Get Your Business Ready for Manufacturing 4.0

So let me present myself. My name is Frank. I’m going to be your host today. A little bit maybe about me because some of the topics today is going to be about connectivity. I’ve been with genius about seven years going. Probably my main objective has always been to serve as much as possible, genius user, bring them to the next level. So I’ve been implementing the software, training people on it, and I’ve joined sales in a few years ago also. Love to play I have two kids, but enough about me. Let’s get on our topic. So today we’re going to talk about how to get your business ready for manufacturing 4. 0. Now, that’s true, we had a little of it going by. It’s going to be a good participant to our webinar today, this little robot. I call him Jean. We’re genius Jean. Okay, maybe I’m going to leave that joke aside. All right. So going into the topic today, the main title of this This webinar, Get your business ready for manufacturing 4. 0. What does it mean, actually? Let’s go over a few of the objective of what we’re going to be covering today so we can begin to understand what’s the objective to our session.

All right, so what does it mean to get on board with 4. 0 manufacturing? Do you want to get your team connected to actually get to a point where they have visibility on all the information and take express decisions? What our growing manufacturers need and how 4. 0 manufacturing era really got us to a better peace of mind. How are we going to reach that objective? I’ve put together a small agenda here where we’re going to start by looking a bit at who we are here at Genius. We can better understand who I am, what’s the team behind me, and why we’re presenting today. Then we’re going to talk about the growth of manufacturers, how we got to a point where we just need more out of technology. Then we’re actually going to talk about evolution of technology, meaning here, industrial revolutions. Then we’re going to talk about 4. 0 What are these concepts? That’s the main objective of today’s session. What are these concepts? But for sure, we’re going to be rounding that up with a few stories how an ERP can actually help us leverage these technologies technologies to help our business grow to the next level.

All right, first off, let me talk to you about who’s genius. Genius has great people in it. I guess it starts with people all the time. We love to help our customer bring our technology to the next level and bring our user on board as much as possible. So we love our market, we love what we do. I think it shows from some of the great pictures I have here from the team, and we are 100% oriented throw away manufacturers. Some of the history from the company… Let me get this to the next page. Some of the history of the company there, just a bit of a timeline. We were founded in 1985, 1985, where it was actually a few consultant in engineering doing some ISO certification, helping out with industrial engineering consulting. Then to 1995, where we actually had a first release of some tools, some technology that we were bringing to customer, but it really took form around 2006, where really it became a full ERP suite targeting manufacturing, going to New Horizons to also because we were starting to reach out to the entire North America. And then today we’re looking at new horizon, new objective, bringing in new functions in our software, bringing more people on board.

All right, if we go to… I’m having just a Let me issue with my slide here. Here it is. Here we go. So as I just said, 30 year in business. We’ve been having 100 plus employees for the last at least two years. And I guess I’m going to jump some of these numbers. Let’s go to the main one, that 96 % customer retention. Again, we have great people, a great team, and that reflects our customers are liking us. They stick around. We are here to help, and this is what I’m trying to drive to you. I think you can feel it from my speech here. We love our customer. We love to get them under control with our software and reaching their goals. That brings me to the first, well, after a presentation, to our first topic. Let’s look at a bit at what are the needs from manufacturers, the growth of manufacturers, and how they got to have very deep needs, important things that we need to cover through technology. It probably started in a approach where two people had an idea, started building units for friends, customers, and they probably outgrew that at some point where one of the guy was probably handling more of the administrative stuff.

The other guy said, We’re really having too many quotes. I can’t deal with it anymore. The other guy probably said, You know what? I need help with production. We’ll need something or a machine to cut all this and get us to the next level. And So things that needed to happen, happened. We’ve purchased a new machine, we’ve hired someone to help, but again, when we do things right, there’s a new reality that comes in. That That new person is not necessarily informed of how we do things. So that new person is wondering, what should I be doing next? How can I get in line with the needs from my two employers? And it could reflect with parts not being in line with what our usual way of doing things were. We’re not used to having that machine feeding us, so we have to relearn how to do things. Oh, and probably we’ve hired someone. Actually, it’s probably one of the guys that created this has moved to more of an administrative seat and started having new needs and started doing quotes. So he’s probably now wondering a bit more about, Am I really making money off of this?

