 Started recording for the class, good morning and welcome. Let's take a moment to pray and then we will get started in the class today. Can somebody please lead us in prayer? What's the lead here? Daryl, maybe you can pray with us. Sure, Master. Loving everybody, Father, we just come into your presence of father God. Thank you for this wonderful day. Thank you for adding this day in our lives of our Jesus. Thank you for your presence as we gathered here for the class of Father God. We pick complete control. Let's concentrate of Father God, keep us away from all the distractions of Father God Jesus. You lead us and guide us. In Jesus name we pray, Father God. Amen. Amen, amen. Amen, thank you. Welcome everyone. I see Dave's message and a problem. All right, so this week, every week we are focusing on one main topic in this whole course on church and ministry administration, how we can organize and run the organizational side of things when it comes to the local church or a Christian ministry. So we're touching on topic by topic, spending two lectures on an average, we spend about two lectures on each topic. This week, earlier this week, we spoke about operations, the system and the processes that we need in organization. When we started, we talked about the organizational structure. So that means you are thinking about, or if you wanna put it in simple terms here, we would talk about the various departments or units or ministry areas within the organization. So the organizational structure. So once you've got, and now you've got your organizational structure, you're thinking about these various departments, units, which of course will evolve over time. So when we start, we start small, you may have two or three departments, you may start very small. And I also shared with you about our own journey, we started with one person and slowly, we started adding more people. So you start with, you build, keep designing your organizational structure. And then we also spoke about standards and guidelines that you need, your policies that you need on how things are gonna guide the functioning of the organization. So we, you know, you bring in those policies in place, you bring in those guidelines, those standards in place, as and when you are building your organization, right? As and when you're adding your departments, you're having these policies, you're having these guidelines, you're having these standards. And keep in mind that all of these things are evolving over time, especially for those of us who are going to go and start a church or start a ministry, these things will evolve over time. You know, we're not going to start an organization with 25 departments right away. No, you probably will start with, you know, maybe two or three and then over time, your organization is going to become bigger, you're going to have more units or departments and then you're going to have more policies, more guidelines, why? Because you're having more departments, you're doing more things. And so obviously the, you know, the policies for various different areas, different interactions of departments, all those things will keep growing as the organization grows. But as this is happening, you must also think in terms of the operations, okay? How is all this going to work together, right? How is all that, that's what we're talking this week. We're talking about the operations, the systems and the processes. So let us go back please to just quickly review what we did in the class earlier this week and then we will take it forward, right? So operations, how is all this going to work together? So we mentioned, you know, what is a system? You know, it is something that gets the job done, right? Now you can, we just use a simple example. I'm just reviewing very quickly. We just use a simple example of a blender machine. You put something in, you put cut fruits in, you give it the power and then, you know, your output is fruit juice. So it's a system, it gets the job done. It's made up of, of course, it's made up of various components. There is the container, there is the blade, there is power supply coming in. There's a motor underneath and all those kinds of things, but together it gets the job done, you get your fruit juice. So when you look at the organization as a whole, which we have already designed or we're going to keep designing, your organization is going to keep growing with new departments and all that. Your organization has many ministry areas. Now you can use the word departments, you can use the word units, or, you know, we just say ministry areas. So the organization, many ministry areas. But when you look at each ministry area, example, youth ministry, children's ministry, you know, publications ministry, media ministry, you may have an IT department, you may have a, you know, different things, different kinds of ministries happening. Of course, if it's a local church, a major part would be, you know, the service services, running the services. So each area, when you look at it, for that, you see that it is made up of smaller systems and there are interactions. These are processes, interactions between those systems, meaning within that department, ministry area. Sorry to disturb us, Karan is waiting. Karan is waiting. Let me see. Okay. Thank you for letting me know. Karan came in. All right, Karan, you're in. Okay, sorry about that. Sometimes when