at it years and years after that. I

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made that decision. It was at the time it was a daunting decision, but it was the right

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one for me.

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A hundred percent, a hundred percent. Um, I had 67,000 reasons to sue a particular company.

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Um, and, uh, do you know, as I, as I got ready to potentially do that two days later, um,

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I found myself realizing just how happy I was to be out of that situation. Um, and removed

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from a lot of, a lot of great learning experiences and the business and the opportunity, but,

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um, it, it was, it was so clear and obvious, just move forward, Jackson, you know, learn

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your lessons from what happened here. Um, protect your heart and the process of sacrificing

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the finances, right? To say, you know what? I can, I can be the bigger person in this

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situation, um, and, and move towards my victories. And I, I could have been happier two days

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later. It was just like, yep, this is where I need to be going and what I need to be doing.

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So yeah, I mean, I think a lot of people listening can, can very much relate to that. Um, and

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you alluded to something important and that's that you, Dan, you have the ability, um, to

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work as the executive that's leading the way. And in the case of the right opportunity where

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there's a bigger army at hand, you know, or a bigger operation where they've already got

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that leader, you do have the capacity to take on a role within it, but you have the healthy

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recognition, you, you have those healthy boundaries of, I will do it if the right environment

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exists. Um, otherwise I imagine just like, and it's like me, if I don't, if I don't have

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that, then I gotta, I gotta create that at the brand that I'm, I'm willing to go to.

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Um, so what's your best experience in business? What's that look like? Uh, let me touch on

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something cause you spurred up. Um, and this is very powerful, right? A lot of times, you

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know, you take over, uh, uh, a team or a business unit or what have you and leaders that are

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well in tune with these concepts, right? They, they, they take responsibility very quickly,

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but others unfortunately feel like, Oh, I inherited this team. This is a team I have.

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It's like, I got to deal with what I have. And unfortunately, sometimes it takes people

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like us to say, no, you are responsible for creating that. Remember that, uh, that long

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time ago conversation about duplicating your best worker or best boss throughout. That's

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what you're striving for. And that's what you should create. And it's your responsibility

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as a leader to actually do that, um, to do that. So, uh, and I will say one more thing

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before I jump into the question. One of our values was courage, courage, because, and

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it comes from, you know, me being an immigrant, taking the chance, learning a second language,

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leaving my past society behind and coming to a new country and all that. When you get

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into an environment, we don't, a bad situation to us, it's not a messy situation. It's a

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messy situation where we don't have a leader that takes responsibility and empowers us

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to help them get past it. If you have the bad situation, okay, you take ownership of

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it, but change it. Don't just choose to live with it. You have to take ownership of that.

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And we take that very seriously. When we're getting ready to have a conversation with

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a leader, we have no qualms whatsoever about saying we have a problem. There's some changes

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we need to make if you really want to be successful because we can make all the changes you can

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think of in the factory. But if we don't have the right people with the right mindsets and

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the right behaviors that set the right examples for their followers, our chances of success

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are not very good. And so I walk away from that.

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It's huge. I'm glad you walked us back to that. I really am. Because it alludes, it

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also keys in on one of your secret weapons. Since I haven't heard you define it as part

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of your culture, I think it's like an underlying reality that comes to work in you. And that's

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it. Diplomacy. You have good diplomatic skills. Something that I've been trying to develop.

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I hope I'm getting a lot better at that. But when you're taking over, you're going to do

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an operation where 100 or 1,000 people exist already. If you don't have the diplomatic

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know-with-all and wherewithal to navigate that. And you can't just fire everybody at once.

