Your CMMS Is Talking. Is Your Team Listening?

Hi, everybody. My name is Jonathan DeBenedetto, and I am a customer success manager here at Limble. And I am excited to talk to you today at the Maintenance Hero Summit. Welcome to everybody who's here. Yeah. Excited to get started and talk through some practical ways to get and use data in Limble. So talk a little about my background just so you have some idea of who I am.

I have been at Limble now for just about a year. And before that, I used Limble as a customer at Grove City College for around four years in the maintenance department. Before that, worked in residence life.

So during that time, I onboarded Limble. I brought it in, looked at... I didn't like the the CMMS I was given, so I was looking for something to replace it. Searched around, looked at about 20 different ones, selected Limble as the top one, implemented it, brought it in, and I tend to click every button I can and break things. I I figure out what works and what doesn't. And so I... I'd like to think I know the ins and outs of Limble, but they're always, you know, coming up with new things, and the product team is always making new new features that we're rolling out. So it's a it's a lot to learn, and it can be a lot to take on. So that's why today, kinda wanted to give more of a practical...

Some ideas of how to get your data in, what I often see between what I did in my own experience, and then also what I see customers now doing that sometimes you just miss on the right data in the system, and then you don't always get the right data out. So today, we'll talk about three kind of topics, getting the data, getting the right data, and then how to see the data, and then how to use the data. So we'll talk about three parts of this one thread. That first part will be capture.

What kind of data should you be capturing, and what do I often see customers missing? And so that'll be some things that you wanna put into the system. Then we'll jump to number two c. That would be the the dashboards.

And what do you wanna see in those dashboards, and what kind of data are we pulling out of the system? And then the third is ask. So we're gonna talk about Limble's MCP and the best way to ask questions that you wanna get for more advanced, more thoughtful analysis of the data you have that may take a while to do on your own. But with the MCP, you can do it really quickly.

So let's talk about these inputs that you're maybe missing. Now the first one, obviously, is getting all your work in. Right? So you're like, hey.

I'm doing great with Limble. I've got my work orders. They're going in. Everything's fine.

Maybe your people are tracking time, and you...

You're feeling pretty good about that. But one of the main things I see is on the money side of tracking with those work orders. So your your techs are going in. They're logging, you know, an hour or two on this task.

That's great. But one of the things that I often see customers missing is the labor rate. And so in the settings, you can set a labor rate, and that will help determine how much money you're actually spending on that work. Now maybe there's some fear you have about it.

Well, what if my...

You know, people see it because they're paid different rates?

That was one of the things I had concerns about. And so what I said is, you know, these guys these guys are getting $25 an hour. These guys are getting 22. We're gonna set at 22.

That's the minimum. So I set my labor rate for everyone just as a fail safe to be 22. Now they cannot see each other's labor rate. They couldn't see anything that came up, but that was a concern that we had.

So we set it at a basic 22, and then we at least had a range, a ballpark range of labor that we were spending on for various things. And I'll show you more of how we got results from that, but it was helpful to say, hey. Like, this is how many hours we spent, and, also, this translates to this amount of money.

So you can go in there and fix it by changing it in the settings. You can change it on the user screen for each user as well. One thing I do wanna note, it is not retroactive. So if you said, well, I'm gonna add 22 as my labor rate, that's not gonna apply to everything before use...

You changed it. And the reason for that is that rates change. Right? So if in a in a year from now that 22 becomes 24 and you wanna change that labor rate, we don't wanna retroactively change all the old work orders that you've already added that rate to.

And so that's why it's important to do that, especially if you're a new customer. We often tell you, hey. Do that before you start putting any work orders in because it'll help you with tracking in the future. And if you haven't done it, mark this date and say, hey.

As of this date, this is now an accurate number that we can use.

On the money side, another one that I often see left out, and I will admit I did this myself. I added it later, was the cost of assets. And so, you know, we often know we can look up records. We can find it.