I, you know, when I'm on the PDF, the auto admit doesn't work well. So people get held up outside. Okay. So we're back to the picture. So within each ministry area, there are many systems. In our case. So what do you, what do you mean by system? It's a repetitive function or activity that keeps on happening, you know, over and over again. It's a repetitive thing. The same thing goes on. And in most cases that, that system is really made up of one or more people who are fulfilling a certain role. And each individual may have a set of skills and performing functions. So when you think about a system, when you think about one of these boxes here, it's actually, you know, several people who are doing things together. Different parts of what needs to be done. And they are, they make up that system. And then they have, they have to interact with other people. Right. So the process is basically a flow of information, interactions, exchange of, you know, work related products and finance and so on. So we talked about it in an example of accounting department. We talked about, you know, in how the offering counting happens, how the check happens in the office, and then how the deposit happens when the money goes. We're just looking at some of those examples. We also talked about the analogy of the human body, how the human body itself is made up of so many systems. So at a high level, it has about 11 or 12 systems. And these systems, you know, every system has its components, you know, the organs that make up the system. And then the systems interact with each other. So they're all interdependent on each other and they interact with each other. And all the systems put together, they make up the body, make up the human body. And so the church or the ministry is very much like that. Okay. So our goal here is to get us to think about the organization as made up of these smaller units, which are systems. And each system has to be optimized for the whole body to function well, for the whole organization to function well. Every part of every system, it has to go down to system level, right? So the organization has many departments or ministry areas, but each ministry area has within it many systems. But the whole organization to function well, every system has to be well designed. It's got to be functioning well. That's when we can say the whole organization, you know, is doing well. So that's what we're trying to get at. And so we said, okay, you know, what are some things to keep in mind that you want to design the system well? You know, I'm just quickly, I'm reviewing some of the things we did, been through. So we said, you know, these four things, better, faster, cheaper, different. You know, how can you do some with excellence? And what can you help? You know, so you think about in the system, what can we do to make the work better? Excellent, right? So for example, you know, I was thinking, so, okay, we have a publications ministry. So do you think of the big box publications? But in the publication, there are many smaller boxes, smaller systems. One is, okay, you know, the writing of the book, then the generating of the book that's going to be printed, and the printing of the book, then the inventory of the, you know, stalking the book, the dispatching of the book. So all of these things are little parts of that whole ministry area. And each one has to function well. So let's take one of those boxes. The boxes could be, okay, the getting the book ready for printing. You know, that has to be absolutely perfect. You know, for example, nobody would like to open a book and then see spelling mistakes there. You know, nobody would like to open a book and say, hey, there's grammar mistake, or there is page layout mistake, and so on. Now, over the years in the past, you know, we've made mistakes, and there was a time, and you won't believe it, but there was a time when our books were printed, and I opened the book, and content from a different book was printed in this book. So we had sent, you know, two books to be printed. And I opened one book, and the text that was actually part of another book was printed in this book. And this was a physical book. That means the book had already been printed. You know, I don't know how to describe how I felt at that moment, because, you know, when we print, we usually print 2,000 copies at least. So that means, you know, 2,000 books have wrong. You know, it's like a mix of two different books, and it was so upsetting, you know. But now, so the immediate question is, hey, in that system of getting the design of the book ready, where did this go wrong? Where did this go wrong? So I have to address it, because this cannot happen a second time. And in fact, it was happening the first time, so it was pretty bad, but it cannot happen. It should not happen. So something was wrong in that system. You know, where did it go wrong? So we had to take a look at it, you know, because we've put a system together with some processes there, and somehow in spite of that, we end up with this bad result. You know, and it costs money, and so we had to rework, you know, we had to, you know, we can't waste those books, so we had to physically have people stick a paper on that text with, you know, to cover it up, and 2,000 books like that, and it was a big, it was a bad situation anyway. But then you got to re-look at that, that box, getting