Digital Detox

We had the opportunity to spend the weekend at Troublesome Gap. It was nice to get away and also nice to enjoy camping on a campsite that I had the opportunity to design. The campsite has 100% positive reviews on HipCamp going back to 2022. This has been a fun project that guests enjoy tremendously. Reading the positive reviews and emails from guests is very enjoyable. We really wanted this to be an wonderful place to tent camp, glamp and overland

How to spend the weekend camping on Troublesome Gap

https://www.hipcamp.com/en-US/land/north-carolina-troublesome-gap-camping-3xryh1vk/


Rough Draft – CERT Emergency Communications Plan

The work on the emergency communications plan is moving forward. Our plan covers two main contingencies:

  • team is deployed to an emergency site
  • team is not deployed but there is an emergency

One of our team goals is put ourselves in a position where we can help the broader community during a wider emergency, such as a grid down situation after a hurricane or power station sabotage (like the next county over went through in 2022).

This plan is a step towards achieving those goals. Later phases of plan development should help address the communications divide between the CERT team and the greater community. These later phases should also incorporate some of the great ideas that were generated in the brainstorming / brainwriting work.

The rough draft of the plan is below. Comments and suggestions are welcome.

Lee County CERT Team – Communications Plan
Rough Draft – dated 2023-03-18

Deployed Comms

At time of muster, team members will be assigned to a group and a backup group based on available communications tools and radios.

At time of muster, team members will also be assigned a cell phone number for a command staff member, where they can confirm the communication channel they should be using. This communication should occur via text message. This cell number can also be used to short messages between command staff, as needed. Primary communication method is radio communication.

Teams Communications

Priority 1 (Group 1) — Zello Channel – “Lee County Emergency Response Team”

Priority 2 (Group 2) – HAM Radio using the KB4HG repeater – 441.9500 / +5 MHz / 136.5 Tone

Priority 3 (Group 3) – MURS channel #3 (151.94 MHz)

Priority 4 (Group 4) – GMRS / FRS channel #15 (462.55 MHz) [Note: limited FRS range]

Priority 5 (Group 5) – CB channel #22

(Backup) Priority 1 – No backup, go to other group

(Backup) Priority 2 (Group 2) – HAM Radio using the NC4ML – 147.240 / +5 MHz / 91.5

(Backup) Priority 3 (Group 3) – MURS channel #5 (154.60 MHz)

(Backup) Priority 4 (Group 4) – GMRS / FRS channel #17 – 462.60 MHz [Note: limited FRS range]

(Backup) Priority 5 (Group 5) – CB channel #24

Note: Group 2 – If both HAM repeaters are not available, switch to Simplex 146.58 FM


Command Communications
Priority 1 (Group C1) — Zello Channel – “Lee County Emergency Response Team – Command”
Priority 2 (Group C2) – HAM Radio using Simplex 144.400

Priority 3 (Group C3) – MURS channel #2 (151.88 MHz)

Priority 4 (Group C4) – GMRS / FRS channel #19 (462.65 MHz) [Note: limited FRS range]

Priority 5 (Group C5) – CB channel #21

(Backup) Priority 1 – Use command text message number to ask which alternate group to use

(Backup) Priority 2 (Group 2) – HAM Radio using Simplex 144.800

(Backup) Priority 3 (Group 3) – MURS channel #4 (154.57 MHz)

(Backup) Priority 4 (Group 4) – GMRS / FRS channel #21 (462.70 MHz_ [Note: limited FRS range]

(Backup) Priority 5 (Group 5) – CB channel #23

Non-deployed Comms [used during emergency situation where CERT team isn’t deployed]

Use the following communications channels on the schedule below with a wilderness protocol (seeking to minimize power use in case the grid is down):

  • text message to designated contact
  • Group 1, Group 2, Group 3 (Carolina Trace local area), Group C1, Group C2
  • other groups activated in an extended emergency to provide greater footprint in community

    Note: number of groups is minimized to reduce the amount of time the command staff has to communicate with team members.
PurposeGroupDayTime
OrientationEmail or text message from command to start comm protocol, or event / emergency to trigger start, includes emergency text message contact number

Daily Check-In
(first 3 days only)
Group 1 – ZelloDaily07:00 PM

Group 2 – HAM RadioDaily07:15 PM

Group 3 – MURS (local to Carolina Trace area)Daily07:30 PM

Group C1 – ZelloDaily06:15 PM

Group C2 – HAM RadioDaily06:30 PM
Weekly Check-InGroup 1 – ZelloSunday07:00 PM

Group 2 – HAM RadioSunday07:30 PM

Group 3 – MURS (local to Carolina Trace area)Sunday08:00 PM

Group C1 – ZelloSunday06:00 PM

Group C2 – HAM RadioSunday06:30 PM
Daily Monitoring
(4th day and beyond)
Group 1 – ZelloDaily, except Sunday07:00 PM

Group 2 – HAM RadioDaily, except Sunday07:10 PM

Group 3 – MURS (local to Carolina Trace area)Daily, except Sunday07:20 PM

Group 4 – GMRSDaily, except Sunday07:30 PM

Group 5 – CBDaily, except Sunday07:40 PM

Group C1 – ZelloDaily, except Sunday07:50 PM

Group C2 – HAM RadioDaily, except Sunday08:00 PM
Anytime during emergencyText messages to command cell # – when radio or Zello comms aren’t availableAny dayAny time

Brainstorming Results – CERT Emergency Communications Plan

Here are the ideas that we generated. There are over 140 ideas. Hopefully these give you a head start on developing your plan.

