Bias & Stress

Intro

Guest speaker in Construction industry, and with environment, he has worked from a culture few people. He will share a bit of workflow and how to manage products. He also teaches a few of the engineering project management paper.

To get PhD? This is what I did. For the whole three years, okay?

So I just developed this picture, sitting and thinking like this for 3 years, and this is what it has. So what does this tell you? It tells you, How many management tools are there?

And how many types of waste the management tools can create? And what is the thinking going behind?

Lesson

So the thinking behind that is called bias. Bias is a good word or a bad word?

So what was the word? Bias. Bias.

Produce. I have a mindset. Is it good?

So when you say it's good? Because in certain, like, situations that can be a good thing to be. Yeah, okay.

So without a bias, can a human being exist? No way you can exist. So humans have grown because of the bias. But most of the biases which we hear is the negative ones.

But there are lots of positives, which is there. All right?

So remember the 3 important biases which will help you throughout your life. If you have a problem in hand, How do you think? How does your mind think?

The 1st thing is you look at, okay, how did someone else succeed on that? So you look at examples.

The 2nd way of looking at us is, have I had this problem before? How did it come, how did I come out of it?

Yeah? So the 3rd way is your mind always thinks, okay, I'm going to touch this problem. What happens to me?

Right? What is that, which is going to be negative for me?

If you get rid of all these three, And then you find a solution that is called innovation.

Is it not?

So if nobody has done it, which is nobody's success, I have not done it before.

So it's not my success, so I don't have any fear, so I'll find a new solution. So that's what it's called innovation.

The 1st one, looking at other senses, is called bandwagon effect.

You know, where the name bandwagon? What are the US president nominees? I think it's Michael B. Johnson, I'm sure.

He combined on a train with a band along with that. So when the band sounds, people will understand in the town, all right, somebody is coming, right? So then he won the elections.

For the next 100 years, every presidential normally followed it. Thinking that's a success strategy. So that's why it's called.

If you're looking at other strategy and understanding the success, it's called the band wagon effect. Okay?

The 2nd one, if I'm looking at my own success, that's called a survivorship bias, how did they survive?

And the 3rd one is my fear.  It's called a fear of laws, fear of losing something. Okay? So these are the 3 things which comes in your mind whenever you are looking at a problem.

If you get rid of these 3 bias, I said, start thinking new, that's where innovation comes and fits. This is what I found right after 3 years. That's a plus thought.

Now, another thing which I found out, quite simple.

Stress. How many of you are stressed?

Anybody who is not stressed in this world? Okay, now, the question is, can somebody give you stress? How many of you think somebody can give you stress?

Okay, I'll tell you. Nobody can give you a stress. until you take it. Okay?

You take the stress, then go to Friday pub Saying that all my stress will go out in Friday  Right?

It goes in the drain, you see? Yeah, drinking and draining. It's not.

The stress, if you take it out, it doesn't go. So the present rate is over, don't need to stress. Never take the stress.

It's like, there's a lot of garbage that is on the street, on the dust beds. Will you go and take it and put it in your home? You won't, right?

Stress is something like that. It's garbage that people throw at you every time.

In the work, in the house, everywhere. But unless you decide to take it and put it into your brain, right? It's not very direct.

So the best way is don't take the stress. For example, somebody yielding at you, what will you do? Just move away, so yeah.

No, you don't tell them, right? Like it's a dog barking on the sun. What happened?

The sun looks at that. Does the sun replace back? It doesn't.

Right. So people will throw all sorts of garbages with you. Just don't think it.

That is good. If you take it, then there are 2 ways of getting rid. Where they fall and drink, or go to yoga.

Both of them cost you money, all right? So don't take it. All right, all right.

Applied Work Experience

What did I do for my life before? Getting a PhD? I built some of this.

And I operated there. I did about 25 summers doing this. building, operating, managing people, and finally got tired of taking problems of others. And then so I decided, all right, let me be the problem when the cable did at PhD.

And then I solved some of the problems. And then here I am with the AUD. Alright.

So I also talked about what innovation is all about. Right? So what do you mean by innovation?

thinking something new? Right? Is it all?

Or is it thinking something different? Or is it improving something to the smaller scale? What is innovation?

How many of you agree Einstein was an innovator? Edison was an innovator. Einstein was a thinker.

Okay, that is an invented something. So, improved it. Did it started from scratch?

No, there were people, hundreds of people, thousands of people who had experimented with electricity and light before Thomas Ovoid is invented the lightbulb. And was he the only person sitting in the laboratory and working? There were hundreds of people working there.

Everybody contributed a little, a little, a little, a little. And then finally the product came out. So innovation is not something, but it's not a rocket science.

It's not that somebody invented a bullet train. No, anything which you do, everything which you do in your daily work, you are innovating something. Right?

If you're improving, if you're saving a couple of minutes, in travelling, by doing a small improvement in the process which you do every day, that's innovation. So only problem with us is we don't recognise that, it is an innovation. If you don't recognise your innovation, will somebody else recognise it?

And if you don't recognise them, if you don't project that, how people know that you are doing it? right. So you need to know how to be putting yourself forward, check that, okay, listen, I'm in a, but I'm not trying to give you a bullet train or NASA, okay, but I can do a little wonder which will help you in your daily life.

Random Q’s that explain certain ideas

Makes sense? All right. Some questions for you.

So imagine you are on a small robot, surrounded by hungry, not hungry man eating crocodiles. It is hungry, man eating crocodiles.

English is a funny language. You take a car, it's called delivery. You give birth, it's also called delivery.

So that's the language problem. Okay? So here you say.

Imagine you're on a small robot surrounded by hungry, man eating crocodiles, and the shore is five minutes away. What will you do? I'll give you one minute to discuss with your team.

Come up with a solution. So, I mean, what else do we have on the boat, though? So, like, supplies, or, like, crazy video, or something?

I don't know. So they don't eat you and then you just, like, you... yeah. That is true.

So they can eat women also. Because last gender is all. So that is that is that is the term used in English.

Don't blame me for that. I didn't know you. You are five minutes away.

That's a long time. Yeah. I'm hoping I'll brief that.

Powder solution? Sure. Okay, so I'll come to you last. because you were quick to find a solution.

Yeah, what will you do? Eat the crocodile. And that's crocodiles.

What about the rest of them? Yeah You eat one, the rest of them is no for me. What did you just stop, imagine?

Okay. All right. So what was your solution?

Do we have an actual solution, like, to the corner? No. He said, just keep throwing the boat.