the book ready, where did we go wrong? We have this process. Where did we go wrong? So, you know, okay, and the proof reading, that was proof reading done properly, was it done by two or three different people, you know? So, we've got to, you know, change what is happening, put something different, so that it doesn't happen again. Now just kidding, so one little box affects everyone, one thing goes wrong in the box, in one system, and then everything is affected, you know? So the goal is, things have to get better, can we do things faster, you know, turn things around, in a faster way, can we do it cheaper, so less expensive? What can we do differently? So these are things we have to keep in mind, when you're designing, thinking about each little box that make up, you know, that particular ministry area or that particular department, you have to constantly keep thinking, what can we do better, faster, cheaper, different, you know? So that's how you think about the system. And then we, yeah, so there are some other things to keep in, that designing good system is keep it lean, keep it minimal, you know, don't make it too complex, keep it simple. It's very important to have the right people, because remember, your system is actually people with skills. So do you have the right people? Do you have people with the right skills in that place? Right? So you have to look at that, because basically every system is made up of people, right people with the right skills doing the right thing. And then, of course, you have to have constant feedback, evaluation and feedback to keep improving what is happening over and over again, keep checking. If you don't check it, you will never find mistakes. So the thing is you have to check. Is it happening? Is it not? And then you will know what needs to be improved. Okay. So we stopped here when we were looking at, we're talking about process design. So here again, we're going back to the Books Department or Publications Department, and we're looking at just one piece of the Publications Department, which is when there are book requests coming in, right? So ultimately, the books have to reach people. And it goes to people in many different ways. You know, we print, we may send it to them. We may send it to bookstores. We may send it to churches. We may send it to Bible colleges. So the books reach people ultimately in many different ways. And now we have digital distribution. So it happens online as well. But one of the ways the books reach people is when people make a request, right? So what we are looking at is just one system in this whole Publications Department, just one piece. And that piece is when an individual makes a request, right? So that can come in many different ways in here. What are the things you need to think about? Well, I need to make sure that... So I'm just walking us through the thought process of designing the system and the processes that are around the system. You know, you need to think through the whole flow. So when the request comes, I need to make sure that the request is recorded properly, right? First of all, I need to give various ways, or we call them touch points, you know, for the person to be able to reach out to us. So we have multiple touch points. They can reach us through email, phone, call, letter. They can visit the book table, the staff, bookstores, etc. So multiple touch points through which a request comes. So you need to think about that and make this as broad as possible because you want to give people the easiest option for them, you know. However, they would like to make the request. But the next important thing is the request has to be recorded. Otherwise, if it's lost somewhere, it will never be fulfilled. So you have a place where this request can be recorded, right? So you have to think about it. Now, you know, you can make a very simple. Right now, what we do is we have a simple Google spreadsheet where all the requests are recorded and the spreadsheet is shared between people. So the person records it here and another person is able to view the request. Now, let's say if it gets really big, we can put it into a software system as well to track it. Right now, we're just using a simple spreadsheet. Okay. So the requests are recorded. Then, so that's the one part, the receiving of requests. Good. So there's a process flow. But then this request has to be fulfilled. But for the request to be fulfilled, there's a whole lot of things that need to happen. Books have to be printed. They have to be delivered to our store room from the printing printers. An inventory has to be maintained so that books are always available so that this, they can be dispatched. Then there's somebody who reviews the requests that have come in. They've got to, you know, get the right books out that have been requested to the packaging. Then it has to be sent out to the post office and or the career, wherever whichever we're using. And from there, it has to go to the individual and then that request is fulfilled and is marked as completed. So you've got to put the system in place. And then you have to clarify to each one what is their part in the process that's working. Right. This person was recording the request. There's not need to know about how the printing happens or how the delivery, I mean, unless they are actually involved in it, they don't need to know. They don't need