the main point of this class is to learn different methods of lean production and quality management and to see how they impact organizations [Music] this class is for higher level students only but as always if you're a standard level student you can stay I'm not gonna tell anyone that you are learning higher level stuff there are three parts in this class lean production quality management and impact it is always important to have a look at assessment objectives but in this class it's particularly important because otherwise it would be hard to follow what I'm saying there are quite a lot of Concepts to learn in this class in the way I organize the content is a round assessment objectives so that is why please like this video subscribe to my channel and most importantly have a look at the assessment objectives for this class thank you before we start learning what lean production is I have to remind you about the previous class 5.2 operations methods in that class we learned job production batch production and mass slash flow production and mass customization so those were methods of production those were different ways how to produce manufacture Goods now we are learning lean production and this is not really a method of production so this is not the same category as job batch mass and Flow job batch mass and flow is about how things are produced and lean production is more of a characteristic of how production process is organized so bottom line job batch Mass slash flow production is not in the same category as lean production now the most important thing to understand for this part of class is assessment objectives let's have a look at them again first the objective is to identify the features of lean production so I will talk about two features of lean production decreasing waste and increasing efficiency the second assessment objective is to explain the methods of lean production in order to achieve this assessment objective I will talk about Kaizen or continuous Improvement and jit just in time and for the third assessment objective explain the features of cradle to cradle design and Manufacturing I will just talk briefly about what Cradle to cradle is so quite a lot of things in this class please stay focused on assessment objectives let's start with the first one to identify the features of lean production first of all what is actually lean production it is an approach to manufacturing that aims at reducing waste and improving efficiency waste and deficiency are the two key words here and they also correspond to the two main features of lean production less waste and greater efficiency now what is waste when I say waste many students naturally think about physical waste about something that you throw in the garbage bin this might be waste but waste with regards to lean production is not only that waste is basically any inefficiency it can relate to raw materials components labor productivity time space energy and anything else for example let's say in a factory a worker has to walk from working station one to work in Station 2 and it takes this worker two minutes he walks between those two stations to grab different Tools 10 times a day it means that 20 minutes are wasted so in order to make this production lean maybe the distance between working stations has to be minimized so that workers do not spend 20 minutes walking from one station to the other so once again waste is any kind of inefficiency and lean production is the one that aims at minimizing that waste now what is efficiency efficiency is waste minimization when there is no waste when the use of all the resources is maximized you might ask how to improve efficiency exactly well that is something that we will learn later on when we learn methods of lean production so now we'll kill two birds with one stone we'll achieve the second assessment objective for this class to explain the methods of lean production and also we'll see how efficiency can be improved with regards to lean production those two birds that we're going to kill with one stone is essentially one and the same thing methods of lean production now as always I'm going to keep you busy and I suggest you make notes in a systematic Manner and fill in this table there are two methods of lean production here Kaizen and jit and what I think you should know about them is their definition some features and pros and cons now let's find out what those methods of lean production are Kaizen is actually a Japanese word for continuous Improvement you can call it continuous Improvement or you can just say Kaizen this essentially refers to the same thing Kaizen is a method of lean production whereby small improvements are made regularly as opposed to random one-off improvements now let's say there is a factory that manufactures chairs my favorite example and there are two ways how this Factory can improve one way is the boss is thinking oh we haven't updated our equipment for quite a long time and we haven't trained stuff so on the 1st of December let's do that this is not continuous Improvement this is just random one-off Improvement and perhaps this change will face a lot of resistance how to deal with resistance to change is something that you can review in class 2.1 by the way another way how to improve this Factory is to ask employees who work there to suggest tiny little improvements on a daily basis or weekly basis this way you're always improving little by little random one-off large improvements are not required and there are a lot of benefits in these small improvements that are suggested by the workers themselves I've already said that Kaizen is a Japanese word and this is something that started in Toyota factory in 20th century they're still using that I'm Gonna Leave a link in the description below where James May one of the hosts of the legendary TV show about cars Top Gear so he is going to the Toyota factory somewhere in the UK to see what Kaizen is this is amusing video and actually you will also learn a lot from it so I highly recommend you to check this video in the description below in addition to being invented by Toyota some other features of Lin production is that it's down to top when I say that I mean organic organizational hierarchy so it's not the boss on the top who is suggesting or enforcing Improvement and change down the organizational hierarchy to all employees these are employees at the bottom who are suggesting Improvement to the top so that is why if we consider it from organizational hierarchy from organizational structure perspective lean production and Kaizen particularly is down to top initiative comes from employees