 Now, let us look at the comparison between these four different strategies. Process focus strategy, repetitive strategy, product focus strategy and mass customization. If we look at the comparison between these, process focus you had that produces large variety, but in a small quantity. Its variety will be much more, as I have told you, in the facility, there are many different products that can be produced, but the quantity will be small. As I had talked about in the hospital, in the hospital, different varieties of patients come and they are treated, but each variety is individual. So, variety is very much, but in each variety, the number is very small. In some cases, it is almost one. So, in repetitive focus, we have long runs, standardized product modules, small number of modules, but we produce by combining those modules and come up with new products. Product focus has a large quantity, but the variety is very small. Usually, the variety will be in attributes, size, shape, but the product will be of the same type. In mass customization, you have a large quantity as well as a large variety. You are producing both products. Again, if we look at equipment that is used in these strategies, then in process focus, there will be a general purpose equipment. There are lathe machines that are lying in one place, drilling machines are lying in another place, cutting machines are lying in another place, but there will be a general purpose. In repetitive, special equipment aids are used, robots are used, so they become expensive, capital intensive. In product focus, it is a special purpose. The purpose of one is to make potato chips, but potato chips will not be used for anything else. In mass customization, what you need is flexible equipment and rapid changeover. If you want to produce a customized product, then rapid changeover should be available. Operators are broadly skilled operators. They perform many types of activities. They perform different designs, so they are broad skilled workers. In repetitive, employees are trained modestly and work on the basis of learning curve, because they repeat the same thing. In product focus, workers are doing the same work. If the worker is not broadly skilled, then he is performing the same work. In mass customization, you need a flexible operator, because you are producing a customized product. And for that, you need a lot of training. According to job instructions, there are many job instructions in the process. Because new job is coming every time, you have to change the job instructions again and again. In repetitive focus, job instructions are reduced, training is reduced as well. Because you are producing one type of product, you are producing different models, your job instructions are reduced. In product focus, very few orders, work orders and job instructions are standardized, so there are very few job instructions. In mass customization, customer orders require more job instructions, because a customized product is being produced. If we look at the inventory, raw material inventories are high in process focus. Work in process is also very high, but the end product inventory is not much. Because the production on customer orders starts, it is delivered as soon as it is produced. In repetitive, if we apply just-in-time procurement, the inventory on that basis will be low in raw material as well as work in process. But usually, we develop it on the basis of forecast, so the end product inventory is relatively high. In product focus, raw material inventory will not be high, but more inventory and product will be high. Raw material inventories are low in mass customization as well. Work in process is high. As I said, in process, your operation is very low. Usually, we are producing in the load size, in process focus. So, if we imagine that the load size of 100 is moving at a time, the production of the component is coming to the work center, so if the unit of 100 takes 1 minute on that machine, then the operation is of 1 minute. But if the component is of 100 components, then we will have to wait for 100 minutes. More than 1.5 hours, we will have to wait for the work to be completed on this load. So, you can see how much work in process is. In waiting, it takes more than 1.5 hours and the operation is of 1 minute. Repetitively, because we are using just-in-time inventory, then the work in process will be less. The pull system will be less, so the work in process will be less. Usually, in repetitive, it is more convenient to apply just-in-time, but not in other strategies. In product focus, the work in process inventory is low. The product is being produced at the same time. And the work in process inventory, again in mass production, if we look at it in mass customization, the work in process inventory will be reduced if we are doing it on a just-in-time basis.