to know delivery and inventory. That is somebody else's responsibility. But this person needs to know very clearly how to receive the request, how to record the request. So the flow of information is clarified to this individual. So then this individual can do their job well. And we provide this individual with whatever tools they need to do their part in this process well. So that's this person's understand. They must understand their part in the whole system and the flow in the process of information, flow of information. You know, needs to know how to retrieve those requests. And it depends on what the roles of this person is if they're involved in they may not be involved in the whole process of how the printing happens. So they don't need to know that they just this person just needs to know, hey, I'm maintaining the inventory. I receive the delivery. That's it. The printing happens through, you know, other people are involved. So this person understands the part of the process which they are involved. Right. So this person's role is clarified. Make sure this person has a sufficient tools and the skills to fulfill this process. Okay. So in designing your system and process, what are some things now we did say, okay, yeah, we want to do it with excellence. We want to do it efficiently, we want to do it cheaper, we want to do it differently. So those are things we're going to keep in mind. And so at every step of this way, you're checking, am I doing it efficiently? Am I doing it, you know, with minimal cost without things that are going to be delayed. So as you look at this whole thing, first of all, in your mind, you should be clear. This is a system. This is the way it's working, the process. Now you have to optimize it. That means you've got to make it, you know, work as efficiently as possible, you know, fulfill the four E's. How, how would you do it? So I'm just going here, keep these bullet points in mind. Standardize and describe. That means say, okay, this is how it's going to work. It shouldn't be changing from day by day, right? It's got to be standard. So once you tell this person, this is the way you do it. That's the way they're going to do it. Don't keep it, don't keep changing it, you know, every week, every month. Of course, there are improvements that are made, but otherwise it's a standardized process. Otherwise, this person will get very confused. Hey, sometimes they're telling me do this, sometimes they tell me do that. You know, but you standardize it. This is the way it's going to happen. You know, the books are going to come in, you maintain the inventory. You pack like this, deliver like this standardized. Okay. And you have to clearly describe it. If you cannot clearly describe the process, then there is something wrong with the design of the system. So you have to clearly be able to clearly tell this person a, b, c, d, this is how it happens. Okay. So standardized, it's got to be a repeatable same thing happening. And it's got to be clearly described. You should be able to explain it in, you know, these four, five steps. This is what you are doing. Right. If it is very complicated, that means the system is not designed well. The process is not designed well. The simpler it is, the better the design. Okay. Okay. Second, use resources effectively and remove bottlenecks. Okay. So our resources being optimized. Okay. So for example, what are the resources that are involved here? Well, a person is involved. Now, if I have three people doing this and these three people are not busy, then actually it's not. It's not a good use of resources. Right. So it all depends on, you look at the volume of book requests. Okay. What is the volume of book requests? Well, let's say that about 10 requests every week. Fine. How many people do I need to fulfill those 10 requests? Right. Do I need two people? Oh, well, I don't think so because, well, typically these, you know, the books can be retreated and packed. You know, you can do about five requests a day. So at least five requests. So I don't need two people because in one day we can always do five. We have five days in a week by work days in a week. So it's enough. We just need one person. Right. So if you assign two people of you, or if you allocate two people to do this work, then resources being wasted. You're wasting one person. Right. So optimize your resource. What else you can think about the inventory. Right. How much inventory of the books do I need? Well, again, it depends on the request and what you have to send out. So you determine that. For example, we said, you know, and we haven't done this till we stopped a lot of our printing in 2019. Yeah. 2019. So we're just kind of resuming it. But till that time till 2019, our standard was minimum inventory of 200 books of every topic and just multiple languages. So this person knows when it kind of gets close to 200 printing as to reprinting has to happen. Right. So that inventory here, you don't want to waste resources. So those kinds of things. What is the best way to pack, you know, the backing material, you know, dispatching, what is the best way to dispatch the cheapest, but at the same time, it's got to be secure. It's got to be efficient. So at all of these points, you're asking the question, am I using resources? Effectively. That's how you're designing. You're deciding on the design of the system and the process. And