And in North America is where our support is as a company, where we’re going with the market evolution. We’re not placing a bet on the type of vehicle powertrain. So we’re balancing our portfolio between combustion engine, hybrid and electric, so that no matter the end customer choice, we have an ability to win there. And so that’s a big thing that the transformation plan is doing is balancing our forward risk. And so we’re being very careful to tether ourselves to growth platforms. Overall, vehicles, as you know, right now, there’s not a lot of firm outlook, but we’re basically assuming in North America a stable number of vehicles made.
Peter Sidoti: Okay. And my other question, you’ve played this game before. As it relates to turnarounds, how does this run rate to the ones you’ve worked in the past and what’s the timing in terms of when you think you’ll get to? What inning are you in? And what’s the timing on finishing where you want to get to?
Harold Bevis: Yes. Good question, Peter. We’re right at the front end, very front end here. And this particular company had a lot of operational opportunity to improve on flat sales. So the results we just turned in, as Mike mentioned, had a — was it $4 million in the quarter, Mike, versus prior year cost-out?
Michael Felcher: Correct.
Harold Bevis: Yeah. So a big number, and we’re still going after that number. And on top of it, the company was rolling with money-losing situations. And so the juice, if you will, on the existing business as it is, is bigger than normal. So there’s a larger opportunity than normal to grow profit without hitting a home run, if you will, in the sales arena. On the sales side, it’s a little harder than than my just prior company, Peter, because we weren’t aligned properly. That’s very fixable, and we’re doing that right now, hiring people, swapping out people. So a degree of difficulty versus the prior company, where I led the turnaround there, what you know of it’s, I’d say, slightly easier here, slightly easier. We have a great team.
We have great products. We’re really good at what we do. We make sub-micron level machine parts and stamp parts. In other words, at the nanometer level, submicron, not very people can do that. We’re vertically integrated. We’re digging in on this medical thing. So I believe that our — we have strong profit potential here, stronger than the last company I was at because they were not vertical, mainly an assembler. We are vertical in what we do. And so we control our own destiny as a manufacturer. So I think that our profits can benefit from that. And given that we had so much opportunity, if you will, not optimize when I came into it, it was not optimized operationally, not. And so Tim French has done this before, David Harrison have, I have and the team here, we’ve rallied together.
And you can see 1 quarter we made a big difference. So we’re committed to keeping on with that and adding to it new wins. And so I believe it’s very doable, Peter, and it’s not going to take forever, but we’ll have to report results as we go. Q – Peter Sidoti Okay. Thank you very much, sir.
Harold Bevis: Thank you, Peter.
Operator: And ladies and gentlemen, this does conclude our question-and-answer session. I would like to turn the conference back over to Harold Bevis for any closing remarks.
Harold Bevis: I appreciate it, and thank you to the investors on the phone, and thank you for being patient with NN and investing in our company. We very much believe in the words that we spoke on behalf of the team today, and we look forward to delivering against our plans and exceeding your expectations. And with that, we’ll conclude the call for today, Chad.
Operator: Thank you, sir. The conference has now concluded. Thank you for attending today’s presentation. You may now disconnect. Take care.
