This is the first conversation. We will have a series of conversations with you.

Okay? Inshallah. Inshallah, inshallah. Arif sir is giving this matter a lot of importance. Arif sir is giving a lot of importance to it, you see? That's why we want the conversation to actually start. It's necessary. And for this reason, seven of our people are waiting. You will start.
Yes, and we spoke with many people.
If you could kindly tell me your name.
My name is Jakawat Uddin Ahmed.
It starts with a Z, right?
Yes, yes, yes.
Okay, wait. Jakawat Uddin Ahmed.

I think your name was missing before.
Actually, I am not a traditional employee myself. A so-called employee. Because I am an external employee of Nipro JMI Pharma.
Okay. I actually work here in-between for Mononsoft, then Nipro JMI Pharma, or UNIDO, for all of them.
Okay. So, your name, could you please spell it out?
Z-A-K-A
Hmm.
W-A-T-H
Jakawat?
Uddin, U-D-D-I-N.
Uddin?
Ahmed, A-H-M-E-D.

Okay, Jakawat Uddin Ahmed.
Okay.
I'm creating the sheet.

What is your position?
Here, my designation is Data Analyst, but my scope of work is different. When I joined here, I joined for three months for master data collection for Nipro JMI Pharma, because pharmaceutical data is not usual data. Because for a single procurement, there's a certificate of analysis, an analytical report sheet, its measurement, the measuring layers are different. For the supplier, manufacturer, then the second manufacturer, the finished goods manufacturer, for all of them, the analysis itself is different. Yes. But the base remains, there has to be similarity. This coordination or understanding, or the main thing is, I consider software an engine, and to run it, the master data that's needed acts like a wheel or a road. The engine has to run, right? I basically did that work.
Okay. How do you collect or implement the data?
The thing is, the program analysts or managers who were here, they had already prepared the tables, the forms, the tables, the scripts. So, the development of these scripts or making them suitable for the needs of the institution, and to run it according to the tables or demands, the master data that was needed, that's it. My role was to coordinate between the two parties, that's the main thing you should consider, coordination. The work is never difficult. I never consider work to be difficult. Not just me, no one should. People are the difficult part.
No, I'm asking you how you collect the data.
That's it, it's related. For instance, first of all, as I told you about a product, for a product, there is the analysis part. To produce finished goods, the raw materials I need...
Hello?
I'm here, I'm here. I just turned it off because my ear was feeling a bit uneasy, so my ear was itching, that's why I...
No, it's okay, it's okay.
Okay. For example, my QC, Quality Control, General QC, Quality General Quality Control department, or what's it called, my Microbiology department, or my Q-com, Compliance, these segments, these departments, these divisions that will work, yes, their involvement with my product, from the beginning of a finished good to its completion, wherever their involvement is. For example, a BOM is being created, yes, in our pharma, we have 248 master products. Yes. Here I have 864 finished goods. Yes. Here, think about one thing. My master product count is 248, my finished goods count is 864. So here, my difference is about 6... 16. The mapping of these 616 master products changes at the semi-finished goods stage. Now, coming to the point. That means my variation is higher. My demand is higher. My raw material has arrived, it's undergoing QC, GQC, microbiology, and now molecular biology is also happening. These layers of QC, everyone's demand or quality checking is also different. Yes. This checking, what will it be, what will the specification be, what is the demand? Let's take a simple matter, I'll take a packing material, my, what's it called, inner carton. Suppose an inner carton has 24 specifications.
Okay.
This specification, again, it has to align with their, what's it called, an international GMP guideline, there's an ISO guideline, and then there's also an internal certification matter. So, with the coordination of these three, aligning the specification, the form, the appendix, what's it called, collecting those numbers and setting the specifications in the proper places, training them, and getting that work done through them. Firstly, what I am doing is, I am understanding the work from my program manager. After understanding, I am going to them, taking the things from them. I am doing the work myself, getting the work done by them, and implementing the work. If you ask me, in terms of implementation, I...
You are doing the implementation, right? You're implementing in the ERP, implementing in JARP?