Where are my cost centers? And are we making profit, basically? So new questions with new reality. And victim of our own success, despite challenges, we have grown to a place where there’s an actual shop, factory. We have warehouse. We now have guys going in the field. So really, we’ve grown to, again, new realities or evolved in your realities, but again, new challenges. Here’s a few example. So maybe we can start on the top right, where we can see somebody moving inventory around wondering, We just got some bearings, where should I put these? It’s probably remembering that a month ago, it was just beside the Seedoo or something on the left side of the garage, but now it’s going on the shelf or maybe near the press break. Where should I be putting this? We have the guys on the road that maybe they’re going out for service, your equipment, and they’re wondering, Didn’t we already do this last year? And in the office, well, we now have multiple machines, more employees. How am I supposed to have visibility on all that? And what date can I give my customer? And in a meeting room, we’re seeing people gathering around wondering, are we really making profit on these specific units?

Should we start maybe focussing more on the other ones? And that type of information, again, is directly related to our topic today. Let me leave this aside and talk a bit about the industrial revolution, some of the history that brought technology to the point it is today, so we can understand what the 4. 0 concept is. The first step, the 1. 0 of the history of industrial revolution was about the steam machine, so new technology emerging This actually created a movement where we started seeing factories being created. Before that, it was somebody having a shop at his own house in his garage again, and it became something else because of the new tools. The second revolution was really a movement where we were actually having machine tools that would replace a little bit what a human was doing with probably more capacity, more strength in a machine than a human sometimes. And really that best example for this 2. 0 era was the Ford T-model that had a production line. That was totally new, production lines. In Europe, they were making watch or bracelet watches also in a production line at the same years. So we’re probably around 1850s or something like that.

And on the third revolution, the 3. 0, and we’re probably in the mid ’90s here, it was more of the automation, meaning that now there is electricity, there is code, there is technology behind the machine. It’s not just mechanical or or steam or electric. It’s the numeric era, if you want. We’re able to program these, automate these, so they can make even more for us. That’s the third era. Getting to the fourth era where the name 4. 0, manufacturing or 4. 0 comes from, is that fourth era today, as you can see, all of these WiFi signal, meaning that we don’t need to be connected anymore. We are connected, but without wires, without even sometime talking to each other. The information can flow very seamlessly today. People can… People, machines, people can take their own decision, and sometimes You might have heard of AI. Machine can also start to learn how to react and do things on their own. It’s not only automation anymore, it’s reaction and adaption, adapting to realities. And all that is connected. You might have heard of that, Internet of Things. It might not just be your equipment. It might be people.

It might actually be your product going out that you can monitor the usage from your us to not only your manufacturing equipment. Now, before changing slide here, I’m going to take your attention to the bottom of the slide where I’ve put some of the evolution also of tracking tools in a manufacturing environment. At the start, we were probably using way more paper as a tree little tree, trees at the bottom of the screen that you’re seeing. We were gathering information, had written the little The little magnifier here is pointing out to the fact that it wasn’t always easy to read back on the information or gather conclusion from these. Then we moved to a next step of the era where we started using more of the punch cards, so more exact way of gathering the information. But again, it was paper. It wasn’t connected. You had to take the information and write it back somewhere or accumulate it somewhere to take action or decision based on that information. Then a little bit more automated. We started seeing computerized solution with the numeric era. We started seeing barcode to really quickly capture without having the human error of writing down or capturing or retyping numbers.