What did we spend on an asset? And it may be like, well well, who cares? That's not that helpful. It it actually really can be.

So I'm gonna look at how much money we have invested in vehicles. I'm gonna look how much money we have invested in CNC machines and what we bought for them originally is really good to add. So to do that, you can go into your assets. You can either create a field if you haven't done this before.

You can add, maybe call it original cost or something like that, where you actually just say, this is the this is the cost of my asset. This is what I'm spending on it when I when I got it. And then from there, we could also add depreciation in there. You can you can set up the depreciation schedule, which is great.

But that does allow you to kind of summarize what money you have spent on your current assets, and it'll come in handy when we talk about repair versus replace, CapEx budgets, things like that. So now that's on the money side. On the other side is the time. And now this one, I got a little kickback when we started with Limble because my my maintenance guys were like, we don't we don't put in time.

What do you mean you have to log time? What's the big deal? That's a waste of time. We don't wanna have to do this.

Now I explained, look. I really think this is gonna help us, and I think it's gonna help us make some decisions down the road, which I think they got afraid of. Like, it was, oh, you're just trying to micromanage us, and you're you're gonna eliminate our positions. That was not what we were looking to do.

What we were looking to do was say, hey. How can we make their lives easier? Where are they spending their most time, and how could we reduce that amount of time for them so that they can focus on the things that really matter? And so a lot of times what happened was that they were doing more manual entry the day or two later.

Right? So they would go to their computer and say, alright. I did these 15 work orders. Now I gotta remember how much time I spent on them.

And so not always best to have kind of manual entry. So I would highly encourage either you have time at the end of each day, even if they're manually printing things out or they're writing it on a note card how much time they're spending. So at the end of the day, they can log it. But I will say the mobile app is great because you can open a work order, and it will actually start tracking how long you've spent.

And so by the end of that work order, you can say, oh, it's been forty seven minutes, and you've got it down to the exact amount of time. Now, again, I will explain a little more why of of why it's good to log that time for data driven decisions, but getting people on board with actually putting that time in is is key.

Another one that I see people don't wanna do sometimes is downtime. So they say, well, I I don't need the lockdown time. You definitely should. You definitely should.

How often an asset is not working is important. Now maybe you're in facility management and you're, you know, dealing with buildings and rooms as assets. Okay. If the wall needs painted, I'm not gonna log downtime on that wall.

That totally makes sense. Sure. But if you have HVAC equipment, plumbing, if you have any type of equipment, CNC machines, I mentioned earlier, and warehouses, that's all really good to be logging when it breaks and how long it's down for and how long it's not working. Because when you get to the point of, do I need to do something different?

You can look at, should I be adding additional PMs to this piece of machinery? Should I be replacing this? Not logging downtime means we don't know. And what happens often is that we will go back to the boss and say, hey, boss.

This thing is really annoying. And the problem is really annoying isn't quantifiable. So when you say, well, it annoys me. We have to spend a lot of time on it.

It often can come across that you're just complaining or whining, don't like your job, things like that. But when I can go to a supervisor and say, hey. Did you know that this asset was down, you know, 25% of the year? Then it's like, oh, well, those numbers are speaking to me in a way that they didn't before.

So that's why I highly encourage you if you're not utilizing downtime, make sure that you add that in.

So here are some ways that this pays off. So like I was mentioning, we were gonna jump into those. CapEx decisions is a big one. Repair versus replace and new equipment justification backed by real cost and downtime numbers.

We want to be able to see what we're actually replacing, and is it worth it? Okay? So my boss said, hey. We're gonna replace one of the vehicles.

We think that we're gonna replace this one. It's the oldest one and has the most mileage. That's the plan. And I actually went and said, hey.

Here's some data that shows how much money we're actually repairing on one of the newer vehicles. And although it's a few years newer, it's so rusted out that it's it's not worth saving. So if you've gonna...

