Having discussed the advantages of hooey, there are some misconceptions about we in manufacture segment itself. We'll discuss one by one. One of the misconception is, this metric is only for equipment, because the ye stands for war on equipment effectiveness, we think that it is only for a coupon. Actually, it's not. So, as we implemented in most of the SMEs, the we can be applied in manufacturing line, or it can be applied for the entire plant as a one metric. But how we're picking the only format we measurement on the outside We are applying to manufacturing line under plan is there discussion point point is we not be confined only to the equipment it can be applied anywhere.

So, that misconception is wrong. The second misconception is we can be measured for all the facilities not necessarily as we discussed earlier, we can be applied in a critical a coupon or critical manufacturing lane, because, if we improve the critical lane, obviously, the oral improvement will happen at organization level in fact, administrating the V is a very difficult task. So, there is no point in administrating this V measurement across all the facilities. There is no point in applying the UI metric for all the facilities wherever there is a critical acupoint our facility our light we can apply the way metric thoroughness difficult to teach Schaeffler operators is one other misconception about Oh, he actually, it's not true. It is very simple to explain to the operators and very simple to implement in the shop floor for today, if we didn't say the right format and make them understand the format and if you help them on a daily basis is very easy for them to get understanding about this we understand this benefit and implementation as well.

For Tony's improving Oh, he will not improve profitability. Again, we are coming from the mindset of isolated measurement. Since we are accustomed to to see the individual metrics not giving any correlation with the profitability, we are coming to the conclusion we also will be like that, it is not going to improve the profitability actually dismount. So, if you rightly identify the critical equipment rightly the same the only format and rightly administer the Wii and if I understand the last pattern, if we rightly apply the right lane tool for improving the losses, obviously, the particular facility particular line we will go if the particular critical line only improves automatically the organization profitability also will improve. This is what we are seeing in most of the SMEs with our experience. So, this consumption also is not right.

Measuring and monitoring is operator's job. There's one other misconception about who we actually are machine learning can be the operators job they can measure, but again the monitoring and improving and implementing the right solution is the responsibility of the management, there is no dedication in implementing the right solution to the losses, it is up to the management to see that if we delegate this UI measurement and monitoring to the operator level, if they are not seeing any improvement in the way trend, they will be losing momentum in the UI concept itself. So, the measurement is the responsibility of operators, but monitoring and taking corrective action is the responsibility of management. So, those are some of the misconception which we used to hear from the manufacturing professionals. Actually it is not so, we is very simple and powerful metric which will turn any organization in In bigger way, this is what our experiences in applying the UI concepts