With the barcode scanners. Again, maybe a little less paper because all that is recorded, so a bit less back and forth. With the fourth era, what we’re seeing more and more is that connectivity of things with the Internet of Things, where something happened, triggers an answer back right away, it writes into whatever management software or decision making tool that you have, and it triggers action decision. All right, you see me coming? I’m going straight into 4. 0 concepts Let me look at this on the next slides. What is 4. 0 concepts? What does it bring to the table? Really, what we’re talking about is with new technology, a new reality coming to us. We have mobile tools more and more that drives information back to us. We have connectivity to the machines that could report back if they’re done, if something blocks the process. This connectivity allows true data transparency, in other words, visibility on all that information. Might it be for decision making, as we can see at the bottom right here, with somebody looking at dashboard, taking decision, we’re still talking about human. In that I know Eric is coming a bit farther than that, we’re talking about triggering decision, either from a machine and equipment that was programmed to do so or feeding the information to your team that can on the spot take key decision and turn your shop around very quickly.

So this is why I’m coming up with decentralized decision, allowing your equipment or your team on the floor to take express decision, bringing you peace of mind. So coming back on our topic again, on our objective today. To really circle the the full circle, next step, I’m going to take you through three different situations in the shop that would happen from a demand from customer and looking at how can an ERP help and what are the typical situation that are solved by these four point of concepts. All right, story number one, we have Janet, a good customer of ours that is calling saying, Hi, Frank, we expected to receive our order last week. Can you help me out? Oh, boy. So yeah, Jean, you’re right. We need to find where’s Janet order right now because Because we’re late. All right, so we’re going to take our feet. We’re going to try to look up of where we can find where’s Janet order right now. So probably we’re going to first go where we think it is. I don’t know. If you If you don’t have an ERP system, you probably are looking at an MS project spreadsheets or something.

It might not be live, but you might have some idea of where your order is at. So let’s go take a look. All right, at the CNC, it’s not there, but they know they processed it. So all right, let’s go straight to QC at the end of our flow and see what’s going on. Maybe they know where the order is at. Doesn’t remember, and all of his files from today’s work has been sent back to the office, so he just doesn’t know. Maybe I can take a look at the inventory. Some of the main components are gone, so we know they’ve been used. All right, so let’s go maybe in a meeting room. I know there was a project manager involved. There was an issue recent recently. So he’s aware that it went straight to press for repair and probably then went out. So let’s go see the press break. Great. This guy knows that this has just been sent out with our service group, actually, so they can make sure it’s installed properly because of the deviation we have. Let’s call our service group and ask them. They just spoke to Janet. Everything’s fine.

They have an appointment with her. They’re going to set up and commission the machine, so we’re all set, and Janet is actually informed. I still probably want to go back to the office and report on everything I just learned. Update our different statuses in our files. Since we’re not connected yet, we have to probably update Excel files, update MS project, keep track of where we’re at into that order, maybe even trigger invoicing since shipping just happened. You probably have papers on this corner of your desk from that QC person or from shipping telling you all of these transactions just took place. Or you’re going to get them in the next 24 hours. Again, you would have known that being connected. After all this, we’ve made eight different steps going around our company, asking questions, trying to figure out what was happening with this? What could have happened if we were using 4. 0 concept? What technology could we leverage to bring our company to the next level? So I’ve said it a few times, connectivity, visibility, I’m bringing decision to the people on the floor, to the people in the field. Let’s look at a few of these solution using GenioCRP.

The first I’m going to be talking about is bringing information to your crew on the shop floor so they can know what to do next. Remember that guy, the CNC we just hired? He’s still pretty new. He doesn’t know what to do next. So he’s sitting in front of his machine and he’s probably wondering, Femi, what I should be doing next. Let’s look at what technology we can bring to him. With genius, we have a shop floor tool like this one here that allows you to see a lineup of tasks to your station so you know what you’re going to be working on next. We can allow a manager or somebody to come and override the order of things here or group things up into a certain logic where we batch some of the tasks together. That would make sense to work on it all at once. But what I really want to get at is your Our operator now has access to information so he can take quick decision. If he clicks on any task, he’s able to consult more information. On the right, he’s going to see how much time he has remaining, how many components he still has to build.

