Let's dive in.

Well, you know, when, uh, when, when we first started working with TSSC, it was because we had taken several stabs at standardized work, and, and because everything's custom, uh, and all the cycle times are different, we, we could never figure it out.

And because we weren't working to standardized work, uh, we were, we were missing a lot of opportunity for improvement.

We just couldn't see abnormalities, you know, because we didn't have that.

And I was talking to Bruce Hamilton one day, and I was like, "Man, come out here and help.

Uh, you know, we've taken three runs of standardized work.

I don't know how to do this." And, and he came out on the floor, and he said, "Yeah, I can't help you, but [chuckles] I know somebody who can." And so he, he sent me on to Jamie.

Start with the basic, yes.

Six-foot-high flames.

It was just unbelievable.

And this is where we had built the 16...

Double 16.

Double 16 parlor.

And, you know, you kind of don't believe it.

It just doesn't seem possible.

And that's how do you stay viable in an ever changing agriculture industry? And I'm curious to hear, how do you answer that question today?

And Gary, this is the family farm that's been in the Peterson family for five generations?

It's kind of neat in that my son decided to come back, which I never really expected to happen and stuff.

But one day he came home from college and he said, See, Dad, what would you think of if I came back to the farm? My eyes got big, and he said, but we're going to milk a few more cows than we were milking about 60 at that time.

And being an old-timer as I was, You know, I think, well, 100 cows, you know, maybe.

And then all of a sudden it was 200 cows.

And then all of a sudden it was 400 and 600.

And right now we're milking 1,000.

And, uh, and so just take a minute and explain also who is all involved in this farm.

I'd be curious to hear your thoughts on that.

Yeah.

You know, um, I mean, part of psychological safety, uh, says that I can be myself.

Uh, my work wants me to bring my true self to work.

My work understands that it, it is each of us as individuals totally different.

Every one of us is different from each other.

There's some similarities, but a huge spectrum, uh, across the workforce.

So the, the question I was gonna ask of you, Gary, is, like, what are some early warning signs that you've seen or, or that you made sure, you know, if, if you saw it, you cau- you caught it really quickly, early warning signs that the culture is starting to drift before the performance catches up to that?