Interview Questions for Tooling Project Management

My experience in managing tooling projects spans the entire project lifecycle, from initial concept and planning through to final implementation and handover. I’ve led projects ranging from small, single-tool developments to large-scale, multi-vendor initiatives involving complex integrated systems. This involves a structured approach:

• Initiation: This phase focuses on clearly defining project scope, objectives, deliverables, and securing necessary approvals and resources. For example, in a recent project involving the design and implementation of automated assembly tooling, we started by thoroughly analyzing production requirements, creating detailed specifications, and securing budget allocation.
• Planning: This involves developing a detailed project plan, outlining tasks, timelines, resource allocation, and risk assessment. We use tools like Gantt charts and critical path analysis to ensure efficient scheduling and resource management. In the automation project, we utilized agile methodologies (discussed later) to break down the project into manageable sprints.
• Execution: This is the core phase where the actual work takes place. It involves meticulous tracking of progress against the plan, regular communication with stakeholders, and proactive problem-solving. During the execution of our automated assembly project, we held daily stand-up meetings to track progress and address any emerging roadblocks.
• Monitoring and Controlling: Continuous monitoring of progress, performance, and cost is vital. Regular status reports, performance analysis, and corrective actions are implemented as needed. We employed a robust project management software to track progress against KPIs.
• Closure: This involves formal acceptance of the project deliverables, documentation archiving, lessons learned capture, and team debriefing. In the automation project, this included a comprehensive testing phase and final sign-off from the client.

Throughout each phase, effective communication and collaboration with cross-functional teams (engineering, procurement, manufacturing, etc.) are crucial for success.

My approach to risk management in tooling projects is proactive and systematic, aiming to identify, assess, and mitigate potential problems before they impact the project. This involves:

• Risk Identification: This starts early in the project lifecycle, involving brainstorming sessions and using checklists to identify potential risks, such as technological challenges, supplier delays, budget constraints, and quality issues. For example, in a project involving specialized CNC machining, we identified the risk of machine downtime as a significant potential problem.
• Risk Assessment: Each identified risk is assessed based on its likelihood and potential impact on the project. This helps prioritize risks and focus mitigation efforts on the most critical areas. We used a risk matrix to quantify the likelihood and impact of each identified risk.
• Risk Mitigation: For each high-priority risk, we develop specific mitigation strategies. This might include securing alternative suppliers, implementing contingency plans, or investing in additional training. To mitigate the CNC machine downtime risk, we secured a backup machine and developed a plan for rapid repair.
• Risk Monitoring and Control: Throughout the project, we continuously monitor risks, tracking their status and implementing corrective actions as needed. Regular risk reviews are conducted to ensure the effectiveness of mitigation strategies. We used a tracking system to log, update, and monitor each risk.

This proactive approach minimizes disruptions and helps ensure project success, even in the face of unforeseen challenges.

Budget overruns are a serious concern in any project, and tooling projects are no exception. My approach to handling budget overruns involves a multi-pronged strategy:

• Early Detection: Close monitoring of actual costs against the budget is crucial. Early detection of potential overruns allows for timely intervention and prevents the problem from escalating. We use project management software with robust cost tracking capabilities.
• Cause Analysis: Understanding the root cause of the overrun is critical. This may involve reviewing the project plan, analyzing cost variances, and identifying any unforeseen circumstances. For example, an unexpected increase in material costs might necessitate a review of the design or material selection.
• Corrective Action: Once the cause is identified, corrective actions are implemented. This could include renegotiating contracts with suppliers, optimizing processes to improve efficiency, or reducing the scope of work if necessary. If a supplier had unexpectedly increased prices, we’d explore alternative suppliers or alternative materials.
• Stakeholder Communication: Open and transparent communication with stakeholders is vital. They need to be informed about the situation and the proposed solutions. This helps maintain trust and build consensus on the way forward.
• Contingency Planning: It is vital to include contingency funds in the budget to accommodate unexpected events and absorb minor overruns. Having reserves helps prevent major disruptions.

The goal is to minimize the impact of the overrun while ensuring the project’s overall success.

I have extensive experience utilizing both Waterfall and Agile methodologies in tooling project management, adapting my approach based on project complexity and requirements.