IdeaBucket
Work with local AM / FM stations to get message out. (Highly rated idea by group)Beacon / One Way Comms
Create AM / FM bandit stations for a hyper local reach (added after the session)Beacon / One Way Comms
MESH NetworkBeacon / One Way Comms
SPOT/Garmin BeaconsBeacon / One Way Comms
Tell citizens to turn on AM or FM radio to a preplanned channel / frequencyBeacon / One Way Comms
Use air raid sirens to get citizens to check for infoBeacon / One Way Comms
Add org chart to planCERT Team
Add rotation plan to comm planCERT Team
cache radios for use in emergencyCERT Team
comm plan “jobs to be done” listCERT Team
consider situation where CERT is used as helpers instead of standalone groupCERT Team
create comms map for each band for Lee countyCERT Team
create form for passing messages (needs / requests / news) via voiceCERT Team
Create member capabilities list (skills, interests, experience and equipment)CERT Team
create trailer with telescopic mast and battery / solar to use a temporary repeaterCERT Team
develop online repository for standard formsCERT Team
Forms list for comm plan, use ICS forms (ics-214, 201, 205, 205A, 213, 214, 217, 221, 211,222)CERT Team
get more CERT members to take ham test so they can help with Lee county EOCCERT Team
Go bag plan for comm planCERT Team
have (email / voice / phone) contact in comm plan for tech support / comm plan questionsCERT Team
look at our plan using interoperability continuum from ICSCERT Team
should different message types be transferred on different frequenciesCERT Team
use for ICS 221 after demobilizationCERT Team
use form 213 for message taking / delivery / resource requestsCERT Team
use form 309 to document interactionsCERT Team
use issue tracking software (online?) to track requestsCERT Team
Take a look at the Lee County Emergency Communication plan and report (Highly rated idea by group)Communication between CERT and local community
Develop a communication plan and network of people (chainsaw brigade) that allows us to direct a chainsaw network that clears trees off the road after a weather event. This helps clear the roads quickly so first responders can reach people in need. This network would need to work with various parties to identify locations of blocked roads then send out requests for network members to go clear those roads (Highly rated idea by group)Communication between CERT and local community
Develop ways to communicate with Lee County EOC (Highly rated idea by group)Communication between CERT and local community
Use community centers as a shelter, muster point, comm point or cache point (Highly rated idea by group)Communication between CERT and local community
add HOA layer to comm planCommunication between CERT and local community
add relationships layer to comm planCommunication between CERT and local community
better integration of Lee County Emergency MGMTCommunication between CERT and local community
CBCommunication between CERT and local community
create contact list for Lee County and Sanford emergency mgmt and EOCCommunication between CERT and local community
create list of emergency contacts across county (public / CERT / private)Communication between CERT and local community
create list of how to reach EOCs for areas outside of the countyCommunication between CERT and local community
create list of lee county / sanford and adjoining city / county /agency frequenciesCommunication between CERT and local community
Degraded Power Grid – If cell is up, utilize cell – HAMs will likely conduct accountability via COMM nets – GMRS for short distance non-HAM commsCommunication between CERT and local community
Determine muster points for CERT to meet and exchange info face-to-face in bad weather. Alternate communication path for those who don’t go outCommunication between CERT and local community
Develop CERT teams across county, possibly using fire station coverage map to drive CERT team AOCommunication between CERT and local community
Develop community network around volunteer fire departmentsCommunication between CERT and local community
Develop list of areas where CERT under serves the community and determine if there are areas that could benefit the most from a local CERT teamCommunication between CERT and local community
Do welfare checks on people with mobility or other health issues (esp during an emergency)Communication between CERT and local community
Hand-held walkie talkiesCommunication between CERT and local community
How can we fill in gaps with the Lee County Emergency Communication plan?Communication between CERT and local community
How do we communicate with citizens in economically distressed areas?Communication between CERT and local community
If teams are dispersed, it becomes more troublesome. Best scenario is to have multiple methods of communication lying within CERT EOC to serve as broadcast beacons, i.e. multiple HAM radios programmed to different frequencies, if issues arise on one frequency, you swap to another frequency and periodically blast net messages on degraded frequency indicating the swap to the secondary frequency.Communication between CERT and local community
Interface with Lee County Emergency ManagementCommunication between CERT and local community
share a version of the com plan with local groups (church, prepper, community, etc)Communication between CERT and local community
use fire stations as a gathering / communications pointCommunication between CERT and local community
Use map of fire station map to understand community relationsCommunication between CERT and local community
use microwave or other rf connections to fire stationsCommunication between CERT and local community
VIPER (if able to utilize)Communication between CERT and local community
Within Trace this should be fairly easy and facilitated via CERT runners within our respective communities. Individuals that are CERT members could be arranged into “teams,” with those teams being broken up into respective HOA groups. One CERT member, preferably a HAM, could operate as a base station and send the runners out into their respective HOAs and conduct welfare checks on residents and report back to base station.Communication between CERT and local community
work with nextdoor.com as a broad communications toolCommunication between CERT and local community
ZelloCommunication between CERT and local community
Hold ham crams in churches or other groups or HOAs (Highly rated idea by group)Deployed Communication
Engage local HOAs and help them develop networks or CERT teams and then fold that into our CERT network (Highly rated idea by group)Deployed Communication
ATAK network (transported over MESH network)Deployed Communication
Can we get an affinity group to help develop a communication network (providing people, location or funds)? Could be someone like the Sanford Business League. Also, local business could work with us to help them and their employees be prepared both at work and at home.Deployed Communication
GMRS, MURS, CB (short distance comms)Deployed Communication
HAM (for those licensed)Deployed Communication
Have one person that takes notes for the deployed teams to track activities and have a way to share them. Could those notes show up online and realtime? Could be someone that doesn’t have their ham license or is without radio experienceDeployed Communication
Hold exercises that include these ham / radio operators so CERT can practice communicating to their group through themDeployed Communication
How many community groups, organziations (including HOAs) have ham operators? Can we form a group of those ham operators, so the operators can interface with the groups they are members of, becoming a force multiplier. Have those operators train together. Also consider other means of communication such as GMRS, meshtaastic, cb, etc. or means we haven’t considered yet. Maybe even have social events for those operators. Train together and with CERT and develop those relationships.Deployed Communication
Map social network – including affinity groups, churches, business, civic groups, government. Maybe develop a list of group sites like on facebook, nextdoor, etc.Deployed Communication
MESH network (Meshtastic devices, etc)Deployed Communication
Place meshtastic nodes or equipment caches at locations where the community groups meet (groups that have ham operators that are part of the network).Deployed Communication
ZelloDeployed Communication
Use DMR repeater in Lee County (Highly rated idea by group)Digital Comms
create form for passing messages (needs / requests / news) via winmailDigital Comms
DMRs (Digital Radios)Digital Comms
MESH networkDigital Comms
Software defined radiosDigital Comms
Use group.me app for group text messagesDigital Comms
Communicate through grocery stores, home depot, gas stations and other places people go in an emergency to get supplies (Highly rated idea by group)Gathering Points
Consider parks and schools as possible gathering pointsGathering Points
Develop a PACE plan for the gathering pointsGathering Points
Incentivize groups to communicate with us. Maybe find a local company(s) to help fund some of these activities and partner with us. Also work with churches and other local groupsGathering Points
Look for organic gathering points as a place to get the message out. Maybe Walmart or Lowe’s Home ImprovementGathering Points
Use gathering points to disseminate information to communityGathering Points
Use a balloon or kite to hold meshtastic node at an elevation, check for coverage and consider competing interference in the LoRa band (Highly rated idea by group)Grid Down
A MESH network that is properly constructed (Solar power, hardened) and is adequately distributed across the county should be able to provide this “beacon” and be accessible to everyone in the community as long as you have a device to enter into the network itself. Obviously this has limitation as you need to have the device and have it properly configured.Grid Down
Develop type of even list – nuclear, hurricane, etc and try to consider a lot of possible eventsGrid Down
Have someone monitoring the situation so a runner can be dispatched (walking or driving). This way we can reach people in a hyper local area and manage emergency requests even if the person needing help can’t directly communicate with us. Use this to communicate with and help people in an area where people can’t actually leave home or the local area.Grid Down
I believe this is likely the most difficult situation to rectify until we answer some of our other questions. Obviously the most fool-proof way of communicating during a grid down situation is by runners between CERT members, with a HAM CERT member acting as a control station for people to check in with. Once we flesh out some other methods of communication that are more fail-tolerant, we can utilize those.Grid Down
Iridium (Cost prohibitive but will function as long as you have battery in the phone and SAT Uplink)Grid Down
Runners/Foot MobileGrid Down
use radio propagation software to determine expected coverageGrid Down
Use Rattlegram as a beacon (maybe on HAM, CB, GMRS, MURS?)Grid Down
use solar powered repeaters (ham / grms / meshtastic?)Grid Down
Use support nets in comm planGrid Down
Connect APRS to satellite for messaging and locationsHam comms
connect to state Winlink Service (shares)Ham comms
create an adhoc winlink server for CERT group / remote message server / rms relay softwareHam comms
determine coverage of repeaters and other comm sources in planHam comms
determine how long lee county and moore county repeaters stay up when grid is downHam comms
Hold schedule update (radio show like) at specific times and dates / intervals during an emergency, i.e. a form of wilderness protocol. This minimizes power usage during a grid down situationHam comms
Hold schedule update (radio show like) from drone that carries up an antenna at specific times and dates / intervals during an emergency, i.e. a form of wilderness protocol. This minimizes power usage during a grid down situationHam comms
Use APRS for textingHam comms
Use APRS to locate a victim or track team member locationsHam comms
Use balloon or drone to launchHam comms
use field situation report to apprise state EOC of status (nceoc.ncdps.gov), maybe through winlinkHam comms
use national calling frequency 146.52 or 446.0 from page 46 of the AuxfogHam comms
use winlink to transfer info among CERT members, how can we do that with and without an internet connectionHam comms
ADS-B (Aircraft Tracking)Improving situational awareness
ATAK (General SA collation tool)Improving situational awareness
Better understand why people don’t prepare ahead of time so we can help people understand why it is important to be prepared, or somehow encourage them to prepareImproving situational awareness
Downlinked NOAA data (WX tools)Improving situational awareness
Have someone continually monitor what’s going on. Have someone able to communicate immediately if someone else needs help.Improving situational awareness
Know any communication alternatives, so you can change what you are doing and still be able to communicateImproving situational awareness
Signals Plan/PACE PlanImproving situational awareness
Understand that we can only help people prepare that will help themselves. We can old help so much and have to be ready to deal with unprepared neighbors in an emergency situationImproving situational awareness
Attach Meshtastic to HF to reach Internet via Gateway. Use remote HF transceiver for access (Highly rated idea by group)Non-Ham Comms
ATAKNon-Ham Comms
Attach Meshtastic to internet at far distributed pointsNon-Ham Comms
Cache Baofengs at different locations across the countyNon-Ham Comms
can we runwinlink over gmrs or cb?non-Ham Comms
CBNon-Ham Comms
Cell network, ZelloNon-Ham Comms
Create list of existing tower sites with existing and unused feed linesNon-Ham Comms
Create list of tower or other sites where we could put repeaters (meshtastic, GMRS or other)Non-Ham Comms
Full Power grid/All services – This is likely a pre-call out function – Utilize cell, email and prep for no-grid possibility.Non-Ham Comms
GMRS, MURSNon-Ham Comms
Hand-held Walkie TalkiesNon-Ham Comms
If a robust and fail-tolerant Mesh network is developed, you can utilize that for message traffic and indicate to deployed teams the changes required.Non-Ham Comms
If cell services are operational/slightly degraded, you can still utilize those as a means of broadcasting changes as well.Non-Ham Comms
If grid is still up, cell network is likely the best option and is likely the easiest option for most members as well. If deployed and in a grid down situation, that is when our MESH/ATAK network would likely provide the easiest geolocated SA tool for status. HAM and GMRS radios can also be utilized for this function as well.Non-Ham Comms
If we have an emplaced CERT EOC, it is likely that team members will be co-located at some point during deployment. This would assume that word of mouth would be the primary method of change management for commo methods.Non-Ham Comms
look at Cert team in Cary’s plan for GMRS usage (contact Virginia Enzor for info)Non-Ham Comms
No Power Grid/Initial — Runners within Trace (if movement is safe)//Need strip maps for non-Trace CERT members – HAMs that have back-up power serve as beacons for runners for accountabilityNon-Ham Comms
Outside of Trace this may become more difficult. Strip maps of all non-Trace CERT members should be developed and located within the CERT administrative documents. This would facilitate accountability to send runners from Trace CERT to non-Trace CERT members. Lee County governmental organizations, Emergency Management, would also play a role in this. We should understand their game plan for an actual call-out and develop a link-up protocol with them. This would provide them extra manpower via CERT members and would facilitate the flow of information.Non-Ham Comms
Place meshtastic nodes at local stores, churches and other organizationsNon-Ham Comms
Provide data to host (tower or building site) as a thank you for hosting our equipmentNon-Ham Comms
Put repeaters / Meshtastic nodes at Lee County Emergency Mgmt siteNon-Ham Comms
Put repeaters / Meshtastic nodes on church buildingsNon-Ham Comms
Put repeaters / Meshtastic nodes on Duke Power sitesNon-Ham Comms
Put repeaters / Meshtastic nodes on water towersNon-Ham Comms
Stand up a solar GMRS repeaterNon-Ham Comms
Stand up GMRS repeater in Lee CountyNon-Ham Comms
The easiest way to improve SA is to ensure that we have multiple, easy methods of communication between team members. Obviously some members will have more experience and have preferences on which communication method to prefer and that’s ok. We need to develop a solid signals plan that lays out what we do in particular situations, develop a PACE (Primary, Alternate, Contingency, Emergency) plan for various instances.Non-Ham Comms
This assumes that we have in-roads with the local emergency management here in Lee County during the emergency. It is imperative that we wargame the scenario with local EM reps to ensure we are all on the same page in the event a large scale disaster happens. This would likely include what methods of communication they will be utilizing, disaster response plans and basic link-up procedures.Non-Ham Comms
Use GMRS repeater that is already running in Harnett CountyNon-Ham Comms
Use SDR dongle with loop antenna and android device to allow listening to a CERT status update on HF (or other frequency). Create a standard design with tutorials to make it easily accessible to as many people in the county as possible (CERT members and everyone else). Create youtube video to explain how to setup and useNon-Ham Comms
Develop SOPs for emergency communication roles, actions, responsibilities, etc. (Highly rated idea by group)SOPs

Starting Our Journey – Developing Our CERT Emergency Communications Plan

Click on the play button to listen

Our local CERT team is working on a communications plan to cover 2 very different situations:

  1. deployed in an emergency
  2. not deployed, most likely in a longer term emergency or a grid down situation

CERT means Community Emergency Response Team. There are CERT teams across the United States.