If you're gonna replace one of the vehicles, we would actually say replace this one, and here's the data that supports it. She's like, oh, good to know. We were not thinking of replacing that one. That's...

Oh, yeah. The other one, well kept. It hasn't been through the salt as much. The rest hasn't gotten to it underneath.

That's that's great. So that's one example of of how that paid out for us. Another one is staffing. So, you know, this is gonna be a constant headache.

Right? How do how do I have the right amount of people at the right times? You could analyze your shifts and look at first, second, sir...

And third shift. Maybe you look and say, you know what? Third shift's needing more help, or or we could shift some of them to daytime, and that would be more effective. If you're looking at when those tasks are scheduled and who's completing them, that can that can be really helpful with staffing.

We made a decision to not replace a position that was retiring and move it into a different group. So we needed another general maintenance person, and we were able to do that because somebody leaving allowed us to say, hey. Actually, based on their workload versus the workload of general maintenance, we would actually benefit from moving this position over. And, you know, it it it often is gonna feel like, well, we're trying to justify our jobs.

Yeah. To some degree, that's great to be able to do.

We wanna be able to go to the boss and say, hey. We are spending a lot of time working on this, and we are still behind. We could use another staff member for this. So that's a great example.

Another good one on the staffing end would be talking through evaluations with your employees. So I'll tell you. I've been a supervisor. I've evaluated people.

It's really helpful to have some tangibles rather than this is my perception. So if I say, hey. I I see, you know, dilly dallying a lot. Okay.

That's a...

That's not a quantifiable term. That's not necessarily helpful. If I were to be able to say, hey. Did you know that, like, 30% of your work orders are completed in the red, like, critically past due?

And that may not sound like that's that bad, but actually out of the 10 staff members, you're you're dead last. Like, everyone else completes them at 15% or less. You're you're at double. So let's talk about what is causing that to happen and how can we improve that.

Is that something where I need to support you better? Is that where you need extra help? Are are you just not focused? How how can I help you get to these better numbers that will help achieve?

And so that kind of conversation is a lot easier to have than I've been watching you, and I don't like what I see. Doesn't go over well with the customer or with the employee. So another example is vendor and contractor negotiations. This is a fun one.

So when you can pull out a year's worth of data that says, hey. Here's all the money we spent on you. Here's what the results have been.

And, yeah, like, this is good or this is not good, and we need to, you know, negotiate what this looks like. Or maybe you're trying to figure out if you should bring an outside vendor in to take care of something. I know our team does snow removal. We're in Western Pennsylvania at the college, and there's a lot of times where you have to come out nights and weekends and do snow removal.

And so the guys were doing the sidewalks and the streets and quite a bit of overtime. And for some people, they like overtime, but a lot of them were like, man, it's a lot of time away from my family. It's a lot of time driving back to campus and doing this, and then the snow comes back. And so we, you know, rallied that time together.

Here's how much overtime. Here's how much hours we're spending on nights and weekends removing snow. And we were able to look at that and talk to a...

An outside contractor and find out what their cost would be, and it turns out it would actually save us some money for that outside contractor to handle the roads. We still focus on the sidewalks, but that reduced how many people needed to come out, stretched out how often they're on call, kinda simplified our process. So really helpful to have that kind of information when you can put a dollar amount to how much time. And remember that goes back to that labor rate we're talking about that you're putting into the system, and then you can pull it out and say, hey.

Now we...

Let's have a clear clear cost analysis of what this would look like to do differently.

Budget forecasting, everybody's favorite thing, especially, you know, the last few years. It doesn't matter what your forecast is. You can just tear that up the... Probably the month after you write it. But the goal is to try and predict that. And maybe if you have that, you can apply an inflation value to all your numbers so that you can recalculate it as things change.

But being able to go into the new year with clear budget forecasting is huge. I have talked to customers who are like, I've never had this before. I've never been able to go back to my boss and so clearly articulate what was spent and what was planned for the following year. So very much, again, having the costs associated, whether that's labor rate or assets, having those numbers in there really matters to to budget forecasting.