Yes, yes, yes, yes.
Okay, that's fine. We will have more continuous conversations, more in-depth. So, we... whom do you report to?
Now, about my reporting, I report to all the managers here, be it the sales module, material management, FICO, or in the future, HRM is coming very shortly, Inshallah, HRM... we... I... I actually report to everyone. I report to Arif sir, I...
Oh, Arif...
...since I am not really a traditional employee...
Okay, so that means CTO, all other PMs, and IT Manager?
IT Manager, yes.
Okay. Today's date is... For this role, just at Mononsoft or JMI, how many years have you been here?
I have been here for two years.
Two years.
Did someone else do this job two years ago? Are you a replacement for someone?
No, no, no, no. As I said, they created JARP, the ERP, yes, but I created the wheel to make it run.
Okay, you did that. That means you collected data from all departments of JMI, Nipro JMI, or JMI, and all stakeholders who have interconnectivity with JARP, and incorporated it with the developers.
Yes, yes, yes.
Okay, that is your job. Okay. Alright, we will now talk about some technical skills and some behavioral skills. Although, the whole thing might not be relevant to you here.
Okay? But...
Why won't it be relevant? Because your job is different. For that reason, it won't be relevant.
So... but we will just ask the questions here, and if I can find relevance from the things you've said in this conversation, I will sit with you again after this.
Inshallah, inshallah.
Okay? Inshallah.
So, from technical skills, we will rate on a scale of one to five. One is starting, and five is expert.
Okay.
And we will talk about behavioral skills, then we will talk about career development opportunities. Since we plan to nurture the team in the future, plus think about training and other things, therefore, how we will train whom or how they can become more productive... our specific main goal is to reduce running costs, so that, plus, to increase employee productivity. Because if employee productivity doesn't increase, running costs won't decrease.
Okay? So, we will do that. So, in terms of skills, in your past experience or your education line, did you study in the software engineering line or some other line?
I studied in the general line. My subject was management.
Okay, you studied management. In that case...
Let me tell you the definition of management. Getting things done through other people and resources, I know how to.
Okay, that's good. So, in this case, since you are now included in a software development project, okay, in that case, do you have any idea about backend or frontend development?
To say I have none would be wrong. I have a basic idea, although we are old-school, very old folks. Actually, before this, I was in the banking sector for fifteen years.
Okay.
And there, the first ICT audit was done by me, that's the first thing. And the software implementation that happened there, it first happened in the local office, the biggest branch, and I was the main coordinator for that as well.
Okay.
No, I...
Before that, before that, let me tell you another thing. Another thing is that before this, I worked as an IT-enabled services manager. There I had 18 franchises, and I was in charge of the total responsibility for that. The total coordination, managing, explaining the work to them, understanding the work, billing, everything was done by me.
Okay. Okay.
Now... okay, that's fine. This question, I... I think it's not very relevant to you, but if I still ask you to rate yourself, in understanding frontend or backend development, not in development, since you work with these things, in terms of understanding, how much would you rate yourself?
I... actually, for JARP, I would say five.
If it's not JARP?
If it's not JARP, I'll understand it according to the context. Since here, I know the languages here, or who has what role, or who plays how, yes... Outside of this, I haven't really gone yet, so it's difficult to say, because we have no shortage of languages.
Yes, yes, that's true. In fact, you don't work with languages.
No, no, no... but here, for example, I know who is working with which language and how, yes... who is working with the API, who is looking after the frontend, who is looking after the backend, who is working on the DBM, who is designing, who is making the forms, who to approach for which task, I have to understand this. Otherwise, I can't work.
But I am asking you specifically, I mean, in the case of actual coding, you don't have that kind of knowledge, but you have knowledge in data management.
To say I don't know coding would be wrong. My life started with coding. For instance, when DBase was used, notice, think about the first thing about DB, DBase was there. If you wanted to create a color, you had to write about zero to 255. You would do coding, to do coding, how... just think about it.
