Thank you, Marianne, and good morning to those who are joining us by phone and also via the web. Over the last several months, we continue to push forward with our transformation program for Eastern, methodically taking additional steps to enhance the company's day to day business operations and strengthen customer relationships. Our second quarter results, which include higher sales, increased gross margins, improved net income, demonstrates some of the progress we've made. However, much remains to be done. We are especially pleased that when 2 of our commercial vehicle customer's suddenly experienced severe supply disruptions this spring, the actions we've taken to enhance Eastern's business agility enables us to jump on the opportunity and respond quickly to their needs, improving our own financial results in the process. Some of you who haven't dealt with supply and logistics issues from as many years as I have might ask, what exactly do you mean by agility in this case? So I'd like to take a few minutes to explain the steps that we've taken to make Eastern more agile and set us apart from our competitors. An agile solutions provider is one that consistently emphasize efficient processes, empowered employees and fast access to information so that it is nimble enough to respond smoothly to sudden changes in supply and demand. An agile approach allows the company to quickly and decisively seize new business opportunities and achieve positive outcomes. At Eastern, the actions we've taken in the recent months to establish ourselves as an agile solutions provider include implementing cellular manufacturing systems to better organize our machines, parts, tools and workstations, fabricating our own assembly lines, and error proofing the applications, so assembly cannot be done incorrectly. To be clear, we're not pursuing high-priced solutions but pragmatic ones that will enable the company to work faster and be more profitable. These steps help position us to respond to our customers' unexpected needs this spring in process contributing to our solid quarter 2 results. These actions are also contributing to our goal of changing the way Eastern is viewed from simply a product manufacturer into a true partner to our customers. As I described during our first quarter call, our goal is for Eastern to be the company our customers want to do business with, so that they actually look for opportunities to work with us and are invested in our success. The higher backlog we have now, up 43% from a year ago, demonstrates our approach to having a positive -- is having a positive impact. Going forward, we expect our proven ability to react swiftly to our customer supply chain issues to help us tap previously untapped business opportunities. Although the situation hasn't yet normalized, as our customers look to reinforce their supply bases and avoid being tied to any one source, we believe there's an excellent opportunity for us to gain additional business. And of course, agility isn't tied exclusively to new business opportunities. It also means being nimble and changing course within the organization to establish stronger business foundation, adjust to market as it changes, and recalibrate our business to service our customers' changing needs. I've talked in the past earnings calls about 4 pillars we're using in our value creation strategy, disciplined operations, effective capital utilization, focused commercial business and value-added acquisitions. All of these contribute to the company's business agility and through -- and although we've made a lot of progress since I joined Eastern last year, there is still work to be done and still many opportunities to use the pillars to improve company's business performance. Before we turn to that part of today's agenda, I'll turn the call over to Nick for a quick review of our quarter 2 financial results. Nick?