กรณีศึกษา best practices tqc winner 2009

Best Practices TQC Winner 2009

Best Practices TQC Winner 2009

/

12-15

1025

10400

0-2619-5500630,631,632,633,636,

0-2619-8086

0-2619-8085

www.tqa.or.th [email protected] 1 2554

3,000

ISBN 978-616-7148-87-8

()

4

5

BestPracticesTQCWinner2009

() 11

() 47

73

()

107

109

BestPracticesTQC Winner 2009

..2543 (BestPractices)BestPractices

BestPractices 2-3 BestPractices

BestPractices

BestPractices

BestPractices

..2552 ()

()

()

.


(BestPractices)

()

() 100 50 ()

3

()

()BKP98 ()CPF

BKP

(OEM)93%CPBrand7%

..2551 -(SlaughterPlant)

280,000Halal

(FurtherProcessingProcessHouse) BKP 80


CPFBKP

BKP

BKP

(QualityPlanning) (QualityControl)

(Quality Improvement) 5

()

() TOP 50 275,00013

(ComplexRefinery) 100

..2551 3

()

PTF 11

1.2/4


PTF

PTF

2

()(Bangkok Produce Merchandising PublicCompanyLimited)

()

11

()BangkokProduce

MerchandisingPublicCo.,LTD. (BKP) 98 ()CPFCPF

1) (Feed)2)(Farm)3)(Food) BKP

..2532

(Slaughterhouse) FurtherProcessing ..2533 ..2537 (CPF)BKP98.44%..2541

BKP 93%

BKP CPBrand 7% ..2551

1 98 CPF

(Kitchen of the World)

(Philosophy)3


12

CPFWay CPF 60,000 90

1.(EmbraceChange)

2.(MasterLearning&Sharing)

3.(Innovation)

4.(Integrity&Honesty)

5.(ResultOriented)

6.(DedicatetoCountries)

30 CPF

CPF

BKP

150,000

BKP

140 4.4 :LowyInstituteforInternationalPolicy (ANU) .

H5N13

53%

142

()

13

150 .. 2548 4.4 330 1.4

( : 20 .. 2549)

( ) (

/)

70

BKP (

..2546..2547)

1,000 88% 12% 100 10

30% 10

15% 28% Stock Stock5,000/Stock15,000

/Stock50


1

BKP ..2547 200 (

Stock )

BKP

BKP

BKP ModernTrades,Food

Services,CPFreshMart CPF 14

() ()

BKP

BKP

(Feed)

(Farm) (Food)

(FullyIntegration)

BKP

(Biosecurity)

(ProductTraceability) 100%

ForwardBackward

()

1

BKP(BusinessProcess)

BKP CPF

21DayOldChick(DOC)1 42-45

2.3-2.5

2 CPF

TradingCo.,Ltd. C.P.MerchandisingCo.,Ltd. (DynamicLogistics) GPS(1)

1 BKPCPF

BKP

-(SlaughterHouse)

BKP 13(90)


1

AnimalWelfare1 GPS (EvaporativeSystem) Modular

System(

)

-

(Stunner)

5 40 5 58 5 -

()(Chiller)

32 4

SpecialCutting

()

(FurtherProcessingProcessHouse)

SlaughterHouse

1AnimalWelfare

5(2,3,5)

1)

2)

3)

4)

5)

()

1

Cooking 4

80 18 45 1-1

(2)

2 BKP

BestPractice:

(QualityManagement)3

/

(Input)

(Process) (Output)

4


18

(Quality

Planning) /

(QualityControl)

()

(QualityAssurance)

/

(Quality Improvement)

BKP

1.(QualityPlanning)

2.(QualityControl)

3.(QualityImprovement)

4 3

/

/

()

19

QualityPlanning: BKP ( 5) (QualityRequirement)

(ImplementandVerification:

QA) (Inspection:QC)

5 BKPQualityWorkSystem

VoiceofCustomer(VOC)

BKP

1 BroilerIntegratedBusinessModel

BKP 3 52 /

()


20

BKP ( 5 : )

CPFT2() CPM3()(

)

1 BKP CPM

CPF

CPFT

1 /BKP

2CPFTCPFTradingCo.,Ltd.CPFTraditionalTrades()

Cold-Chain.ModernTrade(TescoLotus,Carrefour)

FoodServiceChain(KFC,ChesterGrill)3CPMC.P.MerchandisingCo.,Ltd. CPFPartnersBKP

CPFT CPM

(3)

()

/

() /

()

/

/ () ()

E-mail () ()

VideoConference ()

()

/

()/

ConsumerCenter

()/

()

//

BKPSportDay

//BKP/

CPFT/CPM()

()

21

BKP

(.) (ISO9001,GMP,HACCP4)(ACP5,BRC6)BKP

BKP

BKP15,000BKP

2

2

4HACCP HazardAnalysis&CriticalControlPoint (BiologicalHazards)

(ChemicalHazards)(PhysicalHazards)

5ACP AssuredChickenProduction CPF ACP6BRCBritishRetailConsortiumStandard

BRC6

1) (HACCP)2) (Quality

ManagementSystem)3)(FactoryEnvironmentStandard)4)(Product

Control)5)(ProcessControl)6)(PersonnelWorkforce)

ISO9001,GMP,HACCP

ProductLiability

Halal

(.)

