1.

Explain why continual quality improvement is important and how IIoT (Industrial

Internet of Things) plays a major role in this? How is your company doing this?  Design a
simple quality-focused example, that you have created. Don't forget to include a technical
illustration / image, that you have created to illustrate this challenge / solution (1 point of
10).

Continual quality improvement is important for various reasons. It is important because it

improves customer satisfaction, reduces waste and cost, improves safety, increases efficiency,
facilitating innovation, meets regulatory requirements, improves competitiveness, and improves
sustainable lean/green. The industrial internet of things allows industrial devices to communicate
with each other and with external systems such as cloud- based analytics platforms. The IIoT has
the potential to revolutionize industrial and manufacturing processes by providing real-time
analytics and control to a large variety of processes. My company is doing continual quality
improvement by improving the quality of products and services, identifying waste and defects in
a process, identify hazards in process, and eliminate nonvalue added. The reason why my
company is using CQI and IIoT is because combining CQI and IIoT, based on sensory-feedback
control systems this continuous improvement can be automated in many cases. Furthermore,
most processes can be performed real-time.

For instance, at my company we are leading various kaizen projects such as value steam
mapping to minimize non-value added. I believe this is the best solution since there is always
room for employment. For example, implementing IIoT in my manufacturing plant has led to a
reduction in downtime and the number of defects. IIoT collects and analyzes data in real-time.
This makes it easy to identify and correct errors quickly, reducing the risk of costly mistakes.
IIoT helps to automate dangerous and repetitive tasks. This improves worker safety and increases
productivity. After implementing this at my company, there were less employees using workers
compensation. This can be confirmed and validated by implementing such continual quality
improvement projects. Try using one kaizen project, it will be beneficial to the company in many
ways such as reducing cost and more efficient and effective process. This is a way it can be
confirmed regarding kaizen projects.
Figure 1: Above shows the transformation of IIoT. Industry 1.0 started in 1784 and today we are
in industry 4.0. The first industry transformed our economy from agriculture to industry. The
second industry revolved around the discovery of electricity, gas and oil. The third industry,
nuclear energy and electronics enter the landscape. As we continue moving through the fourth
industrial revolution, we see a shift to renewable energy such as solar, wind and geothermal. This
image is created by Hina Desai.

2. What is management’s role in continual quality improvement? Design a simple quality-

focused example, that you have created. Don't forget to include a technical illustration /
image, that you have created to illustrate this challenge / solution (1 point of 10).

Management’s role in continual quality improvement includes making the alternate decision
and conveying all messages during meetings. They are leaders in leading continual quality
improvement projects. It is important to involve everyone in quality thinking. Management’s role
is conducting research and creating quality improvement programs. Developing and
implementing standard operating procedures and facility policies. Monitors the processes of
different departments in the facility such as care complaints. The quality improvement manager
evaluates industry data, clinical quality studies, and best practice interventions. Also, monitors
and analyzes costs as well as participating in budget planning. Management’s responsible for
establishing work plan metrics, analyzing performance metrics, and monitoring various
department processes such as care complaints in the healthcare setting. Manage CAPA,
document control, internal audit, complaint handling, and training programs.

My company is doing this by having a quality management system into place and allowing
managers take a lead in all non-conforming items. Every year conduct internal and external
audits complying to ISO 9001. Training and leading in continual quality improvement projects.
Management’s role is to take decisions based on the quality of the products. Ensuring that all
decisions and implementations does not affect quality in a negative way, it only improves the
quality of the products or process. This is important as managements takes into consideration
voice of customer. Quality is what satisfies the customer as it would improve the overall
performance of the product and it would last longer. This can be confirmed and validated by
placing a quality management system into place and analyze before and after process, customer
feedback and savings. I believe the best solution for continual quality improvement is by having
a management as the management would encourage quality at all phases in manufacturing such
as documents, work instructions, in- process and final inspection, process, new product
development, and more.
Figure 2: Above is the image of seven different principals of quality management system. These
principals are under ISO 9001:2015. Quality management principles are a set of fundamental
beliefs, norms, rules, and values that are accepted as true and can be used as a basis for quality
management. The QMPs can be used as a foundation to guide an organization’s performance
improvement. This image is created by Hina Desai.

