diff --git a/cases/case_1/case_1_description.md b/cases/case_1/case_1_description.md
index 004aab3..0493712 100644
--- a/cases/case_1/case_1_description.md
+++ b/cases/case_1/case_1_description.md
@@ -50,9 +50,9 @@ Beanie Limited in southern europe and the mediterranean. The warehouse and its
 team are responsible for serving clients and also other smaller regional
 warehouses from Beanie Limited in this geography. From the warehouse point of
 view, they are usually just called "the clients". Whenever one of the clients
-needes raw beans, they arrange a transport truck that goes to the warehouse to
-pick up a certain amount of goods. Elisa's team fill up the truck with the
-requested goods, and then the clients take care of receiving that in their own
+needs raw beans, they arrange a transport truck that goes to the warehouse to
+pick up a certain amount of goods. Elisa's team fills up the truck with the
+requested goods, and then the clients take care of receiving that at their own
 locations.
 
 The Caserta warehouse itself has only one way to source coffee beans to store
@@ -61,7 +61,7 @@ Diemen, near Amsterdam. Whenever Elisa's team considers that more stock is
 needed, they post a sourcing order to the central office for a certain amount
 of beans. The central office arranges the goods and the delivery and, after a
 few days, the goods reach Caserta and are stored. The central office tries to
-ensure a lead time of 7 days (lead time is the time that passess between an
+ensure a lead time of 7 days (lead time is the time that passes between an
 order being placed and the goods reaching their destination), but the reality
 is they do what they can and this time is not always respected.
 
@@ -72,13 +72,14 @@ which is risky for the business. On the other hand, having a lot of stock means
 high warehouse costs and financial opportunity cost (if Beanie Limited has 1
 million € in coffee beans in a warehouse, that is 1 million € they can't invest
 somewhere else to improve their business). Thus, Elisa needs the stock to be as
-small as possible, without disappointing clients.
+small as possible, while making sure she is not disappointing clients at the
+same time.
 
 Elisa is calling you because 2021 was a terrible year for the warehouse. The
 year was a chaotic one, and Elisa's team was not able to run operations
 smoothly. Although Elisa is not providing exact numbers, she is very well aware
 that the warehouse stock was unnecessarily high at times, and that there were
-too many periods were the warehouse was out of stock and clients had to wait to
+too many periods where the warehouse was out of stock and clients had to wait to
 get their goods.
 
 Elisa thinks that the main reason for this is the lack of a clear policy for
@@ -86,7 +87,7 @@ when to order and how much to order from Diemen. Her team decides independently
 when to do it, and Elisa has a feeling that they are not approaching these
 decisions the right way. This means that sometimes they order when there is no
 need to, sometimes they don't order when they should be, and that the amounts
-being ordered might not be the best ones.
+being ordered might not always be the best ones.
 
 Here is where you come in. As simulation experts, Elisa expects from you that
 you can help design an ordering policy to fix these issues. Doing this implies