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SUMMARY KEYWORDS

Industrial Talk, IRISS, electrical maintenance safety, infrared inspection, ultrasonic inspection, condition-based monitoring, reliability, asset management, operational driven safety, training, AI, knowledge retention, Cassandra curse, maintenance backlog.

00:00

Hey, it's Scott Mackenzie with Industrial Talk. IRISS is the global leader in electrical maintenance safety, delivering technologies that let team inspect energized equipment safely using closed panel condition-based monitoring to reduce risk and downtime. Their patented infrared and ultrasonic inspection windows make it possible to detect issues early, boosting reliability and protect the people who keep the operations running. If improving safety and avoiding unplanned failures is your mission, IRISS has the solution to get you there. Learn more at IRISS.com. Dot.com.

00:45

Welcome to the Industrial Talk podcast with Scott Mackenzie. Scott is a passionate industry professional dedicated to transferring cutting-edge, industry-focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go! All

01:03

right, welcome to Industrial Talk. Thank you very much for joining this platform that celebrates you, industrial professionals all around the world. I can't believe that you're bold, you're brave, you dare greatly, you innovate. Yeah, you do. You are making the world a better place. That's why we celebrate you on Industrial Talk. That's why you are the heroes in this story. Get a little frog in the throat. I don't know why, but I'm going to clear it because it's a podcast, and I could do that. Anyway, they have a great conversation. IRISS, the company IRISS, is in the house. Mina, hot seat right there. Mina Soliman is with IRISS. He is the training manager for that absolutely wonderful solutions. And we're just going to continue to chirp on why IRISS is a leader. So let's get cracking. Yeah, you know what's so interesting? I get to sit here in the studio, in the worldwide industrial talk studio, and talk to great people over and over again. My goal is to be able, because again, you know, Michael, you got to tell your story, and to do that, I'm on a mission. I want to be able to publish five podcasts a week. That means Monday through Friday. Not, you know, not all at once, but nonetheless. And every one of these conversations, like Mina, and like the company IRISS, you're you're amazing. If you ever listen to the podcast, which you must be listening to it, how about that? That's sort of weird, huh? You're listening to it, but you listen to the podcast, you realize that many of these individuals are just wonderful people, which is great. It makes the conversation easy, and and as I continue and have these conversations, my my circle of friends continue to expand. It's exploding, and it's exploding because well, industry, yeah, everything's everything is happening in industry. You're in manufacturing, woo, that's going crazy. You're in power generation. It's going crazy. And if you're in the world of of just trying to find people and and bringing them in and training and all that stuff, that's growing crazy. Technology's going crazy. I don't even know how you guys keep up. I'm in the trenches. I talk to all of these individuals, and I recognize the fact that I don't know nothing. But I'm glad that they're out there, and I'm glad that there are people out there that do know something, because it's an exciting time, and it's just getting better and better and better all the time. Now you can you can sit there and say, "Hey, Scott, I'm concerned about AI. It's here. Figure it out. Make sure that it doesn't do bad things. Yeah. Hey, how about that for being a book? Make AI not do bad things. Anyway, it's just a reality of what's taking place out there. And and my my big beef, my my struggle is, and I know how I am. If I'm confused, if I don't know what's going on, if if you give me a document that's 27 pages long and it's all whatever, I I won't make a decision. We need to we need to simplify our messages. We that means you need to tell your doggone story. That's what you need to do. Just just leave it at that. Tell your story. Why you're cool. Move on. Do it consistently. Give that that solution that that your passion a face. I unfortunately my face looks. Like it's been run over by a truck, but doesn't matter. I'm passionate about industry. I'm passionate about you, and I'm passionate about your success. And I think it's non-negotiable. Your your success is non-negotiable. You need to have that and embrace that purpose. You need to you need to succeed. Anyway, you know my beef. Tell your story. Industrial Talk has a marketing arm. Yeah, we have we do marketing for industry, and and it just makes sense because we want you to succeed. That means we want you to sell more. That means we want you to impact your bottom line. And we we also you know we want you to look good, so we have a we have a PR organization. That's what we do. We have a media, we have marketing, and we have PR, all bound up in industrial talk right there. And it and it's it's important. And again, we're passionate. I really struggle.