And he can access data such as work instruction, assembly, drawings, anything he might need also. You might have noticed when I click on something, it changed from play to stop. So I’m now recording time against the sending information back to whoever has planned this for me. So I’m going full circle, feeding my employees with true data transparency so they can make informed decision quickly and that information comes back to me instantly or live so I can also take informed decision or call back my customer and say where we’re at. Some of the key things that can happen on the floor also just through a tool like this would be when I record time, I can record how much I produce, how much I have remaining. I could log a nonconformity, right away, log a create an alert maybe to a QC manager or somebody that needs to work on repair. The next thing we can do is say if this was partial or complete, the reason I’m going into that level of detail is in the 4. 0, there’s also something about technology being who are automated, taking decision for us, speeding up our process.

If I have a 10-hour task to do and I’m not done, I can say partial, confirm, the next shift comes over, they see they have perhaps six hours left to work and they have a certain amount of the job that they need to finish. Whereas if I am a senior guy, I know how to do this, I had 10 hours planned, but after six hours, I’m done, it’s complete, the The system would continue to plan for 4 hours, and this is key for all that capacity. We were wondering what date to give our customers, so the system could right away adapt. If I tell them that I’m complete, those 4 hours remaining, they drop out of the system, and the system reacts automatically. It calculates on the remaining hours, skipping those four hours because we are done with this task. We don’t need to still continue planning on it. Having the system take decision, informed decision for you because people are just triggering or capturing what they’re doing. All right. Through here, we could consume material, so deeply inventory to assign it to our job. We could close assemblies or report back that an assembly has been completed.

So this would also… Maybe you’re backflushing some of your inventory, so that could happen at the same time. So quite a few tools that your employee can view view information and then a few click report back. So this was for our guy, the CNC. But let’s say we’re talking about someone in this truck going to service equipment or install equipment. What tool do they have to view what’s supposed to be happening? They could be logging on their phone and having access to work orders. If I go through my assignment, for example, I would have access to my different assignment that were given to me. Through that, I can click, view my work orders. But more important here is access to information. Straight from my assignment, I can call someone, get direction, view key attachment document or even me log a picture back to my team about what’s happening in the field. Remember that issue we had earlier? The guys were wondering, didn’t we already service this last year? I remember it. So from here I can view the equipment report. Because I’m targeting a certain equipment in the field, I can get access to a full history of the service we made, parts we’ve replaced, all that accessible through the Internet of Things connectivity again of the 4.

0. As we did in the shop, I can report about an expense, material, log time, so I can trigger information back to my team, again, doing that full circle of information information so everybody can react and take the proper action from what has been happening. All right, let’s move to our next story so we can continue moving forward here. Story number 2. Hey, Frank, it’s Tom from Richardson. That’s a good customer of ours, by the way. I need a replacement part and quick. Our equipment is down right now. Do you have anything and stuff by any chance to help us out? So customer down, urgent. All So that’s why I’m hearing we need to help him out. It’s a recurring customer of ours on top of things. So let me see how I can help Tom. So Jean, what are you going to do for us today? So our little robot comes back to work. It’s going to step all over the place to really make sure that we’ve got an eye on things. So what we need is a replacement part. So we’re not looking at anything that we’re going to fabricate. We’re probably looking at an inventory component that we need to be sending out very quickly.

My first reflex is, let’s send Jean to inventory and let’s look at stock. It’s not in the stock. We’re lucky enough, Bob left his truck in the morning. Well, he’s in the office this morning, so we can go look in his service truck to see if we have any of these components because they usually have them on stock. No chance. All right. I know sometime we have them near our press break because we have a little storage area there so they can work more quickly without having to walk over to stock. Not there either. You’re probably We’re doing this by looking at a typical way that you know you’re storing things or people move around things in your shop. Now we’re looking perhaps at a second warehouse, alternative storage unit, and maybe we’re going to be talking at the end to purchase agents or some project managers that might have some idea of what we could be doing. Perhaps we have a project ongoing where we could steal that part because perhaps the customer down is more urgent than a new unit we’re coming out. Whatever decision you decide to make, we’re going to come back to the office and report back.