Keep rowing the boat and until and the crocodiles will drink, okay, let the poor man cross. All right. So farmer's show was 5 minutes away.

Let me be hungry for the rest of my life. Yes? I was just picking.

Is this like a trick question? Like, what? It's saying...

Do you think it's a trick question? Because it just doesn't matter. St straightforward question.

So what is the answer from here? True. Yes.

For one being, if that is real, like if you're actually on that thing. Okay. I mean, why the products are the short?

Roll the water shore and crocodiles will think, all right, let the poor lady cross through. I've not eat even. bread. It'll be quick, rowing 5 minutes away, this program surrounding.

Have you imagined the program, how big it is? a ton of weight, all right? It jumps on the water and falls down, you'll be off the lower board, right?

Okay, what does the second solution? Second one. Could use it, imagine, and you keep talking about the English language and everything.

Yeah. So what do you do? I don't imagine.

Exactly. Exactly. That's the critical...

That's exactly the answer. Of that. That's the answer.

No, if you are having an imaginary problem, why do you not stress yourself? Just stop imagining. So what will you do for in this case?

I will stop imagining. So my problems are going to make. No, understand that.

Now, most of the problems which you come up with, 99.9% of the problems is imaginary. They're not real. In your real life.

We think it's a problem, but you really don't know whether it's a problem or not. Right? Unless there is an effect with all happening somewhere, the problem doesn't exist.

Unless people die of COVID, COVID doesn't exist. Or unless people are getting infected by COVID, COVID doesn't exist. You can't imagine COVID coming in, and thus it actually comes.

Now, the 2nd question. How far you can go into the forest? There is no imagine word here.

So I'm just asking you how far it can go. You can wear it as fast. From the shore?

No, no, just how far you can go into the forest. Any forest? How far you can go into the forest?

Sorry? To the end of the forest? Oh, okay.

No. You're far away from the answer. Any guesses?

Exactly. Why are you saying that? Exactly.

After halfway, you're just leaving it. You'll get smart people here in the class. No.

All right. So, it also means that you don't have to have numbers to answer a question. Right?

Always we look for data, solutions, right? A question might be just a straightforward thinking way to do it. Okay, now let's go to the third one.

Yeah, done well. It's real a trick question. You need to know physics, chemistry, uh, sex, and rate of...

Most like physics. Mostly physics? All right, it's a little trick question.

So I'll answer this, because it takes a long time to answer that. So simply, you have three bulbs. You have three switches for a single bulb, which is enclosed in a room.

So you're standing outside, you have no vision to the bulb. So you need to identify which switch is the one which makes the light eliminate or which makes the light on, switch on. So basically, if you understand the bulb, you know, the whole bulbs have, when you switch it on for quite some time, it gets heated up.

So what you do is put the first switch on, wait for 5 minutes, put the second switch on, I'm going. So if you touch the bulb and see if it is hot, then you say the 1st switch is the one which makes it illuminate. And the 2nd, if it is not hot, then the 2nd switch, and if it is not eliminated, then it's the 3rd switch.

Okay. So it's a little trick question, but it takes a lot of time. But just you need to understand sometimes you need to use signs for answering your question.

Now this. 5 plus 5 equals to 12. Justify it. Any mathematicians in this room?

How did you get your, how did you pass your 13th grade? How did you pass your 10th grade without mathematics? You can answer that.

Try. No, you're not getting? Yeah.

Sorry? It doesn't? I want you to justify it.

I don't want you to refuse it. They forgot to add plus two. They forgot to add plus two.

I just want you to justify the equation. But it's fault. Hmm?

But it's false. But it is? It is fault, folks.

Like, how can you justify a false statement? Ah, exactly. your answer. I can justify saying this is wrong.

This is incorrect. All right. I just want you to justify it.

Oh, okay. Right? You see how?

So when you see a problem, your brain doesn't actually work. You're thinking too much into that. So what is the justification here?

Do it wrong. Calculate it wrong, you'll get the answer. That's the justification.

As simple as that, all right? Taking Manish, it's asking questions. They are also not sure if it is partless, but it was still.

Yeah, that's anyhow wrong. That's the that's the justification. Yeah?

So, but the mind, you know, always thinks, okay, if there is a number, there is a thing that has to be correct. There has to be some way of making it correct, right? Now, if your boss says, do I, you'll start thinking in this way. have to somehow do it.

Right, without even thinking that it's not possible to do it. Okay? So, let me see the next one.

Sorry? Fine, what is there that? Oh, because there's no question.

Correct. So what is there? Exactly, I'm asking you what?

Just a sentence. Why do you break your head on that? Sometimes we break our heads, even if it's a sentence, if there is no problem, if somebody tells you seriously, a sentence, and you start thinking there is a problem.

Isn't that, right? It's a simple sentence. Face, all right?

There are 5 siblings in the family. The 1st 4 or January, February, March, and April. And what is the name of the 5th sibling?

That it. Right? Do you have to think on that?

You have to pass some problems. Don't have to think on that. All right?

Now my brain is painting. All right, yeah. You can add any mathematical symbols to the left and side to get three.

Sorry? Yeah, that's as simple as that, correct? So when you get a, when you get a difficult problem to think, and you get an easier problem to think, what happens to your brain?

It still thinks it's complicated. Alright? Actually, not everything is complicated.

It's how you get your problems in sequence. Now, answer this. No?

This is a little trickish. Have you ever heard of the, heard of a term called power zero? Anything to the power 0 is one.

So I put zeros that I added, it becomes three. Okay? All right.

So that's the case. No. Okay, so let me put that.

The first one is, first thing is whether the problem is rational or not, whether it is justified to be a problem or not is what you need to take. The 2nd problem talks about the logical thinking behind that. without even the data as associated. The 3rd one talks about the science involved in the solution.

The 4th one is you also need to know what is illogical. And just leave the logical part out of it. The 5th one, you need to be remaining calm, your cognitive calm is very important to 1st just whether it's a problem to solve or it's just a statement to read and move on.

Okay? Then you should also understand the applications. How do you apply the theorems which you have learned?

And then the last one is out of box thinking, which will help you too in a way that. All right? So any questions?

Make sense? Logic? All right.

So for any problems which you're solving, so any engineering problems, any management problems, which you're solving. I think it has a problem, so it has got so many things to look around the problem. From judging whether it's a problem to solving it, has that?

Now, this one is so all of this ideology is come into the management perspective. And then they formulate systems attached to it. Today we will talk about two things.