• Waterfall: This is suitable for projects with well-defined requirements and minimal anticipated changes. It involves a sequential approach, with each phase completed before moving to the next. I’ve used Waterfall effectively for projects involving the development of standardized tooling with clearly defined specifications.
• Agile (Scrum, Kanban): This is more appropriate for projects with evolving requirements or those requiring greater flexibility. Agile’s iterative approach allows for adjustments and incorporates feedback throughout the development process. I’ve successfully employed Scrum for complex tooling projects involving automation or robotics where iterative development and continuous feedback were crucial for success.

My preference often leans towards Agile for its adaptability, especially in today’s dynamic environment. However, a hybrid approach, combining elements of both methodologies, can be highly effective for certain projects.

Tooling design reviews are a crucial aspect of ensuring tooling quality and functionality. My experience involves a structured approach encompassing:

• Formal Reviews: We conduct formal design reviews at key milestones, involving relevant stakeholders from engineering, manufacturing, and quality control. This provides a collaborative platform to assess the design’s feasibility, functionality, manufacturability, and adherence to specifications.
• Checklist-Based Assessments: We utilize comprehensive checklists to guide the review process, ensuring all critical aspects are considered. This checklist approach ensures consistency and reduces the risk of overlooking important details.
• 3D Modeling and Simulation: Extensive use of 3D modeling and simulation software allows for virtual prototyping and analysis, identifying potential design flaws before physical prototyping. This significantly reduces cost and development time.
• DFM/DFA Analysis: Design for Manufacturing (DFM) and Design for Assembly (DFA) analyses are crucial to optimize the design for ease of manufacturing and assembly. This analysis often reveals potential issues during the review phase.
• Documentation and Traceability: Meticulous documentation of the review process, including identified issues, corrective actions, and approval records, is essential for traceability and quality assurance. This creates a clear audit trail.

These rigorous reviews ensure that the final tooling design meets the project’s requirements and quality standards.

Ensuring tooling meets quality standards and specifications is paramount. This involves a multi-layered approach that encompasses:

• Clear Specifications: Defining detailed and unambiguous specifications for the tooling is the first step. This should include material requirements, dimensional tolerances, performance criteria, and safety standards. These specifications serve as the baseline against which the final tooling is evaluated.
• Quality Control During Manufacturing: Implementing robust quality control checks throughout the manufacturing process ensures that the tooling is built to the required standards. This might involve regular inspections, dimensional checks, and functional tests.
• Testing and Validation: Thorough testing and validation are essential to verify that the finished tooling meets all performance requirements. This often includes functional testing, endurance testing, and safety testing.
• Documentation and Traceability: Maintaining comprehensive documentation throughout the entire process ensures traceability and provides evidence of compliance with standards. This documentation is crucial for audits and future reference.
• Continuous Improvement: Regularly reviewing the tooling’s performance and identifying areas for improvement fosters a culture of continuous improvement and ensures the long-term reliability and quality of the tools.

By adhering to these principles, we ensure that the tooling not only meets but exceeds the required quality standards.

My experience in tooling procurement and vendor management is extensive. It involves a structured process designed to secure high-quality tooling at competitive prices while maintaining strong vendor relationships:

• Vendor Selection: Thorough vendor selection involves evaluating potential suppliers based on factors such as capacity, quality systems, experience, and financial stability. We often use a weighted scoring system to objectively compare vendors.
• Contract Negotiation: Negotiating contracts involves clear and concise documentation specifying deliverables, timelines, payment terms, and quality requirements. Protecting the project’s interests is key.
• Relationship Management: Building and maintaining strong relationships with vendors are crucial for ensuring effective communication, timely delivery, and problem resolution. Regular communication and collaboration help proactively address any potential issues.
• Performance Monitoring: Continuously monitoring vendor performance against the contract terms ensures that deliverables meet the specified quality and timing requirements. We use key performance indicators (KPIs) to track progress and identify potential problems early.
• Risk Management: Identifying and mitigating potential risks associated with vendor performance is essential. This might involve securing backup suppliers or developing contingency plans in case of unforeseen delays or quality issues.

This approach allows me to effectively manage the procurement process, ensuring that the project receives the necessary tooling components of the required quality and at the optimal cost.

