 For example, it makes tires, they probably apply some degree of control all the way down to the rubber tree farmer in Brazil. And they are very, very controlled operation. And so even the farmer raising the rubber tree plants is going to have a quality management system in place. So different components and different parts say they manage it a little bit differently, but it's a pretty solid bet that all the Tier 1 and Tier 2 will be following that and most Tier 3. Okay. Okay. Now, what does it look like? You said it, I know you said it's different from a one person company to a 4,000 person company. Most of the people in the audience that are going to be listening to this are going to be small businesses, probably I'd say 20 employees or less. You know, what is, what is, what would be the first thing that they do? What are they looking at in terms of timeline, the amount of involvement from the company, the people at the company? And also you could give us an idea about maybe what it would cost or just a range. I can, I can be real honest, most of my clients are in that space. Okay. Okay. Excellent. Okay. Great. That's exactly who I serve primarily because most of those clients, if they're starting out with a clean slate, they don't know what to do or where to go. That's right. They don't have the volume to need a full-time quality manager or even a full-time quality engineer. Okay. Okay. Okay. Because they might have mom and dad both working in the business, you know, that's my typical clientele. And so what I provide to that type of a client is I come in and serve as their quality manager like I am part of their team and part of their staff. And that's the mindset that I bring to each client is, you know, I'm part of their team while I'm here. And my goal is to help make their life easier, give them a system that they can follow and sustain when I'm not here. And so my goal is always to work myself out of a job, which means giving them tools to do the work easily and giving them the knowledge that they need to do what they need to do, but not do what I call make work type activity. Because if someone is not fully educated on, you know, how to demonstrate objective evidence that you're meeting the intent of the standard, then sometimes they tend to put in place a lot more paperwork and busy work than is really needed. And so the goal is always to show objective evidence that you have met the expectations of your customer, right? And that you have, you know, given them the product or the service that they have requested and you've done so in a way that's conforming to their quality expectations. So when, you know, I approach a client like that, you know, I try to give them ways to do it cheaply. For example, back when I first started doing this, if one wanted to use some sort of an electronic document control system to record all of your procedures and your records and things like that, you might have to buy something that was custom-developed for such purpose and it might cost you $100,000 and that's impractical for a 20-person business. It's just completely out of the range. And so people would make these big paper binders and they would keep hard copies and anytime if something changed, they'd have to go and change out all the hard copies around their business and it was just a lot of work. Well, nowadays anybody who's using Office 365 for their email, which is almost every small business out there, and so you've got a product called SharePoint built in to that system that you've already paid for that anybody can configure to use as a document library, records and key lists for your quality management system. So I tend to steer most of my clients toward using that product that they already have paid for, that they didn't really even know what it did and we set up their management control systems in this thing that's already there. So they're not paying anything extra for it. So their only cost is generally my time to teach them how to use that and once they've learned how to configure it and again, you don't have to be a programmer to do this. Anybody can use this system that's reasonably capable with. I've never used SharePoint, by the way, just so you know, I've never used SharePoint. We could teach you how to do it in about an hour. Okay, no, no, okay, and so it helps you manage your documents. Exactly, but not just documents, any kind of information that you might keep in a form or an Excel tracking list and it helps make their update easier when collaboration is a requirement. So when you want multiple people in your organization to be able to access the same document or same list, then everybody can be working from the same page and you're not relying on email to transfer all of that information and always wondering whether or not your employees have the latest version. Right, right, right. And so it's just a real easy tool and you'd asked about how much does it cost somebody to get their quality management system certification. It can be very, very inexpensive to a degree where your biggest expense might actually be that of paying the registrar to come in and perform your audit. So for a 20-person company, most registrars would require at least a two-day audit for someone that size and something like that might cost $6,000 for their audit. And those registrars are companies who do nothing but perform these third-party assessments. So they're completely objective. They come in, they don't consult, they only observe and they also undergo themselves an accreditation process by a body that is above them to make sure that they're using good processes in the way that they audit. So that is probably the biggest expense for most clients. Now the added thing that I would like to throw in there with your question about cost is many of my clients who are manufacturers at that size, especially the 20 range. In South Carolina, we have the benefit of the South Carolina Manufacturing Extension Partnership working in our corner. And that is an organization that was set up long ago to be a resource for helping our states manufacturers gain access to consulting help to certification processes. Things that will help us be more competitive on a global scale. Way back in the day, a senator named Strom Thurman set up that organization as a state agency, propped it up from the government standpoint. Now since then, it has been spun off to be a self-supporting entity. It's not totally a government run entity now, but they are self-supporting in the work and services that they provide. One of the primary things that they do for these small manufacturers is they help them get access to grants from the state. And so in many cases, my clients, when they hire me, they will actually only have to bear anywhere from 10 to 40% of the actual cost of my services. And the rest is paid for and supplemented by state grants. What's the name of the program? The South Carolina Manufacturing Extension Partnership, SCMEP. And the grants are awarded from a variety of different sources and programs through the state. Some may be regionally applied. Some may be very locally applied to a specific town through incumbent workforce type initiatives. And there are different goals and objectives with each of the different grants. But in all cases, the primary recipients of these grants are small manufacturers. You know, actually a long time ago when I was doing some research, I learned about the Holland's Manufacturing Extension Program. And it seems like that is an extension of this particular larger program. Because it has the same name. I mean, it's actually the Manufacturing Extension Partnership Program, MEP. So this looks like maybe that one is at a federal level, and this one's at more of a state level. There are many, many, many states that also have similar programs to this MEP. Lots of states have an MEP program. Wow. No, that actually, that's great. That's good to know information. Any other resources that you can recommend for someone wanting to get into the manufacturing space, or if they even want to, wanting to do work or distribute parts to say, for example, DLA or Boeing, or even the medical supply space? I would say, you know, walk before you run. And I'm saying that based on the way you framed your question. One does not just go out and start, just dive straight into something as critical as the medical device industry. For example, you don't just, you know, you're not making fence rails one day. And then the next day you're making parts to go in a pacemaker. I mean, that's not a logical progression. People need to look at where they're at and who are their current customers. For many machine shops, for example, this is, you know, a little bit easier target because a lot of my clients are machine shops. You know, they're making basic parts now. They have good tracking methods in place. They've got some good equipment, but they haven't made that leap to the aerospace business yet because they didn't have certifications. And so that is a logical progression, you know, is for people to refine their craft on something with less critical requirements, get their processes in place, be confident with the way they're managing their business, and then grow into those industries where the requirements are more strict. It's the same as teaching your 16 year old how to drive. You take them out in the farm truck or the Honda Accord and you teach them in the parking lot how to drive. You don't go straight to the six lane interstate in the heart of Atlanta with a $300,000 Lamborghini to teach them how to drive. You make sure that they are really good at driving.