Warranty and issue claims is a really unique one. I've had a couple of cops mentioned this to me. They had repairs done by a contractor, and they didn't work. They did not hold.

And so they were able to go into Limble and actually pull out a list of reactive work orders that have been triggered post the contractor making the repairs. And they went to court over it and said, here. Here is everything we've done since the contractor said that the repair is made. Here's how much they charged us.

Here's how much time and labor and money we have spent since then repairing the thing that they said they repaired. So not something you want to have to do, but it is something that if you're recording everything properly, then you're able to show that. Not that you wanna have to do it in court, but if you have to do it legally, everything's backed up.

And then multisite benchmarking is a is a fun one when you have a lot of different sites. When when everyone is consistently putting in the right data, you can then tell how places are performing. And it may be that, hey. This one's doing really well on its PM compliance schedule.

Why is another plant struggling? Let's let's hook them up together and talk, and let's just have an open conversation about what they're doing and what we could learn from the group that's doing it really well so that the new... The other group can kinda do, you know, a better job with that in the future.

So so these are some examples that I just wanted to pull up to talk through how that data can play can play out and and pay off.

So let's talk about dashboards.

So one of these mistakes I think sometimes we make when we're building our dashboards in the system is that we focus on one dashboard for everybody when in reality, there's different groups that are looking for that data. So if we stock up to the floor managers, what they're really asking are, okay. I want to look at a dashboard, and I wanna see what needs attention today. I wanna see, is my team keeping up or falling behind?

Are we on track with PMs? What's the current state of affairs, and and what do we need to game plan to work on that? But for execs, you know, they're looking at the forest versus the trees, and so they want to see bigger questions. Are we spending money wisely?

What is downtime really costing us? Are we trending better or worse over time? They wanna see big longitudinal information, graphs, charts. I always joke that, you know, sometimes execs just wanna see pretty colors, and you just wanna see a green arrow and, hey.

We're doing good or red arrow. This is bad. That can help them, but they need to see that spelled out. And so one thing I would say is when you build your dashboards, build them with different groups in mind.

Maybe even besides floor supervisors, you have individual techs, and individual techs are looking for certain things. My electricians are looking for different things than plumbers. And so I will build dashboards for those specific tradesmen so that they can see more visibility into what they're responsible for. And then for the floor supervisor level, we can pull that up a bit and look at all of the assets in the system and what they're responsible for.

And then at the exact level, like I said, bigger bigger numbers, bigger long term data.

So when we talk about these windows into your data data data, I'm saying it both ways. I I think it's because I spend time, like, talking to people from The UK and then from Texas, and then I bounce around with different groups. And so sometimes I'm realizing I'm jumping accents or ways of of communicating words. Data data, either one works for me.

Okay. Data integrity. So show any asset without an associated cost PM or other required field before it skews your numbers. I call this my, like, red dashboard, my my integrity dashboard.

I put all of my integrity ideas on one dashboard. So I will have all my assets and say, if they don't have a cost value, put them in this tile widget, and then I can pull them up. So this allows me to get more visibility into where my shortcomings are and what I need to work on. I even wanna do this with all my my assets that aren't mapped.

If they don't have a mapping location, I love to pull them out, figure out which ones aren't mapped, and map them in my system so that everything on campus is on display and that if a new tech comes in and they say, well, where's this room? Oh, there's a place. I've dropped a pin on Google Maps so that he can navigate to it right away. That kind of data is super helpful for new technicians.

And so I make a dashboard that shows anything that's off, it's gonna show up there, and I wanna make sure each of those tiles show up as zero.

Another one is task visibility. This one's...

Like we were talking about earlier, that can be great for techs or great for, you know, the the managers on the floor just to see where things are at. So I will group work orders using tags. I will organize the task by type, by projects, by location, by person. There's a lot of different ways you can group this, and it provides really good visibility into the day to day.