We are going to document our work so others can leverage our work and make developing a communications plan easier for other groups. We hope to use standard innovation tools to use the knowledge within our local community. These tools include:

– brainwriting
– brainstorming

Our approach, ideas, and research can help you develop a plan for your local community or other group. Maybe even your family emergency communications plan. We are looking at incorporating the communications elements that we have available to our members:

  • CB radio
  • MURS, GMRS, and FRS radios
  • Ham frequencies, repeaters and digital technologies
  • Internet options such as Zello
  • Other options we haven’t even thought of yet
  • LoRa Meshtastic

Join us on the journey. Just listen to the podcast to follow along!

Thanks
Montie
KO4NQF

Montie Interviewed on Everyday Innovator Podcast

Click on image to hear the podcast.

I was recently interviewed for the Everyday Innovator podcast. This is a great podcast that interviews leaders in the product development and product management field. I’m honored to be included in the podcast.


Excerpts from the interview:

Our guest for this episode is Montie Roland. Montie used my online training course to prepare for, and pass, the New Product Development Professional exam, earning him the NPDP certification from PDMA, which is the oldest and most established professional group for product managers. After passing, he contacted me to discuss providing training to product managers in his company. This is a topic I always enjoy because I love helping organizations improve their product management capability and helping product managers further their skills and how they work with each other and the product team.

As I talked with Montie, I also learned about his background, became fascinated by his experiences, and knew he had to join us here to share his stories and knowledge.

Montie has pursued an entrepreneur path, building his own company, and an intrapreneur path working in an established company. He is a mechanical engineer with a ton of design experience.

We talked about his experiences, including the pros and cons of working for yourself vs working for an organization.

[3:19] What is your current role as an intrapreneur?

I’m on the new product development team at Pentair. If you’ve ever been in a swimming pool, the water probably went through one of our products. I get to do a lot of front-end work in industrial design and the connection between customer and product. The strongest part of my skillset is bridging that gap, and I have the chance to do it on a lot of different projects in a large organization.

[5:26] What kind of products did you create as an entrepreneur?

I ran Montie Design for about a decade. We started in B2B products and eventually moved into B2C. We made rack-mount servers and packaging electronics. Clients would come to us because they were trying to get around politics in their company or were behind schedule on a project. We developed products that they could transition into manufacturing. On the B2C side, we made in-home air filters that were highly stylized. We tried to make as much as we could locally so that there was a community feeling to it. We wanted people to look at our products and say that’s the way they would have made it themselves.

[13:02] What are the advantages of working on your own?

I enjoyed the sense of self-determination. You don’t have someone looking over your shoulder like you do in a big corporation. You can explore directions that you might not be able to otherwise. People who work in product development have an inherent sense of adventure, which tends to be more constrained in a corporate environment.
[14:40] What are the disadvantages of being an entrepreneur?

It requires a lot of work. If you have a spouse or family, you need to have buy-in for your entrepreneurial endeavor at home. You also need to have the funding you need and scale your operation based on the funding you have. I had a great time working on my own, but went back to the corporate world because I needed a lifestyle change. I scaled my business back as a result and now do Montie Gear on the side.

[20:45] What are the advantages of working for an organization?

I’m part of a large, multi-disciplinary team that has a lot of depth. There are times when you might have to switch projects and hand off what you’re working on to another engineer who is a better fit. Pentair fosters the sense of trust necessary to make those transitions happen. It’s also much closer to a 40-hour work week and I don’t have to worry about everything. I have a lot of people around me who are experienced at product development, which pushes me to keep my skills sharp. My colleagues and I challenge each other, which creates a very collaborative environment. I get to focus my time designing things and don’t need to worry about all the other aspects of running a business.

[25:55] What are the disadvantages of working for an organization?

There’s a lot of skepticism from companies about hiring entrepreneurs because they think you’ll get tired of the corporate environment and be out the door to do your own thing in six months. Look for companies that see your entrepreneurial background as a benefit because you can bring different skills to the table. It’s also difficult for HR to translate entrepreneurial skills into existing roles and job levels. You need to be flexible about starting at a lower rung and working your way up over time. Another disadvantage is that you’re not responsible for every decision; the scope is much smaller and you need to be okay letting go of some responsibility. There’s also a culture shift because every company’s culture is different.

[32:58] Why did you pursue the PDMA NPDP certification?

It’s easy to back off on training and certifications when you’re an entrepreneur because you’re so caught up in the day to day of running the business. In a corporate environment, you have time and money for professional development. The company wants you to grow and that makes it really easy do things like certifications.

Innovation Quote

“A candle loses nothing by lighting another candle.” – James Keller
Thanks!

Thank you for being an Everyday Innovator and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Podcast and Video: Deer Hunting with the Quiet Quiver – Field Test

 

Montie Gear Quick Quiver and bow hanging from a Montie Gear Hunter’s Friend

So, when we got the opportunity to pick up the quiet quiver product, it seemed pretty cool. And I spent a little bit of time with it on top of the mountain a while back, but haven’t spent the day hunting with it. So, I’m going to do that. So that was today. So, I took the quiver off my bow. And I will say that when you remove the hard quiver off your bow do it at home, because if you forget to do it at home and it’s oh-dark-thirty and you’re standing in the dark by the truck, when you unscrew that quiver and don’t realize you unscrewed the catch nut on the backside and that falls down, and it’s black and its dark (and its early) probably best to take that quiver off at home, the hard quiver. It took me a little while to find that nut. Found it though, so life’s good.

So, we’ve got the quiet quiver and the quiet quiver is kind of like a single strap backpack, but it’s just big enough to hold your arrows and a couple of real small pockets. One of the pockets was intended as a bowstring pocket for longbow shooters. What that allows you to do is to get the arrows off your bow and cuts down your visual signature as well. So, when you’re in a tree stand and you’ve got six fletchings or three fletchings (or however many you have in your quiver) and you move your bow, you’re taking those brightly colored fletchings and you’re waving them in front of the deer. A quiet quiver hides those fletchings inside the quiver, so you’re not adding that visual signature to your repertoire. Instead you’ve got a fairly quiet way to hold that.

So, here’s some things I learned with actually taking this out in the field. One is that, of course, it’s one more thing to manage on your back. So, if you’re carrying a hunting pack that has calls in it, my line to pull my bow up a tree, snacks, what have you – then it’s something you’ve got to figure out how you manage both of them. Because if you just throw this over one shoulder, then I don’t like that because its constantly moving around. If you put it over shoulders, then you’ve got a strap that’s going underneath your pack or over your pack, so how are you going to kind of rig that. And the other option is that you can use the strap . . . unsnap the strap and connect it to straps on some hunting packs that are meant to hold equipment. That’s an option depending on what type of hunting pack you use, or maybe you sew something on or Velcro or zip tie something on that allows you to snap your quiver into your pack. And that’s really nice. I haven’t done that yet. But it seems like that would be pretty easy to do, just looking at everything.

Once you get the quick quiver situated on your back, to where you’re comfortable with how you’ve kind of rigged everything up – which strap goes where and so forth – then it’s light enough weight that you really don’t notice the weight. The arrows are light, the quiver’s light. It’s just not a big weight penalty. Some nice things are that once you get up in your tree stand, you can unsnap the quiet quiver and snap that to a carabiner off your tree belt or off your tree stand or what have you. And then its right there at the right height if you need. So, you can quietly drop your (in my case, left) hand down, push the arrow up slightly off the foam that’s capturing the broadhead lightly, and then push it up and then slide it down. And then you’re ready to nock the arrow.

We have product called a Hunter’s Friend that’s a Montie Gear product, that works great for bow hunting; it works good for rifle hunting. It works awesome for bow hunting, though. And what it allows you to do is to strap this to the tree and it basically sticks an arm out from the tree; an aluminum, ultra-lightweight arm. And that arm supports your bow. It also supports my binoculars. And the other this is the strap for quiet quiver. So now I’ve kind of got everything I need right there, at arm’s reach, but I’m not having to hold onto that bow for four hours. Which, I get tired of doing that after a while. And so, the quiet quiver works really well with the Montie Gear Hunter’s Friend. And the other place it works really well, too, is that after I came out of the tree stand, I decided to do a tour of the property and just see what I flushed. And so, I had the quiet quiver strap over my shoulder, kind of messenger bag style, cross style, and that works fairly well once you get the length of the strap adjusted right. So that way I can move easily. It’s really not in the way of shooting my bow. And so, overall, that worked pretty good. The downside’s I see are that its one more piece of stuff to manage, moving in and out. It manages easily on the tree stand. I was really happy about how its not a pain when you’re in the tree stand to manage. Now, of course, that’s going to vary, too, depending on the size of your tree stand, how you set up your tree stand. There’s a lot of things that could impact that. But, like I said, using the Hunter’s Friend, getting in and out – I really didn’t have any problems. So, I was pretty happy with that.

