Transcript

And what that has meant is that we are now actually delivering well in excess of 1000 tons per day to the mill at Toledo day in and day out. And we actually think that we can push that to averaging 1200 tons a day and then maybe even push it to 1500 tons a day over the course of the next few years. So you think about that, that's a 20 to 5030% increase. Go ahead, I'm interrupting. We averaged 820, right? The average we averaged 820, right. I don't think we're ever going to average 1500. But if you imagine that that we can, we can optimize to 1500. Of course we'll continue to have down days for for for maintenance and we'll have planned and unplanned maintenance but. 1000 tons per day at 82% availability gets you to 820 tons a day. So what we're trying to do is we're trying to increase the availability. We think we should be having in excess of 90% availability. So right there that gets you to 900 tons a day. But then if we push that 1000 to 1200 and you get 90% availability, now you're talking about 1080 relative to. 820 So you're actually talking about a 25% increase in throughput at Toledo as a consequence of a of a difficult decision to change our mining contractor. Well, I don't think anybody's expecting that. I don't think anybody seeing that, I don't think that that's. Really been accounted for in the investment case that the that the average investor is, is thinking about. And so that's an example of something that we did over the course of Q3, which cost us and obviously was a was a was a disappointment in Q3. But that investment and and sucking it up through Q3 is going to pay real dividends in Q4 and beyond. And I can tell you, I mean over the course of the first two months of the year, sorry of the quarter, we've seen major improvements. At Tower Wetto on a grade basis, on a throughput basis, just on an efficiency basis. And you know, people call and say, gosh, you're you're. Your AIC is, is extremely high and it is, but you know, we put a lot of things into that AIC that there may be other companies try and play a bit of funny business with. And, and, and So what we like to be able to do is draw a line directly from your ASC to your cash flow at the bottom line. And, and a lot of companies, you know, and again, not naming names, but our industry is terrible for this is, is sort of not presenting. Full, true and plain disclosure about, you know, here's our, here's our revenue line, here's our cost line and there's a bunch of stuff happens before you actually get to the bank balance and we're trying to be as transparent as we can with. Here's our revenue, here's our cost, here's our bank balance, right and. And sometimes that cuts both ways. Sometimes that bites us in the **** as a data in Q3. Yeah, well, again, I'm being maybe I'm being too gracious and not objective enough, but that doesn't seem like a problem. I mean it's like it's a fixed problem, but it's a problem that's been fixed. And really I'm glad that you guys. And what I mean by problem is that you weren't maximizing the mill if you would. And then now it seems like you are on the way if not hitting on that now you're executing. Than that now correct me if I'm wrong well I don't wanna get too deep into the operational weeds Andy but I'll just focus on that just a little bit more at that mill site we have a 950 ton per day ball mill and a 450 ton per day ball mill and. If those are both running properly and 4:50 plus 954-1400 and you can push those a little bit beyond design capacity and that's where I get to that 1500 ton per day.