Now I...

Little disclaimer here. There's a really good article in the community center that I that I put together for this. So I'm tooting my own horn here, but check it out. Go to the community and and log in and look for the top five dashboards that I...

Article that I wrote, and it'll show you some some ideas. I usually reference that to customers and say, hey. Here's where I found to be really helpful. Would these be helpful for you, or are you looking for something different?

When it comes to the the day to day visibility, it's usually a pretty big home run. That's what they're trying to build. So I also have one on that article that talks about staff logging time. And so I built one to say that, hey.

You guys work eight hour shifts. We generally use the 75% rule. We want 75% of your time logged in the system. And so on an eight hour shift, we wanna see six hours logged.

And I could see that. I could see all the guys logging in and and what time they had put on the schedule for that day. That was really helpful to be able to talk to somebody if they were kinda dragging behind or if, you know, I'd see like, wow. They were here working overtime, and their hours are really high. Let's see if we can change up their schedule and make sure that they're not overwhelmed today because I know they were here late last night dealing with a a clogged drain in the cafeteria or something like that. So...

And then lastly, plan versus unplanned with your assets. Really great one to look at. This one, I think, is overlooked by a lot of people. You can get a list of your assets and see who has the most planned, the most unplanned, the most downtime.

That's a really good widget to use so that you can just say, alright. What's giving me my most downtime and pull it straight to the top of the list? So so those are some ideas for dashboards. If you are looking for certain dashboard ideas and you're not sure what you're looking for, talk to Limble Success.

Talk to your CSM. We can help you. That's what we're here for, and we can guide you on what's possible.

But there is this idea of the MCP that we're gonna talk about next because what happens is there are some ideas that are really big and and complex and may take you a ton of time to try and build. And I have learned through through a lot of uses of the MCP that you can get a lot of really cool data out of it. So let's talk about mon...

Model context protocol in plain terms. So I'll try and bring it down to earth for you. Okay. So if you don't know what the MCP is, it is essentially a gateway between an AI system and your data in Limble.

Think of it like it's a fence. Your your data in Limble is fenced, so you can't...

You...

It doesn't get out. The whole Internet can't see it. Well, there's a fear. Right? The fear is, well, if AI gets it, it's gonna translate it and take it everywhere with it.

So the MCP is locally stored so that AI can see it, but it doesn't harness the data. It doesn't take it with it. It's safe. It's secure, and it allows you to use AI to access it and review that.

So simple one time setup. You just set it up that first time, and then after that, it should work.

Typically, if you have an IT admin or somebody to help you set it up, great. If you've set them up yourself, awesome.

It is read only by design that... I'm not sure. Maybe that'll change in the future. I have seen people build their own MCPs. That is an option too where somebody builds an MCP, and and it allows to use the API and update all kinds of fields and information and create and delete. But the built in one that we use on Claude is read only, so it's no no danger to changing your system or anything. It'll allow you to log in and see what you wanna see without messing anything up.

I... We do mention here that it's Claude and and Cursor.

It does...

From my understanding, it should work on Copilot. I've not been able to do that because I don't have access to Copilot. So fun tip here, a call out. If anyone is using Copilot and has it set up with the MCP for Limble, post about it on the community.

I would love to have somebody actually show off. Here's how we set it up. Here's what that looked like. Here are the step by step instructions I think that would be great to see because a lot of us out there are using Copilot, and maybe you're restricted from using anything else.

Right? That's your AI policy. It says you have to use Copilot. Well, if you're doing that and you've got it set up, by all means, post about it on the community so that others can see how you did it, and then share some ideas.

Share what you're using Copilot for and how you're using the MTP.

And, also, the other thing is sometimes people are really afraid of AI, and it's like, well, how am I gonna learn it?

AI is like talking to...

Probably kinda like talking to an intern, if I'm being honest. They're not per...