06:00

Sometimes I just struggle so much that that I it pains me that maybe sometimes you're not we're not doing what we need to do have conversations it's so fragmented out there but you got to succeed anyway if you want to succeed and you want to tell your story go out to industrial talk chirp with me, and I will definitely help you through that journey, no matter where it goes, because well, you gotta succeed anyway. All right, Mina Soliman, IRISS is the company, near and dear to my heart. Safety, they've got they've got some incredible solutions out on an IRISS, and and and as always, you know as well as I do, it's all out in industrial talk, backlinks, connections, and and and we're all about a network. And you just you know reach out to these people, the great people. Everybody's great. I haven't. You know what? Here's here is a true statement. I've never, I've never come across anybody that I just like. Wow, I don't like that guy. Nope, haven't. Every conversation I've had, it's like, yeah, that was pretty cool. Yeah, I like them. Yeah, I'll have a beer with them. Beer factor. Anyway, here is this great. You know, again, paper pencil. Here's a great conversation with Mina. Enjoy. 321, Mina, gosh, welcome to Industrial Talk. How are you doing today?

07:33

Fine, thank you. How are we doing, Scott?

07:35

Aha! Thank you for asking. I'm doing well. We had a little pre-conversation and we were chirping back and forth. It was great, listeners. You gotta, you gotta. First off, I'll just go right into it. I'm out as on his LinkedIn stat card. Yes, he's a guy that you need to connect with. So that's one. That's a right off the bat. That's a call to action. Reach out, connect with Mina. That's one. Two. He's all the way from Cairo, and we already had a conversation about that. So,

08:03

yep.

08:04

And and you get, you know, what always amazed me. This is always fascinates me. So when I was traveling around long ago in the 80s, calling on the phone, you get the delay. It was just a mess, right? But now, yeah. I mean, we're we're on a video and there's no delay. It's just it's an amazing time. I like it.

08:26

Yeah, yeah, yeah. I I remember also when we used to since the World Cup is just over. I remember my father and grandfather. They had the radio on because the goal appeared seven seconds earlier than the TV because that seven seconds delay. That's something from my my childhood.

08:41

Oh, that's so funny! That yeah, there you go, man. And that's big deal. Big deal.

08:46

Yeah, absolutely.

08:47

Did you like? Did you like the World Cup?

08:50

Yeah, it was interesting. You know, a lot of controversion discussions, but it was fun. The outcome was was was was great. Didn't expect that. Everybody was saying us Brazil and Argentina and stuff like that, but Spain make it makes the profit everybody. Yeah,

09:05

that that final was it. It was man, you know. Yeah, I'd go out to ESPN and I'd look at the the trends, that little you know lines that go up and down. I have no idea what's going on. Right, I'm just looking and I'm going, oh yeah, cool. And and Spain did dominate. They just did

09:22

absolutely, absolutely pressure.

09:24

That was that was nonstop. I don't know. I don't know how they were running around for forever. That's a that's a tough sport. And then absolutely. And then I hate I hate to digress. But then when you see somebody who understands really football and handling that ball and doing it with with skill and precision, it is something to behold.

09:47

Absolutely, absolutely. It's better.

09:51

Anyway, with his f1 shirt, hey Mina, give us a little background on who you are.

09:59

Okay, so basically, I'm a mechanical engineer. I spent my entire career in reliability and conditionatory. So now, two decades in the business. You've

10:08

seen a lot of changes.

10:10

A lot of changes. I started with vibration analyzers that have analog seven segment screens, and we ended up with touch. And now we're talking about wireless sensors. Reliability started with Excel sheets. Then we have AI data analytics and reliability because reliability is a lot of mathematics in it, statistics also. So I have seen like two eras. I joined at the end of an era where they are moving from analog stuff to digital stuff and touch screen, and then now I'm seeing AI enhanced engineering. That's a big move.

10:44

Yeah, it is. But here's the funny thing. I mean, because you've been around the block a couple of times, you've seen all of the changes. Doesn't it surprise you? And and I've been in it for in the world of asset management, reliability, and all of that. Doesn't it amaze you that amaze you that we still have the same conversations?

11:05

Yeah, it amazes me, and I've been given it a lot of things. So something that people doesn't know about me: I'm a history buff. I like reading history a lot. It's my second topic after engineering, and they always say history repeats itself.

11:19

Yeah,

11:19

and it had this nasty habit that's repeating itself, changing names in some details, and actually, it's happening in our domain all the time. We've been talking about reliability, the importance of condition monitoring, oil analysis, contamination, electrical safety, and reliability. You need to do ultrasound, need to do infrared, and we're still talking about it. And the change is not, it's not what we expect.

11:42

No, I went into an organization and and they invested in all of the tools, right? The tools that are necessary to be able to track these assets, right? And they they were in a case and whatever it might be, you know. Anyway, I'd walk by, I'd walk by a cubicle, and there it would be sitting. Nobody would use it.

