00:00 - 00:03
A lot of it was not getting the information turned back in.

00:03 - 00:10
Everybody in the quality department knew how to write cards and all the supervisors knew what to do with them, but it was always just getting it back to us.

00:10 - 00:19
We would handwrite every remake card or rework card or and they would go down to the floor and then getting it back was always probably the thing that I had to deal with the most.

00:19 - 00:28
Just because keeping track of those rework hours and those dollars is completely dependent on this piece of paper that's floating around on the floor somewhere, right. And hopefully it gets turned back in. But there was no guarantee on it.

00:28 - 00:34
So then I had to start basically managing the Remake and Rework Log, which was a different Excel spreadsheet, right.

00:34 - 00:42
And I would send it out every week being like, Hey, we have 72 outstanding cards out there. Three of them are two months old, so we need to get those back stat.

00:42 - 00:47
And it was just kind of a relying on other, not necessarily people, but like three shifts.

00:47 - 00:57
The things get lost in translation a lot and getting that data back was always probably the thing that I dealt with the most, especially because it probably took three out of the five workdays inputting all that data.

00:57 - 01:03
So then when you're waiting to get it back, you're like, Man, this is just going to stack up and I'm going to get a heap of it one day. And that would happen.

01:03 - 01:10
And I bet we had, Excel spreadsheets alone, I bet I have 15 that I would use every week. Then I would just funnel through because department metrics, people want their own, right?

01:10 - 01:15
So it's like play your how many players get rejected. That's just one department, right? And there's 30 in the plant.

01:15 - 01:27
So keeping track of department metrics, doing everything in a different database, doing everything kind of just I have two screens, right, and going back and forth, trying to keep everything straight, get everything sent out.

01:27 - 01:42
I think we always did it on Wednesdays, but it was always a task, I guess you could say, to get time crunch Monday, Tuesday, Wednesday. You get it out on Wednesday. And then Thursday and Friday, I have nothing, right? So it's like super busy. And then Friday and Saturday or Thursday and Friday, I don't have a whole lot of things going on. It's like, where's all this stuff?

01:42 - 01:45
I can get this in now, but it was always kind of a jumbled thing.

01:45 - 01:54
I mean, we have four different kinds of tickets and a special or a standard and like there's a bunch of different ways that we filter out that information to go towards the floor.

01:54 - 02:10
And I'd say that that was our priority number one, just making sure that you can load all of our parts and that we could be able to pull data when we needed to and that it would be like live updated and it would keep track of those things without us, fat-fingering something and deleting something on accident and then all of a sudden gone forever and that doesn't happen. So that's nice.