you want to remove bottlenecks. You know, what do you mean bottlenecks? Meaning things that will hold the flow of information and activity. That's a bottleneck. So for example, I'm just creating an example. Suppose this person receives requests and we put another person here to approve the request. For example, if they say all these requests have to be approved by the senior pastor, then the senior pastor becomes a bottleneck. Why? Because his job is actually a really useless job. Why does he need to approve this? First of all, you know, request comes from some unknown people. Senior pastors are not going to know them. And why does he need to sit and approve these? Because he's going to be busy doing other things. But in case, I'm just, you know, creating a hypothetical situation. In case we add another step here where all requests have to be approved by senior pastor, then senior pastor becomes a bottleneck to the whole flow of things. Why? Because until it's approved, the work doesn't happen. And he may not have the time to approve immediately. And he may take three days to look at these things and approve. So he's a bottleneck. The senior pastor's bottleneck. So we have to ask a question. Is it really necessary for him to look at it and approve? No, because it really doesn't make a difference. Because he's not adding any value. So remove that, you know, so that things can just move faster. I'm just creating a scenario like this. So you got to ask those kind of questions in order to make the system design and the process flow as efficient as possible in whatever you're doing. And we're just looking at one scenario. You have to look at everything that's happening in the organization with this kind of thinking in mind. So remove bottlenecks. Keep the process simple. Avoid unnecessary steps. What is the simplest way to get this done? Your question must always be, what is the simplest way to get it done? You know, there is, there is, you know, we say beauty in simplicity or there is, you know, efficiency in simplicity. So simplicity makes things efficient. It makes things, you know, avoids, you know, unnecessary problems that could come out of complexity. So the more simpler your process is, the better it is. Avoid unnecessary steps. For example, here, you know, what could we think of an unnecessary step? If, you know, let me, let me put it like this. The usual process flow that we used to do was printer, send the book to us and our person, you know, packs it and sends it. Then some years ago we said, hey, the printer has a lot of people working there. The printer himself has a lot of storage space and has a lot of packing material. Why can't we ask the printer that can he pack and also send it out for us? So some years ago, and I forget when, we approached the printer and said, hey, we'll give you the, we will give you the labels. You, you know, you have people, everything. Can you do the whole thing for us so that our person just makes sure that, you know, this is done. And we will pay you for that work. And he agreed. For him, it's a little extra income. For us, we are increasing efficiency at this point. And we are decreasing, you know, our workload on our own person. So example, when we print one book and we have to send it to about 5000 people. Imagine if he had to pack 5000 books and send it. It'll be a lot of work for him. Whereas a printer already has, you know, manpower. He already has all the printing material and he agreed. So printer, printer, the book packed it and it went from here straight to dispatch. We skipped all these steps. It saved us inventory. It said our person from packing, our person dispatching. It just went from the printers to dispatch. And so, you know, a small individual request, our person handles. But when we print a new book and we want to, you know, post it to a huge number of people on our mailing list. We just do this process from the printers straight to dispatch. We just provide them the other person just provides him the labels of the addresses that need to be sent to, and he just does it. Same thing when we do bulk, you know, sometimes for bookstores and let's say there are about 30 bookstores around the country. And to every bookstore, you know, we send bulk quantity. There used to be a time when our person used to pack it and send it. But we said, hey, here's a simpler way to do it. He prints it. We tell him how much to send to where and he prints it, he packs it, goes to dispatch. So what are we saying? Keep the process simple. If you can avoid the unnecessary steps, do it. So we realized, we don't always have to go through these steps in order to get the books for dispatch. We can skip all these steps. If you just make a simple arrangement for the printer. And that's what we started doing. You know, and the day to day individual small requested come in our person continues to handle, but major work. It goes like this and we've skipped all these steps. You know, so you've got to think like that and make some arrangements and improves what's happening. Right. And then we have to ensure things are moving. Avoid delays. You know, so like I said, waiting for approval, waiting for person X to do something. So, you know, technically we call it turnaround time. So we told we set for our person for these two people here. The turnaround time for book requests has to be two to three days. That's