“So our expectation is, once we get back to work, we ramp production and move through next year, we'll get back on track.”

In context

“aking on as we enter into new contracts as well. So burn down the tough ones, get better execution on the future, and I think the opportunities are there. We know how to run these programs. We just have lost a little bit of discipline. And I'll tell you, I don't think our people are close enough to the people in the labs, on the factory floor, identifying what's keeping us from being successful. And so we've started -- we've made some changes in that regard, and there's more to come to focus on these EACs. We just got to get better. Brian West: And Seth -- your BCA question, prior to the work stoppage, we had a plan in place to get to 38 per month on the 737. We were making very nice progress. We were starting to bring up that third line in Renton [ph] and then the work stoppage happened. So our expectation is, once we get back to work, we ramp production and move through next year, we'll get back on track. And then we'll be having discussions with the regulator about increasing beyond 38 per month. All that is not specific in timing, but those are kind of the milestones that we look forward to getting through as we go through next year. Seth Seifman: Okay, thank you. Operator: Your next question comes from the line of Peter Arment from Baird. Please go ahead. Peter Arment: Yes good morning. Nice to talk to you again, Kelly. And Kelly, you spent a few decades in -- as a supplier and are very familiar with Boeing from the outside and now you're inside. Can you talk a little bit about -- you've got a -- Boeing has a deal to acquire Spirit and [Indiscernible] house, how you're thinking about kind of that and being vertically integrated and what kind of capabilities? I know you've got a lot on y”