My hands-on experience is with coding. Do you remember, around 1990... sorry, 1988, when the first IBM brand machine came to Bangladesh, its memory was 2 megabytes, the hard disk was 2 megabytes, its monitor was 6 inches.
No, I don't remember because I was in school then.
Well, congratulations.
My SS... SSC was in '95.
Alhamdulillah, no problem, no issue. Anyway, you all are very experienced, you know a lot. That... that time is not really a barrier. Today's kids, well, we are nothing compared to them, those who are modern, they are nothing... they know a lot, they know a lot about the past, a lot about the future, yes... they are very focused.
Your knowledge, your knowledge... I don't know many things that you know. So, the thing about knowledge is like that, you will know well in your expertise. I will know well in my expertise.
That's it. For example, my concept is like this: work is not an issue, work is not a big deal, work is a very simple thing. The difficult thing is people.
No, that's true. Do you have any idea about API development or integration, with whom you work?
What kind... if you could explain a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems to one system, or how the data will come. Do you think about this, or not?
Okay. If you do, then the API is... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in this, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, just give me a 'no' for everything. Give me a 'no'.
You just, I mean...
Without asking the next question, if it's technical, just give me a 'no'.
Okay.
Okay.
No, I'm still asking the questions.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What... tell me, tell me.
About DevOps?
No, no.
That's about the work we do, like server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all these things.
Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That's when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
By software architecture, I mean it could be any kind of architecture, or for example, JARP's architecture. Since you work with every team, that means if you don't know or understand the system architecture well, then the coordination of how data will go from one place to another is often hindered. For that reason, what we do is, those who are system analysts, we train them on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was made by our... the former CFO of JMI who has left. Okay. This... this master plan is in his hands, that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay. So, for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay? That's not a problem. So, for this very reason, we are intervening, so that, for example, if someone from our team leaves in the future, our system is not hindered because of them.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, whatever work we are doing, we now have to reverse engineer it. After reverse engineering, we have to bring the entire work into a... I mean, a strong foundation.
That's why we are saying these things. We will work with you. We will...
Sir, will this go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly, we will go, Inshallah. Yes.
Because our entire thing is about automation. Now, if we automate to reduce production costs, then there is no way other than automation.
The big production cost here is at Nipro's pharma, at the pharma.
Yes.
So, we slowly... that's why I'm saying... we will.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money he has invested, crores and crores of taka, that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there's one thing I must say. A simple matter, JARP has done such a vast thing with so few resources, that I doubt you can bring another thing like it in the market.
No, no, that thing...
I agree with you.
This... this, even now, we have nothing. What do we have that's original? We work on Oracle, do we have any original version of Oracle, any subscribed thing? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... our machines aren't even right.
Okay.
We are here to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I won't go into detailed, point-by-point specifics with you. The case study was something like this: a company was market-dominating with great reputation, very good production, but had less manpower, low salaries, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what was found through analysis was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they... work...
To make them work this way, what did they do? At one point, they reduced the salary, but saw the output was the same. They reduced the light, the light. They reduced the light, but still saw the output was the same. Their production wasn't hampered in any way. Everything of theirs was fine. Later, they found out the result was due to the harmonious environment. I am telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions, they grow because of their employees.
No, of course.
Whether they are good or bad, I won't judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not knowledgeable, whether they do good work or not, all the parts, the tires... I mean, from the tires to whatever else a machine has, if I consider it a car, if everything coordinates properly, then it can go very far. If it doesn't do that, then problems arise. Okay? So, in that case...
Okay, that's fine.
The API development or integration, do you have any idea about it, the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from various systems into one system, or how the data will come. Do you think about that, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea about it?
I don't have any direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about the database?
No, no, I actually... technically, you can just give me a 'no' for everything. Give a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give a 'no'.
Okay. Okay.
No, I am still asking the questions.
Yes, no, that's fine.
I am still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things.
Okay.
No, for instance, they discuss, they want to work on the cloud. That's what I see, what I hear.