12:04

Nobody. Nobody

12:04

would update it. It would just sit there, and it would just it would grind my gears.

12:12

Yeah.

12:13

But anyway, all right. With all that said, you could see it. I oh Yeah, yeah, we're back. We're resuming the the. We had a little technical difficulty, but that doesn't matter. We have the tools to be able to sort of adapt and be nimble and be able to bring Mina back. So there you go. I'm Mina. Welcome back. Hi. All right. Thank you. Let's go. Let's let's take it. Let's let's look. Let's. I have your form, and I want to progress into this. Remind everybody that we are talking. You're you're part of a company called IRISS.

12:52

Yes.

12:52

Take us a little sort of overview of IRISS, and then we're going to go into this operational driven safety and reliability, or ODSR. So, take us, you know, familiarize ourselves back with IRISS, and then boom, let's go into that. Does that make sense?

13:09

Yeah, absolutely, absolutely. So IRISS is an American company. They are based in Florida, and they started 20 minus two one year ago. That's 18 to 20 years, and it was founded by Martin Robinson. He's our thought leader, and he's the owner of the company. And he started looking into electrical asset reliability. To be honest with you, Scott, there's not much people focus there. But why it makes sense? And you know, common sense is not very common. We keep saying that in artists. Common sense is not very common. Not everybody have it. So what happens if we have the most 10 reliable pumps? Okay, the reliability is amazing, and they are all connected to an electrical panel, a transformer, maybe a control panel, and this panel fails. Okay, forget about the 10 pump reliability. We have a problem. Okay, no electricity, no pump is rotating. Reliability is out of the window. So we started developing. First thing he did is an IR window. So what I like to say always, yeah, electricity is like an expensive girlfriend. She's not easy forgiving. If you make a mistake while inspecting electrical equipment, she's not gonna forgive you. Okay, you're gonna have a big major safety incident. But mechanical is less forgiving, you know. They, they, they. We can decorate something. It's so the catch is with electrical cabinets. We have to open them to use infrared and ultrasound to inspect them because infrared does not go through walls. I know. Thanks to Hollywood, every time I'm teaching a course, and I have been teaching a lot of reliability and conditional touring courses. I've done more than 21,000 hour in classrooms. People saying that if we take an infrared camera, stick it through a wall or a door, we'll see what's happening. Okay, that's basically because Fast and Furious. I blame them for that, but that doesn't work. Okay, infrared doesn't go through walls, and you have to have a side to view. We have to see them. So opening those cabinets puts you in. List of risks. Okay, some of them is is is could kill you, and he invented a window with the special polymer that's patented, that is transparent for visual light and infrared, and the best thing it does not degrade over time. So that was the baby, the product, and that took IRISS to start off. And now IRISS have all the solutions and tools needed for electrical reliability, conditional touring, and doing that in a safe manner, zero exposure, zero problems.

15:28

See what's interesting about IRISS. What I what I like about IRISS is, and this is sort of where we fall into the trap of asset management. It's easy to sort of look at a a pump and it's doing pump stuff, right? Spinning motor spinning. It's doing stuff. There's things, but when you start talking about cabinets,

15:47

yeah,

15:47

they they don't do anything, right? They just sit there, and and you know the story after story after story that you know there's a cabinet that hadn't been opened in years, and and in that risk, it still works. You think whatever, and you hear story after story of of you know injury and challenges. Yeah,

16:10

exactly, exactly. Because this is the catch: the people, you know, you know the English saying this: a sticking nail takes all the hammering. People forget about their electrical acid, their cabinets, and they just you know they have them there. They are working okay. If it's working, don't mess with it. But the next event is a fire hazard or a big explosion or something like that. And you could be out for days, sometimes weeks. If you if you blast a transformer, that's six months late time.

16:37

And and the solution that that is presented by IRISS, which is really quite remarkable, very ingenious, is the ability to be able to put that and install that window, and there you have it. And now you can do consistent, you know, reviews and maintenance inspections of that cabinet safely. It's like, yeah, thumbs up, yeah, thumbs up. Oh, what's going on? You know exactly. It makes sense. Yeah.

17:06

You know what Pixby said? Every facility mostly have an infrared camera. Most of the facilities have ultrasound equipment, but nobody will take the the pressure and the risk of opening those doors. So okay, we don't need to open them. You have the tools. All what you need is the proper window, proper training, and you go to

17:25

yeah, yeah. No, it it makes sense, and it's and it's yeah again, it's an elegant solution to a a need. There, there it is. It's it's really really okay. Fast forward. Here we go. Operation driven safety and reliability. This is what you want to talk about. It's ODSR, which is give us what that what does that mean outside of the fact that it's it's lengthy.