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You can't just clean house and then magically have another 1,000 people come in. You have

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to be very patient with the process and be willing to know what concessions are appropriate

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in those environments. And that's definitely not my skill set at that level with lots of

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people. So I would consider adding that to your cultural values. Because just by knowing

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the way you talk, seeing the way you represent yourself, I think you got some great skills

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in diplomacy. Thank you. I appreciate that. And in terms of a good business situation,

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it's been when you're allowed. Like I have a passion for this to drive change. When I

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started working in industry, we would make change and it still happens, right? Like I

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get this tingly feeling and I'm thinking like, oh, this is like my physical reaction to actually

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being fulfilled at the work that I do. Like we're driving change. I'm collaborating with

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people. We're solving problems and they're engaged. Like they're coming to me like, hey,

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I made a drawing. Here's what I think we should do. And I say, hey, if you feel that's going

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to work, let's go try it out. Let's go. And so when you have that, that's engagement,

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that's real investment where people are thinking about Monday over the weekend. I know we got

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to think about this and we have to do that in their own way. Right. Some people have

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families and things that occupy themselves. But if they're really engaged in the back

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of their mind, they're thinking, oh, I can't wait to Monday until I try this idea I had

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over the weekend or whatever the case may be. And so those are the best experiences

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and they are enabled when we have a leader that subscribes to the mindset that we just

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described. They have to have the ownership. And honestly, the I don't know how to define

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00:36:36,280 --> 00:36:46,240
it if it's the psychological stamina to stand a transformation. Having tough conversations.

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I mean, sometimes you walk in and it's not a bad apple. It's a bad tree, right? Full

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of bad apple. And little by little you have to work those. You have to work those out

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of the system. There's some that you may be able to convert or appeal to their better

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sense to improve their character and adapt, as you mentioned earlier. But a lot of times

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it takes that. Like it takes someone to have a firm backbone and say, I will not tolerate

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this going forward. Henceforth and forthwith, this is not acceptable behavior. You're either

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on board or off board. This is not the right position. This is not the right division or

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00:37:32,360 --> 00:37:38,100
the right company for you to be at. And we're happy to help you transition into a better

402
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fitting situation for yourself. I love that. We're going to skip the powerful

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lessons section because you just threw down a bunch of them. And I really like this. I

404
00:37:49,000 --> 00:37:55,960
had never heard it put that way before, but psychological stamina to withstand transformation.

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If anybody's ever experienced a transformation or tried to, or has sustained transformation

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for a long period of time, you know exactly what you're talking about. That hits so hard.

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And yeah, it's important to recognize who as a new team member has the ability to go

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through that, especially if you're facing that or you know it's on the horizon. But

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it's also something to probably continually train your employees and your team to be aware

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of and be ready for with a world that's ever changing. So let's dive a little deeper into

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the topic now that we've got some of the foundation laid. And so the topic at hand, growing manufacturing

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business profit margins by 25%. I hope everybody listening realizes that you'll probably grow

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up more than that if you focus on taking care of your people really well. All right. That's

414
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the general synopsis of what we've just established. But what are some of the other technical components?

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If there's a manufacturer listening in right now and they could take some practical notes

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of, okay, these are three things I can do today, or I can go bother people in my organization

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about today and say, hey, how are we doing on this? What are those questions that they

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should be asking themselves? And what are the things they should be looking to accomplish?

419
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So let me give you kind of an umbrella concept and I'll give you some specific pointers.

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We look for specific activities that actually hold back manufacturers, operationally speaking.

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We have an acronym that it means downtime, meaning time that the orders are now progressing

422
00:39:32,300 --> 00:39:40,120
towards their final destination. And there's a, that's an acronym for defects, overproduction,

423
00:39:40,120 --> 00:39:52,560
overproduction, transportation, neglecting talent, excess processing and emotion. And

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so one of the first things to look for is not to get in your own way. Can you identify

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the areas that are producing the most defects, bad parts, or parts that you have to rework

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or repair or whatever the case may be? You have to dig into that and look and complete

427
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some root cause analysis. Like what's the reason behind the reason, behind the reason,

428
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behind the reason that this is happening? And what's the one thing that if we fix, this

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whole thing goes away. Strive for that, right? And be diligent and systematic and consistent

430
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about pursuing all of those. Stop getting on your own way, right? Another good one is

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00:40:32,200 --> 00:40:39,940
material flow. Like just because you have a plant that's in disarray or things are far

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from each other, doesn't mean you're going to get more compensation from your, from your

