Need help with question 1 and 2 please

in your Heizer/Render/Munson text) that has become iconic in supply chain around the world. The JIT philosophy calls for lean inventories and tight connections between companies and their suppliers. It reduces manufacturing and supply chain costs, as well as response times along the supply chain. All sorts of industries have applied its principles, including health care. When hospital JIT supply chains run as advertised, the savings in those costly and high-stakes systems can be substantial. However, supply chains built on precise and timely deliveries are vulnerable to unexpected and largescale disruptions. The fallout can become acute when supplies aren't available when demand spikes. This is one of the main reasons the coronavirus pandemic has crippled health-care supply chains. Clearly, JIT systems haven't been up to the challenge, and there have been suggestions that medical supply chains should build more "just-in-case" inventory to ensure they are prepared for such outbreaks. Yet the benefits of JIT are just too significant to forgo. Organizations that rely on large inventories won't be able to compete with facilities that remain lean, and that is true for hospitals. Instead, says Sheffi, the U.S. must keep a very large, centrally-managed inventory of health-care supplies in several locations around the country to supplement the inventory maintained at each hospital. The parallel here is the strategic oil reserves. We prepare for shortages of oil and weapons in times of crisis. Medical supplies are just as critical. Classroom discussion questions: 1. What are the three main principles of Lean/Toyota Production Systems discussed in Ch. 16? 2. Sheffi's plan is future-based. What can be done today to help the shortages? in your Heizer/Render/Munson text) that has become iconic in supply chain around the world. The JIT philosophy calls for lean inventories and tight connections between companies and their suppliers. It reduces manufacturing and supply chain costs, as well as response times along the supply chain. All sorts of industries have applied its principles, including health care. When hospital JIT supply chains run as advertised, the savings in those costly and high-stakes systems can be substantial. However, supply chains built on precise and timely deliveries are vulnerable to unexpected and largescale disruptions. The fallout can become acute when supplies aren't available when demand spikes. This is one of the main reasons the coronavirus pandemic has crippled health-care supply chains. Clearly, JIT systems haven't been up to the challenge, and there have been suggestions that medical supply chains should build more "just-in-case" inventory to ensure they are prepared for such outbreaks. Yet the benefits of JIT are just too significant to forgo. Organizations that rely on large inventories won't be able to compete with facilities that remain lean, and that is true for hospitals. Instead, says Sheffi, the U.S. must keep a very large, centrally-managed inventory of health-care supplies in several locations around the country to supplement the inventory maintained at each hospital. The parallel here is the strategic oil reserves. We prepare for shortages of oil and weapons in times of crisis. Medical supplies are just as critical. Classroom discussion questions: 1. What are the three main principles of Lean/Toyota Production Systems discussed in Ch. 16? 2. Sheffi's plan is future-based. What can be done today to help the shortages