another important feature is that the focus of Kaizen is on improving the production process not the product these are not daily or weekly suggestions from the employees about how to make the final product better again if we're talking about chair Factory the suggestions that employees make are not going to be about how to design better chairs this goes to r d Department research and development department that we will learn later in unit 5. the job of car Horizon the purpose of Kaizen is to make sure the way chairs are produced is improved once again the focus is on the production process not on the product itself now let's summarize what Kaizen is by looking at pros and cons on the one hand it's really motivation for employees because they are in charge and improving their own work and practice it's not someone telling them what to do they are suggesting these improvements additionally Kaizen is completely free to implement you don't have to buy a license to use Kaizen you can just learn about it in the book or by watching this video and you can start implementing it at your factory right away by the way you can start practicing Kaizen yourself right now think about what kind of waste there is for you in doing your homework and try to minimize this waste that would be Kaizen and lastly Kaizen eliminates quality control in the second part of this class we'll learn two ways of managing Quality quality control and quality assurance so if there is Kaizen then there is no need for quality control more about that later in the second part of this video on the other hand if you think that oh I know what Kaizen is it's great let's implement it right away it's not gonna happen like this Kaizen is all about regular small improvements by employees so implementing Kaizen is the same as Kaizen itself it's small and little by little and regular so you cannot expect the workforce that is used to being told what to do to change in one day and suddenly show initiative and suggest improvements for their own work so it will take time to develop the appropriate culture for Kaizen and additionally Kaizen will only work under two conditions full commitment and full rust if the managers do not trust their employees they will micromanage they will not trust employees and whatever suggestions they make will be ignored and secondly if employees are not fully committed to Kaizen again it's not going to work as well so Kaizen sounds great it sounds easy to understand but implementing it in real life is a real challenge once again a reminder to watch a video in the description below to see how James May from Top Gear went to a Toyota factory to learn about Kaizen just in time or jit is a method of lean production whereby inventory is delivered only when needed as opposed to having buffer stocks now first let's figure out what's inventory and what is buffer stocks inventory refers to stocks of raw materials and components anything any parts of the final output any raw materials that you use in production so again if you are manufacturing chairs then your inventory might include pieces of wood and different fixtures made of metal so you can just buy them beforehand keep them in your stock and then when you have orders from customers you take materials from your stock little by little in manufacture chairs than when you see that your stock is running out then you just order more from your suppliers of wood and metal fixtures so this kind of stock that you keep just in case is called buffer stock in just in time in jit there is no buffer stock you first you get an order from your customers that you that they need 10 shares and then you contact your suppliers and they deliver raw materials just for 10 chairs that's how it works again this is something that was developed in Toyota no surprise here it is the opposite of jic just in case that I talked about a little while ago and just in time only works with developed infrastructure and with reliable suppliers if you cannot rely suppliers then they might let you down because the delivery time has to be really short otherwise you will not be able to meet customer expectations in the short time in Japan where Toyota is from it is quite a small country that has very well developed infrastructure delivery Swift There are not many traffic jams and suppliers are reliable so j80 works really well in countries with less developed infrastructure or with larger distances just in time would be more challenging to implement maybe on a smaller scale though so on the one hand apparently just in time minimizes or completely gets rid of storage costs because storage is not needed you just get components around materials as you need them to fulfill customers orders so there's no stock you save money this way because you don't have any stock any inventory you don't have to pay for security for electricity you might not even have a storage room if you are using jit because all the raw materials and components go straight onto the production line and of course all of the following improves efficiency that is the whole point of implementing jit however let's say your customers suddenly decide that they need 1 000 shares and usually you manufacture 100 shares per month and now they need 1 000 in a week if you had buffer stock then in addition to buffer stock you could have contacted your suppliers to ask for more metal and wood and maybe you could have manufactured 1000 shares in such a short time but if you do not have any buffer stock you need to contact your suppliers and they in turn might not have enough wood and metal for you because they need to produce it themselves so that is why jit is something that responses quite badly to sudden increase in demand additionally in order to implement just in time it not only has to be planned very well but also it will take time to negotiate with suppliers because suppliers to be honest are more interested in selling to you as much of their stuff as they can at once and this regular just in time purchases might not really interest them so persuading your suppliers that they can benefit from it is something that takes a lot of effort and time now if you are a higher level student then you might want to check class 3.6 where we learned stock turnover ratio and you can think how stock turnover ratio relates to just in time I'm also going to leave another Link in the description below where you can watch a video about just in time to enrich your knowledge and learn more just a reminder that there was a table that I asked you to fill in at the start of this class and I hope now it's a piece of cake and you understand the definition features