Managing competing priorities and deadlines in tooling projects requires a structured approach. Think of it like conducting an orchestra – each instrument (task) needs to play its part at the right time to create a harmonious whole (successful project). I use a prioritized task management system, typically a Kanban board or a similar agile methodology. This allows me to visualize all tasks, their dependencies, and their deadlines. I then prioritize based on criticality and impact, focusing on tasks that directly contribute to the project’s overall success and those with the tightest deadlines. For example, if a critical die needs to be completed by a certain date to avoid production downtime, that task would take precedence over less urgent tasks. Regular progress meetings, ideally daily stand-ups, help to identify any roadblocks early and allow for adjustments to the plan. Any slippage is immediately addressed through re-prioritization, resource allocation changes, or – if necessary – negotiation with stakeholders to adjust deadlines.

My toolset for project management and tracking incorporates both software and physical methods. I’m proficient in project management software like Microsoft Project, Jira, and Asana, which I use to track tasks, dependencies, and progress. These tools allow for detailed task breakdown, resource allocation, and visual representation of project timelines (Gantt charts). Beyond software, I rely on physical Kanban boards for daily tracking of work in progress, and regularly utilize spreadsheets for detailed data tracking and analysis. These tools allow me to track key performance indicators (KPIs) such as cost, schedule, and quality, ensuring the project stays on track.

Effective communication is crucial. I employ a multi-faceted approach, tailoring communication to the specific audience and the information’s importance. For daily updates, I use short, concise email updates or quick stand-up meetings. For more detailed reports, I use presentations and detailed progress reports, including graphs and charts illustrating key metrics. Stakeholders are segmented, and communication frequency is adjusted accordingly. For example, senior management might receive high-level summaries weekly, while the production team needs daily updates on the availability of tools. Transparency is key; I openly communicate both successes and challenges, ensuring everyone is informed and aligned.

Tooling maintenance and repair is a critical aspect of my experience. I’ve developed and implemented preventative maintenance schedules to reduce downtime and extend the lifespan of tools. This involves regular inspections, lubrication, and cleaning, all meticulously documented. For repairs, I have experience collaborating with both internal maintenance teams and external specialists to address issues effectively. We use a Computerized Maintenance Management System (CMMS) to track maintenance history, predict failures, and schedule preventative measures. This system also tracks repair costs, allowing us to identify areas for improvement and cost savings. For instance, implementing a more rigorous preventative maintenance schedule on a specific type of tooling reduced our repair costs by 15% in the last year.

Tooling implementation and integration require careful planning and execution. I’ve led several projects involving the introduction of new tooling into production lines. This process starts with a thorough assessment of the existing infrastructure and production processes to ensure compatibility. The next phase is the procurement and testing of new tools, which includes rigorous quality control checks. The final stage involves the integration of the new tooling into the production line, followed by a comprehensive training program for the production team. For example, when integrating a new robotic welding system, we first conducted a pilot run to identify and resolve potential issues before full-scale implementation, minimizing disruption to production.

Identifying and mitigating potential tooling-related production issues involves proactive risk management. This includes conducting Failure Mode and Effects Analysis (FMEA) to identify potential failure points in the tooling and their impact on production. Regular inspections, predictive maintenance using sensors and data analytics, and operator feedback are all crucial for early detection of problems. For example, by monitoring vibration levels in a specific machine tool through sensors, we were able to detect an impending bearing failure and schedule preventative maintenance, preventing costly downtime. A well-defined escalation process is also vital to ensure prompt attention to critical issues, involving both maintenance and production personnel.

Lean manufacturing principles are fundamental to my approach to tooling management. I focus on eliminating waste – whether it’s excess inventory, unnecessary downtime, or inefficient processes. This involves optimizing tooling storage, implementing 5S methodologies for a cleaner, safer work environment, and streamlining maintenance procedures. Value stream mapping helps to visualize the entire tooling process, identifying areas for improvement and eliminating bottlenecks. For example, by implementing a Kanban system for tooling replenishment, we were able to reduce lead times significantly and improve overall production flow. Continuous improvement (Kaizen) is central; I encourage the team to identify and suggest improvements, fostering a culture of efficiency and problem-solving.

Managing change requests in a tooling project requires a structured approach to ensure minimal disruption and maintain project integrity. I typically employ a formal Change Control Process. This involves a documented procedure where all change requests are submitted, reviewed, and approved (or rejected) before implementation.