Maybe we’re stealing component from a project to feed this good customer of ours, or we’re going to purchase new components But again, we’ve been walking around seven back and forth, now accumulating to 15 in a row with our two stories, a lot of back and forth in our shop. What solution can we get from 4. 0? Well, connectivity, access to data, okay. I can probably talk to you about, and I will talk to you about, how we can track inventory material and all that. But first thing that comes to mind is let’s connect everybody, not just our little bubble of a factory, but let’s connect our customer to us through Internet of Things. What I’m going to do is I’m going to allow my customer to log into a portal and have them check when he needs spare parts or components and even view availability. So a customer of ours that we give a login could connect to a portal like this and log their own request in. On top of things, with GenUCRP, we can have equipment tag to customers so that when you sell something or do something from a customer, they can view from a list of equipment.

If that customer comes in and say, I need a spare part for one of my equipment, when they click here, they will see their list of equipment show up on file. They can select the equipment for which it is, and then they will have a list of typical spare part component that you have made available for them to choose from. When you pick any one of these, you will get to a point where you can see pricing for sure, if there’s price break quantities, we have these type of pricing structure that can kick in. But most importantly, they could see on-hand quantity, how much you have available right now, how much you can right away use from you. We can see we should have 14 available right now that we can pull from, so we should be able to suffice. Richard can just save this information. It would log a request with our internal team. They could just turn around and ship these goods very fast. He could leave a note, even a picture of something that broke, emphasis on the urgency of the order here, giving us some information. Again, giving information to receive information back.

So there’s key decision that can be happening quickly. All right, so that’s connected from outside our bubble, bringing that information also in, feeding information back to your customer, So we’ve already seen when material comes in, shop, so when it increases inventory, we haven’t seen that, but we do have a screen where you can receive goods and vary in two or three clicks, select your PO, have the inventory increase and be received into your system. So that would give you a picture of how many of each component you have available. Then when you start using these components, there’s a few key ways of doing that in genius. The first one is you might have very costly component that you might not even keep on inventory normally. When you would purchase them, it would be assigned to a specific project. When you receive that, it doesn’t even hit inventory. It goes straight to whip or straight assigned to that project. So you don’t have to manage inventory for these. Second way is it goes into stock, it increases stock, and then you have two other methods. We’ve already spoke about the fact that we can backflush, so maybe hardware or things you don’t want to count every time.

These would probably be backflush. But there is a live tracking that can happen. I’ve already I’ve shown you through the interactive screen earlier that there was a button for that. Maybe we can take a quick look here through a mobile tool. It could be on a handheld device, on a tablet also, where we can actually look up inventory or transact inventory in many ways. If I look up that same component we saw earlier, we have 15 on hand, one on reserve, 14 remaining. Think about this. On the field service crew, we have the same tool here. They could be checking on this before leaving in the morning. They could be looking at all warehouses, only in their truck, sitting on their sofa at home. I’m going to do that replacement part tomorrow. Oh, great. I have some remaining in my truck. I’m good. And they could check at the office, available components and all that. There’s other tool here that can bring me to do movement of inventory, moving stuff from stock to that press break, for example. So I would know how much at each spot. Material consumption, again, depleting inventory, putting them into a job.

Very important in custom manufacturer’s life, there is often stealing that happens in the industry. Genius is very flexible with that, meaning that you are quickly able to report on when you’re stealing something. We can go in here, go through the material consumption, we just flag which project we’re coming to, the component we’re taking, and put a negative quantity done You stole the piece, it’s out of that whip, it’s back to stock, and then we can drop it on any other project that we needed to, or on that sales order going to Richardson. All right, that’s it for my story number 2. Let’s go for story number 3. That’s my last one, by the way. Frank, this is Joe. Oh, by the way, Joe’s my VP in sales, really micromanaging type of guy. Do we have everything we need for phase 2 that big project we have ongoing? Is our budget still on target, by the way? I’d like to have a full report on that. Okay. Now, I see Jean is sweating. So many components to look for. Do we have everything we need for phase one? Budget tracking, so that means looking at all completion of all the stage in our project.