One is the continuous implement, which is Kazen, otherwise popularly known as small incremental innovations. Okay? The 2nd concept we'll talk is how do you organise the work?

in an environment, which is which might be a large organisation. How do you make sure that everybody is assigned the task and then it is being monitored? So, uh, the name Kazen comes from a Japanese word.

K is to modify asen is to think. Okay, if you might have heard the Zen mode, thinking mode, right? So Kason is from there.

So basically it does to modify or modify by changing or thinking and making something better or good. Right? So basically it's a concept called Kazen, which is a part of the lean manufacturing, which tells you that every improvement is incremental.

It can't be a paradigm shift. in the way which you work. Right? So how can you do this?

So if you get a problem, if you want to improve it, you have 3 ways of doing it. The 1st way is eliminating certain things. Now, for example, If I'm doing a work which has got 10 processors, if I'm abolishing one process, what happened?

Your productivity improves, right? So you have less number of people, less number of resources to work with, and still you will give the same delivered output. So that's abolition.

Discontinuance. temporarily I will stop some of the processes. For certain products. So again, my productivity will go up because I'm using this lesser resources to give the same output.

Exclusion? Again, if I have 10 different products, not all products require the same process. So I'll exclude, I'll take the product and see what are all the processes required, if it is not required, I'll exclude for that particular product and then process it.

And then removal. Basically, get rid of the process. Right?

I will show you an example of that. After this, right? The simplification, reducing is simplifying it.

Suppose if I'm doing the process in 10 different steps, if I can do it in 5 steps, then it simplifies that. All right? So you can simplify it, you can centralise it.

Now, for example, if you haven't centralised air conditioner, that is more efficient than an individual air conditioning, right? So when you centralise certain things, then energy consumption goes less. Okay?

Synchronisation, do it together. Do it in parallel to get the product out as soon as possible. So it saves time, which means lesser inventory.

Standardisation, whatever processes you are doing, standardise the process. You do all experiments to find out which is the best way to do a process and stick on to that. All right?

Once you stick on to that, then research on that process to see whether you can slowly improve it. and then continue the process. And then exceptions. So most of the times, you know, the exceptions in the process becomes the rule of the process.

Right? And for example, In a building like that, right? You need to have Disability access for everyone.

Right? Yeah, so that is, in fact, an exception, but sometimes it is a compulsory requirement where you have to put it. So these are exceptions where everybody has to bring it in.

Now, if One of the, for example, if you can say, if somebody from Combo visits us, right? He doesn't speak English. Right?

So you need to have a translator. Right? So you will have a translator for bringing him in, talking to people and going out.

But is it necessary to have a combo translator every day, assuming somebody will come in? So exceptions are not rules. So all those exceptions has to be treated separately.

So the productivity of the process goes up. So integration, again, combining various processes wherever you can and do it, and combining is combining the process tips to make it more productive. If you don't have a solution by eliminating and reducing, then you think about changing the process.

Why is that? Because changing is very, very, very difficult. Because you will have to convince a lot of people in changing.

Have you had an idea about change management? That's a paper by itself. All right?

Huge topic. Now, how do I change people? How do you make them work differently all of a sudden?

Tomorrow morning, I'll come and tell you, all right, you can't bring your laptops here. You can't bring your papers in pencil. All that is, you need to listen and then write an exam.

What happens to you? Right? Nobody can bar. isn't that?

Right? So that is like, you are just changing something, changing the way. You can't do that.

So, but if required, you need to change. Like, for example, if there is too much of COVID spreading around, don't want you to come to the campus. Right?

That's an acceptable change. That's a necessary change. People will understand that.

Why are the changes there? So people will not accept the change if there is no logical reason behind that. Okay?

So change is something which you do only when there is a logical reason behind it, that does, can't eliminate it if you cannot reduce it. So changing, you can again alter the process, exchange the process with some other thing, exchange the material, instead of this material, use some other material, things like that, convert one form of energy to the other form of energy and use it. So what is a good example of converting the energy?

Have you seen the electrical cars just coming in? There are some hybrid cars. Still, it works on petrol, but it generates electricity and then supplies to an electrical motor, and that electrical motor drives the car is on, is one of the examples for that.

That technology is converting one form of energy into other form of energy to improve the efficiency. Right? So that's commercial.

Diversification? You drive it to your resources to different purposes. That can give you sometimes a better yield.

Right? And then separation. So if you have a process, For example, one person is doing 10 steps in a process, and then it's hard for him to do.

So I'll split it into two, give him some easy steps, right? Take the hardest steps to somebody else, so that he gets his energy back and produces more. Right?

Things like that. Alright. Another...

Value vs Non-Value

most important thing is to remove the non-value added activities in the process.

So what is value added and what is non-value added activity? Anything which the customer is willing to pay is value added. Anything he's not willing to pay is non-value added.

Now, in the manufacturing process, right? You're all from creative. No, all different different different.

Different different. Okay. So may I know which field you are in?

Architecture. Architecture. Right.

With your writing. Creative writing. Architecture, the picture..

All right. So I have to give you an example, didn't you, Phil, but I'm struggling to get that. No, okay, let me put it like that.

Now, if I take a common example, in case of a car. All right? So if I'm going to add features, which customers are willing to pay, right?

So that is value added car. Like you take a luxury car. Right?

There are so many futures which we don't use. But we pay premium price. If you take a low end product, like a Suzugi, normal, uh...

As Suzuki, low in car, which gives you the basics, right? So the balance, whatever is there, still the car runs on the roads, right? Same as the Rolls Royce running on the roads.

What's the difference? Both carries people. Right?

But one car is more safely. That's what they claim. But if you look at, uh, Diana died on Rolls Royce.

The richest person on the earth, that time was accompanying her, then both died. on Rolls Royce. So, it's not safe. To what extent it is safe, you don't know.

So the difference is you add value for a product that you for which customer pays, and sometimes you, the customer won't pay. If you're going to add features what Rolls Royce has in a lower end car, one 1st is you can't match the price, right? The 2nd one is the guy who is sitting in that will be happy to take it, but he is not willing to pay.

So what we say is non-valuated activity, as simple as the customers who are not willing to pay for certain things, and those things are called non-valuated. Now, if you're manufacturing If you're manufacturing a car, Are you supposed to inspect the car? Check whether the brake is working.

Yeah? Check whether the paint is good, whole thing is good. But does the customer will pay for it?