• Request Submission: A standardized form details the proposed change, its impact (on schedule, budget, quality), and justification.
• Impact Assessment: The project team assesses the change’s effects. This often includes discussions with engineering, manufacturing, and procurement.
• Approval/Rejection: A change control board (CCB), comprising stakeholders with decision-making authority, reviews the assessment and approves or rejects the change based on predefined criteria.
• Implementation & Verification: Once approved, the change is implemented, and its successful integration is verified through testing and documentation.
• Communication: All stakeholders are kept informed at each stage of the change request process.

For example, a late-stage request to alter a die’s cavity dimensions would necessitate a thorough assessment of the associated re-design costs, delays to the project timeline, and potential impacts on production schedules.

Capacity planning for tooling resources is critical for on-time and within-budget project delivery. My approach combines forecasting resource needs with proactive monitoring and adjustment.

• Forecasting: I utilize historical data, project plans, and tooling lead times to forecast the demand for various resources (machining centers, presses, skilled labor, etc.). This often involves employing software tools for scheduling and resource allocation.
• Resource Profiling: Understanding the capabilities and limitations of each resource is crucial. I create profiles for each machine or team member, detailing their strengths, weaknesses, and typical processing times.
• Contingency Planning: I build buffers into the schedule to account for unexpected delays or resource unavailability. This could involve identifying backup resources or negotiating flexible contracts with suppliers.
• Monitoring and Adjustment: Throughout the project, I continuously monitor resource utilization. If deviations from the plan occur, I adjust the schedule or resource allocation to ensure timely project completion.

In a recent project, we utilized a Gantt chart coupled with a capacity planning software to track the utilization of our CNC machining centers. This allowed us to proactively identify potential bottlenecks and adjust the production sequence to maintain the project schedule.

Measuring the success of a tooling project goes beyond simply meeting deadlines and staying within budget. I utilize a multi-faceted approach that considers:

• On-time Delivery: Meeting the agreed-upon project timeline is a key indicator.
• Budget Adherence: Staying within the allocated budget demonstrates efficient resource management.
• Quality of Tooling: The tooling must meet the required specifications and perform as expected in production. This is evaluated through rigorous testing and inspection.
• Production Efficiency: Successful tooling should enhance the production process, increasing efficiency, reducing defects, and improving overall output.
• Return on Investment (ROI): The tooling’s overall contribution to the organization’s profitability should be assessed, taking into account its cost and the improved production it enables.

For instance, a successful injection molding tool project would not only be delivered on time and budget, but it would also demonstrably increase production speed, reduce scrap rates, and contribute to improved product quality, ultimately boosting profitability.

My experience encompasses a range of tooling technologies, including stamping, machining, and injection molding.

• Stamping: I’ve managed projects involving progressive dies, transfer dies, and blanking dies, focusing on die design optimization for improved part quality and production rates. I am familiar with various materials and surface treatments used in stamping.
• Machining: I have extensive experience in CNC machining, managing projects involving milling, turning, and grinding operations. My expertise includes tool selection, process optimization, and quality control for machined parts.
• Injection Molding: I’ve managed numerous projects involving the design, manufacture, and validation of injection molds, including hot runner systems and multi-cavity molds. This included experience with mold flow analysis and mold design optimization.

Each of these tooling types requires a unique understanding of materials, processes, and manufacturing techniques. My experience allows me to effectively manage projects across these diverse areas.

Conflict resolution is an essential skill for a tooling project manager. My approach focuses on proactive communication and collaborative problem-solving.

• Open Communication: I encourage open and honest communication among team members. I create a safe space where individuals feel comfortable expressing their concerns and opinions.
• Active Listening: I actively listen to all parties involved in a conflict to understand their perspectives and concerns.
• Facilitation: I facilitate constructive discussions to identify the root causes of the conflict and explore potential solutions collaboratively.
• Mediation: If necessary, I mediate between conflicting parties to help them find common ground and reach a mutually acceptable agreement.
• Documentation: I document all agreements and decisions made during the conflict resolution process to ensure clarity and accountability.

For example, if a conflict arose between the engineering and manufacturing teams over design specifications, I would facilitate a meeting involving both teams to discuss the issue, understand their concerns, and collaboratively arrive at a solution that meets the needs of both parties without compromising quality or schedule.

Resolving tooling-related production downtime requires a rapid and efficient response. My approach emphasizes a structured problem-solving methodology.