17:53

Okay, it's ODSR is a concept that Martin developed, and everybody who listens is a revolution in the reliability. So what I say, reliability is broken. People get mad at me because, okay, guys, I'm not speaking my opinion. So that's a fact. As we were discussing earlier, I've been talking about the same things and same stuff over and over again.

18:15

Yes, over and over again.

18:17

Yeah. Okay. Why nothing is happening? Okay. Because we doesn't have the glue to bind it together. Let me ask you a question, Scott. If you enter into yeah into a plan, if you compare the maintenance plus condition monitoring ability team headcount to the operation headcount, how does look like

18:34

it? Maintenance is always the operation always surpasses maintenance by a significant amount, and then when you and you're always sort of, you know, running around with your hair on fire, typically very reactionary as opposed to proactive type of a culture that is necessary to achieve success within, you know, maintenance and reliability. Now it's always running around. Hey, go fix this right in on a white horse. Do it again.

19:04

Yeah, do it again. Exactly. So, and as you as you've seen in my in my bio, I have CMRP. In the CMRP, the KPIs we we always hear complain about. Oh, we have a backlog. We can't finish our tasks. It doesn't make any sense. Okay, now ask this maintenance guy to go look at a panel or a transformer or electrical motor that seem to be working fine. He's gonna shoot you. Okay, he have 1 million saying that is he delayed on, and another firefighting action he have. Okay, he need to put down the fire. Yeah. So we have a resource called operation team. They are sitting every shift with the machine. You know what? I've been talking to them a lot, and they know exactly when the symptoms start showing up. Okay, this machine is going to fail in couple of weeks, but it's not our problem. So we go back to the example I use when you buy your newly married wife a car, and then. Come to the model of I drive you fix, okay? Yeah. Then maybe that's working the relation. It's not going to work into a maintenance facility. So combination,

20:08

OT and maintenance. It's just yeah. No conditions for you. I'm sorry.

20:14

Yeah, yeah, no problem. So they outnumber maintenance team by 10 multiples at least. Okay, sometimes more, and they spend time with the machine. If we teach them a proper knowledge skill set that is simple, we does not ask them to become maintenance guy. They will be able to safely inspect machines, electrical and mechanical, because ODSR is a holistic strategy. It applies to every asset you have, and you report back something that is meaningful. Okay, one of the things that I see in SAP, SAP, and MacSimo, every system that they run a facility on, check pump, check panel. Okay, I go there, it's there. Okay, what should I check? But if it starts reporting numbers, okay, maybe increase in temperature by five degrees. Maybe vibration increase by 30% We need to tell them what they should be looking for to become proper inspection.

21:12

Yeah,

21:12

and it's if you remember back in the days we have comic books, and in the comic book we have this picture that's full of objects in a jungle, and they give you a list of things that you need to find. And what if I take this list of things? Have the hat, the turtle, the whale, the umbrella, and ask you to find some random things. You will find 20% of that. But if I give you a list of things to look into that machine or this picture, I need you to check the color of oil. Did it change? Okay. I need to to look at the temperature using the thermal camera. Take the vibration measurement in that position. Do that. Do so. Do that. He's reporting back numbers. Those numbers and the basic knowledge we give to the operator, he's becoming the front line protecting the machine, and it have to be done safely. If we have been talking about electrical, I've been into a facility that they ask the operator to jump over a pipe, dig down, and it's becoming an obstacle course just to check something. Okay, he's gonna pump his head and do something. So it have to be done safely. What that that do? It offered us real improvement in reliability, and it's sustainable because the operation team is not busy. Every time, every every shift, I spend 15 minutes checking something in my machine, feeding back the corresponding themes, and that's all these are.

22:30

Okay, so this is what I hear you saying: is saying, "Hey, I'm a maintenance guy. I'm I'm. Let's say I'm an asset management guy. I'm I've been trained, so I'm good. I know what's going on. I I understand all this, but you're saying that you're going to increase the utilization of that ops guy to be able to look at assets from a different perspective, from a from a reliability perspective. How do you? And and it makes sense. You're you're using the the knowledge and the individual more more efficiently. I get it. That's great. Two things. One,

23:09

one.