Is he willing to pay for those inspections and checks? You're supposed to do it first time right? Isn't that?

You are doing something wrong, and you say that you are going to check it, and you want me to pay for it? I'm going to pay for it. Right?

Who made the mistake? It's not me. You made the mistake, and you say you're going to check for that mistake before giving it to me, and you want me to pay for it.

Will somebody pay for it? You can't, right? So, instructions is one activity which no customer is willing to pay.

Right? In terms of architecture, now the council inspection is your homebuyer willing to pay for it? Nah, it's the builder's problem.

Not the bias problem, correct? So, that's the weather. All right.

Compressor Manufacturer Example

So I'm going to take you through a common example. Okay, I worked in this... in this plant. It's a compressor manufacturer in India.

We had 18,000 parts required to make various compressors. Okay? So 4,000 parts are transacted every day, which means it comes in and goes out every day.

So I was working in this plant, and we had a peculiar problem, that we were always having trouble in the inventory process. and procurement process. So we were supposed to buy material and feed it to the protection. But what happened was, every time we intend to buy a product, we had a problem associated with that, wrong pots coming in, and parts not available and things like that.

So we introduced a system called Tubin System. So what is Tobin system? So we'll have stock of each and every part.

Adapt pre-determined level. Suppose if we use 100 parts in an ear, we divide it by 12 divided by 30 and that is the main quantity. 100 is a too low number. So if you say 100,000 parts, and here, so we develop it like that.

Say, for example, 500 is the requirement. For the specific period, which is 5 or 7 days. Then we'll have one bin for 500 and have an extra bin for 500.

So what happens here? So once the bin 1st bin gets empty, that's when we place an order. Before the 2nd bin is consumed, the next set of material will come in.

So the cycle keeps on going. Okay? So how was the process done?

So when the parks were empty, somebody will say, all right, this park is empty, so one person goes into the computer, makes an internal request, saying that this port number has been consumed. So then it goes to the buyer, who places the order. So once the order is placed, then the supplier manufactures it, and then he ships it to us.

So it comes into the gate. So once it comes into the gate, you need to make an entry there. Because that's the legal requirement that the material has come into your premises.

After that, what happens? it your problem. It's not the suppliers problem.

Okay? So then you make the unloading, somebody will physically count it and check it, and then a goods receipt note, which is the entry made into the system saying that this material has come in. So then it goes to the inspection part.

So there is an inspection department, which will check the parts, saying that, yes, this is good quality part. And actually, we have received this part, what is required. And then it is recorded saying that, yeah, this part is good, then it is sent to this storage.

And from the story, the consumption starts. So we'll send the material to the production. The bin becomes empty.

Again the cycle starts. Now, how do we improve this process? So what we looked at as, we looked at repetitive processes first.

So we'll plug that. How many places these guys are entering the data? So there were 3 places, the same data were centred. was punched in, okay?

And what happens if one of them makes a mistake? The entire system goes for a toss. Right?

So what we did here... We introduced RFID cards. Nothing but yours, identification cards which you use for gaining access, right?

The same thing. So what we did is, for every bin, we fixed it for not a ID card, which had the part number on the quantity specified internet. Okay?

So once the bin becomes empty, The person who sees the bin being empty picks up the bin and goes to an RFID scanner, and then scans the card. So which automatically captures the data that the product is out of stock. The 1st bin is out of stop.

Then what it does, it sends an information to the buyer, and then the same process followed. Okay, so that's 1st improvement. The 2nd improvement.

What we did is we thought that the inspection process is a non-value added activity. Primarily for 2 reasons. One, my customer is not paying me.

The 2nd one, I am not the best judge to inspect a product. The manufacturer knows what kind of defects can come. I'm only a 3rd person seen from outside.

So be interested the suppliers, made agreement with the supplies, saying that quality is your responsibility. We are not going to check the quality. But if it fails, this is the penalty which we are going to give you.

So the inspection was moved there. All right, and then the process became like that. So the RFI data goes in, right?

Now, one more thing which we did. Instead of buying sent buyer sending the purchase order, we developed a program so that the computer sends the purchaser automatically. Now, what do you do as a buyer?

You fix the quantity, you fix the price. Correct? And the price is valid for X number of period.

Maybe one year, one. 5 years, 2 years. It doesn't change every day. So we ask the buyers to punch in the rates, which they have a great contracts, everything into the system, so that the system can automatically recognise for this part number.

This the price. And where do I get the quantity from? I'm going to only order one bin quantity because that's what I require.

Right? So it took the quantity from the bin, it took the prices from the database of the bias, and then it automatically sent a purchase order. Now, what was the work of the buyer?

The buyer had to only go and conform the stocks available at the suppliers place. Okay? So the press is changed like that.

So what was the problems, the problems like the part number error, manual errors were all eliminated. And then this an inspection was a source. So the process lead time for manufacturing for us to receive the products came down.

Okay? All right. Then we started thinking.

Why do you need somebody to go on, swipe the bin? Because when I issue the material to production, I know how much I'm machining on a particular thing. Listen now.

I have to record what is issued into the protection. So the system automatically keeps an update on whenever we are issuing the material to the production, the system automatically updates the stock. So, what we did is, whenever the stock is below the one bin level, or so, sorry, when it is matching the 1st bin, right, then the order is automatically sent to the supplier.

All right, so nobody has to scan anything. It automatic. So material issue to the production, system calculates, says this is the stock threshold, and once this threshold is coming there, so I'll set a purchase.

Okay. And then, now everything is automated. What is the buyer supposed to do?

The buyer is not supposed to say, okay, you have to dispose the material, you have to send me the materials. The supplier's job to do it. So what we changes, we change the buyer to monitors.

So the role of the bias became, negotiate the price, and monitor what the supplier is doing. Whether he maintains the stock, as for what you have agreed or not, whether he is doing the process as what you are agreed or not, is what you are going to do. You're not going to interfere or when the order comes in, what the order person.

So the buyers profile itself, we changed it inside the industry. Is that all we did? No.

We looked at all these processes at the bottom end. You want to see it again? Look at this.

They're having a gate entry, somebody is counting, somebody is checking, entering, right? So we said, this is useless. So what we actually did.

We partitioned the bins. Right? Like, for example, if a particular part, 500 numbers is one bin quantity.

So we made partitions, so that 500 numbers can go in the partitions, right? So somebody fills it in, everybody can know it's fine rate. Okay?