So, this wasn’t a product we designed. This was a product from a gentleman that we were introduce to up in the mountains. And he’s a longbow hunter and so the few minutes I spent with the product, when we met up at Troublesome Gap to take delivery of the first batch, it seemed good; but I wanted to test that out, of course, in real conditions.

So, overall, I think that for this to be an effective product, just like with any piece of equipment you’re going to use for hunting, spend a few minutes before you get on the trail, before you get in the stand, and work out how you’re going to carry it, how you’re going to use it. Practice with it. And especially, since, as I said, if you mix a hunting pack with this, you want to make sure that you can don the hunting pack and quiver easily, and doff it (or put it on and take it off) so that you’re not fighting that in the dark. And then the other thing, too, is think about how this works with your tree stand. Where do you put your gear and how is that going to fit into that? I think, overall, though, I was pretty pleased. I’m pretty happy. Some notes – the one that holds twelve arrows, I carried six in it. You could put twelve in there; its plenty big for six. We have one that’s a six-arrow one in the batch we got. And that would be fine for six or fine for a lower number. I think that one thought there is that if you’re only going to carry three arrows, then get a six one; don’t get a twelve one because its just a little extra bulk that you don’t need. If you want to carry more arrows, if you want to carry six or more, then the twelve is fine. So, I would just throw that out there. The twelve arrow version is big enough for twelve, and you might feel like it’s a little too big if you’re only going to carry three. At the same, the six-arrow one you can fit six in. Just a note for sizing.

We also do have a left-handed one that you can get. And if you need a special one, we can special order that. There’s so much hand content that goes into these that doing a special order is not really a big deal. They’re all made one-by-one, anyway, and there’s so much labor that goes into it. It’s not a big deal. It is quiet. It definitely lives up to that name. There’s not a lot of noise. The only noise that you can have off this, one is unsnapping it and snapping the snaps for the strap; and those nylon snaps can be a little noisy. So, I think that’s a negative. But any strap you’ve got that if you want to unsnap it in the field, there’s going to be some noise. Other than that, it’s extremely quiet.

You may want to, when you place your arrows in there, spread them out. I just kind of slid six arrows in, in a bunch. And there was a little bit of noise when the shafts hit each other. But I only saw that noise when I was messing with the arrows and I was in the tree stand and, like, for example, I’m pulling an arrow out. One time there was a little bit of noise. Like I said, because I really didn’t put any time into placing the arrows carefully, I think the next time I do it, I’ll take the twenty seconds and just kind of spread those out. There’s a foam, a very robust foam, that the broadhead sinks down into and just spreads those broadheads out, so that they don’t touch. As I said, I was a little sloppy about that and it caused a little bit of noise in the tree stand. But, overall, it’s pretty doggone quiet, especially when you’re moving through the woods. It’s soft. But if you spread those arrows out, you’re just not going to have any noise come off of that.

And the other thing, too, is that you may want to consider if you’re going to attach this to your Hunter’s Friend, and you’ve shorten the straps, then you don’t need to unsnap it. If you want to snap it to something else, you may want to consider leaving a carabiner on your tree stand, and then dropping that, like, for example, on your tree belt, I’ll leave a rope, a static line on a tree belt. I’ll put it up first of the season. And then every time I go its already there; its not something I have to carry. And I can snap it and go up the tree stand safely, and come out of the tree stand. So, I’ll leave a carabiner up there.

So, another option, of course, is to take the strap that goes across your body and just drop that onto the carabiner, which is a little quieter than unsnapping. So, there again, that’s a matter, too, of you working out how your gear’s going to interact, and how you’re going to use it and a little training and a little practice and all’s good.

So, that’s kind of my review on the way back. I did not get a deer today. I did not take a deer. I saw three nice ones, and never had a shot. So, they’re deer. But, that’s alright. It’s always a learning experience. In this case, now, I’ve got a much better idea of some of the pattern that they’re following as they’re moving. Fortunately, I got to watch them follow that pattern as they left. But, fortunately, though, it was a nice day hunting. If we got something every time out, then it’d be a boring sport. It’s a nice activity. It’s nice to get out. I appreciate Al letting me use his place.

I hope that this helps you, not only with thinking about the Quiet Quiver and whether that’s something you want to own or give as a gift, but also, too, it gives you insight into, you know, some of my hunting experiences which I enjoy getting out to. There are people that are much better hunters than I am. But I definitely enjoy it. And occasionally I’ll harvest a deer, catch a fish. But, in the meantime, I’m pretty happy. Good day and a beautiful day, especially for late October. I’m hoping this weather doesn’t get too nasty before my trip to the mountains. The last couple years it wasn’t too bad. And the year before that it was just cold. When you roll out of that tent at seven degrees, nine degrees, that’s just cold. But, there again, it was beautiful. It was quiet. You could hear the dear walking towards you for, if felt like, a mile. Unfortunately, they could probably hear me for (felt like) a mile. But we’ll see what happens in a few weeks, and I’ll try to send you some pictures. And we’ll kind of go from there.

Thanks, and have a great weekend and enjoy your next hunting trip. And if you’re looking for a present for your hunter boyfriend or husband or brother or . . . ha-ha, or sister or wife that hunts; there’s a lot of women that enjoy hunting. So, if you need something as a present for them, then I would encourage you to check out some of our Montie Gear products. They’re pretty cool. It’s not something you’re going to see everywhere you go. We only make a few, and have a good time making them. So, it’s a little different approach. Made in America. And we make products pretty much the way we want to make them. A lot of times the way I want to make them. But I get a lot of input from the community, too, so its really not an “I”, it’s a “we”. And so, we end up with products that are different; they’re tough; they’re rugged; and you can be proud to give as a gift or maybe one day you’ll give it to your grandkids or your kids when they take up hunting. So, we try to make heirloom quality products for our outdoor gear that you can feel good about that you’re going to give as an heirloom.

The Quiet Quiver, it’s a soft case; we’ll see how that wears over time. If you take good care of it, it should last a lifetime. It’s built to. And the Hunter’s Friend, that’s aluminum and stainless steel; if you don’t bend it or do something crazy with it, then that should last multiple lifetimes.

So, this is Montie Roland. I am signing off. And I’m going to go put up my gear and see what my wife’s fixed to eat. So, thanks for listening and have a great day.

Design Story – Montie Gear in the Field – Hunter’s Friend

Montie’s Note:  Here is a Montie Gear product story that gives a insight into the design and a use case that includes testing and field use by the designer.  This was a customer newsletter item.

Fall is synonymous with whitetail deer hunting in the South.  Our wives become “deer widows” for 2-3 months while we disappear into the woods and look for that giant buck we’ve been watching for.  Wives get used to seeing their husbands up late at night looking a pictures from trail cams and learn to cook venison.  Saturday mornings are viewed from 20 feet up in a tree stand.  Good times and priceless moments. 

The Hunter’s Friend was initiated by a suggestion from Al Davis, owner of AllFab Solutions.  He is an avid hunter and wanted a way to hang his bow or rifle from a tree without having to run a screw into the tree and damage the tree.  A few weeks later, the Hunter’s Friend was born.

Getting your gear to the field and into the tree stand means work.  Gear that you take up to the tree must be compact, lightweight and easy to deploy.  Setting up your gear while you are hanging from a tree and 20 feet up means it must be well designed and flawlessly task at hand.  Anything else is just something that will get left at home.

The Hunter’s Friend holds your bow (or rifle) in the ready position.  Holding your bow, or rifle, in your lap can be tiring after a few hours.  The Hunter’s Friend solves that problem while keeping your bow at the ready position.  I also use it to hold my calls, binoculars and range finder.  It straps around the tree without damage so you keep the landowner happy.

I believe that we have 3 in stock so don’t delay in ordering yours, or suggest it as a gift.  Check out the pictures below from a recent hunt in Chatham County, NC.

Enjoy those priceless moments!

Click Here or on the image to order

Click Here or on the image to order

Click Here or on the image to order

Click Here or on the image to order


Write a Review – Get an Awesome Coupon!

Do really like your Montie Gear slingshot, AR-Rest or other product?  Help us tell the world about the Handmade, Heirloom Quality products that we make right here in NC!

Reviewing your Montie Gear product is a great way to give potential customers access to your opinion before they buy.  We’ve streamlined the review process to make it quick and easy for you.  Please a take a few minutes and review your Montie Gear products by going to www.montiegear.com, logging into your account, navigating to your favorite Montie Gear product at www.montiegear.com and then click on “Add Review”.  Once your review is submitted, please email me at montie@montie.com and I’ll email a coupon code good for 25% off your next purchase!

Philosophy
Our philosophy for Montie Gear products is pretty straight forward.  We provide “Heirloom Quality Products That are Troublesome Gap Tough”.  
 
Heirloom Quality
Many products in today’s world are meant to have a limited life time.  A good example is that cell phone that you need to replace every two years.  It works great, but over time technology changes and the fragile electronics have a limited lifetime.  We want to design and sell products that have a very long lifetime and may actually get passed along to your kids or grandchildren.  Many rifles get passed along from parent to children, sometimes marking a rite of passage.  Granted a shooting rest isn’t as special as your Grandfather’s rifle.  However, we work to design and sell products that are simple, elegant and high enough quality that you will want to pass them along to your kids or grandchildren.
Troublesome Gap Tough
Troublesome Gap is a place in Western North Carolina, near the peak of Hap Mountains and overlooking Spring Creek, NC.  My parents purchased the property over 40 years ago.  I grew up spending time there.  We cut firewood for heat, picked blackberries and raspberries, and spent some great weekends up there.  Troublesome Gap is remote and rugged, the prefect place to test our products.  Troublesome Gap Tough means that the products are rugged and easy-to-use.  A delicate, hard-to-use product is a liability in the field, so we avoid that by making sure all our products provide a great customer experience and are built to last, even in demanding conditions.