Okay, fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean any kind of architecture, or for example, JARP's architecture. Since you work with every team, it means that if you don't know or understand the system architecture well, the coordination of how data will move from one place to another can often be hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the old CFO of JMI who has left. Okay. This... this master plan is his creation, and because of that, even now, many things... he joined another place some time ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay. So for that reason... that's okay, that's not a problem. We can change jobs, we can leave. Okay? That's not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, it's for the purpose of creating that forward plan that Javed sir has brought us in, so that future developments happen smoothly, and also, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work to a... I mean, a solid foundation.
That's why we are having this conversation. We will work with you all. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly, we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we have to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money he has invested, crores and crores of taka, that thing will become completely valueless. So now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with your point.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me share a small case study with you.
Yes, please.
That is, a company in Germany... I won't go into detailed, point-by-point specifics with you. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the place was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech things, trained people.
Later, what the analysis revealed was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work, what did they do? At one point, they reduced the salary and saw that the output was still the same. They reduced the light, the light. They reduced the light and still saw the output was the same. Their production was not hampered at all. Everything was fine with them. Later, they found out the result was due to the harmonious environment. I am telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean from the tires to whatever else a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't, that's when problems arise. Okay? So in that case...
That is true. So in that case...
Okay, that's fine.
The API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For instance, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about that, or not?
Okay. If you do, then the API... even if you don't set it up, to make the API work, do you have any idea about it?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay.
Okay.
No, I'm still asking the questions though.
Yes, no, it's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What... tell me, tell me.
About DevOps?
No, no.
That's about the work we do, like server maintenance, uploading projects to the cloud, and Docker, CI/CD, all these things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when the Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will go from one place to another is often hindered. So for that reason, what we do is, those who are system analysts, we train them on system architecture.
Here, no, let me tell you something about this. The master plan for this was made by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now many things... he joined somewhere else some time ago, and for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This isn't a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered because of them.
So that there's a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can proceed smoothly, and also, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a solid foundation.
That's why we are having these conversations. We will work with you all. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly, we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things on. Because if I don't fix the foundation, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka that he has invested...
so that thing will become completely valueless. So now we...
Which one, which one... are you talking about JARP?
I mean... the whole systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you can bring another thing like it to the market.
No, no, that thing is...
I agree with your point.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, as you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I won't give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mingled with them sincerely, and the employees who were there, they were also very good, they work...
To get them to do this work, what did they do? At one point, they reduced the salary, and saw that the output was the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I won't judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean from the tires to whatever a machine has, if I consider it a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems to one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give me a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do, which is server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, that means if you don't know or understand the system architecture well, then the coordination of how data will go from one place to another is often hindered. So for that reason, what we do is, we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered because of them.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that is original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about that, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn''t do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn''t do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn''t do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn''t do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the a will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that, none.
Okay. None at all.
Okay.
Do you have any idea about databases?
No, no, I actually... technically, you can just give me a 'no' for everything. Give me a 'no'.
You just mean...
Instead of asking the next question, if it's technical, just give it a 'no'.
Okay. Okay.
No, I'm still asking the questions though.
Yes, no, that's fine.
I'm still asking the questions.
Do you have any idea about DevOps?
What is it... tell me, tell me.
About DevOps?
No, no.
The thing is, the work we do involves server maintenance, uploading projects to the cloud, and... Docker, CI/CD, all those things. Okay.
No, for example, they discuss, they want to work with the cloud. I see it, I hear it.
Okay, that's fine.
I am the building base.
Okay. Do you have any idea about system architecture?
That was when Windows architect was introduced...
Not Windows, I mean our...
No, no, no, about the architects of that time...
When I say software architecture, I mean it can be any kind of architecture, or for example, JARP architecture. Since you work with every team, it means if you don't know or understand the system architecture well, then the coordination of how data will move from one place to another is often hindered. For that reason, what we do is we train those who are system analysts on system architecture.
Here, no, let me explain the situation a bit. The master plan for this was created by our... the former CFO of JMI who has left. Okay. This... this master plan is his creation, and that's why even now, many things... he joined somewhere else a while ago, so for that reason, actually here, even the managers, even Arif sir, they are all dominated by...