So the bins were partitioned. so that it takes the quantity which is required for that part number. So now when the supplier supplies the bin, with the partition, the quantity is filled in, we pass it through an autified gate. So when the RFID reader reads the part number, right?

It sends a message that, all right, so this part has come in. Okay? And we placed a camera. to capture what exact part has come in.

So in case of a dispute, we'll always go back and check the recording, whether this part number was the one which came at that time. Now, what systems capture, it captures the park numbers, captures what quantity, and it captures a picture, and you can correlate, and it captures the time when it entered it. So in case of a dispute, you'll know what time the part came in, you go back and check your recording, and you can see the visuals for the 500 was there or not, or the right part has come in or not.

And then I spend... Right? How many how much time do you think it took us to do this?

18,000 parts. We had thousands of supplies. Idly 3 parts per supply.

It took us three years to complete the cycle. A whole three years, continuously working on it, to protect. Now look at the process improvement.

How many how many eliminations we have done? So it's all slow, but steady, one after other, after other, after other. If I designed this in the process.

So if I had gone and told them this is the simplest thing to do, nobody would have agreed to clean. So I have to go in steps, 1st prove them, the tariff ID is worth looking at it, then proving that the image is scanning and things like that are there, then proving that the suppliers are capable of doing inspection and things like that, all happened. We started this process in 2010, completed it by 2012 December.

Right? So in 2009 conceptualisation, and then it took us 3 years to do it. Alright.

Any questions on that? Did you come up with the, the final, um, US flow, and then you slowly put onto the screen? Yes.

We had an idea. Okay, so I had an idea about this. So I envisaged that and about 3 or 4 of us knew that this is going to be the end result.

Me, my boss, my super boss, and one of the confident person we had in the IT department. So we 4 of us knew that we're going to do something like this. So the idea was we could reach there, but when we started it in 2009, uh, we had a problem with the cameras.

Because the resolutions were not good. And then the setup was a little problematic. So the cameras were not that good, it couldn't zoom so much and things like that there.

So even the setup, what I showed you, it has got 3 different setups. So one for the small components, one for the medium size, that don't have to be complex. So it's three.

So let me started working slowly. So one was we had to prove the concept to ourselves. Like the RFID, we were the 1st to use RFID for this for the material purposes.

And then in fact, in 2010, we completely, this is completely called an e-con one. So we were the 1st to implement e-con bomb in the sub-point plan. Right?

So we had our difficulties because the programming we had to collaborate with international companies. Like, it was Oracle, Oracle had a subdivision called Bong. They were the software providers.

So we had to integrate everything to the software, and they were very expensive. So what we did was, we been in such Turkish, you know? Okay.

So we knew how to, we found a way how to transfer only the data into that database. Okay, so we develop programs for that. We push the data into one system.

Later they found out. Okay? And they asked us, how did we do it?

We told them how did we do that pushing? Then they said, okay, we'll allow it for you. And then they locked it for the rest of the world.

Okay. So that happened that much and it was a slow process, a little painful too. It was not easy to do, convincing people, convincing convincing ourselves, that was the 1st thing.

And then the technology was new. I think it's similar all that skill projects are like. Yeah, now, everywhere you will see that.

Now everywhere you'll see that. eliminate the steps. and value, but not that it's efficient in the process. A lot of stress stress for the people also. Okay, the most important thing, we made up our mind that whomever we are removing in the process.

We're not going to retrench them. We trained, in fact, you know, what happened to the people who were counting? We trained among computers.

And then they became data entry operators. That's amazing, because look at the redundancy happening across the river. So the policy, see, one of the things is, wherever you are, wherever you go, when you are designing a process, you should have an alternate work for the people who are entrenched.

It is cruel just to call somebody and say, all right, I have improved the process. I take my all my promotions and benefits, and then you go home. Oh, that's not all right.

So you should have a secondary work plan for them. Now, in this 3 years, we spent at least one. 5 years in training there. And believe me, India is not an easy place to train people and put them into jobs.

There are unions. The union came up. it's a management friendly union we had. Literally, there was no flags and things like that.

People will not strike and things like that. But still, they had representatives. They went and said, no, if you're going to train them, these people was at the lowest level of employment. and then train them and put above us.

That's not fair. So what we happened is it became a hedgehog problem. So we gave an opportunity for all staff to get trained.

And then we managed that. It was not easier to do. difficult, difficult process. All right?

Thank you for that question. All right. Okay.

So most important thing, to understand how you allocate work, how you put up people in different places, right? So if you are going to be an entrepreneur, you need to both us. If you're going to work in a large scale organisation, you need to know that, but this is a simple concept of how do you understand a work breakdown structure?

Okay. So what is the word breakdown structure? simple to understand.

Okay. All right, let me give you the anotomy. If you split the word?

Just work, breaking it down and putting it into a structure. Right? So, work is work, work. 1st you categorise the work, then you break it down into the process flow.

So 2 things you can do, one is you're breaking down the process, and then you are improving the process. The 3rd the 3rd one is placing, if you are having a process that has a end number of activities, and then you are determining which activity, who will do? And what is the performance measure for it?

Okay? Simple. So that's the, uh, okay.

So, um, the performance measure is we use a tool called RACA, just explain that to you, and performance metrics, which comes along with that. So what categorisation? So I've done it for a general one.

So you should know, the it starts from the work family. Okay, what kind of, what group of job is that what you're going to do? Basically, what kind of business you want to do?

Work Function

Okay. So then comes the work function. More specific.

What exactly you're going to do in that domain. Right? But the domain might have various aspects.

You might be an architect. So what architect are you? Are you an interior architect, external?

Are you an airport specialist? Are you this, that? You put yourself in that player.

Then comes the workman category. the people who are working in that. So you have 2 types of contributors. One is an individual contributor, the other one will be a leader.

So the Indonesian contributor performs by himself, the leader performs as his team performs. Okay, so in the individual level, you can have technical levels, level one level to level three, level 3 being the highest. And then the professional level, so these will be the trains persons, or an individual worker, and the professional level will be some of the people who give you consultancies, right?

And the leadership level is where you get your operational level, tactical level, tactical level on the top management level. All right? So higher the level you go, lessen the work you do, and more of the problems you create.

Okay, yes. Let's start the way around. Okay.

All right. So these are the 3 important categories in the management level, and I'm sure that some of you will be in the expert going to be an expert, and most of you will be in the management 5 to 10 years from now. Okay?

