Alright. So far we talked about three really fundamental capabilities. Not just for manufacturing companies but also for any company, whether it's in manufacturing sector or service sector. These three are first, controllabilty. Which is very closely related with efficiency. [BLANK_AUDIO]. And then flexibility. Which is essential ability in order for the firm to cope with uncertainty. And we'll just say this is responsiveness. And our first proposition is, what this generation should be doing this to, controllability and flexibility. And we said that, controllability, controllability, flexibility, probably has inverse relationship. In other words, there is tradeoff relationship between the, these two capability, at least in the short run. So I want to make sure that it's a short term, or short run relationship. Then we talked about the possibility that a, a company, a company can better than, can be better than other companies. Not only in controllability, but also in flexibility at the sa, same time. And then the question is, how come that's possible? We already said that the relationship between controllability and flexibility is inverse. And in order to compromise, in order to encompass that kind of possible observation we can make in the real world. We said that the relationship between controllability and flexibility is actually the firm's capability curve, and this capability curve is defined for an individual company. Therefore different companies have different capability curves. And then we said that okay it's possible, it's possible that one company has capability curve which is higher than the other. Then the question is it seems like it's possible for this capability curve move upward, right? It seems like it moves up or, upward. And then the question is, how that possible? How that can be possible, right? So somehow, we have to say that there might be another, there might be another capability which enables a firm to move or shift its capability curve upwards. And that capability we call integrating capability. Now there's is, this is the capability that helps the firm to shift its capability curve upward. And therefore, what we saying is that fundamentally, we cannot avoid the tradeoff relationship between controllability and flexibility, between efficiency and responsiveness. But even if, in the short term, we cannot avoid, we cannot avoid that kind of very critical trade off relationship, there is one way we can mitigate the negative impact of such a trade off relationship. In other words, we can somehow reduce the negative impact. How? Through integrating capability and I suggested that it is basically that learning capability the firm has. In accuracy I have to be more specific about what the learning capability. And what integrating capability is and I think that we're going to have another session focused on the learning capability. For the time being let's say that the integrating capability is driven by firm's or organization's learning capability. Or I'll just say integrating is set probably as a learning capability. So let's just, you know, consider this integrating capability a little further. And I will just say that basically the integrating capability. Integrating capability is firm's other ability to integrate and coordinate diverse functions and parts of its value chain. We already said that, you know. There are many functions and many activities in many companies and many organizations, or many entities get involved in the value-creating process. Basically, one single company can't create the entire value. In other words, it must work with other partners that share the same value chain. Having said that, it seems very essential for the company to integrate and coordinate all these diverse functions and entities on its value chain. So basically, the firm's integrating capabilities about coordination capability among it's value chain partners among its supply chain partners. And that happens not only outside the company. But also inside the company as well. In other words it's very important to coordinate or communicate between manufacturing function and marketing function. Manufacturing function and sales function. And so on and so forth. So integration must occur not only inside the company but also outside, you know, outside the company at the same time. What other relevant concepts related with the integrating capability? Experimentation. Firms do experiment in order to learn something, in order to identify the causal relationship between important decision making factors. And we will see the importance of a cross-functional team in developing new product in improving and in quality influence. And all this also related with group effort or team effort problem solving. Problem solving is essential in a sense that it is the, it, it is the most important force behind improvement, continuous improvement. In order for organization in order for them to improve itself continuously, problem solving must be there. And then also we can think about the supplier environment. Or supplier integration into new product development of a company. Let's say, you know, Apple tries to design or develop new product, and then probably its vendors and suppliers might be invited to join the project development, you know, team. In order to define the product concept or product design. So that they can achieve this design for manufacturability, alright? This is very interesting concept. Which, I think we were, we have to talk about a little further in, in due course, design for manufacturer, manufacturability. In other words, when you design your product. You actually have to consider your manufacturing system, conditions of your manufacturing system. That is context of your manufacturing system. So that the product you design can be manufactured without any problem. So that way, is good way we do design, we develop a new product. Let's say if you design your product from only, you know, only from the engineers who are scientist perspective or R&D perspective. Without paying attention to the actual [UNKNOWN] manufacturing context. And then what happens usually, is that the product cannot be made using the manufacturing system. The product manufacturing system. If that is po, if that is the case, then the firm cannot create value. I mean that even if you a have great design, even if you have a great concept of a product. If you cannot make the product, physical product that embodies that great design, or embodies that great concept. It's nothing. So integrating capability is very crucial way to the way to this supplier or sometimes customer involvement, or customer integration into the new product development process. In that way we can improve, we can enhance the firm's ability which is to design for manufactured products. So, i'll just say that integrating capabilities are very comprehensive. I mean that because of that it's not, it may not be easy to define integrating capability more concretely. Alright we'll just say that you know, it is the overall very comprehensive forms ability, and therefore usually it is diffracted or embodied in overall operations effectiveness and also new product innovation. [BLANK_AUDIO] So, you know, for the time being, let's say that that's the definition. Or that's at least the explanation of integrating capability. And I wanted to mention stuff. I think we needed to learn this you know, learning capability further. In order to fully understand integrating capability. [BLANK_AUDIO]