and pros and cons of Kaizen and jit congratulations two out of three assessment objectives are achieved hopefully and now we move on to the last assessment objective of this class to explain the features of cradle to cradle design and Manufacturing let's start with a kind of funny story one of my students hi Stephanie when I asked her Stephanie what is the opposite of cradle to cradle she said grave to grave actually the opposite of cradle to cradle is Cradle to grave not grave to grave so Cradle to cradle or C2C is a sustainable approach to design and Manufacturing whereby products can be recycled or reused after their lifespan simply speaking something is produced then it breaks down or it's too old and you don't want to use it anymore and you don't just throw it to trash you actually give it a second life it can be completely recycled or it can be turned into a new product or it can be used as fuel for something nowadays most products are not Cradle to cradle most products are Cradle to grave you use them you throw them away and then it's just waste it's not used in any way but with C2C there is no such thing as waste because all waste is either another product or fuel this concept is pretty easy to understand honestly I don't know what else to say to you but I do encourage you to learn the ways how to implement C2C in real life in order to do that I suggest you either have a thorough look at this picture right here in this video or in my textbook or you check out the Wikipedia article about Cradle to cradle you find those pictures there and you study them in more detail they are quite self-explanatory but I do think it's worth your effort to have a look at them what I'm going to do now is to talk about pros and cons of cradle to cradle on the one hand this is a great idea especially from ecological sustainability perspective there is no way there is no harm to the environment everything's great additionally if all manufacturers were thinking about designing and Manufacturing their goods in C2C way it would totally shift the Paradigm from traditional approach when you produce something and it turns into waste however this does not happen in reality from economic sustainability perspective it still makes more sense to produce Goods in a traditional way when you make something and when people no longer need it they just throw it away it's not recycled it's not reused it's not used as fuel for anything additionally similar to Kaizen and jit C2C is something that could only work Under full commitment but C2C is something that should work on a larger scale it's not only within one organization it's about the entire industry where the entire economy here we're talking about countries and regions even if a few individual unrelated organ organizations Implement C2C it might not change anything globally so it would only work Under full Global commitment now if you are really interested in lean production and if you maybe want to write extended essay about it then you might want to learn something that used to be included in IB business management syllabus but is not included anymore two more methods of lean production pandon and kanban if you are interested please check out what those two things mean yeah yeah in this part of class we're going to talk about quality management in this part of class is also pretty heavy on content so it's really important to stay focused on assessment objectives so once again let's have a look firstly your objective is to explain the features of quality control and quality assurance so we'll talk about the differences between assurance and control see their features fill in the table move on to the second assessment objective to explain the methods of managing quality so how exactly quality management works what are its methods is something that we learn in order to achieve the second assessment objective and lastly the third assessment objective is very simple to explain the importance of quality standards that's it three things that relate to Quality three assessment objectives please stay focused let's go if I ask you what is quality what would you say I'm quite sure you have an understanding that you know what quality is but it would be quite hard to put it on paper and to write a definition the way I decided to Define quality is the measurement of how the product fits its purpose and meets customer expectations I believe that the two most important features or purposes of quality is a measurement of a product is to fit the purpose and meet customer expectations if people say that quality is low it means that their expectations are not met and or product does not fit its purpose if the quality is high then it means that the product exceeds customer expectations and perhaps it fits its purpose very well or even does more things than were expected anyway one thing that we have to know is that quality is a concept that is subjective and multi-dimensional subjective means that my understanding of quality might be very different from your understanding of quality and your understanding of quality might be very different from his understanding of quality that is why it's subjective multi-dimensional means that it has many dimensions many features that Define what quality is it can be price of the product size of the product color of the product and many many other things or Dimensions that matter to different people differently so quality is subjective and multi-dimensional in addition to that one thing you have to know is that if something is of high quality it does not necessarily mean that it's really prestigious and expensive again high quality means that it fits its purpose for the given price and meets customer expectations so if it's something that is cheap but it meets your expectations and it does what it's supposed to do then it is of high quality however it doesn't mean that prestigious or expensive Goods cannot be of high quality of course they can but it's not only them that's the point now quality management is the process of ensuring that the product functions well this is something that happens within the organization now very important there are different components of quality management and there are different methods of quality management those two things are not the same component and Method please keep that in mind now with regards to components of quality management there are quite a few of them but the IB wants you to learn two components of quality management they are quality control QC and quality assurance QA so once again we will learn two components of quality management quality control and quality assurance in addition