it. So when a request comes within three days, books go out. So we try to maintain that. But of course for that to happen, all these other things have to be in place. Right. So you set some target in terms of turnaround time. Then you also, as you're designing your system and your process, some things you do, you need to think preemptively. You say, hey, what could go wrong in if something, you know, if what could go wrong in this whole system? Yeah. One thing is, let's say, either person is unwell. Right. Suppose this person is unwell. Is it possible? You know, I need to have an alternative path for this work to continue to happen. If this person is sick or unwell or out of office or goes on vacation for one week, two weeks. Does it mean that everything is going to come to a standstill for two weeks or a week? You know, however long this person is out of the office. This work has to go on. So we have to have an alternate path. We have to look at things preemptively. Same thing. If this person is going away for a week, two weeks, what is our alternative? What books should keep going? Right. Or think preemptively in other ways. You know, can we give this person another option? You know, for example, if you're unable to send books out. So, you know, basically the last two years, we've really moved a lot of people to try and use our digital books. Right. Instead of going through the post, a physical book, we have given trying to look at other options. You know, can more people use PDFs in Travis sending them printed books? Slowly we are moving people. So we have in this person knows that when there's a request coming in, we could suggest to them, would you like to use the PDF book instead? Right. So we try to suggest that. Now, not everybody may be happy using a PDF. So they may still request a printed book. That's fine. But that's one of our backups or alternatives. You would think preemptively also in if what could go wrong in this whole process and then have backup plans, have plans to deal with those kinds of situations. Okay. So that will help us make sure the work is going on. Just a few things here, two more things is we had to keep an eye on the output. So, you know, we know, so this person sends a report on a weekly basis, you know, I mean, during COVID time, it's not happening, but under normal circumstances every week he will visit so many bookstores do personal delivery. So many back so many requests have been fulfilled. And on a monthly, this is the inventory, this is the balance we have, you know, so there's a report that comes back on a weekly basis and on a monthly basis, giving us information on what is happening here. Right. So that will help us keep an eye on, are we working fine? Do we need to improve? So you need to have what we remember in the very beginning we said a feedback mechanism to keep improving the system. Right. So the purpose of the report is not just to know this person's work but to know overall is our system designed well. Is the process happening fine? Do we have to make improvements? Do we have to increase our output? Are things happening? So we get also now because we moved to a digital download so we can, you know, monthly reports, okay, how many books were downloaded every month to each book titles, languages. So you get a view of, okay, this is how things are happening. Yeah, it's doing fine or it's not doing fine, you know, you get an understanding of what's going on. So I'm just trying to share with us that even though we are a ministry, the organization part is very important. The organization, not only does it have the structure but it goes down the smallest level is each system which is surrounded by various processes. Each system and the process around it has to be, you know, constantly optimized. You have to have a way to look at it and make it really good. Okay. So what must we do to improve the processes? Three simple things. Right. One is you need to collect data. That means you need to know what's happening. So for example, like I just mentioned, we have data on a weekly basis. How many bookstores were sent? How many bookstores were visited? How many book requests were fulfilled? On a monthly basis, what is our inventory? How many downloads happened? What's happening on the download side? What's happening on the translation side? How many books were translated? Which books are being worked upon? So that, no, just for that little part, we have the data so we can understand, okay, things happening. Things are not going, it's okay, why isn't it happening? What is wrong? Why aren't our books being translated? You know, or, you know, where is, what is happening? So you have to keep an eye on data and then analyze. Now, sometimes you cannot get data. You have to observe, especially when it comes to quality. Right. So I randomly go and open up the books to see, you know, what's happening. Other books done properly, other errors in it, you know, quality. So sometimes you cannot quantify quality. So you have to observe quality. You have to go and check, you know, check the books, check what's being put out there, and so on. But it's still part of this whole, you know, collecting information. Then you have to analyze the results. Okay, what is happening? Are we doing well? So, you know, where can we improve? Take action, monitor, repeat. So this, to improve a process, you have to do this part. You