That brings a few things to mind as far as visibility of information. I’d like to know what were my different steps in my project? What is phase one? We’ll probably look at milestone. I’ll have a slide afterwards for that just after my story. But we’re going to have Jean look over things just to make sure we get a proper picture of everything. So first thing first, Jean is going to go to look at the press because that’s where phase one was probably stopping, but they’re not yet done. They’re missing a few things. So she’s going to look at assembly and the guys are agreeing they’re missing a few parts. Some are sitting at CNC, but they’re done. So again, I’m going to skip over this quickly here. You get the picture that Jean is going around, asking around, but he’s trying to get a picture on components, on stage tracking, on task completion, everything at once, because all that it takes to get evolution on the project and reflect where where we’re at right now in the project. We might be going off to site because there might be some different stage of installs that might be happening at customers also.

Coming back, and we probably have a whiteboard or some tool that our project managers are using. It’s not because we’re maybe 100% or 75% of our budget that the actual project is at 75%. We probably have to have a word with our project manager to see where we are actually at according to them. All right. Then again, we come back to the office and try to have all of our tracking files updated, probably, again, spreadsheet in this project, quite a few tracking tools that you probably have to keep track of all this. To keep track of components, we probably have a nice listing on Excel, or I don’t know, maybe you have a drawing with the components on the side also. I’ve seen that a lot. Now, I’m Gathering all that took, again, a few steps to Jean, gathering to about 26 steps all over the place through our three scenarios that could have been just happening in last one hour. Oh, and food for thought. Gene probably is already aware of technology. I wouldn’t be surprised that your gene has a Fitbit or something and is already talking at lunchtime about how many steps he do a day and how many calories he’s burning and I’m joking a bit, but just saying people are already aware and enabled to use technology.

It’s all over the place now, so it should be easy for your team to hop into that trend. All right, so what I want to bring to the table here are two major points. We want to track components, we want to track evolution of a project. The first thing for tracking component is looking at material planning in What are the components available? What are the one we don’t have? With genius, we can come up with a screen like this where I’m looking at full listing of the components for a project. I could have it for a phase only also if I want. Then I can see all the components that are available in green where we have a plan, meaning we have a PO underway, for example. If I look at this line here, we would see that it’s under a purchase order, it should be coming in at a certain date, and that’s why it’s planned to be in time. It’s not on hand, green, it’s yellow, we’re still waiting for it. In red, things that we are in shortage and we did not take action so far, so we need to turn around, produce or purchase it, whichever way it is that you go about acquiring these.

All right, so this gives us a nice picture about what is available, what is not available for any phase of the project, for any component. How does that reflect to our team? I didn’t go into I did this so far because I knew I was going to do it here, but there is tons of information coming back to somebody like me that are taking all these phone calls, talking to the VP. We can get to different dashboard indicators. If I’m looking at a dashboard like this one, where I can see all of my order. Every single order line that I have is showing up in this little dashboard, and then I can track and I can react to information live. If somebody has just completed a step in the shop and I’m tracking it, I would see one of one step completed, whereas the next step after is not yet done, zero of one completed. I can be tracking hours. So again, visibility See, full circle coming back to your team about what’s happening in the shop. You get your phone call. Remember Janet that was wondering where is her order? You would see it here in the completion tracking, for example.

Now, If I’m somebody that’s in this project wondering, do we have everything we need? Are we on track? Now, I would have tools like this one. Is my schedule in line with my promise date? If I’m early, I’m green, just in time, perfectly in time, yellow, and if I’m late, it’s going to turn red. The next picture I have on the same page is about material availability. My short is everything on hand. Maybe I can scroll back up, and I’ve I’ve already shown you this material planning tab we had, but you could have it straight from here, so I don’t have to move back and forth in the system. I can actually expand the bottom here and go straight to see that same material plan we were seeing in the other window. So that task boards that can help us track what’s going on. Let’s go a step further. This was more stage tracking or task tracking. I want to know about budget now. So while we were using components for a project or signing them to project, we were live increasing the value of that project. So if I go back on that project we were tracking, just before the demo here, I’m going to go on my budget, I consumed, I took some of the components out of inventory to this project.