3. Discuss the Kaizen approach. How is your company doing this? Design a simple quality-
focused example, that you have created. Don't forget to include a technical illustration /
image, that you have created to illustrate this challenge / solution (1 point of 10).

Kaizen is an approach to creating continuous improvement based on the idea that small,
ongoing positive changes can reap significant improvements. Kaizen is composed of two
words, kai, and zen which means "change" and "better". Initially implemented in the industrial
sector, it was used for lean manufacturing, a management approach to reduce waste and increase
profits. The goal of kaizen is to "go lean" with manufacturing processes by improving current
standardized processes and programs to eliminate waste and increase
efficiency. The philosophy of kaizen involves building a workplace culture that encourages
active engagement in suggesting improvements and employing new standards. For a
manufacturing company to truly go lean, this philosophy must become a way of thinking for both
upper-level managers and plant-floor employees. There are different types of kaizen. Point
kaizen implements the philosophy thanks to its quick approach and the minimal planning it
requires. Once someone notices a broken process or incorrect action, it is immediately addressed,
and measures are taken to correct the problem. System kaizen is the opposite of point kaizen,
system kaizen is meant to address system-level problems within an organization. Line kaizen
refers to utilizing lean techniques in both an upstream and downstream department or process,
thus forming a line between the two. Plane kaizen is also referred to as value streams and is a
level above line kaizen. Cube kaizen refers to a situation where all points of the planes are
connected to each other, resulting in lean processes across the entire organization. 

My company is doing this by it being a part of the mindset for the entire organization,
making it second nature. My company purchase a new forklift which optimizes two or more
production stations. Kaizen is implemented by mapping the value steam at current and future
state, choosing a profess to optimize, implementing the 5’S, look for the 7 types of muda, design
a process improvement, and measure the results. This is the best solution as it not only improve
one section such as process but overall manufacturing plant. This can be confirmed and validated
by using the kaizen approach.

Figure 3: Above shows the six steps to kaizen approach. Brainstorm and standardize with a
cross-functional team, think of ways to make straightforward, repeatable processes that will
improve specific activities. Measure by ensuring processes is efficient using quantifiable data.
Compare the data from your measurements with your determined requirements. Innovate
continuously search for new and improved ways to do the same work and achieve the same
result. Standardize once everyone is satisfied with a tested new idea or process, make it
repeatable and easily followed by everyone. Repeat the approach again. This image is created by
Hina Desai.

4. How would you describe a lean system? How is your company doing this?  Design a
simple quality-focused example, that you have created. Don't forget to include a technical
illustration / image, that you have created to illustrate this challenge / solution (1 point of
10).

A Lean system describes a business or business unit that holistically applies Lean principles
to the way it plans, prioritizes, manages, and measures work. The goal for any Lean system is to
maximize customer value. Lean is a way of thinking about creating needed value with fewer
resources and less waste. And lean is a practice consisting of continuous experimentation to
achieve perfect value with zero waste. Lean thinking and practice occur together. These are two
of the fundamental concepts of Lean: Eliminate anything that does not add value to the customer,
and work systematically and continuously to create more value for the customer. Benefits of lean
system includes manage team, more efficient business process, better management of changing
priorities, better project visibility, increase team productivity, reduce lead time, increase team
morale, improve visibility to stakeholders, reduce cost, and predict delivery of customer value.