• Immediate Assessment: I prioritize quick assessment of the situation to determine the root cause of the downtime. This often involves gathering information from the production floor, maintenance team, and tooling engineers.
• Problem Identification & Root Cause Analysis: Once the issue is identified, root cause analysis techniques (e.g., 5 Whys) are applied to understand the underlying problem and prevent future occurrences.
• Emergency Repair & Mitigation: I coordinate the necessary repairs and implement immediate mitigation strategies to minimize further downtime. This could involve temporary workarounds or the use of backup tooling.
• Permanent Corrective Actions: After the immediate issue is resolved, I implement permanent corrective actions to prevent similar downtimes in the future. This may involve modifying the tooling, improving maintenance procedures, or enhancing operator training.
• Post-Incident Review: A post-incident review is conducted to analyze the event, identify lessons learned, and implement process improvements to enhance operational efficiency and prevent future disruptions.

For instance, if a stamping die broke down due to a fractured component, I would coordinate emergency repairs, conduct a root cause analysis to determine why the component fractured, and then implement preventive measures such as upgraded materials or enhanced preventative maintenance to ensure this doesn’t happen again.

Developing and implementing tooling standards is crucial for maintaining consistent quality, improving efficiency, and reducing costs. My approach involves:

• Needs Assessment: I begin by thoroughly assessing the organization’s needs and identifying areas where standardization can improve tooling processes. This includes considering existing practices, industry best practices, and regulatory requirements.
• Standard Development: I then collaborate with subject matter experts to develop clear, concise, and comprehensive tooling standards. These standards cover aspects such as materials selection, design specifications, manufacturing processes, quality control, and maintenance procedures.
• Documentation & Communication: The developed standards are clearly documented, using diagrams, drawings, and specifications where appropriate. Comprehensive training programs are implemented to ensure that all relevant personnel understand and can effectively use the new standards.
• Implementation & Monitoring: I oversee the implementation of the standards, monitoring adherence and making necessary adjustments to ensure effectiveness. Regular audits are performed to identify areas for improvement.
• Continuous Improvement: I establish a process for continuous improvement, where the standards are regularly reviewed and updated to reflect advancements in technology, best practices, and changing organizational requirements.

By implementing standardized procedures for documenting tooling designs and manufacturing processes, we significantly improved consistency in our tooling projects and reduced the time and resources required for project execution.

Ensuring the safety of tooling operations and personnel is paramount. It’s not just about compliance; it’s about fostering a culture of safety where everyone goes home unharmed every day. My approach is multi-faceted and begins with a thorough risk assessment. This involves identifying potential hazards – from machine malfunctions and hazardous materials to ergonomic issues and environmental factors – and then implementing appropriate control measures.

• Engineering Controls: Implementing machine guarding, using lockout/tagout procedures, and incorporating safety features into tooling design are crucial. For instance, I’ve overseen the installation of light curtains on CNC machines to prevent accidental contact.
• Administrative Controls: Developing and enforcing strict safety protocols, providing comprehensive training programs, and establishing clear lines of communication are essential. We use regular safety meetings to discuss near misses and implement corrective actions. One project involved creating a detailed safety checklist for every stage of the tooling process.
• Personal Protective Equipment (PPE): Ensuring workers have and properly use the necessary PPE, such as safety glasses, hearing protection, and steel-toe boots, is critical. We conduct regular inspections to make sure the PPE is in good condition and fits correctly.
• Regular Inspections and Audits: Conducting frequent inspections of equipment and work areas to identify and rectify potential hazards is essential. We also conduct regular safety audits to ensure compliance with all relevant regulations and best practices. For example, we implemented a monthly equipment inspection schedule with a detailed report tracking any issues found.

Ultimately, safety is a shared responsibility. By engaging workers in safety discussions, promoting a culture of reporting near misses, and rewarding safe behaviors, we create a more secure and productive work environment.

Data analytics plays a vital role in optimizing tooling processes. In my experience, we’ve leveraged data to identify bottlenecks, improve efficiency, and reduce costs. For example, we used data from our CNC machines to identify patterns in tool wear and tear. This allowed us to optimize maintenance schedules, reducing downtime and extending the lifespan of our tools. We collected and analyzed data on machine performance, cycle times, and material usage.

