So I’ve created three steps here to making a start with improvement. Firstly, we choose a process to start work on. And we work with a process team to examine that process, we identify the purpose of the process from the point of view of the customer, since it’s the customer who defines the purpose of the process. Secondly, we study and map the process in detail, so that we understand the barriers, the constraints, the duplicated effort, the rework, etc, the risk points and thirdly, we work with and develop the process team to remove those barriers, fix the problems, and therefore improve the process and management All the while, facilitate and support this improvement. So in summary, I have three questions for the three laws of improvement. The first question is, who are the customers of process, and what do they need from it? The second question is, how does the process currently work? Where do the delays risk points and errors arise? And the third question is, how can we improve the process and reduce risk errors and delays. And actually, I didn’t tell you this before, but there is a fourth floor as well. And the fourth floor of improvement is always focused on the customer. Anything that doesn’t benefit the customer can be eliminated because it’s not adding value for the customer. And this means that controls and checks should be the minimum required to maintain financial probity, for example, to reduce risk, but they shouldn’t be excessive, because excessive checks are not adding value for the customer. so forth law always focus on the customer. This is because the customer defines the purpose of the process. It’s the outputs that they Want in the way that they want them, which define what the process should be producing. And if we can understand the customer’s true requirements, in terms of the outcomes they want, the service level that they want the quality, the price, the delivery performance, then we understand their customer value, and we should seek to maximize that value for the customer. If we structure our organization around delivering value for the customer, rather than around internal operations or departments, then we will have a much more efficient and streamlined organization. And we also need to ensure that everyone in the organization understands that the customer comes first and understands that we’re trying to focus our processes on the customer and maximizing customer value.