23:10

So you've got a backlog in your CMMS. You just got a backlog. So I'm a maintenance guy. Backlog. Theoretically, they should be prioritized. Yeah, they're never they're they're mess. It's a mess. It's a backlog, and it's a mess. That's one problem. That's a challenge. The second one is properly the ability to properly train these individuals to be able to communicate and be able to share that insights to the maintenance team, and and is there a is there a concern that there's this tsunami of of eyeballs being put on the asset, and then I can't I can't I can't I can't I just shut down

23:54

yeah exactly I feel that a lot okay so the problem is you know people is enemy of what they don't know, and as you said, we train them. We make them capable. That doesn't eliminate. That doesn't eliminate the need for preventive maintenance optimization, defect elimination. This has all to be running, but failure is a process. It takes time. There are many events that you need to look at, and when people, when you start talking to the operation guys and the maintenance guys, teaching them ODSR, both of them are rolling their eyes. Okay, the maintenance guy. Okay, so you're giving my job to the to the operation. Operation. Okay, what did I have to do with this? This is not my problem, not my circus, not my monkeys. But when you start putting them in, showing them the whole strategy, how it should work out, because it's a living system. It have different organ that have a nervous system that need to transfer data, and every organ in that body have to transmit status. What is your status? You need more energy. Do you suffer from something? And when you put. Energy similar to their bodies. Okay, started making sense now because I'm not asking you to spend your shift doing something. You are reporting meaningful inspection data back to the designated personnel, and all of a sudden, what you mentioned about prioritizing the backlog. Okay, I will leave a nonsense inspection where I need to open something that seems to be working, and now I have a signal from an asset, a cabinet, whatever, or a pump, or a motor, a compressor that is meaningful that need my attention. Repeating this process, what happened? We start seeing less failures, and we break out of reactive maintenance. We stop fighting fires. Okay, we start preventing fires. This is basically the transformation that Audis are doing, and I tell you why this is a problem. Do you know Scott when and how reliability was born, which year, what happened? I think you should know. You should have this idea.

25:51

Who did it? Laying on me. I don't want to fail. I have been in it forever, and it just seems like it's the same stuff. Okay, I'll share with you my thoughts, but go ahead. Tell me what you I've got.

26:04

Yeah, yeah. Nolan and Heep. Nolan and Heep. Everybody know Nolan and Heep. Heard about Nolan and Heep someday. An engineer and a mathematician was hired by United Airlines in America. They started buying equipment, which is airplanes. They call it an equipment in air business air industry, yeah, and they switch from the propellers, more mechanical stuff, to the turbine, gas turbine derivative ones. What happened is that they started that okay, this equipment need more maintenance than we could imagine economically. It's spending more time being repaired than flying. That doesn't work for for American Airlines or United Airlines, the only time this asset is making money is carrying people from taxes to New York. Otherwise, it's a waste of money. So they hired two guys, okay, to do failure analysis research. What can we not do from the maintenance? Okay, this was the bourne of reliability. That was exactly 40 years ago. So, this is the godfathers of RCM, remabity centered maintenance. On the other side of the planet, Toyota had the TPM, the Toyota model. Then they have came up with condition based maintenance and other strategies. What they are all focusing on are the right tasks, the right person, the right tool. Okay, what about the operator? Now let's take the airplane example. The pilot is actually doing a lot of condition monitoring using his IO meter and all the number and the gages. And he starts something started, you know, playing funny. He have to report back. He have to start taking action.

27:35

Yeah.

27:36

So reliability was born in air business or airline business, and we forget the soul and essence. Okay, the operator is part of the condition monitoring reliability program. Yeah, they are responsible to deliver the machine and the objective on the mission of the machine safely to everybody around them. And when we take that away from them, we missed a core purpose. Okay, so once you do that alignment, it's not a fight anymore. We're in it together. I don't operate a new fix, you know, and break it and unfix. It's not going to work like that. And now they understand because I've seen in facilities many people sending vibration reports, thermography reports to the operation manager. He never read the email. He never checked the report. He's looking for those two line recommendation, and he will only respond if you're taking away the machine from production. Now we have a problem.

28:27

Yeah, here's the here's the interesting sort of merging of of what we're talking about, and I agree with you 100% We we we operate in silos, maintenance absolutely operations, and I'm I'm IT, right? And then management, whatever you know, whatever. But I see this merging of the necessity for IT operations as well as maintenance to be able to truly achieve the objectives of operating this facility efficiently, it just is. How this is this? As I looked down on my notes, because I knew that I was going to have to do this. One, it it the the one question I have, it makes sense, Mina. It makes sense. If you have, how do you sustain it? How do you say, okay, I'm I'm I'm the executive. I'm a big thinking person, and I'm going to will, and I'm going to make sure that my culture is this reliability, asset management, you know, uptime culture that that I want to support, and then I go into that process, and I invest that time, energy, and effort, and all the people. And then, because I'm so successful, I move, and I get I, and then I bring in another person. There's a new person that might think differently. How do you sustain that culture?