Like, they're not professional professional, but they're learning, and it's just talking to them in plain English and saying, this is what I'm looking for, and this is what I need you to retrieve for me. So we'll run through a few examples that I've used and then show you an ex...

A a specific example of it. But here's five questions that I would recommend trying to ask your MCP. So first one, show me my top five highest cost assets this year broken down by labor versus parts. This can be a great one to see where is your time being spent.

What is the most expensive part of your maintenance agenda for the year? Where are your guys spending their time? Where are...

Is the money going? This will pull them up, and it can even display specific issues that have come up repeatedly with them to talk...

To call things out.

Really great, and it's a little more in-depth when you do it in an MCP versus dashboard. Dashboard will show you the numbers, but an MCP can give you kind of a breakdown of what's behind that.

Number two, review all reactive work orders in the last year. Flag ones that look like PM plan gaps. Okay. So this would be, what is my reactive maintenance and what's causing it, and are there ways that I could create PMs that'll prevent them?

So if you're looking to reduce downtime, this would be a great idea to look at your reactive stuff, figure out how to stop it, and and then review it. This is the one that I'm gonna show you that I ran through the system. I'll just show you a couple examples that Claude spit out for me of what it looks like, but I do wanna jump to the others first. So number three, what's my technician team's utilization this month?

So that would...

You know, how how much are we using them? How much is planned out of their day? And then who's overloaded? Who has room?

So this is what I was doing on dashboards. I would look at their day and say, oh, they got a really...

They got a...

They're behind. They got a lot of work orders. This person's pretty caught up. Maybe let's move this around or ask that person, hey.

Do you have time in your day to go help him get this done? Is that an option? So trying to figure out how to calibrate your schedule to be most effective, quite possible with the MCP. I even actually had it build a calendar for me and show off the work orders planned on the schedule and then spread them out on that calendar, which was pretty cool.

Number four, compare planned versus actual labor hours by location for this quarter. And this one's pretty specific. I added a few extra variables there. So we're looking at planned versus actual labor. So maybe your estimated time for a PM is two hours, but the actual labor is... It it took three. Right? So they're over by an hour on that estimated time.

Now I'm breaking it down by location. So maybe in Limble, I have two or three locations or maybe five or 10. However many you have, you could actually see by sight how they're doing compared to their estimated times. And then I'm breaking it down by quarter.

So I'm saying last three months or this quarter. You can be very specific with time frames in in MCP that will give you a really good quick dashboard. And and let's be real. I mean, you know what it's like when the boss calls and says, hey.

I want this at this time for this time frame at this amount of money, and they give you all these variables. And then you spend all this time building a detailed report that you probably know they're never gonna look at again. They just need it that one day, and they're not gonna call it back up. Right?

But it's a lot of effort you put into building that specific dashboard. That's what I like about the MCP. You can ask very specific questions, and you can get them pulled up without the effort and time that you would have dedicated beforehand. So...

And last one, give me PM compliance by asset group and call out anything below 80%. So maybe let's look at what's holding up our PMs. You know? Especially if you're a warehouse and you've got scheduled downtime, like, that's that's huge.

That's really valuable time. I know I've talked to techs over and over again and managers who were like, dude, I don't answer emails. I don't do anything for two weeks in January because that's when we schedule our machines for downtime, and we do every PM imaginable at that time. So let's review that.

Let's look through by asset group. What are we missing? I know some companies have mentioned that there's certain things that they're missing every time they have a chance to work on the machine. They keep missing it, and then it causes the machine to break.

So let's review what's...

What we're missing and and maybe see if we can extend that downtime or rethink how we're doing what we have with our PMs in a way that would accomplish not missing that PM every time.

So let's look at this, like, second example that I mentioned, the review all reactive work orders in the last year.

So this is what I typed in. This is a picture of my test site that I applied my MCP to. So the test site, not always the best data. Right?

Not always the most accurate. I'm building random things with it for customers and showing it off. I'm not using it the day to day, but this is what it came up with. So I wrote react...