My company is implementing by replying on kanban tools, WIP limits, continuous delivery,

and pull system. Kanban board will help see where bottlenecks and blockers occur, where there’s
capacity issues, and where work gets stuck – allowing practice continuous improvement at every
level. Work in process or WIP limits helps team quantify and manage capacity in lean
production. Continuous delivery describes system with a sustainable and continuous flow of
work. Pull system in lean manufacturing gives teams a set of working agreements that improve
flow and decrease bottlenecks. For instance, my company used warehouse for raw material and
large volume. Operational costs were high including 3 full time stagers who unloaded, stored,
and delivered the materials to assembly line as needed. Management wanted to eliminate the
warehouse without slowing down production, so a lean team worked with suppliers to design a
point-of-use kanban system for just-in-time manufacturing. Staff was also trained in flow
manufacturing and 5S workplace organization. As a result, the warehouse was no longer needed
for raw-material storage, and thus converted for other value-added activities. The three stagers
were trained for higher-level positions. I believe this is the best solution when eliminating waste.
This can be validated by applying lean system and comparing the results.

Figure 4: The figure above are the eight steps on applying lean manufacturing in your company.
Adopting a lean manufacturing approach requires a drastic change in corporate culture. But
consider the possible long-term repercussions if your company is not willing to adapt. This
implementation should be addressed to business advisors as it has a major impact on the
business. This image is created by Hina Desai.

5. What is a JIT (just-in-time) system? How is your company doing this? Design a simple
example, that you have created. Design a simple quality-focused example, that you have
created. Don't forget to include a technical illustration / image, that you have created to
illustrate this challenge / solution (1 point of 10).
 A just-in-time (JIT) inventory system is a management strategy that has a company receive
goods as close as possible to when they are actually needed. So, if a car assembly plant needs to
install airbags, it does not keep a stock of airbags on its shelves but receives them as those cars
come onto the assembly line. JIT is attributed to the Japanese automaker Toyota Motor
Corporation. Executives at Toyota in the 1970s reasoned that the company could adapt more
quickly and efficiently to changes in trends or demands for model changes if it did not keep any
more inventory in-store than was immediately needed. JIT inventory systems have several
advantages over traditional models. Production runs are short, which means that manufacturers
can quickly move from one product to another. Also, this method reduces costs by minimizing
warehouse needs. Companies also spend less money on raw materials because they buy just
enough resources to make the ordered products and no more. The way JIT inventory work is by
minimizing inventory and increasing efficiency. JIT production systems cut inventory costs
because manufacturers receive materials and parts as needed for production and do not have to
pay storage costs. Manufacturers are also not left with unwanted inventory if an order is canceled
or not fulfilled.

One example of a JIT inventory system is a car manufacturer that operates with low
inventory levels but heavily relies on its supply chain to deliver the parts it requires to build cars
on an as-needed basis. Consequently, the manufacturer orders the parts required to assemble the
vehicles only after an order is received. For JIT manufacturing to succeed, companies must have
steady production, high-quality workmanship, glitch-free plant machinery, and reliable suppliers.
This is the best solution when managing warehouse inventory. The way this can be confirm and
validated is by implementing this system.

Figure 5: This is a image I found of a push pull system from

https://www.deskera.com/blog/push-system-vs-pull-system-in-manufacturing-management/. The
push-pull system allows manufacturers to maximize their resources and optimize production. It
also allows for more accurate forecasting and planning of production runs. This eventually helps
to reduce waste and improve quality. The push-pull system of manufacturing management is a
powerful strategy. It proves excellent for improving the efficiency and accuracy of the
production process. The system is based on the principles of Just-In-Time (JIT) manufacturing. It
is a production system that delivers raw materials and components close to production time.
 6. Define benchmarking. Design a simple quality-focused example, that you have created.
Don't forget to include a technical illustration / image, that you have created to illustrate
this challenge / solution (1 point of 10).