29:58

Okay, we have two. Challenges here we talk about. Let's talk about the obvious one: how to sustain knowledge and retain do retention inside the organization. So that's why IRISS started IRISS Smart Academy. Okay, that was one of the wings of IRISS. Yeah, we have a full dedicated training academy. That that's basically our mission. We need to sustain and retain that. Help you keep the knowledge within. People move in. People move on. Get another job. They move from continent to continent, from state to state. And part of the knowledge retention that I like to keep teaching people on audience are it's kiss. Keep it simply stupid. Okay, that makes things simple. Don't overcomplicate things. Break the big problem into smaller boxes that people can handle, digest. That do two things. Everybody have enough appetite to learn more. They can learn more, but then the knowledge spread easily, because when we talk about operation, those guys are really have their plates full with a lot of things they do in front of the big scatter screen that's wide, like a white room. We need to tell them exactly the set of things that they need to retain. And moving on, simple packages, okay, will be easier to retain inside the system. Plus continuous training and continuous development. The real risk I see coming up is since you mentioned to tsunami that came up in my mind is the silver tosunami, okay? Experienced people living, okay? Yeah. And then when I start looking, yeah, absolutely, is they are coming to end of their craze. They have to move on with their lives, and then we have a gap. But what is filling this gap is Gen Z now, and what Gen Z do is utilize AI and sometimes overutilize AI. And AI is an amplifier. Every AI platform, they have a very fantastic line down there. AI can make mistakes. Okay. So oh

31:52

yeah, absolutely. I agree. That's

31:54

a rule. That's a rule. Okay. We have tried it with every model I'm working with, but AI is an amplifier, okay? So AI can build on the wrong information and make you have a fake trust that you are doing the right thing. So Gen Z utilizes AI way too much sometimes, and we are not bridging the gap between the silver hair leaving youngsters coming and okay, why I need to learn that, I just AI it. Okay, I use whatever AI platform. Yeah, that's the

32:24

silver bullet. Everybody's like, yeah, let me use AI. It's a silver bullet. It'll resolve my problems. But, but I'll tell you one thing that it doesn't solve. And I believe in the world of asset management, reliability, maintenance is the discipline, blocking, and tackling skills. You still need somebody that understands that motor. And and it you can AI it, but it's still somebody's got to physically go in there and and do what is necessary. So it's still incumbent upon organizations to to to support and move that whole mindset, that blocking and tackling the the the discipline of that because we just just is. I mean,

33:10

exactly.

33:11

I had I had a conversation. I used to be a lineman. I used to climb towers. I used to replace insulators, and you know, I used to do it. No robot is going to be able to do that anytime soon. Still need. I agree.

33:26

You still need arms and legs to climb in that tower if you're, you know, you could get a boom truck normally on. Yeah,

33:33

exactly. And you need to be able to evaluate the situation, assess the surroundings. Okay, so that's more than what AI can currently handle. So going back to that sustainability of information. So now the industry is falling in a a gap, okay? And we need to start clothing that is going to be out of the Grand Canyon in industry. The problem is that we need to start looking in a way the silver hair people start holding their experience and knowledge into trainings in AI models that actually the young generation coming in would utilize it. The biggest loss you have when you have an experienced guy leaving the company or the facility maintenance guy or pension guy, he had the history log of the machine in his memory. Okay, so we need to start talking on that. That's the

34:25

reality. You know that conversation about trying to deal with that silver tsunami, leaving that whole organization that understands where what to do and where to go and how to fix it efficiently. And no, that that motor always sounded like that. It's no big deal. Whatever that knowledge, that tribal knowledge,

34:43

yeah,

34:43

we've been talking about that forever. Absolutely, forever, exactly. And and and here's here's the one challenge. And outside of that, yes, that's important. How do we inspire that next generation to get involved? Challenge them. I don't know.

35:02

It challenges them. Okay, I have kids, and the best thing is to challenge them. Give them a challenge that they have to discover through that. That AI is not going to save your life on this one. You have to find your way around it. Okay. Do you

35:17

think our our education system is nimble enough to be able to deal with the changes that are taking place, or is that just there's like, are they fast enough? Because it's it's moving fast out there. It's really

35:32

fast. I I I've worked in in in 14 countries, and I really touch bases with the culture there. Okay, all our education system is lagging behind.