If I refresh this, see, we’re going to see there’s some of the budget buckets went up a little bit. So I’ve used a few electrical components, a few structural and hydraulic components, and we can see the progress of our budget evolving as things are happening. So my employee earlier that was clocking on the CNC, well, that would have increased here that labor bucket by… I don’t know. All right, so we’re tracking budget So we’re getting information back to everybody, ownership also, executive also. And that’s a bit micro. It’s still project, my project. We could have dashboards or KPIs that would tell us how to react or even email alerts when these budgets go out of control, for example. It could be a dashboard like this one where we have different project listed, warning sign on costing, on schedule, or any other risk factors. That would enable us to be able to have some KPIs like this one here where if there is milestone at risk, I would see a red light coming on and I could click on it and see all of the problematic products up in my listing so I can actually react to it.

All right. If I come back to the concept of 4. 0, what we were really saying here is that all of that data connectivity boils back to the heart of this that is actually the ERP. The ERP enables you to have connectivity remotely through a mobile or through data transparency, giving dashboard to your ownership to take decision or to react to customer calls, we’ll connect equipment or people, give information visibly for that decentralized decision for your employee or equipment to react to the information that you’re giving them. So they can take informed decision, giving you peace of mind, and again, express decision making to all of your team. When everything works correctly, we have that type of picture. All right. Joke aside, I think Simpsons were pretty much visionaries for a while there. I want to thank everybody for joining me today on this webinar. I see we have a few questions here. Give me a second. I’m going to read some of them. Also, if you need to reach out to us, let’s just leave it on that just to make sure before I do anything else. If you need to reach out to us, there’s my email there for sure.

But if you’re already in contact with one of our sales representative, please reach out to them first. They’ll make sure to guide the information to the proper channels. You can write to me again. That’s the number two here. If you’re just looking for general information, you can always write to sayhello@geniuserp. Com. Our next webinar, upcoming next month, is about multi-warehousing. If you want to join, I’ll probably be presenting again. All right, let me take a quick look again at this question. Yes, this is recorded and will be available through our website in the resource section. Visualize that presentation again. Like our other webinars, by the way. There’s a question. Oh, that is pretty good, actually. Let me piggyback. I have a question here that is actually in line with something I prepared earlier today, actually. Okay, sorry, I’m going to spell the question for you guys. You’re You’re not seeing it. The question is about 4. 0 connecting machine, equipment, people, software. The person is wondering if genius has capacity to do third-party integration other than what we’ve shown. Let me respell this the way I see the question is, all that I’ve shown today is tools that are in GenuCRP, so it’s all out of the the box available for you.

The person is probably wondering here if you can connect to other tools that you have. I don’t know. Let me show you a page that I have where somebody just did the work for us. So let me just skip out of this here and go to what I have prepared this morning to show you some of the third-party integration we can have available. Just a second, it’s opening up. So This has not been validated too much. So if there’s typos here, sorry. Really, this is showing how we can or how we have experience where we have integrated with other softwares. So we are already using for APIs, Report Builder, Power BI, that’s already things that we’re using like Excel. We’ve connected also to Access FedEx and UPS as a platform that can easily connect to ours. We definitely or have worked in the past with ADP, Netreis for a payroll connection. Smart machines such as Stredassus or CSIFlex. We have document management software that I’ve also connected to us. They’re called Lazard or Biggy Dem. We have CRM, we have EFT with treasury, Nesting here with SigmaNest, ProNest. A few experience there for sure. We have a lot of metal workers in our customers.

Accounting, we do have the accounting in genius, by the way. But if you go back years, and again, I’ve been with genius seven years, so probably when I hopped in, we didn’t yet have accounting, but it came in right afterwards. We were integrating and still do connect to a lot of these other accounting platform.