Let's consider another, more thought out definition of operations learning. And as we, already defined, learning is a process, in other words it's not just a one-shot deal or one-shot event. And I also emphasized that you remember we have three capabilities for. Companies controlability and flexibility and integrating capability. And actually, integrating capability is supported. It must be supported by, forms of learning capability. So in that sense, I emphasize the learning and why it's important to first understand the learning capability. And now let's say that, we want to define the learning in a more, you know, from more dynamic perspective. So, I already mentioned that learning is a process. And then here, I will be more specific about the features, about the are unique characteristics of learning, at least in our course. Learning is process or identifying, identifying and understanding, the complex cause and effect relationship. Between critical factors in operations. Or you can say, this is, not just operations, you might want to say, general, you know, management. Okay? Identifying and understanding the complex cause and effect relationship between critical factors,. Factors implies variables. In management, or in operations. Why complex in a cause and effect relationship? And think about, you know, the door to door manager. The door to door manager is making a decision every day, every day. Manager is supposed to make a decision every day. What do I mean by making a decision? Making a decision, implies that we take an action in anticipation of certain outcomes. So, for example, if we if we take action X, and I expect that we're going to have. Outcome y. So this is the relationship of cause, and effect, right. Cause and effect relationship. I take a certain action and I expect to have a certain. You know, outcomes. So that's cause and effect relationship. And we know that in management, in operations there are, many factors and many variables and there are very complicated relationships, between and among those variables and, you know, factors. So, the learning is to identify, those cause and effect relationships and also understand how that works, how they interact with each other. All right? If I take a certain action, what kind of outcome, I can expect. I got to understand that. And then I believe that, such cause and effect relationship or the knowledge of such cause and effect relationship is very critical. So, basically, once you understand the cause-and-effect relationships,. We have certain knowledge about the dynamic interaction, okay? About the dynamic interaction, of this, managerial valuables or managerial factors. And generating knowledge is not, is there for a purpose right? We generate knowledge, we accumulate knowledge why? Because we want to solve some problems. So, the learning is not, must not stop, accumulating knowledge these days it must go further. And then we shoot apply, we should apply the knowledge, to, problem solving. Problem solving in operations, or problem solving in management. Why? Eventually we want to improve our performance. So applying the knowledge to solving problems. Operations problem solving or managerial problem solving. Because eventually we want to enhance our, dividends performance. Okay. Sounds great, right? So that's the, goal of learning. Why want to learn? Because, eventually, we want to improve our performance. But, we must go a little further. Because we have to satisfy the condition, saying that the learning is a process. It must be an ongoing process. It must be continuous process. Not just a one shot, or one time event. So once we apply the knowledge to problem solving, we need, to, gather the information about the outcomes, right. We take a certain action to solve a problems. And then we have to observe the outcomes. Whether the outcomes satisfied our. One of the goals of this problem solving or you know sometimes we, apply the knowledge to solving a certain problem, but the outcome is kind of a, a little bit different from our expectations. Whatever happened we, needed to gather the information or the analyzed informational the outcomes of problem solving. So that's the first estate. Gathering data and information and analyzing that. Why? Because, we needed to have some sort of database, or we needed to also accumulate this evidence. Evidence of our problem-solving activities. So that's called systemizing. Systemizing the analysis. Result and analyzing the outcomes, why? Because, based on the outcomes of our problem solving, we take a certain action, let's say we take a certain action x, in anticipation of having y. And the outcome says that. You're right. You indeed achieve this relationship. Then that's great. The that observation becomes part of my knowledge database, saying that okay, if you take action x, it is safe to assume that you're going to have a y. Of course, under certain circumstances as same as always. Or let's say that I expected to have Y as my outcome but the, actually I got Z rather than Y. In other words, there is some some discrepancy between outcome and my expectation. But then. You know, although that might imply that I failed to achieve my goal, but still, that is said, it's not too bad. I mean that now we have another, updated cause and effective relationship. I can rectify the previous knowledge about the relationship. My previous assumption is that, if I take correction x, I can get y, but it turns out that when I take x under certain circumstances, the outcome is going to be g, not y. But then again, it's not too bad, in terms of you know, learning, because now I can use that. Information to update or rectify or sometimes reinforce my database. My database for the learning. The database for the complex course and effective relationships between critical bearings. And therefore I would say that from stage five. Go back to the first stage, so sometimes I revise, or sometimes I reinforce, right? Reinforce. Whatever happens, as I go through these processes, right? As I, as I go through this processes continuously, as I go through this process continuously, what happens, what happens is to my knowledge, my learning, capability improves. I have better learning capability because. The closure relationship because more and more precise, more and more accurate as I, go through these processes over and over again. And therefore, overall, my learning capability improves. So, whenever I take a certain action in anticipation of a certain outcome. It becomes easier, it becomes more natural for me to achieve that goal as I, planned, as I expected. Okay, so that shows us. Some of, pretty nice description of what we mean by operations security or learning capability in operations and learning capability in manufacturing. So, I, you know, showed you a little more, complete picture. About, what do I mean by learning, especially in this course, Supply Chain Management. [BLANK_AUDIO]