As President of Montie Design, I am proud the fact that we are shipping high-quality, U.S. made products.  I am also proud to be an American.

Sincerely,
Montie Roland
800-722-7987

montie@montie.com

Who You Are and Why Your Designs are Better Because of It


Forget about designing from a clean sheet of paper.  It can’t happen.  The designer himself prevents brings a tapestry of experience, skills and preconceptions with him.  Embrace that diversity and create better designs, even when you are starting from scratch.  Once you understand you, then you can think on a broader scale and truly innovate on your next project!

This is a podcast I originally created in 2012.

Cheers,
Montie
montie@montie.com

—————————————————————————–

Audio File Transcript: Who Are You and What Does that Mean

Hello. My name is Montie Roland. And I’m with Montie Design in Morrisville, North Carolina. I wanted to spend a few minutes with you this morning talking about who are you and how does your skillset, your drive, your . . . how you go about creating new product concepts or new product ideas; how does that fit into everything.

We all have our own desires, drives and I want to kind of go through it and talk about it. And maybe learn a little bit about each other as we go through it.

I’m the president of Montie Design and also the president Montie Gear in Morrisville, North Carolina. Montie Design is a product development firm. And we develop products for you. And we fill in gaps. Sometimes it’s a small project; sometimes it’s a large one. And what we do is fill in those gaps in your engineering or your industrial design or your prototyping department; fill in those gaps to help get your product to market.

Montie Gear is a company that provides outdoor shooting equipment, and slingshots and fun stuff. Montie Gear was founded about four years ago as one of those things we decided as an institutional learning tool. And we decided that we wanted to design some of our own products, not just everybody else’s. So we did a couple and then said, well, what would it be like to sell them? How do we sell products without spending a lot of money on advertising? So, we put them on our website, Montie Design website, and then we also came up with the idea – thanks to Carl – of doing a lot of test and evaluation units. And over the years that test and evaluation unit approach has even rolled into a service we now call Social Reviews. And so, I don’t want to spend all day talking about that. Something we’re proud of. Montie Gear line has grown from zero to over a hundred thousand dollars in sales in about four years with very little advertising. So we’re very proud of that and we’re proud of the products we sell.

So it gives us a little different perspective on the product development process. So, not only do we develop products, we also are responsible for some of those products for selling, and manufacturing them. And that’s also kind of spilled over in that we’re now doing that for two clients where we’re providing the backend services – they sell them, and we ship them. We make sure they’re manufactured, that they’re packaged, they’re QC’d and then the customer’s happy.

And so, first question, our first thought is I want to throw out the thought of, you know, who is Montie? Who am I? If I’m going to tell you how other people are, I’m thinking maybe I should go ahead and kind of do a little analysis on myself. Now, Montie Design designs products for a wide variety of situations – manufacturing approaches. We have products that we design – they’re going to go straight overseas. We have products that we design and we get to a certain point and we turn them loose to an ODM somewhere the other end of the Internet and they take it from there; and we read about it in a magazine. We other products we’re more intimately involved with throughout the whole lifecycle. But, you know, it comes down to the “Who’s Montie” and how I think. I think the best example is to maybe watch what I do and not what I say in this case and look at Montie Gear.

With Montie Gear we’ve come at it from the standpoint of we want to have a high quality product that’s what we call heirloom quality-Toublesome Gap tough. Which means a very robust product that’s going to perform well in the field and it’s going to be the kind of product that you want to give to your grandkids because it’s that lasting and hopefully timeless.

So, right there, you kind of have to ask, well, how many of those products are high-volume. And the answer is very few. So we have mainly products that are low-volume, low-capital requirements – and by low-capital requirements, we haven’t built a lot of tooling; we haven’t spent a lot of money to get the products to market. Now the trade-off with that, of course, is the products cost more to manufacture, so you have a higher quality product, higher cost of goods sold, but at the same time that fits in with the Montie Gear approach where what we want to have is this heirloom quality, made local, products.

So, when I go to create a product for Montie Gear, or work with someone on our team that does, or work with an intern or what have you, we’re definitely in the mode of Let’s-get-something-out-there-fairly-fast, without spending a lot of capital investment; without a lot of investment. So, we want to design it, have it work well, but not rely on the fact that we’re going to injection mold it to get the price down or what have you; die cast it, and have to sell gazillions instead. We’re going to plan to sell handfuls at a time. So, in this case, my natural instinct is to rely on local manufacturers for Montie Gear, and to work with those local manufacturers closely to have a higher quality product sold at lower volumes – higher cost, but at the same time the higher quality and also that emotional appeal of having a product that the down the street made (which I think is having more and more value in our society). At the same time, if we’re going to have a higher-end product, we need to provide a higher level of customer service as well. So what we want to do there is to treat that customer well and make sure that we meet their needs on a timely basis.

So if we take that a little farther and look at it in a broad perspective, there’s several different kinds of companies. One company is a company that’s service excellence. They may not be terribly innovative, but you get the same service every time. A great example of this is McDonald’s. You know what you’re going to get no matter where in the United States you go; and to a certain extent, you’ve got a good idea of what you’ll get no matter where in the world you go. So, their goal is to bring you a reliable product at a reliable price, and get it to you quickly and have no surprises. So, it’s a safe bet. You stop and eat at McDonald’s, you know exactly what you’re going to get. That’s not a terribly innovative company at this point. It may have been innovative early on by driving the concept of fast food and so forth. But at this point, it’s a mature company and they don’t do a lot of innovations. They do little tweaks here and there. And they definitely don’t create a lot of new intellectual property; at least, that goes into their products. Most of the intellectual property goes into logistics, service.

So let’s look at other companies that have to innovate. So, kind of break it down into two different types. One is a product excellence company. So a product excellence company is a company where you know that you’re going to get the finest product you can get. You’re going to get a high quality product; you’re going to get service to go with it. So, the whole experience is excellent. They may or may not be innovative, but at the same time, you’re going to get this high quality, high satisfaction product. A good example is that you may go buy a ring for your wife (or your husband); and that ring hasn’t really changed a whole lot. You got a little filigree here and its silver instead of gold, but for the most part, your expectations is very high level of quality. Not a lot of innovation in that industry, I would argue, for the most part. There’s some artistic work but not a lot of what I describe as true innovation. And then another example is a company that’s very innovative, or it could also be very inventive, where they create new intellectual property. And so, in either situation that organization is relying on either innovating or inventing to drive their products ahead of their competitors. And that’s a very important part of the whole ecosystem as well. And that’s the ones a lot of times we tend to really want to get behind. And everybody just wants to always tell the example of Apple, but they’ve come up with some really great products by often by innovating and inventing. And so they’re an example of a company where they try to stay ahead of the curve. And a good example of that is if they don’t, they’re products don’t always compete as well because of cost. So, they want to have this innovative customer experience, these innovative products; but as those products age, there are a lot of times that “me, too” products are a lot more attractive. A good example of that is the iPhone is now starting to be displaced by other smartphones, where at first they were “me, too” – for example, Samsung, HTC – but now they’re starting to actually have some innovation and some invention in what they do. And so they’re competing very well. And if you look at the iPhone 5 versus the latest HTC or the latest Samsung, there’s starting to be a technology gap, which in this case isn’t in Apple’s favor because they really relied on having this amazing edge in the marketplace. Now, they also have a lot of other things going for them, but in the realm of phones, that edge is absolutely critical to maintain their market share.

This also applies to smaller organizations. I like going to the Apex farmers’ market. And there are several folks there that cook different types of items. So, one example is there’s a lady there that makes pies and she makes muffins and so all the recipes she’s using are pretty old school. There’s not a lot of innovation. So, what she’s bringing to her product is quality; its handmade from scratch; these very desirable elements, but there’s not a lot invention or innovation that goes into that. So, if you look at this in the context of the three categories I described earlier, she’s in the service excellence category, or product excellence. So, she’s using her time buying some materials and turning that into a product. Now, in no way am I denigrating that as a model for business. There are a lot of very successful businesses that do that. Think about how many large cookie companies there are. And so, it’s a very valid way of doing business. I think the important thing is that if you’re in that type of business, it’s often handy to understand what your model is to help you make future decisions and current decisions.

So a lot of the folks that we buy stuff from that make pies and pastries at the farmers’ market, there’s just not a lot of innovation there. So, they want to provide a high quality product; they want to provide a friendly face; and it tastes good. You like the fact that the person you’re talking to made it yesterday or this morning, put their time and love into it. And so that’s a good way to look at that. The other categories you find in different places. So, for example, if you’re an inventor, then generally when someone considers themselves to be an inventor, or we consider them to be an inventor as an organization, they have an interest in creating intellectual property, and then selling the concept. So, they’re truly inventing. So, in this case, they’re viability as a service provider (or as a vendor) to someone is their ability to innovate. So, they fall in that last category because if they come up with a concept that’s already out there and it’s a “me, too”, as an inventory they really haven’t invented anything. When you look at entrepreneurs, the entrepreneur – and I want to define the inventor as someone who invents for the sake of invention-to-license later – an entrepreneur is someone who builds a company and an infrastructure that is designed around selling a product; manufacturing and selling it. It’s an important distinction.