Benchmarking in manufacturing find gaps in service delivery, measure and track

improvements, and help a business succeed. In manufacturing, benchmarking is an essential and
important tool for improvement. Benchmarking looks at company and staff metrics across the
industry. By comparing outcomes, the practice finds company gaps and weaknesses to address
and change. There are five types of benchmarking used in the manufacturing industry. There’s
internal benchmarking which is used to compare different units, shifts, or divisions within your
company to each other. Internal benchmarking can show if your company has unequal policies or
circumstances that enable some areas to outperform others. Use competitive benchmarking to
compare your business to others like yours within your industry and those you consider peers.
Competitive benchmarking shows your position in the marketplace overall. Use performance
benchmarking internally or in comparison to other companies. This type measures product
creation and getting those products into the hands of consumers. Use generic benchmarking
when comparing the work processes or conceptual outcomes between companies. These
benchmarks are usually high-level and incorporate marketplace standards, not necessarily linked
to a specific industry.

For example, a call center might benchmark its customer satisfaction rating by asking
customers to rate their service based on their experiences. They might also collect data about
waiting times, call lengths, first contact resolution rating, occupancy and shrinkage. These
figures could be used to boost performance by improving processes and systems and also as a
tool to help improve motivation among the staff. At my company we have e-commerce, and we
use benchmarking to establish an average cost per conversion across different product categories,
measuring and predicting seasonal trends in sales and identifying their key customers and target
markets using their analytics data and customer records. The benchmark validation method does
require that there is an established benchmark (and ideally an established lack of an effect) and
that suitable data are available to validate the benchmark. Benchmark validation may focus on a
benchmark value, benchmark estimate, or benchmark effect and is a useful method when
assumptions are untestable or difficult to test, as in mediation analysis.
Figure 6: The image above shows benchmarking Methodology. Methodology includes to create
strategic objectives, identify the set of metrics that align to strategic objectives, establish world
class performance in metrics. Also, establish gaps in current performance, establish people,
process and technology capabilities correlated with improving metrics, build a model of
operational excellence, and measure. This image is created by Hina Desai

7. Define auditing as per the ISO9001 set of standards. How does benchmarking and
auditing relate to each other? Design a simple quality-focused example, that you have
created. Don't forget to include a technical illustration / image, that you have created to
illustrate this challenge / solution (1 point of 10).

An ISO 9001 audit is a systematic, independent, objective, and documented process for
gathering facts. ISO 9001 audit helps ensure QMS complies with ISO 9001 standards. Identify
and address any issues with your QMS. Identify potential improvements to your system. Ensure
your organization takes appropriate action to meet its quality objectives. An ISO audit is a
routine inspection performed by either internal employees or an external auditor. The goal of
these audits is to assure that the business is following ISO 9001 requirements. There are three
types of audits: process audit, product audit, and system audit. Process audit verifies that
processes are working within established limits. Product audit is an examination of a particular
product or service, such as hardware, processed material, or software, to evaluate whether it
conforms to requirements. System audit conducted on a management system. It can be described
as a documented activity performed to verify, by examination and evaluation of objective
evidence, that applicable elements of the system are appropriate and effective and have been
developed, documented, and implemented in accordance and in conjunction with specified
requirements.
 Benchmarking is a powerful tool that provides access to comprehensive comparative data,
which enables internal audit leaders to better understand, manage and develop their departments.
There are two ways that business practice benefits internal auditing. First, benchmarking forces
auditors to evaluate existing audit processes, thereby allowing them to gain a deeper
understanding of audit work. Second, auditors experienced in the process acquire the knowledge
and skills necessary to implement and support further benchmarking efforts throughout the
organization. For example, at my company we audit suppliers, and it must be ISO 9001
compliance. We ensure that there are work instructions which are up to date, training, inspection,
control plan, work procedures and more in the assembly lines. Benchmarking is important in
auditing as companies use benchmarking for comparing key metrics to other businesses in the
industry. This allows companies to see how well they are performing as compared to other
Industry players, identify any performance deficiencies, and find out ways they can become
more competitive in the industry.

Figure 7: The image above are the steps in ISO 9001 internal audit. the ISO 9001 Internal Audit
process can be the best way to have an outside set of eyes take a close look at your process. They
can help identify areas for improvement, or possibly complacency, which can help your process
to run better, faster or more efficiently. This image is created by Hina Desai.