35:44

Yeah, it is.

35:44

Okay, it is lagging behind. It

35:47

is, and and I think it's it's an interesting thing. If somebody can crack the code, I I I want to support them. Right, this platform is supporting those training opportunities, but the reality is, is that if you crack that code and if you compress that time, because the the market is saying, "Hey, I need this, I need this individual, I need a person. It's always a human equation. It's always a human equation. Yeah, I mean, technology is the technology, but and and where the human,

36:22

where is the human? He need to watch things too. Yeah,

36:27

and it and it and and it it's concerning, and the reason it's concerning me is because technology's on this gun bullet train. It's happening, and and and and what's taking place and the realizations and all of the stuff that that can be you know improved whatever, but we still that the human side is trying to, I feel like trying to catch up.

36:56

Yeah, a lot of effort catching up. So it's again we need to start, you know, educating them in yesterday a way they accept it. Yeah, exactly. That should be happening yesterday. So, been a lot of things like micro learning and putting the information for them in the way they start digesting. They learn in a different way than we used to do. I have two teenagers in my house, my kids, and they learn in a very different manner than what I do. Yeah, exactly.

37:22

Here's here's my other beef. As I digress, Mina, I think that industry, in general, whatever it is, in general, needs to tell their story effectively because the younger generation consumes the information in a certain way, and it's always through these these platforms and these tools. You have to do it. You can't just do it the old way and and hope that that you know I post something out there. Nobody's you just can't do it. You have to be like the tip of the sword and be able to tell that story effectively, because you guys are cool. There you go. Exactly. So give give

38:08

one. Yeah, give this one of the young guys a book he need to read. He doesn't read it. He gave it to AI. Does

38:14

it no way?

38:16

No, no. Back days they didn't read it. Now okay, they they scan it and they put it on AI, and he asks you to read it out for him, or maybe summarize it. That's it. And we need to find their communication channels and start talking to them through that.

38:32

Yeah, yeah. Nina, I mean, there's so much you can. I agree. That's that's my biggest passion is to be able to create a platform that can touch one individual, one one young, you know, professional at a time. I mean, like to be more, but the reality is, is that we need to do that, and companies need to step up, and companies need to do it in in a way that that is consistent, constantly moving, doing. You know, you you can't just say one and done and think that it's hey, look at me, I'm done. Let me go have a beer. Can't do that.

39:11

It's not that. It's a quotation cycle.

39:14

Speaking of beer, what what what type what what type of beer is the beer of choice in Cairo.

39:22

Oh, Stella! It's called Stella. Is it really Stella?

39:25

Okay. Yeah.

39:27

Yep. That's an original Egyptian beer. And when you come, I should get you one. Is

39:31

that really son of a god? All right. As we wrap up, Mina, if somebody says I want to be able to talk to Mina, how do how how do I get a hold of him? What's the best

39:42

LinkedIn? LinkedIn is the best choice. Okay. LinkedIn. LinkedIn.

39:47

39:56

I'm active. I'm active. I'm over there daily. Daily check messaging. Stuff like that, and let me let me finish up with yeah the story. I'm writing an article about that, and this gonna click with all your audience, okay, around the world. Please

40:10

click away.

40:11

Yeah, okay. So everybody knows Trojan War, Troy. Okay, the Helen of Troy and the whole battle thing and everything happening, and there is a part of the story, not everybody aware, that the sister or the cousin of the Prince of Troy, she had a gift of prophecy given by God Apollo, but she have also a curse. They call it the Cassandra curse. Everybody can Google that Cassandra curse. Okay, and the curse was she will have very clear visions of the future, but nobody will believe you. Okay, working in asset management ability doesn't click with you. Knowing the thing, having the data, nobody's listening, nobody's believing, and here is what comes. This is this is called the Cassandra curse, and it's a curse of our career that we have all the data that's proving that the machine is gonna fail, but nobody's listening. Okay, that goes back to okay a strategy that binds everything together and communication with education, okay guys. So I need everybody to think about that. This is kind of the takeaway I'm gonna leave with your audience. Okay, how many times you have been bitten by the Cassandra coast? Okay, everybody, you have the you have everything, but you fail to convince people. Okay, for some reason they believe the prophecy that this machine is going to fail, this panel is going to catch on fire, this motor is not going to run any longer like that. Okay, and once you have that, go back, sit down. Why was they not able to prove my data, communicate, and do that, and when you reach out the answer, you will find yourself either in one of cities. Either I didn't have the necessary communication or channels, okay, to talk to the people in front of me. The second thing, there are not a glue binding strategy around reliability, maintenance, safety, everything. Okay, so that's art. That's something that you need. The third one. Okay, my audience is lacking the knowledge. Okay, so I'm to them. I'm doing a habagarabra. I'm doing some magic trick and not taking seriously because they lack the knowledge. So send them back to the training room. They need to be educated. Okay, maybe you're not communicating. You're both educated, or they are not trained, not educated, or there is no framework, or anybody that binds everything together. So I encourage people to think about it. Okay, why I'm getting the Cassandra curse? I have the knowledge, I have the data, I know what's happening in the future, but I didn't manage to get people to fall in line and save the day. Is the accident still happening? The failure is still happening. So this is something that I would like to share with the audience and give it a thing because we call it the curse of conditional monitoring, the Cassandra curse.