So when the entrepreneur does this, the entrepreneur may be making pies to sell at the flea market; may be making cupcakes; and in the last few years there’s been this huge amount of cupcake industry forming. It’s really amazing how many cupcake companies there are. These companies that make cupcakes make some amazing cupcakes sometimes. So you can go and get a cupcake at the grocery for $2.50; or you can go to a specialty store – you might get a $20.00 cupcake. Yes, a $20.00 cupcake. So, could a cupcake company kind of fall into these categories? Well, yes. A cupcake company could be a matter of picking twelve existing cupcake designs, styles, and then making those. And in that case, their appeal is service. They’re providing a product that’s based upon their labor. So it’s not a real inventive product in that case. But there are also cupcake manufacturers and cupcake stylists that provide cupcakes that are very different. And they’ll actually do research into different ways that they can do this. Or maybe come up with their own. So, there may be a new style of icing or a new style of . . . packaging. You know, what can they do different that sets them apart? Now, the question to ask is – Are you selling cupcakes because you have something that’s truly original? It’s a, I don’t know, vacuum-puffed cupcake that no one else can do. And you’ve got this trade secret on how to make vacuum-puffed cupcakes. Or, are you selling products that are just based on your hard work and love? And usually there’s a mixture of the two. But, so, it’s important to understand how your business thrives based on where you are in these models. Because then, all of a sudden, you can make better decisions about how much time and resources and money you should put into these different activities. So if having inventive cupcakes doesn’t drive sales, then maybe you’re putting too much effort into inventing those crazy, new technology cupcakes. If the fact that you sell these crazy vacuum-puffed cupcakes is what is driving your new sales (or your existing sales) in a big way, if that’s what’s driving your growth, then maybe you need to put more effort into the crazy ones.

And so it goes a little beyond just the matter of the accounting; saying this cupcake sold this many, this cupcake sold this many. I think it also goes into the strategic planning. So I think it’s important to plan your strategy around what type of company you are. And so understanding these distinctions and where you fall, and how where you fall helps your business grow, is very, very important. This type of strategic planning and understanding is important at the Fortune 500 level; its important at the small business level. Because it important for anyone in a small business to make sure that you’re always, always – always – making good use of your resources. And understanding, you know, your place in the process of developing new products; or not developing new products helps you make the best decision to maximize your return on investment. Which is critical because it’s a small business; it’s tough enough to survive even if you’re making good decisions. So, making better decisions may be a different between subsistence and true growth and just kick-butt kind of company. And I think how you go about product development, or don’t, is an important part of that and can help you dramatically.

I hope this podcast is helpful. This is a tough subject to sometimes kind of articulate through and work through and walk through with you. So I hope it was helpful. Understanding your spot in your strategic model and what the strategic value of your . . . or what the value proposition of your company is, is something that can really help.

Let me know if you have any questions. Montie Roland, Montie Design. (M-O-N-T-I-E)@montie(M-O-N-T-I-E) .com. Visit us on the website – (M-O-N-T-I-E)@montie(M-O-N-T-I-E) .com. There’s a handy little chat tool and you can click on it and get immediate help. Either way, it’d be great to hear from you. And have a great day. Montie Roland, out.

My Journey to Lean – Part 3 – Can Montie Gear go Lean?

 

Join me and talk about the first steps in considering how Montie Gear could go Lean.

Normally, when you think about Lean Manufacturing it is in the context of a large manufacturer.  Can a micro manufacturer go Lean?  Six Sigma?  Lets talk about it.

Comments welcome at montie@montie.com

Cheers,
Montie

Here is the transcription from the podcast……………………………………………..

Audio file: 2015 May 17 – Lean Thoughts 2 – Lean at Montie Gear – Can it be done.mp3
Time transcribed: 17:58 minutes

[Opening music]

Hi. My name is Montie Roland. I’m with Montie Gear in Apex, North Carolina.

I want to spend a few minutes having a chat and a little bit of dialogue, and talk about the first steps towards implementing lean at Montie Gear.

So, I’ve been on this journey of learning lean. And, what does it mean? You know, what does it really mean? Not just, you know, overarching concept, but how do you make it work? You know, and how does combine work? How does, you know, work site visits work? How do MDI boards work? So, there’s all these things, these tools that lean uses to monitor your process and communicate to everyone.

So, now the trick is how to implement that in a very, very, small, micro-manufacturing environment. I’m going to make the argument that a lot of the tools in lean are going to apply even to a micro-manufacturer. And, at first, you sit there and say, “Well, yeah, if I want to tell John something, I’m going to lean across the table and tell him. I mean, there’s only three of us” – blah-blah-blah. Okay, so, I still think that there’s a place for lean within the organization because it helps you monitor your process. And in a small company, monitoring the process often doesn’t happen, because you assume it’s not worth it; you don’t have the manpower; you’re too busy putting out today’s fire; or just barely getting stuff out the door; keeping things resourced efficient. But, I think there’s more to it than that. So, one of the things that we want to do with lean is we want to optimize for flow first, and optimize for resource efficiency second. So, optimizing for flow means we want to get stuff out the door; optimizing as quickly as possible to the customer. So we want to add that value as quickly as possible. Whereas optimizing for resources means we want to do it as cost-effectively as possible. Well, the problem with putting too much of an emphasis on optimizing for resources is that it’s easy to create silos where people are thinking, Wow, I’m doing a great job. I’m cost efficient. But, then, what they’re doing isn’t necessarily getting the product out the door to the customer as quickly as possible, which interferes with cash flow. Because the quicker it gets to the customer, the quicker the cash flow happens, and the happier the customer, or more satisfied.

So, one of the things that we were already doing (and I didn’t realize how it already really fit into lean until after we started learning all this) is that . . . two things. One is that we were already doing single piece flow. So, in lean, lean’s going to most likely push you to single piece flow. So, single piece flow means that you build your products in a continuous manner down the line. So, in the past, you might have had facilities where someone with, let’s say, building a rifle – they’d make two-hundred-and-fifty barrels. And then everybody would go and they’d make two-hundred-and-fifty triggers. Then they’d go and make two-hundred-and-fifty stocks. So, what happens is that you’re putting all this in inventory while you’re finishing. This is kind of an extreme example. But with single piece flow, once we start the process of making a product, then it goes all the way through the process as quickly as possible. So, instead of having ten people making one part, we’re going to have ten people doing ten steps to make that part. So, now the advantage is that we have less inventory, and once we start making a product it goes through the line fairly quickly. So, if we were making all the pieces in a batch mode, then it takes a while when there’s a customer order for you to fill that order. Now, so, really quickly, there’s two ways that pull works. One is that you build to a certain level of inventory based upon your expected sales over a given period, and you maintain that inventory. So when that inventory is depleted, then there is a call to make more inventory, there’s an authorization to make more inventory, and that authorization results in the manufacturing floor making those parts to bring that level back up to that inventory level. The other way to do that would be you made-to-order, so you got an order for fifty, so now you make fifty. So, what we want to do is get that order through and out the door as quick as we can.

So, when we think about a slingshot and put it in that prism, a slingshot is a combination of batch and single piece flow manufacturing. For example, we’re not at a quantity level, where we make enough parts so that we paint every day. So as a result, we will make, for example, a bunch of slingshot frames, and then those will get cut at a vendor’s location. And they want to cut a minimum. You know, there’s work in setting it up, running it. And so they want to sell us a minimum of slingshots in a batch, otherwise it’s not cost effective to make them. So, there’s a batch of slingshots that’s cut on the waterjet, and then they go to paint as a batch. Now, and currently, we have two different processes that now I need to start rethinking now that I’m learning more about lean. One is that we’ll get the slingshots back; they go to the machine shop. Now, one of the things we haven’t invested in is specialized equipment to just drill the slingshot holes. So, they go to the machine shop in a batch and the holes get drilled in the slingshot frame. They come back to us and then we put the heli-coils in, and then they go out to be wrapped. So, so far, we’re not doing single piece flow; we’re doing small batches. But that’s driven by the fact we have to do it out-of-house, and it’s just not economical to do that as single piece flow – yet (the painting and the cutting). So, then what we do is those slingshots go to two places. Part of them go to the mountains, because we have capabilities there, and we anticipate inventory, we build to inventory, so probably two-thirds of them go to the mountains, get wrapped there. A third of them stay here. And the reason why we keep those here is to accommodate for anywhere that someone has a custom paracord color we want (because we wrap the handles with paracord), and it’s easy to do a color change. Or, we missed on our projections. So now this is a little bit of a challenge because now I end up, when they come back from the mountains after they get wrapped, so maybe two-thirds of my slingshots have already been wrapped in specific. And so those colors, it may be a third woodland camo, a third desert camo, a third black. So, now what I’ve got is I have frames that have paracord on them with heli-coils in them, and they’re ready for final assembly. So, generally, what we do is at this point we switch over and go to single piece flow. So, what I want to do is kind of put a bookmark here in our conversation, so we’re going to come back to this point.

So this is happening; our website, you know, our main customer contact point. And so folks are visiting the website and placing orders. So if you visit the Montie Gear website and you place an order, that order gets recorded on our website. And then, usually three times a week – Monday evening, Wednesday evening and Saturday, I’ll go and I’ll download new orders. So, when I download the orders, so I download it into a piece of middle-ware called T-HUB. T-HUB brings up a visual dashboard that shows me what has been paid for, what hasn’t been paid for, what has been shipped, what hasn’t been shipped, and what has been transferred to QuickBooks. And so I take this and I use T-HUB to print out a sales receipt. So I take those sales receipts and then we have a table. And so each sales receipt sits on that table and becomes the routing sheet for the order. What I didn’t realize in doing all this was I was already taking somewhat of a step towards a combine by how we set this up. So those sheets sit on the table. When Lars comes in, he instantly has a visual indicator of what needs to be built. Now, he can also go back to T-HUB and look it up. A lot of times, though, he doesn’t need to because I have already printed them out so he can take a look at it, and instantly know what he needs to build. So, this is a great way we’re communicating; so everybody knows how many orders we have that are unfulfilled. Now, kind of a next step on that would be to track days until shipment. So this is kind of one of the things that we need to do, is to track how long it’s been since the shipment.