8. How can you apply benchmarking data in auditing processes, systems, designs, products,
factories and services? Design a simple quality-focused example, that you have created.
Don't forget to include a technical illustration / image, that you have created to illustrate
this challenge / solution (1 point of 10).

There are eight steps in benchmarking process: select a subject to benchmark. Decide which
organizations or companies you want to benchmark. Document your current processes. Collect
and analyse data. Measure your performance against the data you’ve collected. Create a plan.
Implement the changes. At last, repeat the process. These steps will improve processes and
procedures. Use performance benchmarking internally or in comparison to other companies.
This type measures product creation and getting those products into the hands of consumers.
Examples of performance benchmarking in manufacturing are product creation, machine output
and total manufacturing costs. Benchmarking is important because the process is focused on
using evidence and data to illuminate areas for continuous growth and improvement. It can also
help you see that as a business scales, needs will evolve as well. This means taking time to assess
your current state, determine where you want to go, and implement process improvements to get
there. 
 For instance, some of the benchmarks commonly used includes revenue, profit before
taxes, total assets or expenses. The auditor makes a judgment on which benchmark to use by
understanding what the users of the financial statements are most likely to be concerned about. A
good example is sales teams. In sizable businesses, sales teams include numerous sales reps.
Their performance is measured by the number of sales-qualified leads (SQLs) they manage to
turn into customers. Companies often reward their reps with a bonus if they exceed a set
number. Benchmarking order value from closed leads is another way to set a standard or
goal. My company has implemented benchmarking and as a result it has help my company
understand its strengths and weaknesses to optimize internal processes. This can be validated and
confirmed by studying the competition, later create a performance improvement plan and
implement it within your company. This can help ensure you experience the benefits of
benchmarking and improve your company's overall success. Implementation usually involves
standardizing procedures and tracking tasks so you can measure performance and make
adjustments as necessary.

Figure 8: The image is what I found on https://www.similarweb.com/blog/research/business-

benchmarking/benchmarking-types/. These are the different types of benchmarking.
Benchmarking helps you to enhance your organization or business by using verified methods
that have already been established. The different types help you better understand which one
would be suitable for which department.
 9. What is jidoka?/ human centered automation, and why is it important for quality? How is
your company doing this?  Design a simple quality-focused example, that you have
created. Don't forget to include a technical illustration / image, that you have created to
illustrate this challenge / solution (1 point of 10).

Jidoka is a lean method that is widely adopted in manufacturing and product development.
Also known as autonomation, it is a simple way of protecting your company from delivering
products of low quality or defects to your customers while trying to keep up your takt time.
Jidoka is a principle of automation used by Toyota in its manufacturing processes. It is based on
the concept of “autonomation,” which encourages machines to detect abnormalities and stop
production immediately when any abnormal conditions occur. Jidoka is important because
it ensures products are made with high levels of quality because defects are automatically
detected throughout the process. There are 4 basic elements of the Jidoka principle in lean
manufacturing: detecting abnormalities, stopping production, taking action, and preventing
recurrence. 

For example, the automatic stop function of modern printing machines when papers get
jammed. Printers can detect if something weird is going on with their paper supply, stopping the
printing process and notifying the user about the error. Once the paper jam gets cleared, the print
recommences while averting damages to its quality and the printer itself. My company is doing
this by implementation: demonstrate management commitment - to set manufacturers up for
success in administering a lean production system, managers should regard Jidoka with the same
level of importance as Just-in-Time (JIT). Next, communicate the Jidoka message - once
management has made its commitment, Jidoka should be communicated throughout the entire
organization so that everyone understands its purpose and objectives. Next, conduct readiness
assessments - with direction from leadership to transform the way the company operates, use a
Jidoka checklist to determine specific implementation needs. At last, execute practical
applications- upon recognizing and filling in implementation gaps, plan and initiate a specific
Jidoka project with a cross-functional team. I believe this is the best solution for any defect that
should be detected immediately so the process can be stopped until the root cause of the problem
is identified and corrected. 