Review all reactive work orders in the last year. Flag ones that look like PM plan gaps. So it ran some commands. It used the integrations.

Here's what it said. Here's the full PM gap analysis. Click any asset card to expand it and see the flagged issues plus specific PM recommendations.

The next screen I'm gonna show you is what it actually built. It's called an artifact where it kinda gives you a screen, a graphic that you...

Interactive graphic that you can click on and explore that. So that is side by side with this text that you're seeing here. But it does mention a few things in writing. Right?

So it's saying, hey. Here's a few things critically that you probably should work on first. And now I have my basement from my house. I was...

One of my sites was just my house. I put my car, my hot water tank, my lawn mower. I just put that in there to try and update it and use it so you could see what it looks like using Limble day to day. But it mentioned that the basement has zero PMs and six reactive work orders, and it flags two issues, light bulbs and HVAC filter each showed up three times.

So maybe I should actually be making a PM for the filter because right now, I'm just saying, oh, it's dirty. I need to replace it.

There's a PM gap. Right? So that's a basic level at my house. But, obviously, in a warehouse, it's gonna be a little bigger.

This series 1,700 has eight PMs, but still generated three reactive work orders in areas those PMs don't cover. Motor thermals, belt replacement, and safety interlocks are all flying blind. So it's letting me know, hey. You should probably build some PMs for that because that's what's happening. Your belt's failing before you're replacing it on time. So let's figure out what a schedule is, replace the belt before we have downtime.

And then it goes on to some others. So it moves into the moderate phase, and then it moves into the, hey. You maybe want PMs for this. Maybe you don't.

But on the second screen, I'll show you what this looks like. So this is what I actually designed. I love Claude for the ability to do really cool design stuff. And so this is where I can more visualize what I'm seeing.

And so at the top there, I can see 38 reactive work orders reviewed, 27 PM gaps flagged, 10 assets. Assets. And so on the basement one, I dropped that one down so that I could see what it's talking about. I can also see that this one has not dropped down yet, this...

The series 1,700. The computer lab, I opened that one up. So I can see the different things that it's calling out, and I can actually generate a PM plan from using AI. I've also tried this with some other things such as root cause analysis.

I had all the reactive workers run...

Work run through and said, okay. What are the biggest issues?

Okay. Maybe it's a bearing issue, and we need to do a better job of greasing bearings, or maybe it's a belt issue, or maybe it's this. But it will actually look at, you know, more an executive level. Let's look at everything we have in the system, and let's see what are the common issues that are coming up the most that maybe we need to order better bearings or better belts.

It's a lot of b's that we can do to prevent the breakdowns from happening. So that's another example to...

That I pulled out of the MCP. The limit...

The...

There's no limitations here is what it feels like is that you can...

Whatever data you have in the system, you can pull out with your MCP. And so maybe you wanna do a cost analysis of a certain type of an asset over this amount of time because of these issues. Yep. Done.

Put all that in. Talk to your AI in plain English like I did here, and it will be able to pull it out. And if it's not perfect the first time, keep talking to it. Say, hey.

That's good. I like that, but you missed this part, and it'll go back. I could say to this, hey. I like this, but I don't like the color scheme, or I don't like this.

Or, you know, my boss, he really values this piece of information. So along with these assets, can you put the cost next to them so that we can see the value? And, also, can you sort them by cost? That would be a great way to to show it off.

So another good example of of ways to use this, but those are my examples. And the biggest thing I would say is that the MCP can be used and customized to your needs, to your KPIs. So get out there and try it out and see what you come up with. I can't wait to see what you build.

So that's the goal. So capture the right data and then see what's going on in the day to day, and then ask questions so that you can forecast and build out larger views of how your data's gonna take shape and and build out your future.

So thank you for hearing me out. Glad you guys are all here for the summit. We'll see you at the roadshow in the future. And, yeah, have a great day.

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