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00:40:44,240 --> 00:40:48,820
buyer, right? They're going to pay what they're going to pay. If you do it efficiently, you're

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going to make more money. If you do it less efficiently, then you're going to make less

435
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money. So a material flow is a big one, right? Do your, does your product travel unnecessarily

436
00:41:00,140 --> 00:41:05,880
throughout a factory? And can you reduce that by bringing things together or segmenting

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production lines or where things are not so intertwined and complicated? And then I'll

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give you one last one to keep it short. And that's motion. So look at your people. They're

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either adding value or they're not. Adding value means that they're transforming information

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00:41:24,320 --> 00:41:29,600
product or material into a product that the customer wants to buy. If they're walking,

441
00:41:29,600 --> 00:41:34,680
if they're searching, if they're sorting, if they're not doing anything that transforms

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00:41:34,680 --> 00:41:40,120
or moves the needle further into that material becoming the final good that you're going

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00:41:40,120 --> 00:41:46,400
to sell, you need to find ways to eliminate that. That would be a very powerful one.

444
00:41:46,400 --> 00:41:55,740
Okay. I have a more industry specific question for you. It's suggested on Google as important.

445
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One of the suggestions is to look into the ERP technology, the enterprise resource planning

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technology. Is that also something, is that, is that technology something that should be

447
00:42:06,880 --> 00:42:15,040
looked at expanded into invested in optimized or our manufacturers getting distracted from

448
00:42:15,040 --> 00:42:21,960
the people opportunities by the constant pull to be looking at computers and technology?

449
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What are your thoughts on that? Yeah. Some people get this right distracted by that.

450
00:42:27,240 --> 00:42:32,360
I mean, it has its place. Like, um, just like if a doctor was doing some kind of tests or

451
00:42:32,360 --> 00:42:36,920
diagnostic on you, they're going to look at numbers, your EKG, your heart rates and so

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00:42:36,920 --> 00:42:41,760
on and so forth. You have those things, the same for manufacturing and they fall into

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00:42:41,760 --> 00:42:47,940
four categories, safety, quality, delivery and cost. Right. And those have their place

454
00:42:47,940 --> 00:42:52,560
and people should have that because the more complexity you have in your business, the

455
00:42:52,560 --> 00:43:01,120
less reliable people and, uh, makeshift or manual methods, uh, are effective. And so

456
00:43:01,120 --> 00:43:07,860
that those have their place and they help you with maintaining, uh, your working capital

457
00:43:07,860 --> 00:43:12,280
under control, which in manufacturing is a big, uh, a big problem, right? If you have

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too much inventory very quickly, that could suck a tremendous amount of, of cash out of

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the business. So it has its place. Uh, however, we can't get enamored with tools, which is

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a short-term mentality. We should be always having that long-term picture of what is it

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we want to accomplish and what's the path of least resistance that I can take to get

462
00:43:34,800 --> 00:43:41,440
me there. That's awesome. Um, it reminds me of my days in, in, uh, restaurant software

463
00:43:41,440 --> 00:43:46,000
where we're providing reservation software, um, to restaurants so they could get their

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reservations booked online. And those who had the software had a much easier time transitioning

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to ours because ours was an upgrade and a better and save the money and blah, blah,

466
00:43:54,200 --> 00:43:58,080
blah. But the ones that had the harder time transitioning were the pen and paper restaurants.

467
00:43:58,080 --> 00:44:03,200
The ones that had been managing their, their restaurant with pen and paper. Granted, one

468
00:44:03,200 --> 00:44:08,480
of the top 10 restaurants in the country was still managing their reservations, but pen

469
00:44:08,480 --> 00:44:15,720
and paper and 20, what was that 2015 or so? Um, so all the technology existed, but they

470
00:44:15,720 --> 00:44:21,000
had managed to build a great team and a great system while using pen and paper under most

471
00:44:21,000 --> 00:44:25,880
circumstances. I say, that's kind of like giving somebody a toothbrush and a bucket