Just work breakdown

All right, so moving into the just work breakdown. Now, um, Basically, what you do is, you look at, in the process, what are all the different kinds of work which somebody can do? Now, for example, if you take manufacturing, so you have maintenance department, security, health and safety, project, teams, operations team who actually manufacture the product, procurement or in charge for the materials, the deliveries and transportations and logistics, then you have stores, whereas, legal team.

So these are some of the teams. You might have much more team like HR team, and then you have the periphery is like audit team, government compliance, compliance team, legal compliance team, and so on. Well, I just listed a few ones here.

So once you list on all of them, then you 1st pick up one by one, one department after other to look at what work activities are. So here I'll explain you what work today is. Are there in stores because I gave you an example of air to be in stored process.

All right? In a stored process, in a barrowsing environment, we call it as a store in some part of the world, another part of the world, we call it as barrows. Right.

Store is an English word. Varos is an American word. I don't know where New Zealand got that from.

We're using varrowses everywhere. Five. Okay.

Impact of 2nd World War. All right. So how does the barrows work?

So there are some inputs? There are certain ways of material can come in. There are some ways that material can go out.

All right? And there is what I call it as C pages, which is not the correct way of going out or coming in. Okay?

So, for example, the waste, the rejections, which happens in the varrows, due to the varrows process, is SV page. So, which is root scrap and its rejections, which is going out. Now, if you look at how many ways a material can come in, the 1st one is you actually get material from the supplies.

The 2nd way is you will get material from other vareoses, which you are aligned with, right? For example, chemist varrows, one place if the medicine is not available or material or a toothpaste is not available, they'll get it from other place. Right?

So it's a transfer from one warehouse to another warehouse within the organisation. Then you have positive adjustments. What is that?

Out of a blue, I'll find excess quantity sitting in the stock. Right? It must be because of some miscalculations, some non-shipments, this, that at all.

So once you find that, then you adjust it inside. You'll say I found out in this and then I'll take it into the stock. So unless you bring it into the stock, you can't sell that.

Okay? So you bring it up. So returns and reworks.

Now you are selling a material. Right? And somebody returns it back.

Now, when you are buying it from a store, then you go and say that, okay, this is defective, and you return it back to the store. Say, for example, Barrows. They have to account it, right?

So, those are the returns of rework accounts. And then, again, these are all, there are materials which are all unaccounted for. It's not my part.

I don't know what his material is. Somebody has supplied it wrong and I bought it and kept it. All right?

So those are all unacpointed items, which can come in. Similarly, just the opposite of that. So store consumption, which means that you will send it out based on the sales, transfers, internal consumption, which means like, for example, if you are working in varos.

Uh, I mean, uh, and and Woolsworth, and then you're working at their warehouse. And the water bottles are there everywhere. Right?

And people pick up and drink. Okay? So that's called internal consumption.

And sometimes the warehouse realises that sometimes I've worked with some of the warehouses in New South. They realise that you can't stop people taking certain items. So what they do is they take it out and put it as free, take it home.

Okay? Just to stop people picking it up from the boxes. So that's internal consumption, rework, all right?

So where the materials of the supplier supplies your part and it is defective, then you have to return it back. So that's the rebook. And you also have exports and then you also have negative adjustments.

What is negative adjustments? Like I have access stock, I'll have short stock source. Alright?

So that's negative in this one. So all of this is there. So this one, this diagram, I created that, so I called it as a chip.

It looks like a computer chair, isn't that? So, actually, it's named as collective happening in the process. So what happens in the process?

is mapped L. Okay? So this is called chip, collective, putting it in the process. So once you get the chip, okay, so I'm just diving a little deep inside.

So now I have to take up each of that process to understand what activities are required. For me to do it. Okay?

So this is what we just saw it. The recept is the tube in process. Remember, we, Right?

This is the recip process. Okay? This is still at the macro level.

Now, I'll pick up one of the processes here. So for example, let us say inspection. And I will see how much activities are there in that. process.

Okay? So when we are talking about just doing an activity, it is not a simple task. It has layers after layers after layers, where each and every task has to be mapped.

Okay? So can we miss any one of the tasks and complete the job? You can't, all right?

Okay, so this is, this is a process flow diagonal. There is one more called microprocess flow. Still picking up this individual activity and writing down how to do it.

For example, opening the backing. I wonder if you have worked in a virus, right? You opened a box?

What do you do? I just worked as a tip, so it wasn't like... I had to count everything as a little...

I've been thinking the ball. So it's simple. Like, open the box and count that.

It's a simple instruction, but there is a way you have to open it. Foster, where do you locate the books from? Which box to open?

People have to instruct you, correct? Right? How to open that?

So do you open it in the place where it is available, or do you pick it up, keep it in a designated place, and then open it? Somebody has to instruct you that. Correct?

Whether it's at the ground level, there is a different procedure to open at. You have to kneel down on that with one foot down, and then you have to open it, and then pack it back and then get up. So if it is on the table, then there is a different way of opening it.

All right, okay. So all this has to be instricted. So even this is still expanded.

So that is called a microprocess flow. I've given you a microprocessor, she I'll send it across if you can, you are interested, you can read it across. Or Right.

So this is the chip. You can open this and see it. So it's a bit of detailed way of writing it down.

What exactly has to be done? What is, it also says what is the right way of doing it, what is the wrong way of doing it, and what happens if there is a problem to solve. Now, if you're asked to count, suppose if your job is to open the packet, count the number of parts, right?

What happens, you count the number of parts. You close the box, keep it there and go home. What is the point?

Right? You should tell somebody whether it is correct or whether it is not correct, how much is shortage, how much is coming, is that everything? The correct metat and things like that.

So all that instructions will come in. I'll tell you a real story which happened to me. Now, I realised that when I started writing this, I realised that how important is to give correct information, right?

So I was very young. Must be about 20 years, 21 years. I was in charge for a store. which had thousands of components, you know, like, very unprofessional, very enthusiastic.

Those times when you know something in computer, you are just given a place in the middle management top. So I got a place like that because I did some oracle programming and all. They thought I'm an expert, but I was not.

That's a different thing. That helped me in architecture of IT architecture. So I went into this place, there was a store.

So what happens there is every day morning people will come. have to give them the work. I had to tell them what work they have to do. So there is a chart which is made, then you get the name and tell, okay, you go to this work, you go to the work and things like that.

There was this one guy who came in, I said, okay, you wait in the yard, where the rods, the metal rods are there. I will come and instruct you what has to be done. Okay?

It went on. I went into the work. I forgot that I told this guy to eat there.

