The second big piece I want to make sure when I make about Y12 is

it's not just making stuff it's making stuff in a really tight operating

envelope but then we also have to demonstrate that the thing or things we make

meet very strict quality requirements so that you get the

performance you want. So the trick at Y12 is making stuff in a tight envelope

and proving with a body of evidence for everything we make that it meets the requirements.

And so that's the organization that I'm in now.

The equipment is gone or in bad shape.

The experts who did it first are gone.

We've had to do a lot of re-establishing old capabilities coming up with new ways of doing somewhat

old things, then also knowledge recovery.

How do they get the knowledge base on something that's behind the curtain?

When we looked out over the horizon, what do you see?

I'm terrible at predicting.

Human beings in general, I think, are pretty bad at predicting the future.

The basic thing I would see is things aren't going super well,

that there is likely going to be necessary.

You know, our services are more important to the country now that maybe they were since the

Cold War here at Y12, and so what I see is that we're going to be

tasked and asked to do more and more time to take the time.

Well, thanks for taking the time to sit down and it's also able to go through the library and learn a little bit more about the history.

I want to tie that history into modern day, but before we kick it off, will you tell me

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