42:50

There you go. Oh, well, you're amazing. I love it. I'm a big fan of IRISS. Yeah, thank you. Yeah, I remember when. When what's this? What's the founder's name?

43:04

Martin Robinson.

43:05

Martin Robinson. That's right. I forgot. I was having a. I was having one of those brain things. Yeah. He was on. He's a. He's a fun guy.

43:15

Oh yeah. He's so much fun. He's such a great person. Yeah. He

43:19

is. Yeah. Yeah. It's good sounding, good, good thing. Well, Mina, you were absolutely wonderful. Thank you very much for being on Industrial Talk.

43:27

Thank you, Scott. The pleasure is mine. Thank you for having me here. I'm looking forward to be here again. Yeah, looking forward for the next invitation, man.

43:35

Hell yeah, yeah. It's it's all in your court, by the way. Just FYI, I'm I'm here. I mean, I don't. You know, it's one of those things. Are you going to be out of SMRP?

43:44

I'm planning to be there. Yeah, she's there. She was there. Check your hands, maybe.

43:49

Yeah, yeah, yeah. All right, we're going to wrap it up on the other side. We're going to have all the contact information for Mina out on Industrial Talk. So fear not make this a priority. You have to connect with him. All right, we're going to wrap it up. Stay tuned.

44:02

You're listening to the Industrial Talk Podcast Network.

44:07

All right. Before we get into the conversation, I want you to be aware of a conference that you need to put on your calendar, and you have time. It is the Barcelona Cybersecurity Congress. It is necessary. You need to up your cybersecurity game. You're connected. You need to make sure that you're protected right here. This event, Barcelona Cybersecurity Congress. It is November 3rd through the. You have time November 3rd through the 5th this year in Barcelona, and I'm telling you right now, the team at Farah who put this particular Congress on the best. You will not be disappointed, and you know what else you get to do? You get to network with some of the best cybersecurity professionals from around the world. You need to do this. You need to put this one on your calendar. All of the contact, all of the information is out on Industrial Talk. I'm going to be there. I'm going to be broadcasting. I'm going to be talking cybersecurity with the best in the world. So be there. Put this one on your calendar. That is November 3 through the fifth. I'll see you there. All right. As you can tell, Mina's passionate about what he does. I got I've got his LinkedIn stack card right there. I've got two screens. I can do that. So here he is. His his his LinkedIn it it has that you know it has a header. You got to have that header. Doing what matters, not what's traditional. I know. I I agree with that. Do what's mat. Do what matters. Don't don't just sort of be disruptive. Do what matters. I like that. I'm gonna steal that. Why don't I steal it? Vina Soliman. The company is IRISS. Check them out. You will not be disappointed, as you can tell. He's fun to talk to. All the way from Cairo. Can you believe that? Technology. And it's just like, hey, he's calling from Cairo. Cairo. Anyway, that was a great conversation. All right, again, industrial talk is here for you. We're we're fully loaded. We're a loaded marketing media PR company right here, right here, and we understand industry. We've got the pedigree. We've got the chops. We got the gravitas. I just wanted to use gravitas in a sentence. I don't even know how to spell it, but I'm going. I'm, I'm sure my my AI translator will know how to spell gravitas. Anyway, we have it, and and and we're warm and fuzzy. So check us out. Go out to Industrial Talk, and just have a conversation with me, and we will definitely help get eyeballs on what you do and create that human persona, which you need to do to be successful, especially now when things are just ripping and tearing. The speed is out outstanding. All right, I say this all the time, and I believe it, and I know it to be true. Be bold, which you are. Be brave, absolutely, and and and dare greatly. You're constantly daring greatly, and you're changing the world. And as always, we're going to have another great conversation because I have a goal of doing five podcasts a week. Anyway, stay tuned. We will have another conversation shortly.