Living hand-to-mouth on their own output

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management describe that WHAT THE COMPANY PRODUCES OR PROVIDES IS BEING CONSUMED AS FAST AS IT BECOMES AVAILABLE — that is, does management convey that the company is presently operating without meaningful cushion between what it can make, deliver, or serve and what is being taken from it, so that output moves straight out the door rather than accumulating? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent present-tense condition: there is essentially nothing sitting on the shelf, because everything produced is already claimed or is immediately absorbed. Any genuine expression of this counts, and the form varies widely across industries. For example — inventory, stock, or finished goods described as unusually low, minimal, depleted, or nonexistent because product ships as soon as it is made; output, production, or capacity described as fully committed, spoken for, or consumed on arrival; new units, sites, slots, appointments, rooms, seats, or availability filling up essentially as soon as they open; the company producing directly against claims rather than building any buffer; deliveries or fulfillment running with no slack, so any interruption is immediately felt; management explaining that it cannot build stock, cannot hold reserve, or has no buffer because demand takes it first; or the channel, distributors, or customers described as holding little or nothing because the company cannot supply enough to let inventory build anywhere. Two things should come through in management's own voice. First, the condition must be REAL AND CURRENT — management describes how the business is actually running right now, grounded in concrete observations about stock levels, availability, fill, or what happens to output, rather than merely asserting that demand is strong. Second, management must convey that the tightness reflects DEMAND TAKING EVERYTHING rather than the company having deliberately shrunk, cut back, or run itself down — the absence of cushion exists because what the company offers keeps getting consumed, not because the company reduced what it does. It strengthens a YES when management also conveys that this condition has persisted for a while, is expected to continue, or is why the company is working to raise how much it can produce or provide. Answer NO if the company is comfortably supplying everything asked of it, carrying normal stock, or has available capacity to spare. NO if low inventory or tight availability is attributed chiefly to deliberate destocking, cost or working-capital reduction, weak demand, product rationalization, or the company shrinking its footprint. NO if the tightness is described only as a brief disruption, seasonal peak, or one-time event already resolved or expected to unwind shortly. NO if the constraint described is purely a shortage of inputs the company BUYS that is holding back shipments, with no sense that its own output is being consumed as fast as it emerges. NO if management merely reports strong demand, record orders, a large backlog, or a good quarter without conveying that nothing is accumulating. NO if the condition is only anticipated for the future rather than being experienced now. NO if the idea appears only in an analyst's question or characterization that management does not itself affirm. Use only the supplied transcript. Answer only YES or NO.