know, if you don't do this part, you can never improve a process. So again, here is a problem that many churches, ministries make. They say, okay, a ministry is happening, but they don't do this part of collecting data, analyzing results, taking required action, and just keeping this loop going. So what happens is, ministry is happening, but nobody knows, is it being effective or is it not being effective? Is it, can it be made better? There's no process improvement involved. And so, a lot of time, a lot of money, a lot of resources can just be wasted. Okay, so this is a very important part of making sure things are going well. Okay, there has to be, somebody has to be monitoring, somebody has to be taking, looking at what's happening. And, thanks. You know, so typically when we do this course, I tell people just, you know, do some exercises, but in this, you know, we want to do this. But, you know, if, for example, if you're setting up a traveling ministry, what are some of the things you need to think about, you know, you need somebody to contact people to get you. Preaching engagements, you need to, you know, depending on, as your ministry grows, you may have resources that you are making available to people. You may have prayer requests coming in, people calling you for prayer. So you need to put all of these things in place. So although you are doing a traveling ministry, you need to have the backing of a good organization and with all the systems in process to back up what you are doing. Similarly, you can think about a Bible college, you know, what are things that are needed? How do you do it? And so on. These are various things to think about. Okay, so just a little information here on the operations, on the systems and the processes that are involved in getting the organization to function very well. Okay. I want to leave this time open for some questions and answers. We can discuss anything you have in mind. We just looked at, you know, we're just looking at the books area, publications, one example, but whatever your ministry you're doing, you know, you need to think about things like this. Any questions? Any things we'd like to discuss? Konan, anything? First, one question. So you said, you know, we asked the printer to dispatch all the copies for say, you know, just for an example, our publication, don't lose hope. So, you know, you send it, you send it for, you know, printing, and the printer said, okay, it's ready. So is is an approval involved in that place to check the quality? You know, is someone go to the shop and check the quality and is there an error or it'll come to our place for approval check? How is it, Pastor? Yeah, so for the book itself, you know, the whole proof before he prints it, there's the whole process of proofreading and all that, you know, so we check it. I mean, the people involved will check it will do the processing the proofing and they give the approval saying, okay, go ahead and print 5000 copies. So that's only after the whole proofing final checks corrections, the approval is given to print. So then the printer prints the 5000 copies. And then he will pack it up, we give him the 5000 addresses, and he will straight away dispatch those 5000 books. You know, usually we print more than what is needed. So, if we are going to send 5000 books, we may print 7000 so that we keep 2000 in our inventory, 5000 is sent by him directly to the people. But the quality check happens before the printing. Okay, Pastor. And then our person goes just to kind of see make sure that you know the labels are being packed and sent. And then we get, you know, from the post office we get, you know, they basically they do the franking that means we don't they don't stick stamps. It goes to the automated system. So we get a count back from the post office saying, you know, they have franked, you know, 5000. So we know that, okay, we gave him 5000 labels. Most of us gave us a franking bill of 5000. So we know that 5000 have actually been sent out. So there is a check and a balance over there as well. Oh, Pastor Stephen here. Pastor, in spite of having the process in the system very simple, and you know, on paper, and it's made very clear. But you know, if in case that we see mistakes that keeps happening, you know, very often, even in spite of telling the, you know, the person who involves in the system. But you know, there are the small minor mistakes that happens, which kind of affects the other system also. Since there is a flow of process that goes from one system to another system, because of the small minor, it's very small, minor mistake. But again, it kind of affects the entire system. And in spite of telling and dealing with that person who involves in the system, it just keeps happening. So how to deal with it? What are some of the ways that, you know, is there any solution to deal with that? Yeah, that's, I mean, it's a good point and it does happen. Next week we're going to talk about human resources, I think. But, okay, so, you know, but initially, right, initially what you do is you try to find out why it is happening, right? So, hey, what happened? Why, you know, so, yeah, it can be helped in some way, you know, maybe they didn't have a good computer. I mean, just depending on what the work is, maybe they don't have a good computer, maybe they don't have the tools to do the work. But then eventually it'll come