Not surprisingly, there's more than one. The first was getting the equipment stabilized, which took longer than we expected. That was one of the biggest, if not the biggest obstacle we experienced. We bought what I would say are 'off the shelf components', which we then configured in a unique way. So, when you look at the equipment we have here on the floor, there are elements of a press common in the marketplace but, again, configured and integrated in unique ways. In fact, for most areas of the plant this holds true. Bearing this in mind, as we started to bring the plant up, whether it was the equipment or level of integration, it just took longer than we thought.
Another obstacle was the challenge surrounding workforce training. We had a lot of people to train; many of them came over from our existing Largo facility--but the way we run the business here is completely different from the way we ran the business in that operation. So, training our employees on the new equipment, new computer systems and new business processes was a huge challenge-- while simultaneously working through the start up of the equipment and also dealing with the many things that were changing along the way throughout the process.
The final challenge was the overall integration--not so much the technical/computer integration, but more the process integration-- which tied back to our people. For instance, they had to learn not to intervene to correct things as they might have in the past. If they saw a piece of material in the wrong spot, they had to learn not to pick it up off a conveyor and put it somewhere else, since the computer wouldn't know they moved it and then the real problems began. This was a training element that we had to learn and, generally speaking, we had to learn it the hard way.