my TRUE POSITION

Manufacturers track almost everything — sales, backlog, delivery, quality, scrap, margin, and cash.

But are they tracking culture?

In this episode of My TRUE POSITION, Jim Carr talks about the value of anonymous employee surveys and why they can become one of the most important leadership tools inside a manufacturing company.

At CARR Machine & Tool, employee surveys have become a way to identify trends, measure communication, understand training gaps, evaluate accountability, and give employees a safe way to share what they are experiencing on the floor.

This episode is not about blame.

It is about visibility.

Because owners do not always know what employees experience every day.

And sometimes the survey shows you something before the business pays the price.

Employee feedback is not HR fluff.

It is leadership intelligence.

AI does not have to be complicated to be useful.

In this episode of My TRUE POSITION, Jim Carr talks about his recent experience using an AI Chrome browser extension that works inside the tools he already uses — Gmail, Google Suite, Sheets, QBO, HubSpot, ProShop ERP, and other browser-based business systems.

The big realization: AI is no longer just a search box or a novelty tool. It is becoming a practical administrative assistant inside the daily workflow.

Jim breaks down simple ways manufacturers and business owners can use AI right now: summarizing emails, curating customer lists, reviewing CRM notes, drafting follow-ups, cleaning up spreadsheets, organizing meeting notes, and reducing administrative drag.

He also talks about the guardrails: AI should not input passwords, should move slowly, should ask for approval, and should not make business changes without human review.

This episode is not about replacing people.

It is about creating leverage.

Because sometimes the smartest way to start using AI is not with a massive project.

It is with the simple tasks wasting your time every day.

In this episode of My TRUE POSITION, Jim Carr breaks down the hard truth about bad customers — the ones who fight price, push delivery, challenge quality, pay late, consume your team, clog your schedule, and still expect priority treatment.

Jim explains why bad customers are not just a sales problem. They are an operational contaminant.

They drain leadership bandwidth, hurt morale, pressure margins, disrupt scheduling, and steal capacity from better customers.

This episode is about customer discipline, leadership, margin protection, and knowing when a customer is no longer strategic.

Because some customers don't grow your business.

They consume it.

And firing a bad customer may be the move that creates room for the business you actually want to build.

In this episode of My TRUE POSITION, Jim breaks down exactly what he would do differently if he were starting from scratch in today's manufacturing environment.

The old model was simple: buy a machine, chase work, quote cheap, work hard, and figure it out.

But today, skill and hustle are not enough.

Modern manufacturing requires systems, quality discipline, inspection capability, quoting accuracy, customer selection, ERP, cybersecurity awareness, brand visibility, sales strategy, and leadership depth.

Jim explains why a machine is not a business model, why customer selection matters, why inspection should be treated as a competitive weapon, why marketing is no longer optional, and why the best shops are building enterprise value from day one.

Sometimes the best sales strategy is not a new campaign, a new consultant, or a complicated marketing funnel.

Sometimes it is calling people who already know you.

In this episode of My TRUE POSITION, Jim Carr shares a recent sales epiphany from CARR Machine & Tool: he started calling inactive customers, and the response was immediate. About 80 percent responded, and many said they were swamped and actively looking to outsource precision machining.

Jim breaks down why inactive customers are not dead customers, why old relationships need oxygen, and why your CRM may be one of the most underused sales assets in your company.

He also shares a practical outreach method: call, leave a short voicemail, immediately send a follow-up email, include your cell number, ask what the customer is working on, listen first, then explain where your company is going.

With aerospace and defense demand strong, customers need capable suppliers. But they may not remember you unless you get back in front of them.

Quoting machined parts is one of the most important and misunderstood functions inside a machine shop.

In this episode of My TRUE POSITION, Jim Carr breaks down what really goes into building a disciplined quote — from material, finishing, tooling, outside services, hardware, scrap, shipping, planning, programming, setup, inspection, automation assumptions, DLH rates, overhead, and profit markup.

Jim explains why a quote is not the same as machining the part. It is your best possible estimate before the work exists.

He also shares why machinists can sometimes go too deep into the rabbit hole when helping with quotes, why outside services need to be marked up, why ERP structure matters, and why bad quotes punish the shop floor later.

This episode is about cost discipline, estimating judgment, margin protection, and understanding that quoting is not guessing.

It is leadership.

IMTS 2026 is coming back to Chicago, and Jim Carr believes manufacturing leaders should do more than just attend.

They should bring their teams.

In this episode of My TRUE POSITION, Jim explains why IMTS is one of the most valuable team development opportunities in manufacturing. With more than 86,000 people, 1,800 exhibitors, 10 technology sectors, and over 1.2 million square feet of manufacturing innovation, IMTS is not just a trade show. It is a front-row look at the future of the industry.

Jim shares why he has been attending IMTS since he was 16 with his late father, Richard, and how that experience shaped the way he sees manufacturing.

He also breaks down how CARR Machine & Tool turns IMTS into a team-building and learning day: taking the team by party bus, assigning groups to explore specific areas of interest, collecting information, sharing what they learn, and ending the day with dinner as a team.

Doing business with friends can be rewarding — but it can also get complicated fast.

In this episode of My TRUE POSITION, Jim Carr shares personal lessons from decades in manufacturing about the risks of mixing friendship with purchase orders, subcontracting, tooling, consulting, and supplier relationships.

The hard truth: good people can still be bad business partners.

Jim talks about why expectations break down, why it is so hard to hold a friend accountable, and why a simple written agreement before the work begins may be the best way to protect both the business and the friendship.

Because when delivery slips, quality fails, communication breaks down, or money gets involved, friendship alone will not save the relationship.

Clear expectations might.

This is a personal, reflective episode about trust, boundaries, leadership, and the real consequences of letting business and friendship collide without a plan.

Manufacturing has become the number-one industry targeted by cyberattackers, accounting for 27.7% of the incidents investigated by IBM X-Force in 2025. manufacturers such attractive targets?

It comes down to production downtime, valuable customer intellectual property, aging technology and our position inside increasingly connected global supply chains.

In this episode of My TRUE POSITION, Jim Carr explains why small and family-owned machine shops are especially vulnerable, how cybercriminals get from an employee's inbox to the shop floor and what owners can realistically do to protect their businesses.

Jim also addresses what the recent CMMC Phase II suspension does—and does not—mean for defense manufacturers.

No scare tactics. No hundred-page IT checklist. Just practical, owner-level actions to protect your company, your customers and your ability to keep making parts.

A big backlog feels great — until you realize backlog doesn't ship itself.

In this episode, I break down the hard reality behind today's aerospace and defense demand. The orders may be real. The opportunities may be real. But so are the constraints: labor, material, inspection, outside processing, cash flow, supplier delays, machine uptime, and leadership capacity.

This is not a negative episode. It is a reality episode.

Because a purchase order is not the finish line.

It is a promise.

And the shops that win over the next few years will not simply be the ones with the biggest backlog. They will be the ones that can convert demand into delivered product, delivered product into cash, and cash into enterprise value.

Backlog is not the win.

Execution is.