Now another thing we need to do is automate the receipt of orders coming from Amazon. Right now, we don’t (and from eBay); right now we process those manually; so that’s a step. Once we get all that going through T-HUB, then we’ll have that computer visualization of, you know, what’s shipped and what hasn’t and what’s been paid for. And then we’ll also the table with a slip and a space for every order. So, as the order gets fulfilled, it gets passed to the next step. So Lars does single piece flow on the assembly – for example, the slingshot. Some products we build to inventory. Does single piece flow on the slingshot, puts it in a box, sets it for on the next table, where, when I come in then I take that box and ship it. Now, the beauty of it here is that we’re using this dashboard and we’re using the presence of this sheet of paper to show us, you know, so in an instant I know how packages I generally have to ship, because its sitting right there. So it’s very quick. Now, then what happens, I take that . . . after its shipped, I take that sales receipt and it goes into the “shipped sales receipt” or “done” pile. And then that gets filed away. And then, of course, the process of shipping it also means that T-HUB records it as being shipped. So, in this way, that’s a nice streamlined way of doing that. What we need to do to be more lean is to track, for example, number of days until shipment; you know, what was the reason why we didn’t ship on a day. So if Lars comes in, I need to track failures; you know, what we were missing, and then track how long it took to rectify that, who’s responsible. So maybe we don’t have a part or are missing some screws. So if we track that and find out that, Wow, we had seventy-seven times we were out of screws, and that held us up from shipping, then we need to keep more screws on hand; or we need to have a better way of monitoring that. So, at some point, what we need to do is actually to track our inventory so that there’s a card, so we can visualize, you know, what’s our safety inventory, what’s our normal consumption, so that when someone goes into the supermarket – which is where we store our parts that are ready to either for final assembly or to ship – when they go in that supermarket, then there’s an easy way to see what we’re low on. So that’s another aspect of lean that’s very common, is that you monitor that visually.

So, at this point, one of the things I’m starting to go after is to say, Okay, how do we monitor our process in a way that I can maintain (or everybody can help maintain), that’s not painfully expensive to monitor, but also lets everybody know where we are, how we’re doing, and gives us information for continuous improvement. So, that’s kind of the next step is to think that through; you know, is it a board? How do we track these things? And so, I’m open to suggestions. Anybody that wants to come by, make some suggestions on how to track this. You know, between X-Cart and T-HUB and QuickBooks, you know, what can we use to have a continuous monitoring of our process so that we can improve that; use our resources more wisely; and, you know, maximize our through-put flow-wise.

So, I hope this gives you a little insight into where we are now and kind of thinking and the process. It’s definitely a big challenge. A lot of these things, you’ve got to change at a very root level of how you do business and how you spend your day. It’s not just a matter of adding on a piece of software. A lot of times it’s a matter of just physically changing how you conduct your business. And that’s one of the tough things about lean, is that it’s a culture change. It’s not just something you throw over the top that adds a burden. If you do that, if all you do is just bolt it onto the top, you never really get a lot of benefit. You’ll never follow it. With lean, you’ve got to dig in and make a real in-depth change.

So, I hope this was a good talk for everybody. I appreciate you listening. Please don’t hesitate to send me an email. Come by the shop and you can see where we are in our lean transformation. And have a great day. Bye-bye.

[Closing music]

END AUDIO

My Journey into Lean Manufacturing – Part 2 – Active vs. Passive Data

 

10  years ago, the push was to go paperless.  Is paperless too much of a good thing?

Data in your computer is passive.  Yes you can manipulate it, share, mine it but you have to go ask for it.  Why not make data active?

Lean Manufacturing techniques include tools to make your data active but getting it out in from of your employees and managers on daily basis.  Put that data in front of your team an understandable and actionable format where it does the most good, i.e. right in front of them.

Lets explore the various facets of active vs. passive data.  Comments and suggestions are welcome here or at montie@montie.com

Cheers,
Montie

Here is the transcription from the podcast………………………………………………..

Audio file: 2015 May 17 – Lean Thoughts 1 – Active vs. Passive Data.mp3
Time transcribed: 12:29 minutes

[Opening music]

Hi. My name is Montie Roland. I’m with Montie Gear in Apex, North Carolina.

What I wanted to do is to share some thoughts with you today and have at least a one-way dialogue – it could become two, if you email me – about the difference between passive and active information. So I’d like to spend a few minutes talking about that. And maybe define it and have some examples.

One of the things that’s happened over the past twenty years is that we’ve had this head-long rush to get everything on the computer. So, we assumed that getting it on the computer is more efficient; is more cost-effective; is safer because you can back it up. And so we’ve created database after database after database. And one of the joys and the beauties of – and potentially harm – of doing this is that everybody can have access to information, without having to go down the hallway and grab something from a file cabinet. Now, of course, the horror is that can be hacked. Someone can get into that from across the world. Whereas, a file cabinet, you’ve got to physically be there to get into it. Now, a file cabinet can be broken into as well, but someone on the other side of the globe isn’t going to be able to do that without visiting here. So, we’ve created this electronic database that contains what we do. And the beauty of it is that everyone in your company can sit down, and if they have the right software and they have the access, they can read that data. The problem is that they have to go read it; they have to go look for it. So I’m going to call that passive data. Now, active data is data that’s right up in your face. And for those of y’all that are family with lean, you’re going to start going “Oh-ho, this is exactly where he is headed” because with lean the goal is to use vertical surfaces as . . . well, I shouldn’t say the goal. Lean is going use boards, charts and effectively, use your vertical surfaces as a way that in an instant you can look at a chart, and have an idea of that particular part of your business and what’s happening in there. And so in lean, there’s a lot of different charts and you chart different areas. And so the idea being that in seconds you can know what’s going on. So, let’s throw out an example. So, one example would be if I have a database of a soccer game. And what I’ve done is, through the magic of the computer and a vision system, I’ve tracked where the ball is, where the people are, what their speeds are, how fast they’re moving, how fast the ball is moving, how . . . blah-blah-blah. So, I have this giant database of excruciating detail regarding the performance of every player on the field. And somewhere in there I have the fact there was a goal scored at this point – point-oh-oh . . . twenty-seven minutes, three seconds and two milliseconds, the ball entered the net. So, if I want to know what’s happening in the soccer game, now I’ve got to have a way to visualize all that data. So, I’ve got to go to the computer; I’ve got to use my visualization tool; I’ve got do all this stuff. But the beauty of it is if I want to know what that player’s performance is, or that team’s performance is, I can do that ad infinitum. Now, let’s make a contrasting example. So, I’ve got the computer database with all this wonderful information. And then the contrasting example is I go to the game. So at the game, there’s several key elements involved – there are players on the field; there’s a ball; from where I’m sitting, I can see the ball. There’s two goals, there’s two goalies (or a football, for our European listeners). And so, I’m in the stadium. I can see the scoreboard. The scoreboard gives me a few pieces of information – what’s the score, what’s the time remaining in the half, what’s the, you know, which half are we in. And so, those pieces of information are there. I can see the ball moving. I can see the ball going in the net. Well, maybe I’m not sure. Did it miss the net? Or did it go in the net? Oh, I look at the scoreboard – boom! So, by going to a soccer game, I can instantly know what’s going on from anywhere in the stadium. So the beauty of it is that I don’t have to have a visualization tool; I don’t have to bring out my computer – it’s all right there, between the scoreboard with an absolute minimum of information (but the right information) – and – watching it unfold on the field, I always know what’s going on just by a glance. Whereas if I monitor this on the computer with this huge amount of data, I have to go to the computer; I’d have to figure out to get what I want and so forth. Now, I think it is important to, you know, throw out there, that you can have a visual board on the computer. I’m going to make the argument that the difference between something you printed this morning and what’s on the computer, effectively if the data is current, it doesn’t matter. And the beauty of printing it on the wall is that someone can walk by and in an instant and see it. And you’ve got a lot more wall space than you have monitor space.

So, yes, there are lean set-ups where people put their display, their information, on monitors. Now, that means you’ve got to bring that information into that display. Maybe it’s automatically from other systems. But the idea is that active information is something that you can glance at and get an answer. You may be glancing at a giant monitor; you may be glancing at a color print-out or a black-and-white print-out that’s hanging on the wall when you walk in the building. But one of the things you see with lean – and lean being, you know, the popular name for the Toyota manufacturing system, is you see active information that’s organized and updated, and that active information lets you know what’s going on. And is a way of communicating what’s going on in an instant because you look at a chart, you know what to look for, you see the colors, you see the ways that everything’s laid out. So now, in an instant, you’ve been updated. Which is a great way to communicate.

So, the opposite of that is passive information, where you’ve got to go to the computer, sit down, look it up on a spreadsheet or look it up here, or do what have you. And so, I’m going to make the argument that where you can use active information, you’re in a much better position because someone doesn’t have to spend the time to go look it up; and also, someone can walk in, know what they have to do, have a constant reminder of where they are and what they’ve got to do; how things are going – because it’s right there and that information’s available. That helps everyone in your organization make better decisions because they’ve got the information they need, and it’s timely and they can make decisions that are timely. And every day every employee makes thousands of decisions. So if you leave them in the dark, they’re guessing at what’s best for the company. If you inform them, give them a structure, educate them, and, you know, lay this all out, now, all of a sudden, those thousands of decisions can be decisions that are the best, the ideal ones, that help get the product out the door quicker with high quality and conserving resources.