Okay.
So for that reason... that's okay, that's not a problem. We can change jobs, we can leave.
Okay?
This is not a problem. For this very reason, we are intervening, so that, for example, if someone leaves our team in the future, our system is not hindered by their absence.
So that there is a fallback plan.
Yes. So, to create that forward plan, Javed sir has brought us in, so that in the future, developments can happen smoothly, plus, the work we are doing, we now have to reverse engineer it. After reverse engineering, we need to bring the entire work into a... I mean, a strong foundation.
That's why we are having these conversations. We will work with you. We will...
Sir, will this thing go to the factory level? Will you go to Nipro's factory level or there as well?
Slowly we will go, Inshallah. Yes. Because our whole thing is to automate. Now, if we need to reduce production costs through automation, then there is no other way but automation.
The big production cost here is at Nipro's pharma, at the pharma. Yes.
So we slowly... that's why I'm saying... we will do it.
What we are mainly doing is first fixing the basic things. Then slowly adding things. Because if I don't fix it at the root, the things that are built on that mistake will also be mistakes.
Okay? For that reason...
No, that won't be right. It will be even more wrong.
Then it will be seen that this investment that Javed sir has made, the huge amount of money, crores and crores of taka, that he has invested... so that thing will become completely valueless. So, now we...
Which one, which one... are you talking about JARP?
I mean... the total systematic build, JARP, I'm talking about everything combined.
No, no, in the case of JARP, there is one thing that must be said. A simple matter, JARP has done such a vast thing with so few resources that I doubt you could bring another thing like it to the market.
No, no, that thing is... I agree with you.
This... this, even now, we have nothing. What do we have that is original? We work on Oracle, do we have any original version of Oracle, any subscription or anything? What do we have? In the office, do we have anything? What do we have that's original? Look at our laptops, do our machines work properly? They hang, do this and that... even our machines are not right.
Okay.
We have come to fix these very things. Now, you mentioned Oracle...
Now, let me tell you a small case study.
Yes, please.
That is, a company in Germany... I will not give you detailed, point-by-point specifics. The case study was something like this: a company with a great reputation was dominating the market, had very good production, but had less manpower, low salary, fewer facilities, outdated machines, and no modernization. So, a big company came, targeting them, to capture their market. They built right next to them, the thing was high-tech, technology, all machinery was state-of-the-art, people were highly trained, they brought everyone in, but they couldn't get anywhere near them. Later, some talented people like you were hired to analyze why they couldn't get near them despite having everything. High remuneration, high resources, high-tech stuff, trained.
Later, what the analysis found was that it was solely due to the harmonious environment. The owner was very good, he mixed with them sincerely, and the employees who were there, they were also very good, they work...
To get them to work this way, what did they do? At one point, they reduced the salary, and saw that the output was still the same. They reduced the light, the light. They reduced the light, and still saw the output was the same. Their production was not hampered at all. Everything was fine. Later, they found out the result was due to the harmonious environment. I'm telling you this because we are working in a harmonious environment.
Due to our Arif Sir, due to our colleagues. They are doing work like anything.
No, no, that's right. The heart of an organization is the employees. Okay? Those who are in leadership positions grow because of their employees.
No, of course.
Whether they are good or bad, I will not judge that. I will judge it as a machine. Because an organization is a machine. In that machine, the head, whether they are knowledgeable or not, whether they do good work or not, all the parts, the tires, I mean, from the tires to whatever a machine has, if I consider a car, if everything coordinates properly, then it can go very far. If it doesn't do that, that's when problems arise.
Okay? So in that case...
That's the truth.
Okay, that's fine.
About API development or integration, do you have any idea about it, with the people you work with?
What kind of... if you could elaborate a bit?
How do they work with the API? For example, since you are a data analyst, you might often think about how data will be captured from different systems into one system, or how the data will come. Do you think about these things, or not?
Okay. If you do, then the API... even if you don't set up the integration, to make the API work, do you have any idea?
I have no direct involvement in that