Specifically, we implemented a system to collect real-time data on machine performance using sensors and data loggers. This data was then analyzed using statistical software to identify trends and patterns. We found that certain tools were wearing out much faster than expected, leading us to investigate the root cause – a slightly off-spec material we were using. By switching to a more suitable material, we reduced tool wear by 25% and significantly decreased our overall costs.

Another project involved analyzing downtime data to pinpoint the most frequent causes of machine failure. This allowed us to implement targeted preventative maintenance strategies, minimizing downtime and improving overall productivity. The use of control charts helped visually represent trends and deviations in our process.

By visualizing the data and identifying key performance indicators (KPIs), we can proactively address issues, continuously improve our processes, and make data-driven decisions to improve efficiency and reduce costs across the board.

My strengths in tooling project management lie in my ability to plan meticulously, manage resources effectively, and foster strong teamwork. I’m detail-oriented and skilled in risk assessment and mitigation. I excel at anticipating potential problems and proactively developing solutions. For example, on a recent project, I identified a potential supply chain bottleneck and secured an alternative supplier well in advance, preventing any delays.

One of my weaknesses is my occasional tendency to be overly perfectionistic, which can sometimes lead to spending more time on minor details than necessary. I’m actively working on improving this by prioritizing tasks more effectively and delegating responsibilities when appropriate. I’m learning to trust my team’s expertise and allow them more autonomy in completing tasks.

Staying current with the latest advancements in tooling technologies is crucial in this rapidly evolving field. I utilize a multifaceted approach to maintain my expertise:

• Professional Development: I regularly attend industry conferences, workshops, and webinars to learn about new materials, processes, and technologies. Recently, I attended a conference on additive manufacturing and its application in tooling.
• Industry Publications and Journals: I subscribe to several industry journals and regularly read articles and research papers on the latest developments in tooling technologies. This helps me understand emerging trends and stay informed about new innovations.
• Networking: I actively network with other professionals in the field through professional organizations and online forums. This allows me to exchange ideas, share best practices, and learn from the experiences of others.
• Online Courses and Certifications: I take advantage of online courses and certifications offered by leading institutions and industry organizations to deepen my understanding of specific tooling technologies and techniques.

By continuously learning and staying informed, I can ensure that the tools and techniques we use are state-of-the-art, leading to improved efficiency, quality, and safety.

In a recent project, we faced a critical deadline for the delivery of a complex tooling system. During the final stages of assembly, we discovered a significant design flaw that would have resulted in major functionality issues and potential safety hazards. The decision was to halt the assembly process, acknowledge the delay, and rectify the design flaw, which meant missing the initial deadline.

This was a difficult decision as it carried significant implications for project timelines and potential penalties. However, delivering a sub-standard or unsafe product would have had far greater consequences. We communicated transparently with the client, explaining the situation and offering a revised timeline. They appreciated our honesty and proactive approach. We implemented a rigorous quality control process and redesign, successfully delivering the tooling system to specification.

This experience taught me the importance of prioritizing quality and safety above all else, and the significance of transparent communication with clients. While it was stressful at the time, the outcome reinforced the value of integrity and careful problem-solving.

The tooling environment is often demanding, characterized by tight deadlines and high-pressure situations. My approach to managing pressure and tight deadlines involves several key strategies:

• Prioritization: I use techniques like the Eisenhower Matrix (urgent/important) to prioritize tasks based on their urgency and importance, ensuring that critical tasks are addressed first.
• Effective Planning and Scheduling: Meticulous planning and accurate scheduling are essential to anticipate potential challenges and allocate resources effectively. We often employ Gantt charts and critical path analysis to visualize project timelines and identify potential delays.
• Clear Communication: Maintaining open and transparent communication with team members and clients is vital to keep everyone informed and aligned, and to address any issues promptly. Regular team meetings and progress reports are crucial.
• Teamwork: A strong team is essential in handling high-pressure situations. We foster a collaborative environment where team members support each other and share the workload.
• Stress Management: I understand the importance of self-care in managing stress. This includes ensuring adequate sleep, regular exercise, and taking breaks to avoid burnout. I believe in promoting a healthy work-life balance for myself and my team.

By implementing these strategies, I’ve consistently delivered projects successfully, even under the most challenging circumstances. It’s not about rushing through things but about being organized, proactive, and having a supportive team that shares the burden and understands the priorities.