Okay? So after lunch, everybody assembles back. meeting is there. So normal in that meeting, we'll say, okay, you do whatever you whatever you have done in the morning.

Everybody went back. In the evening, when they come back, you need to write a report on what each guy had done and. When this guy came to me, I asked him, what did he do?

He said, you asked me to wait there. I was standing there. So that's fine.

What did he do in the afternoon? You told me to do the same thing, but I did in the morning, so I stood there. That's when I realised it's very important to give an instruction perfectly.

So then I started writing down. This was somewhere in 1994. I started to write down whatever the activities of Stu's processors.

And then I carried it on till 2016 to keep writing, and there's a big book, which I have written, but it's not published because it's a private, it's a property of a particular organisation. So I couldn't publish it. That's a good book.

Then that. So this chip, I'll take it as shared with you, then it goes. So it tells you about how to write a standardised way of working.

So, All right. So once you do a standardised way of working, then the next step is to try to attach numbers to it. Okay.

So if I'm going to add data, what is value addition? What are all the activities which customer is willing to pay? What he's not willing to pay me?

So if I can bifurcate that, then if I remove all the non-value added activities, 2 things happens. One my productivity improves. Second, my cost goes down.

So my profits goes up.

Value Stream Mapping

Right? So there's a process called value stream mapping.

So what we do here, we map how much time it requires, how much people are required for each of the process, then we look at value added and non-value added process. 1st step is to cut all non-value added process. So once that happens, then you get a new ballet stream mapping. Then take that value stream mapping, and then apply your canes and concept.

Now, why is it important? Now, innovation, get innovative on anything you like, right? Any processes you can innovate.

Right? But what is the point if it is not useful? What is the point if it doesn't give me improvement in productivity or doesn't give me money?

There's no point in doing it, right? Just for sake of doing it. So now you are focussing the entire team to think how to innovate your processes.

So you are laying down all your processes step by step, step by step, step by step and then asking people to improve the processes. at the micro level. Then the processes start improving, then the next stage improves, it proves improves and proves. And finally, the product improves.

Makes sense? Yeah? Okay.

And if you get a chance, just to understand this concept of value stream mapping, whichever field you are in. It will be useful for it. You will make a big difference in the way which you work.

Remote the non-valued directors, do only what to suicide. All right, so we looked at that. Now we looked at the work structure.

What is a work structure? Now, for understanding the work structure, you have to understand what is the role and what is the responsibility. What is a role?

Good job. A job, okay. Role is not a job.

Responsibility is the job which you do. What is a role? Leading, leading is your, how do you say that?

Leading is the way which you need to work. But it's not the work which you have it. So what is the role?

Sorry? Decision? Position in what?

In the management? The position is the team. Correct?

Yeah. Role is just your position in the team. Then what is responsibility?

The tasks associated to that role. Are we clear with that? Yeah?

Okay. Now, how do I organise the roles? So there are different ways of organising the roles.

For example, you have a flat structure where one man is the boss, and he has 10 people working under him, and everybody goes and asks him what is the job? And he gives a job every day, finish it up, they all go home happily, or they all go home sad. Anyway, it's there, the work is done.

What is the advantage in that? There is no hierarchy, no formalities, no procedures. I want something, I'll just ask you, you'll tell me yes or no, I'll do it and go. the blame is on the boss, and then, of course, it works for microorganizations, where people, less than 10 people are there.

Right? You can't have a system by doing all that. So if it is listened in people, that's the best way.

But if you have a larger organisation, then you need a complex structure. Right? So you will never know who actually your bosses, but there is an administrative boss on hand.

Okay. Now, for example, now, if you are a general manager of office functions, okay, in this graph, whom are you reporting to? Yeah, reporting to the vice president infrastructure.

Right? One person above you. But in reality, what happens?

You'll be taking instructions from this guy, from this guy, from all the people under you. Right? What you actually approve is only their leaves.

And you tell them what procedures has to be followed. That's the only direction going down. All other instructions, actually, is coming from bottom up or from the sideways.

Now, if you want to ask a data, what happens? So if you are the general manager at a particular plant, okay? You wanted to know how much dispatches have happened.

Who will you ask? The person who is working under you, correct? Who's actually instructing you?

If I'm the general manager, it seems that I'm asking him, but actually what is happening is the other way around. He's instructing me that this much dispatches have happened. Now you will compare with whether it is as per, that set target or not, and you starting to act.

So who drives you? The people below you also drive you. Now, people up.

They also drive you. How? They will ask you, why the dispatch didn't go?

So they drive you. Okay? So if you're in the middle level, which probably you'll all sit with in the next 10 years, that's the problem there.

Okay, it'll be jammed by from the bottom and from the top, you are in a sandwich position. The sandwiched. I used to be, I used to work long in this position.

I just climbed up the ladder. You know what happens when you climb up the ladder and you are still being treated as the middle, top middle manager. So you sit and discuss in the meeting.

Okay? I used to supply components to automotive industry, critical components. The components coming for steering wheels.

All right? So those are all measured in microns. A micron is one 100 of a millimetre.

You understand what's a millimetre? Alright. You had 70 microns.

And we work on a tolerance of 15 microns on a curvature. Okay. And we would be discussing on problems that this has gone, this, this angle is not right.

This arc is not right. This 2 micron deviation from the standard, and this is going up, going down. somebody will knock the door. So the toilet tap is not working.

No? What are you supposed to do? Kill the person?

You are supposed to stop the meeting, call up the maintenance guy and say, can you please go and look at the toilet tap? And the guy will run. Then what happens next?

Just will continue. Again, the 2 micron, what happened? with all the smell, discussing, then this guy maintenance guy will come up and say, so the tap is not working.

I have to go and buy it. Please go, bye. I have to reply, then I have to start.

What is that? Why is that I have to do it? Well, that's a nice way of putting it.

If a toilet tap is not working, nobody can survive the plant in the plant. Right? It will become smelling.

You understand that? So what is your priority? Your priority of two micron just vanishes from your head.

And then your priority becomes what happens in the toilet. All right? You will go even to the level of thinking, should I go to the toilet or not?

Does it happen or not? It does happen, right? You're after all human beings, right?

You will be in that position. Do you think that it doesn't happen in New Zealand? It happens more frequently in New Zealand.

Because there, only certain people can come and knock the door and enter. If he is in good books, he's a good worker, he can enter. So the people will go and tell him, that guy will come to me.