472
00:44:25,880 --> 00:44:31,440
and saying, go, go mop the floors. Um, you know, you can't attract great team members

473
00:44:31,440 --> 00:44:35,440
with bad systems. Um, and places, it's a little bit harder. I shouldn't say can't they prove

474
00:44:35,440 --> 00:44:40,880
me wrong. They had that at the same time when they finally did make the transition to the

475
00:44:40,880 --> 00:44:45,960
software, their business exploded even further because now they're putting great tools in

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the hands of great people. And, uh, we often saw young restaurants come in, put the same

477
00:44:51,560 --> 00:44:56,720
software into place and completely fall in their face because they didn't know how to

478
00:44:56,720 --> 00:45:02,000
integrate the systems and the people. So Dan, I'm a, I'm a fan of what you do. Uh, I wish

479
00:45:02,000 --> 00:45:05,720
you the best. I hope others that are listening in, get a lot of value out of what we talked

480
00:45:05,720 --> 00:45:10,160
about today. I'm sure they will. Um, if you're listening and taking notes and applying this

481
00:45:10,160 --> 00:45:13,320
to your own business, there's a lot we uncovered today. Is there anything else you'd like to

482
00:45:13,320 --> 00:45:21,440
share before we wrap up? Um, yeah. So, uh, if, if, if, I believe your, uh, uh, audience

483
00:45:21,440 --> 00:45:25,800
is not necessarily manufacturers. We do have, if, if you have some and they're attracted

484
00:45:25,800 --> 00:45:30,920
to, to this episode, we have a tool, like a self assessment tool that you just go in

485
00:45:30,920 --> 00:45:35,160
and answer 10 questions. It covers all the aspects of what we do and it gives you a score

486
00:45:35,160 --> 00:45:38,160
and it tells you, Hey, you're doing really well. Here's some benchmarks that you should

487
00:45:38,160 --> 00:45:43,560
strive for, or you're actually better than our, or, or meeting all of our benchmarks.

488
00:45:43,560 --> 00:45:49,520
So maintain the course. Um, one thing I did want to say also is that we, if you look in

489
00:45:49,520 --> 00:45:53,880
our about page, we have a formula that describes what you just said, right? You need ideal

490
00:45:53,880 --> 00:45:59,120
processes, but you also need ideal behaviors so you can get ideal results. And that basically

491
00:45:59,120 --> 00:46:04,240
covers, Oh yeah, there's, that's the tool. Uh, and we have one for manufacturers, one

492
00:46:04,240 --> 00:46:10,120
for, uh, distribution centers, and we have one for construction, uh, companies as well.

493
00:46:10,120 --> 00:46:17,960
Make sure you, you're a pop up blocker, uh, activated cause it should be a, no worries.

494
00:46:17,960 --> 00:46:21,760
I didn't, I didn't click it. So you're good to go. Um, yeah, that's what you're looking

495
00:46:21,760 --> 00:46:26,080
for if you're going to the website and, uh, everybody have a fantastic rest of your day.

496
00:46:26,080 --> 00:46:29,660
If you want to connect with Dan on LinkedIn or elsewhere, feel free to do so. We'll always

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00:46:29,660 --> 00:46:33,520
have those in the show notes. Of course, if you want to be a guest on vision pros to share

498
00:46:33,520 --> 00:46:38,400
your vision with us as well, uh, don't hesitate to, to apply. We'd love to have you Dan. Thanks

499
00:46:38,400 --> 00:46:43,640
for being our guest today. Thanks so much Jackson. I appreciate you having me. Absolutely.

500
00:46:43,640 --> 00:46:47,320
Thank you for being here today. I'm really happy that you tuned into vision pros live.

501
00:46:47,320 --> 00:46:52,160
I'm looking forward to seeing your reactions as these episodes continue to move forward.

502
00:46:52,160 --> 00:46:56,000
This is going to get more and more fun. We'll have more and more engagement as well. We'll

503
00:46:56,000 --> 00:47:00,400
invite people to participate in the show and thank you for giving us your time and attention.

504
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Have an excellent day.