there are different methods of quality management but the IB wants you to learn three methods of quality management quality circles benchmarking and Total Quality Management so what we're gonna do later is to learn two components of quality management QA and QC and three methods of quality management this way we we will achieve assessment objective 1 and 2 for this part of class so let's start with components I'm going to keep you busy of course so if you're sitting there with a tea and sandwich then please put it aside and prepare a notebook and a pen and copy this table and please fill it in what I would love you to understand and make a note of is meaning features focus and pros and cons of quality control QC and quality assurance QA quality control means making sure quality is maintained by testing a sample of final output so the way it works is you produce everything normally then you hire a Quality Inspector and this guy comes and checks the final output that's already been manufactured if he or she finds a defect in some of the output then this product or the entire batch is sent back the whole purpose of quality inspectors to make sure that products with effects do not reach the End customer employees are only in charge of their job they just manufacture stuff they don't have to check it because there will be a Quality Inspector in the end who will make sure finally that everything is of high quality or not so the focus of quality control is on finding the faulty output it's not on improving quality not on improving how employees do their work it's just finding the defects making sure that customers do not get faulty output on the one hand with quality control the chances that faulty output will reach the End customer are minimized additionally there is no need to develop Kaizen culture which is really great but time consuming here employees do their thing and Quality Inspector does their thing that's it however with quality control employees are not motivated to be in charge of quality at their stage of the production line they are not motivated to make any improvements because quality control works under the assumption that mistakes are always made that is why there is a Quality Inspector in the end who is looking for mistakes so it's not really motivating when you know that your personal opinion on how to improve things doesn't really matter because there will be a guy in the end who is just looking for mistakes and you are a worker you do your job but you are prone to mistakes naturally because you are a worker doesn't sound very motivating additionally Quality Inspector might find defects but he or she might not suggest how to make sure these defects do not happen again so they just point out on faulty output but the root cause of the problem is not necessarily identified here's a picture that illustrates quality control which is still a very common method but more and more organizations nowadays are trying to shift towards quality assurance now before we talk about quality assurance it was for a moment and think about those two words control and Assurance not quality control and quality assurance just think about control and Assurance what do you think are the main differences just pause think for a moment and this will help you greatly in understanding the differences between quality control and quality assurance quality assurance is making sure quality is maintained by putting employees in charge of their output at every stage of production so let's say if you manufacture chairs there is a wood cutter wood polisher a wood painter and an assembler with quality control they just do their job and Quality Inspector checks the desks in the end with quality assurance each of these four people assembler painter polisher and cutter they are in charge of output at their own stage if a Woodcutter is cut and wood and things oh I made a mistake it's not good it will not just send these Parts towards the next step of production he'll retain it he'll fix it and then it will be sent further so everyone is in charge of assuring quality at their own stage of production this way you do not need any quality inspectors at all and if quality assurance works as it's supposed to work there are zero defects there is no faulty output at all so if the focus of quality control was on finding defects on finding the mistakes that employees made without necessarily identifying the cause of these mistakes then the focus of quality assurance is on maintaining the highest possible quality on manufacturing quality products only on the one hand it's really motivation for employees because they are in charge of their job they are not just pointed out on mistakes they are in charge of maintaining quality additionally there is no need to hire quality inspectors because employees are already in charge of quality at every single stage of production on the other hand it's quite easy to understand what quality assurance is but making it happen at an organization is something that will require a lot of time and effort because again if employees are being told what to do if employees are used to not checking quality of their own work because there is an inspector in the end then it might take a very long time to change this culture and here's a picture that illustrates quality assurance where every worker is in charge of their own part of the final output no quality inspectors needed now back to assessment objectives for this part of class congratulations if everything is clear so far then you have just achieved the first assessment objective to explain the features of quality control and quality assurance now we'll be discussing the methods of managing quality of course this part of the video is going to be no exception and I will try to keep you busy so please fill in this very simple table we have three methods of managing quality quality circles benchmarking and total quality management or tqm all you need to understand is how it works and its advantages and disadvantages quality circles is a practice when employees from all levels of organizational hierarchy meet regularly to discuss how to improve quality it's not just those people who are at the production line it's also managers it's also people from different departments so all of them sit down together and discuss what we can do to make things work better on the one hand it's totally in line with Kaizen culture it increases motivation and it also works in quality assurance Paradigm when all employees are in charge of their output however if you are suggesting improvements for something for your own work then you will have to take initiative and