Uh, but in the meantime, I hope that, uh, Jill, you're, you're ready and able to answer the next question, which is, uh, to get a little bit of an explanation in terms of what lean manufacturing is and what it looks like in a monument shop.

Sure.

Dylan definitely is our subject matter expert on lean manufacturing, but lean manufacturing, um, actually came from Toyota back in, I don't know, I-- if it was the '40s, '50s, I wanna say, in terms of how they went to market in their plants and facilities and looking for w-waste throughout in order to help productivity, help the quality of product, provide value to the customer.

And so when we had the opportunity to build our building, we really took that as the special cause to say, "How should production be running? Are we doing it the best we can do it?" And we had gone through with lean.

There are eight different wastes.

I won't name the eight wastes in lean.

Everything from, you know, time, downtime to duplication of work, repetitive work, things like that.

So looking back, what lessons did you learn through the process, and what would be useful for other monument shops, whether they're planning a major expansion, rethinking their production flow, or simply trying to make their current space work better?