Figure 9: The figure above shows the Jidoka process. These steps can improve your productivity
and process efficiency. Also, it ensures that a company would deliver defect-free products. This
image is created by Hina Desai.
10. Discuss automation system ideas for JIT/lean / flexible quality management systems. Design
an example of a real-time quality feedback controlled system in an automated factory /
enterprise.  How is your company doing this?  Design a simple quality-focused example, that
you have created. Don't forget to include a technical illustration / image, that you have created to
illustrate this challenge / solution (1 point of 10).

The automated JIT mechanism enables material to be called off in the required lot
quantity in a synchronized manner. Automated JIT approach which include improved
operational effectiveness and reduced material stock in the overall system. JIT automation can
relieve security staff of unnecessary work and reduce friction by enabling developers with
speedy assigning and removal of permissions on an as needed basis. Smart automation
(autonomation) is one of the pillars of lean systems, along with waste reduction and Just-In-Time
manufacturing. Benefits of lean automation includes waste elimination, internet of things, cost
management, improved security, improved accuracy, front and back-office automation, and
productivity maximization. Lean automation example would be an automated warehouse system
keeps employees out of harm's way on the warehouse floor, where accidents and collisions with
forklifts can happen.

QMS automation includes three directions. Each of them depends on the quality system
integration into the company's work. Automation can be vertically (hierarchical management
levels), horizontally (by processes) and by functionality (between subsystems). The vertical
direction of QMS automation includes hierarchical levels: strategic, tactical and operational. The
automation task in this direction is to ensure the stability of the control elements interaction. The
control elements are understood as: information, organizational units, communication channels,
management decisions. The horizontal direction is focused on the life cycle processes
automation of a product or service. It includes production and related processes. The QMS
automation task for this direction is to ensure stable productivity and efficiency of processes. The
functional direction of QMS automation includes management subsystems (planning,
production, supply, document management, etc.). The task of automation is to ensure the
completeness, validity and reliability of data transmission. An automated quality management
system (QMS) solution helps organizations streamline and automate quality management
activities throughout the product lifecycle, from design to manufacturing, and post-market
surveillance. My company is doing this by using a QMS software that is used to elevate product
quality through the automation and efficient implementation of processes that align with
standards for quality control and quality assurance.
Figure 10: The above image is what I found on
https://www.kpms.ru/EN_automation/EN_QMS_automation.htm. It shows QMS automation
tools. Complex automation is possible only through the integration of several systems.
Automation tools implement part of the quality system functions related to the processing and
transmission of information and data.

EXECUTIVE SUMMARY

PERFORMANCE E801 — High-End Electric Boat Powered By Evoy

https://cleantechnica.com/2023/03/04/performance-e801-high-end-electric-boat-powered-by-
evoy/

Norwegian electric boat motor manufacturer Evoy has added the PERFORMANCE e801 to a

rapidly growing list of boats that can now be ordered from their respective manufacturer. Evoy
designs, develops, and delivers powerful 100% electric outboard and inboard motor systems, for
fast and powerful boats of sizes between 20 and 50 feet. With manufacturing based in Norway, it
is the company’s mission to reduce boating emissions without compromising on power and ease
of use. The system is tested to achieve 3000 charging-cycles with minimal drop-off over time.
Evoy’s 10/16 inch display presents information to the driver on everything from speed, rpm,
range, water temperature, charge capacity, and much more.

Hina: I am impressed with performance E801 model by Evoy. They have been working so hard
to created electric boat that is sustainable.

Srikar: Yes, I agree. They have reduce boating emission with maintaining powerful motor.

Hina:  The e801 will be able to achieve 50+ knots max speed in short bursts, with 19 nautical
miles range achievable at a cruising speeds up to 25 knots.
Srikar: This will increase in sales, not just in foreign coastal locations, but in our homeland
countries, such as Germany, Austria, Switzerland and Italy where lake boating is extremely
popular.