So, that’s why I think understanding the difference between active and passive information’s important. And then, also, putting that understanding to use in terms of getting that information to everyone. Now from a Montie Gear perspective. So one of the things that I’ve been thinking about as I’ve been taking my journey into lean is how to implement that in a small company. So, maybe that’s a discussion for another time. But I hope that this has been a good bit of information for you. Give you a little better understanding of that difference between active and passive information, and why it can be so valuable to give your employees the information they need to make those good decisions all day long, every day. Because they’ve got the information they need and then they can act on it.

So, have a great day. Montie Roland, signing off.

[Closing music]

Podcast: About Montie Design

About Montie Design

Montie Design was founded in 2006 by Montie Roland (pdf resume, word, html), a practicing engineer looking for an outlet for his desire to design and engineer great products. Montie Design moved to Morrisville, NC in 2007 to add additional space and locate closer to customers in the Research Triangle area.

As Montie Design has grown, we have been fortunate to work on a variety of awesome projects in diverse markets from electronics to sporting goods. One quarter we’re designing rackmount equipment to go in data center. Another project, we find ourselves designing an environmental test chamber for Aberdeen Proving Grounds to test equipment before it goes out to the warfighter. We’ve created consumer products like the Invisi-ball and the Fog Thief. This type of variety is great because no two projects are ever the same.

Look to us for help with:

  • Mechanical Engineering / Product Engineering / Product Development
  • Industrial Design
  • Prototypes
  • Electrical Engineering / Firmware / PCB Layout
  • Consultation on Product Viability
  • Project Management
  • Product / Brand Management

Our President has this crazy passion for designing equipment to make life in the outdoors more fun and more comfortable. This passion was put in motion in 2009 when we started the Montie Gear product line. This was originally started as our own skunkworks for fun. In 3-1/2 years it went from a few concepts to a six figure a year operation. Today Montie Gear is a separate company and has over 30 unique products. While we are very passionate about designing products for camping, shooting and the great outdoors, we stand ready to put that same enthusiasm and knowledge to work designing and engineering great products for you. If you are looking for a shooting rest or slingshot, please www.montiegear.com.

There are several areas where we really stand out with the services that we provide.

Designing and Engineer Low-to-Medium Volume Products

Montie Design excels in the difficult area of designing low and medium volume products. We are experts at balancing capital / tooling expenses with product costs. With decades of experience in product engineering, we are ready to deploy our process and move your product from concept to market.

Electronics Enclosures and CFD / Thermal Analysis

The design phase is critical to keep electronics cool, avoid EMI / EMC issues, and predict thermal issues. We perform thermal analysis in-house using state of the art CFD (computation fluid dynamics) tools for accurate and reliable results.

Outdoor Equipment

We enjoy building rugged equipment for outdoor sporting and downrange applications with experience in shooting sports such as firearm accessories and slingshots. Camping, hiking, shooting and backpacking are passions of ours. We pour that passion into your product! This includes designing accessories for firearms, military, tactical and slingshots.

Gathering Social Reviews for Clients

We connect your new product to active bloggers, writers, and lead users to allow those experts to lend their credibility to your product. This is vital, because most customers now check internet reviews before purchasing. We can assist you in creating this base of reviews that are so critical for customers.

Strong Vendor Network

Take the risk out of receiving your prototype on time! Our great vendors, that we have successfully worked with for years, allow us to extend great service. Our responsive vendors provide a range of services that include waterjet cutting, rapid machining, rapid sheetmetal, paint, powder coat, rapid prototyping, rapid tooling and CNC machining. If we can’t do in-house, we generally have a local vendor that can respond quickly and help us make your prototype, or limited production run, a reality.

Sustainability Analysis Tools

Our easy-to-understand report shows your customers exactly where you stand when it comes to sustainability. There are no difficult to understand metrics. Our common sense approach will update your customers on the success of your product sustainability.
Read more at https://montie.com/#U6K8ukfuzCG59KDV.99

[Transcript]
Audio File: 2014 Feb 17 – About Montie Design.mp3
Audio Length: 11:08 minutes

Hello, my name is Montie Roland. I’m the president of Montie Design in Morrisville, North Carolina. I wanted to take a few minutes to introduce you to Montie Design.

Montie Design is what we call a full-service design firm. We provide mechanical engineering, industrial design, and we also build prototypes. There are also requirements that we need to fulfill for electrical engineering and software development and firmware development. And so we can help with that as well.

Our core competency is those first three – mechanical engineering, industrial design and prototyping. What we do is fill in gaps. We take your project and we go from an estimate to a completed job. Usually a kind of a workflow, when it comes to a project, goes through several stages. The first stage is the information gathering and understanding. Well, what we want to do is understand what you need us to accomplish so that we can put together a proposal. And that proposal is usually an estimate with stages to it. Sometimes we work against an estimate on a time-of-materials basis, and other times we work as a firm fixed price.

Projects go from, you know, creating that estimate to . . . the next stage is usually the industrial design stage. The industrial design stage is where we sit down, work with you to understand your vision. And then take that vision and commit it to concepts on paper. Sometimes those are hand drawn sketches; sometimes those are computer generated assets. But what we want to do is take your vision and pluck that vision out and then get it down on paper so we understand it. Then we also want to take our understanding of other industries and see where we can bring other techniques, other technologies and other approaches to bear. So what we’re trying to do there is to make sure that your product has the benefit of the knowledge that we’ve gained over the years doing projects for other people.

And that way you’ve got a broad perspective on your next product. We want to look and see what, you know, what are people doing in your industry and what are people doing across other industries. Bring that into the product development process so that your product is robust, fits the market, and also, you know, we’ve looked to see where we can bring value to your product and to your customer by bringing in other technologies and other approaches and other thoughts.

So, we take that; generate sketches and additional assets, depending on the project. And then we may build what’s called a “massing model”. And a massing model’s a prototype where it’s really only meant to show size and shape and just general, is it the right size. So, you can hold it. It’s usually not functional, but it gives you a feeling; you can actually put it in your hands, turn it, show it to people. A lot of times what that also does between that and the sketches and the renderings, compare that to your spec or, if need be, we can develop that spec for you. And once you put something down on the table, that’s also when the unwritten requirements come out. Because that’s when someone says, “Hey, Montie. We need to do this” or “No, this can’t be more than two inches tall” or twelve inches or one-six pounds or it needs to do that. And those undocumented requirements are understated requirements then have this opportunity to flow out; we can capture those early on because finding out that the product didn’t perform as advertised at the end of the project is not good. So, we want to capture that in the beginning so we build in success from the front.

 

We go from there to an engineering phase. As soon as we can we want to build a prototype. In the engineering phase we take our mechanical engineers, start making solid works, solid models. Testing those models with computer-aided tools like finite element analysis or computational fluid dynamics (or CFD) for airflow and thermal analysis. We use that to, I guess, prototype digitally and then pretty quickly we want to build a mock-up. And depending on the project and the scope, some mock-ups may be to test a particular thing; for example, airflow. We might build a mock-up that’s aimed completely at testing airflow to verify and validate our CFD results.

So, then we go through there and build models in the computer (SolidWorks). And then build a prototype. And as we go forward our prototypes, you know, the cost of these prototypes increases. Obviously, if you’ve got a block of foam that someone worked on for an hour its much less expensive than if you have, you know, a fully functional, fully developed engineering-grade prototype that tests out functionality, aesthetics, manufacturing concepts. So we want to match the prototype to your needs, or the needs at that point. There again, so we want to make sure that we’re containing costs where we need to. And make sure that we’re providing you with high value for the money you’re spending.

So, build a prototype. Test that prototype. Make any adjustments to the design based on that testing. And then go out for quotes. So we go out for quotes and come back with a costed bill of material. So you now know what it’s going to cost to build your product and production.

So, we’ve added some tremendous value in several areas here. One is that we’re helping you to leverage our relationship with vendors and component manufactures, contract manufacturers. So we’re taking our relationships, introducing you to the people you need to be introduced to. And then also working with them to generate this costed bill of materials that tells you what it’s really going to cost to manufacture your product at the quantities you want to sell it at. And that’s something we’re good at. That’s something we bring a tremendous amount of value to the table with. Because of those relationships, because of our understanding of how to make this happen, and also, too, to help save you money because you’ve got folks that are on your side (us) and helping you work through questions with vendors and contractors. And so we’re putting our experience to use. And also, you may have all this experience in-house. At the same time, it may be what we’re simply doing is providing a relief for your staff, so they can be doing other potentially higher-value activities, or things that they’re better at, and then we can work on the things we’re good at and get those through your pipeline quicker, and to where they’re on the shipping dock and you’re selling them and you’re adding to your bottom line.

So, at the end of the day, our job is to help you drive towards improving your bottom line. We want to have products that are robust and that are profitable and that are manufacturable. That’s Montie Design. We take you through that process. Our job is to serve you and help you turn that next product concept into that next product winner.

If you have any questions, please don’t hesitate to give me a call – it’s Montie Roland, 1-800-722-7987. Visit us on the web – www. montie.com. Or shoot me an email – montie (M-O-N-T-I-E)@montie(M-O-N-T-I-E) .com. And my staff, as I say, we’re here to serve you; do a good job for you, and add a tremendous amount of value to your product development and engineering process. Please give me a call and let’s talk about that project that’s on your desk, or the one that’s going to be on your desk soon, and let’s make your life a little easier and your company more profitable. Montie Roland, signing off.

END AUDIO