responsibility and some employees are naturally reluctant to that they actually like when someone tells them what to do as long as they do not have to take responsibility for their actions additionally qualities are goals is something that encourages change at organization so if there is change then there is always resistance to change that we've already learned in the first class of Union 2. please watch class 2.1 to see how to identify their reasons for resistance to change and how to determine strategies to cope with resistance to change by the way you don't have to stand in a circle for Quality circles benchmarking is assessing the output against the standards that are set by market leaders you are already supposed to know what Market leaders are if you don't remember what that is then please watch class 4.1 in the smartphone industry if I may say so the market leaders are Apple and Samsung so if you are a new company that is producing smartphones then you just take iPhone study it and use it as a standard that's basically what benchmarking is simply speaking on the one hand with benchmarking you have a point of of reference you do not have to think of your own standards you do not have to do market research to identify what is important for customers you just take what is already in the market what is very much appreciated by the customers and you use it as a standard so this is a great point of reference additionally it is a source of ideas about what you can actually improve again you don't have to brainstorm these ideas yourself you can just see what your competitors do see what you do compare and identify the areas for improvement however if competitors are making some mistakes in manufacturing then you might take it as a standard and you may repeat the mistakes that have already been made because you're basically following your competitors path if you are not putting too much thinking into benchmarking additionally if you are using benchmarking relative to your competitors then you automatically put your organization in an inferior position that your competitors are superior and you are inferior so you will never ever be able to meet the standards that are set by them this way of thinking is not something that is encouraged in certain organizations and cultures I'm also encouraging you to watch class 4.1 again and to see how market-oriented approach relates to benchmarking are they connected if yes then why here's a picture that illustrates what benchmarking is so there's a manager that studies Market leaders products and uses it as a point of reference total quality management or tqm is a method of managing quality that permeates underpins the entire organization at all levels look at this picture this is an organization chart and people are thinking about quality at all levels of the organization so it permeates the entire organization at all levels that is what total quality management is now tqm is quite a broad term that can include other terms that we've already learned for example tqm may include Kaizen and quality circles the main point of Kaizen and quality circles is the exact way like a tool how to make quality happen the main feature of tqm is that it's at all levels of the organization so that is why it can include other ways approaches methods tools of maintaining high quality on the one hand tqm is something that usually increases motivation because people at all levels are in charge of making sure high quality is maintained it's not their boss on the top of the hierarchy telling them what to do its employees themselves at all levels who are all focused on quality on how to make it better it's not only the management telling others what to do it's at all levels additionally tqm is something that is in line with zero defect policy that we learned earlier in this video so there is no need to hire quality inspectors if everyone is in charge of quality at their level additionally tqm is something that is in line with quality assurance so it can help organizations to shift from quality control to Quality Assurance however very similar to Quality circles employees might have to take responsibility and initiative and some employees might be reluctant to that additionally if tqm is something that you do not start a new organization with but something that you implement in an organization that did not have tqm before then it is very much likely to face resistance to change and again I'm directing you towards class 2.1 where we talked about change and how to deal with it these are the assessment object Again by now you should have achieved the first two quality control quality assurance methods of managing quality and the only one left is to explain the importance of quality standards first of all I'm quite sure you guys already know what quality standards are just look at this picture I'm quite sure you guys saw ISO on different products I'm quite sure those who live in Europe have seen that CE sign on nearly any product from iPhone to a bottle of water if anyone is watching me from the UK then probably you've seen that one I really like the logo of breeder standards institution BSI you can find all three letters here and if someone is watching me from the US then I'm quite sure you might have heard or seen that asq so quality standards is something that is not developed by organizations of course it's something that is developed by the independent institutions so basically quality standards are criteria that products have to meet to be recognized by independent standard developing organizations I think the most important and the most well-known standard of all is ISO 9001 or ISO 9000. please quickly check the Wikipedia article to learn a little bit more about that quality standard about how it works how it developed and what it's for there is a link in the description below I also encourage you guys to do a little research about the local quality standards in where you come from or where you live at the moment the assessment objective is to explain the importance of quality standards so what we're gonna do is we are gonna talk about why quality standards can be important and why they might not be very important so on the one hand the focus of quality standards is on making customers happy on customer satisfaction so that customers do not have to buy different products try them test them and then build their own understanding of whether it's high quality or not you can just take a product see if it has a mark of a certain quality standard and there you go the minimum quality is guaranteed already additionally quality standards are quite Fair because they