The Philippines Is One Of 3 Locations Considered For BYD’s Southeast Asia Expansion

https://cleantechnica.com/2023/03/04/the-philippines-is-one-of-3-locations-considered-for-byds-
southeast-asia-expansion/

Zero tariff on importations, a favorable supply chain, and the second largest access to nickel
deposits in the region puts the Philippines in the bullseye of the world’s second largest electric
vehicle maker, BYD, as a location for an assembly plant estimated to cost $500 million. Its work
is coordinating agencies to grant tax incentives to businesses specially for large scale projects.
Battery makers use lithium iron phosphate in its EV batteries, and BYD, being the largest battery
maker in the world, is said to be seriously considering the Philippines for its raw material source.
BYD is already present in the Philippines successfully selling its EVs to a niche but moneyed
market. The car distributorship has not relented in its promotion of EVs and is leading other
companies in terms of mix and availability.

Hina: It’s great that Philippines is expanding BYD’s electric vehicles. This is more eco-friendly
for our environment.

Srikar: BYD is working to = coordinating agencies to grant tax incentives to businesses specially
for large scale projects.

Hina: They would need to take into consideration charging stations. However, the lack of a
charging station ecosystem is hampering the take up of EVs, but BYD pioneered in setting up
charging stations in the areas in which it is most popular.

Srikar: Nickel reserves in Indonesia and the Philippines account for nearly half the world’s
nickel production. Battery makers use lithium iron phosphate in its EV batteries, and BYD, being
the largest battery maker in the world, is said to be seriously considering the Philippines for its
raw material source.

Hina: BYD produced a total over 1.85 million plug-in electric cars (BEV and PHEV) globally,
which is triple the increase versus 2021 sales of over 597,000 cars, and nearly 400,000 more than
Tesla.

Srikar: This is impressive!

A Year Into The Invasion Of Ukraine, What Is Happening With Nuclear Weapons?

https://cleantechnica.com/2023/03/04/a-year-into-the-invasion-of-ukraine-what-is-happening-
with-nuclear-weapons/
Russia will continue to refuse to allow the United States to conduct verification inspections
permitted under the treaty and will not meet to discuss any concerns either country has. It further
heightens the risk that Russia could decide to go nuclear if the war in Ukraine takes another turn
for the worse for Moscow. In the United States, Congress rejected the decision by the Biden
administration to cancel the new, nuclear-armed Sea-Launched Cruise Missile that was first
proposed by the Trump administration. The loudest and most bizarre kerfuffle was between the
United States and China, over a lost Chinese intelligence-gathering balloon that wandered across
the US and close to some sensitive military sites, including nuclear missile silos spread across
the central plains. In sum, of the four possible nuclear futures that could flow from the invasion
of Ukraine, two of those continuing the downward-spiraling status quo and more countries
seeking to join nuclear alliances or obtain nuclear weapons themselves have seen significant
development. A third moves to eliminate the leadership of “problem” nuclear-weapon states has
seen threats to Iran. Meanwhile, the fourth and most hopeful and sustainable future  a world free
from the nuclear threat, where security is no longer based on nuclear deterrence has seen little
truly significant progress. 

Srikar: The conflict in Ukraine began in 2014, and it did not involve the use of nuclear weapons.
Ukraine does not possess nuclear weapons, but it was once part of the Soviet Union, which had a
large nuclear arsenal.

Hina: After the Soviet Union collapsed, Ukraine voluntarily gave up its nuclear weapons in
exchange for security assurances from Russia, the US, and the UK.

Srikar: In recent years, there have been concerns about the security of Ukraine's nuclear power
plants in the context of the conflict with Russia. However, the International Atomic Energy
Agency (IAEA) has reported that the plants are operating safely and securely.

Hina: The use of nuclear weapons in the conflict in Ukraine would have catastrophic
consequences, and it is unlikely that any country would risk such a move.

Srikar: The international community has called for a peaceful resolution to the conflict and has
urged all parties to adhere to international law and respect Ukraine's territorial integrity.