But here it's not like that. You'll just kick open the door and say, hey, Matt, toilet is not working. Get that?

Right? That's how you talk here. And he has to run.

Okay, here are the problems some more. But there I have levels. So by the time the problem comes to me, half of the problems are solved by them.

Because by threatening that they will go to manager, they will do it. Okay, here it's not the case. All right?

So, okay, good. So now this, this roles are fixed by the scope of what you are doing. Right?

The scope has got various elements. If I'm an organisation, I have scope to work, right? I split the scope into various functions.

And each of that function will have at least one staff attached to it. And each of that staff is connected to one administrative hit. Right?

And one, and that administrative heads are connected to one core plate level, team. Okay? So it'll be dual reporting for everyone.

So the corporate level can give you instructions. D, the team itself can generate its own instructions. So there are two instructions which you will have.

Alright. No, we'll combine all this three. The work, the breakdown, and the structure, how do you do this?

So we have a tool called RACI Matrix. What is Zara-CA matrix? So it's also called as responsibility matter.

Right. Now, if I'm going to do a particular task, right? So everybody should know who's responsible for the task.

Right? So can there be 10 people responsible for one task? Can there be 2 people responsible for a task?

Yeah? Actually, no. You know why?

If you put two people in charge for a particular task, something goes wrong, they will blame each other. Right? So you have to have clear definition.

So only one person can be responsible for a particular task. Okay? So if I'm doing a job, I'm responsible for that.

Who will certify that I've completed the job? Is that the same person who is responsible, can certify it, completed, or do you have to have another person to do it? Sadly, you need to have somebody else to come and see, certify it.

Yes, the job is done. So that person is the person who is accountable. And can you have multiple people accountable for a single person responsible?

Two reasons, correct. 2 reasons. One, this guy will escape saying that I told that guy. He will be blinking if you have the other guy.

All right? The 2nd one, the accountable person or supposed to instruct if something goes wrong, then there will be 10 directions coming in. So only one person can be accountable for a task and one person can be responsible for that task.

Now, if I'm doing a task, should I involve other people or not? There is no single task in a real world that you can do it alone. You will have some sort of an input from somebody.

Right. Okay? So those people who give you inputs for the task, or the people whom you are going to consult.

Claire? All right? Now, you are completing a task.

You are supposed to inform that it is completed. So who will you inform? The next process, dies, or the management, sometimes the client, things like that, so which means that, you'll also have a set of people whom you have to inform when the process is completed.

Right? In some cases, if you are an architect, when somebody completes the process, they will inform you. that this stage is completed, we are more on to the next stage, and it goes to the government agencies, saying that this is completed, common inspect, so that we'll move on to the next stage, the concern process, and things like that. All right?

So I've given you video for you to watch later, but I will I'll put down the thing like that. So we saw that the tasks have different levels, right? The 1st level is the macro level, the chip level, then the macro process flow, then the microprocess flow.

All right, so task one, the chip level, task 2, the microprocessor. Pass 3 district, macro process. So you list on all the tasks as per the macro process flow.

Then you put all of those people in your organisation. Right? You put all the people who are working for you, all the roles, right?

Then you assign. Who's responsible for a particular task? Who's accountable for a particular task?

Who is consulted for a particular task, and who is informed on a particular task? Okay? This is excellent, nice, because each and everyone have their goals and responsibility in a project.

Thank you for that. And if your name doesn't appear, so if you are working in an organisation, if your name doesn't appear anywhere, What does that mean? You are the next person to be fired.

You have nothing to do with the organisation. Why they keep you? Yes, no.

This is systematic retrenchment. Do you know how it works here? In New Zealand and in the Western World, right?

If I want to take you out of the job, I will take you out of this list. That's called consultation. And then, then, not his job, his position is written.

If you don't have a task, you don't have a position. Patient is written. That role is written.

Yeah, so you won't appear in this chart. If you don't appear in this chart, you don't have a job. In that organisation, understood.

I'm revealing the secrets of top management. I'm not supposed to tell you that. It's a beautiful...

So we are trained, we are systematically trained how to retrench people, seriously. systematically trade. If you are into a top management level, you are systematically train. And it has a process also, very nice, small process with unions and how to eat.

Nobody can object. Can somebody object to that? Yeah.

Yeah. Now, if I want, if you are a troublemaker, I want to take you off. You know what the first process we will do?

When I grow three people. Okay. You put on the same job.

For three months, we will wait. Then, on the three persons whom we are expecting, one will be an intern, one will be a fixed term. The 3rd one will be permanent.

Okay, but we recruit all the 3 and say we are, we'll be monitoring you. Okay, we'll choose the best one. And we will move him to the permanent position.

We'll keep the 2nd one, in case the permanent position is creating trouble, I need to have an alternate. Let's fix it off. The 3rd one is the casual day.

So 1st I'll take off the casual guy. In six months, the second guy will go off. Now, I will fit the third person into the matrix and remove you out of it.

You have one. Got it. Short term expense spike, but long term benefit, getting rid of the troublemaker.

Nice way, you have to take that. Nobody will recognise it. Actually, people will appreciate it.

The media, if it goes to the video, what will it, right? They're going to 3 people, and then they return to one. Three people have a job.

What are you talking about one person going out? Right? Targeted scientific way of kicking somebody out.

All right. So don't, okay, I'm not here to tell you you should be doing that, but remember, you don't get into that position where you are kicked out at least for 10 years of your career, okay? All right.

Okay. All right. So any questions on that?

Nope. All right. Thank you.

That's for me. Any questions, please? Thank you, Mahesh.

Thank you very much. All good. I think, like, Asian and RCI and value mapping string, which they all can use it in different, different ways.

Any questions? No. Thank you, Maish.

Thank you. Thank you for your... See you, guys.

Good luck. Thank you. You Yeah, sure.

What what you and Oh, okay. That's for all the RACA, right? So, the man chart, which you use it for talking, be progress, update, open.

So if you have, say, 10 days to go past, right? So you update the focus on how many percent data. Actually, boils down to the micro.

So micro level is if you have 10 different processes to do, right? And each process will have a set of time. So that you are tracking there.

But the Khan chart is the minimum most. There are concepts just a little complicated there, which is called a critical process mapping. We are putting a chain number.

So those are all, we'll talk about the intellects, what activities can happen. I will, and how are they connected at them and they calculate what time? So in the world productive structure, it is looking at the RACA mathics, but flacking the progress, when you do that, really is the country..

And use for it, it's great. Thank you. Any other questions?