are the same for everyone regardless of the size of organization or location and additionally since quality standards are the same for everyone organizations have to be really creative and Innovative in making sure they can win customers from their competitors who also work under the same quality standards so it promotes it encourages Innovation and creativity but on the other hand very often quality standards are associated with bureaucracy something that is just made for paperwork something that is just made to meet some stupid requirements something that prevents the product from launch so from business perspective this is just some extra paperwork that is unnecessary additionally this is not free it usually comes with different compliance hosts if you want to meet the standards once again here's a picture of the most common quality standards please do some quick research about ISO and maybe find out some local quality standards in where you come from oh yeah yeah this part of class is like a summary to everything that we learned before in this video the assessment objective here is to discuss the impact of total quality management and lean production on organization the assessment objective here is to discuss the impact of lean production and tqm on an organization discuss the impact means evaluate means talk about pros and cons and make a judgment we've already talked about the pros and cons of lean production tqm of different methods of lean production and quality management and Etc in Parts one and two of this video now we'll just summarize them all but before we start I have to put your attention towards the fact that tqm and lean production is not the same thing in the assessment objective they are put together they are similar they are related but they are not the same thing lean production as you hopefully remember from the first part of this video is about reducing waste and improving if efficiency and tqm or total quality management is about assuring and improving quality at all levels of the organization so they are similar they are related but they are not the same as I mentioned in many videos when you are asked to discuss or evaluate something you can use the slab rule basically the way slap rule works is it's suggestion what kind of implications you can discuss in a balanced way on the one hand on the other hand first you can discuss stakeholder implications on the one hand and on the other hand secondly you can talk about long-term and short-term implications thirdly you can talk about advantages and disadvantages or cost and benefits and lastly you can make the final judgment by looking at organizational priorities aims Mission Vision goals or objectives so this way you can make a final judgment tqm and lean production are useless or tqm and Link production are super useful based on organizational priorities now I'm sure you already have plenty of ideas about how to discuss the impact of tqm and lean production on an organization but let me just brainstorm some extra ideas for you that you can use in your 10 point questions about tqm and lean production on the one hand both lean production and tqm can reduce waste or inefficiency in organizations and this way improve efficiency which is clearly an advantage additionally both of these approaches both lean production and tqm they emphasize that employees are in charge of quality which is really motivating because people feel trusted and they feel that they're in charge of their work additionally from the whole organization perspective tqm and lean production can help to achieve zero defects when there are no quality inspectors needed when all the output is quality output no mistakes made and lastly if lean production and tqm work the way they are supposed to work then it will lead to cost reduction in the long term in the long term there will not be many mistakes no defects no need to hire quality inspectors so mainly all the benefits of lean production and tqm are visible are tangible in the long term with regards to drawbacks implementing tqm and lean production is something that is very much likely to face resistance to change because lean production and tqm is change and whenever change happens it is faced with resistance once again please watch class 2.1 to see how to identify the reasons for change and how to develop strategies to deal with change additionally in the short term costs might actually increase if you decide to implement lean production and tqm most of the coasts are associated with training employees do not know how to take initiative they are afraid that they will be punished for that so in order to explain to them how it actually works and to make sure they do show initiative and start to be in charge of quality at their own stage of production this takes time this needs training and training is not free so training Coast is one of the most common examples of how coasts increase in the short term once organizations Implement lean production and tqm additionally as I've mentioned 100 times in this class you cannot just implement tqm or lean production in a click of a finger it doesn't happen like this it takes time to develop appropriate culture it takes a lot of effort so in a few words it is quite time consuming additionally either lean production or tqm will only work Under full commitment if there are departments or workers or managers who are not ready to commit to this new culture to lean production to Total Quality Management then it might jeopardize the entire organization so developing full commitment developing this kind of organizational culture is something that takes a long time so overall on the one hand it is quite hard and time consuming to implement lean production and Total Quality Management in the short term but there are great benefits in the loan term and once again this is a picture of slap rule that we use in evaluation in 10 point questions in AO3 type of questions I hope you find it useful oh yeah yeah this is the end of 5.3 we talked about quite a lot of things but in general we were talking about lean production we were talking about quality and we discussed what kind of impact lean production and quality management has on an organization this class was quite heavy on the content so one thing you might do is also to check out the free online textbook or my Instagram account that might help you to digest all the information better and if you have not yet done so please like this video subscribe to my channel tell your friends and classmates about me and have a look at the assessment objectives for this class I hope you have achieved all of them foreign [Music]