down to the individual. You know, okay, you've checked all those, they do have a computer, they do have a good internet connection, they have the tools they need, but mistake is still happening. Then it's basically now the skill level of the person or the, you know, example, especially say, if we go back to the issue of books, when we're doing books, we need somebody with good attention to detail. You know, the moment they see something, I mean, this is not a good thing always. They need to catch the mistakes. They need to, their eyes should immediately be triggered by what is wrong. Normally we want our eyes to be triggered by what is right. But in this case, you know, finding fault is a good thing. So they should be these kinds of people, people who can just quickly see, hey, you know, there are five mistakes on this page. But you need those kinds of people, right? You need those kinds of people to do the proofing. People who can immediately tell the mistakes. So maybe the person doing it does not have that kind of a mindset, you know, they're not keen on finding mistakes. So then, yeah, so then that is a problem because that, you know, you've given the best tools, you've given them the computer internet connection, and finally it comes down to this one that, hey, so that is where things are lacking then. So then you as a leader, you, you know, you say, hey, let's put somebody else here to do this piece of work because the mistakes are continuously happening, right? And so you need the person with the right skill or the right, you know, in this case, attention for detail. So just change, you may have to change the person who's doing the work. Yeah. Okay, sure. Good. Anything else? So, yeah, so, you know, we've tried to keep this in a very simple way on how we think about it, but I really want to encourage us, you know, that from a ministry perspective, we think like this so that we can give our best, you know, the ultimate objective is that if the organization functions well, the ministry will happen well, and people will be served well, you know, so, you know, and in a ministry so many different things happen, services happen, prayer happens, phone calls come, so many different things are going on. If we can do all of these things very well, people will be happy, people will be ministered to, and that's where the organizational side of things are very important. Okay, so we'll wrap up in prayer today. I think the next topic is human resources, if I remember correctly, so we'll get that, get into that next week, talk about some practical things. Thank you very much. Let's close in prayer. Somebody could just pray and we will dismiss. Oh, Kiran, I saw what was your question? Page number 18. How can we do preaching system at page 18? Sorry, what was it? Page 18. So Kiran, I'm just trying to understand your question. So page 18 has the diagram of the organization ministry, and what is your question? Sir, I mean Bible college and full administrative all work together, how the preaching and teaching systematically work? You're talking about like in the Sunday service, or you're talking about in the Bible college? Sir, in the Bible college. Okay. Okay. Yeah, so you asked me, okay, I think you're asking about how the Bible college, those things, okay. So there's a lot of planning that happens. So example is before the semester starts, right? We have, we know, okay, there are 24, I'll give it to you in a very short way, maybe one or two minutes. We know that 24 courses have to be taught in that semester. So first we decide, you know, who is going to teach which course, okay, and then we have a timetable. So we, okay, who's first year, second year, third year, we create the timetable, and we make sure that, you know, the person who's teaching the courses available, you know, there's no overlap, no mismatch. And then we assign to them, you know, what they need to teach, and then of course, the content, what they're going to cover, you know, they know that this is what they're going to cover, they prepare, and then once semester starts, you know, each one is doing their class, they're covering their content, and that's our course. And the main planning is assigning teachers to teach the course and assigning the schedule. That's the main part. Okay, so in a very brief, yeah. Thank you. Let's close in prayer. Somebody could pray with us and we can dismiss. Aaron, would you like to close in prayer? Sure, Master. Let me pray. Thank you, Lord Father, for every single day to pray that's Lord Father. Lord, thank you for your work, Lord Father, as we have learned, Lord Father, that Lord helped us to apply this now that we work with you, Lord. And I pray for all the students, all the faculty, Lord Father, thank you, Father, especially I pray for all the faculty, thank you, Father, for using to my duty for your glory, Lord. Lord, I pray that Lord Father keep the work with the Lord Father to teach us, Lord Father, thank you so much for everything, Lord Father. Lord Father, again, end up this class as Lord Father. Lord, I pray for all the students, all the faculty, I separate all of us into you, Lord Jesus, please, Lord, I pray. Thank you, everyone. Thank you for being part of the class today. We'll see you again next week. Enjoy the rest of the day. Bye now. Thank you, Pastor. Thank you. Thank you. Thank you, everyone. Thank you. Bye now. God bless. Bye now.