(.)

AnimalWelfare


22

BKP

CPF

(

)

BKP

() 13 30

5,000BKP

1402

(

)

BKP

BKPHigh Care

Low Care /

(LowCareHighCare)

LowCare HighCare

-(

)

LowCare

()

23

( ) HighCare

IndividualQuickFreezer(IQF) (Packing) MediumCare(ColdStorage)(6)

()

HighCareLowCareSlope 0.3

6 BKP


2

:

BKPBKP

(OpenSystemHouse)30

(..2523)(CloseSystemHouse)20

( ..2533)

BKP(Computerized

SystemControl)7(..2546)

(7)

1. (EnvironmentalSystem)

(Ventilation

System) CoolingPad ExhaustFans(EvaporativeCooling

System)2. (FeedingSystem)

(NippleDrinker)

7 (ComputerizedSystemControl)

BKP

()

2

RotemAC-2000

VentilationSystem

(ExhaustFans)

(CoolingPad)(Heater)

RSW-2 Nipple

Drinker 2

150,000

2.45 60 45 41 (6% 3%) 12.21.75(8)

8

45 > 41

20,000 > 150,000

2.0 > 2.45 .

2.2 > 1.75

6% > 3%

44 > 58


2

QualityControl:

-(SlaughterHouse)

BKP(QualityWorkSystem)SIPOC

Model7

(ACP,BRC,AnimalWelfare,Halal)(

. ) (ISO9001,GMP,HACCP)

(CriticalPoint /Control

Point)(DailyManagement)

SIPOCModel(9)

9 BKPQualityWorkSystem

7SIPOCModel

Supplier Input Process

/ Output Customer SIPOC

S=Supplier (Ingredient&Packaging)

I=Input

P=Process

O=Output

C=Customer Outcome

()

2

Supplier:(Supplier)/ 3 HighRisk()MediumRisk

(2/)LowRisk(3)Supplier

Input : (Input)3

(72

) CouncilDirective92/119/EECGMP/ISO9001/BRC

Process : 3

Output :(Output) 12 -40(4-18 ) LotNo. SubLotNo.

-20

GMP/ISO9001/BRC


28

3 /-

/

305

/

(AnimalWelfare)

(105mA/)CouncilDirective93/119/ECTescoChickenStandard

CouncilDirective92/116/EEC

(140

)50/100/

(AnimalWelfare),TescoChicken

Standard

1(405)2(585

)

0.5/

95%

OrganochlorineISO9001:2008/BRC

1.5/2.5

CouncilDirective92/116/EECHACCP/

ISO9001:2008/BRC

2.5/

%4.5%

4

()

29

2()

(FoodProcessing)

Further SIPOC

SensoryTaste

Sensory

Evaluation

BKP(CustomerAudit)

Supplier

Slaughter Further 5 (10)

(4) (11) (12)


30

10

4

11

2548 2549 2550 2551 2552Slaughter 21.7% 25.5% 13.4% 8.4% 2.30%

Further 10.0% 2.2% 1.5% 0.7% 0.69%

.//.

0

2

4

6

8

10

12

14

16

18

Slaughter Further2548 2549 2550 2551 2552

0

10

20

30

40

50

60

70

80

90

100

Slaughter2548 2549 2550 2551 2552

Further

()

31

12

(Traceability)

BKP

BKP

BKP ProductLotNumber7

7ProductLotNumber

// ()

/ / BKP 10

3

CP

FreshMart

Lot/TraceNumber 10 (13) SMS

2548 2549 2550 2551 2552

9

11 10

6 6


32

4545111Lot/TraceNumberTMSMS

(14)

www.vet-bma.com(15)

13 BKP

14 SMS

()

33

15 Online

Supplier

5 16

17


3

16

17

Supplier //

/

/

/

AI/

-

/

-

/

/

Compartment

/

AI

()

3

BKP (ProductIdentification)SpecNo,LotNo,SubLot /

/ P/O (18)

7 (LotNo.) 1-2(23)

(23 BKP) 3-4(53) .. 5-7(180) 1 /JulianDate(21

2553)SubLot.Line

18

2 1 BKP (

Opssmart) 5

(19)

: 23 = BKP

.. (2553)

: Julian Date = Day of year (180 = 29th June)


3

19 Opssmart

(20)(21)

5(22)

(23)

21 1,000

20

2548 2549 2550 2551 255270

75

80

85

90

95

100/

2548 2549 2550 2551 25520.0

0.5

1.0

1.5

2.0

2.5

3.0

CPFT CPM CPFT CPM

()

3

QualityImprovement: BKP (ContinuousImprovement) (BreakthroughImprovement)

BKP PDCA-BKI PDCA-Benchmarking-Kaizen-

Innovation2Bottom-upTop-down

(24)

24

2548 2549 2550 2551 2552

0 0 0 0 0

2548 2549 2550 2551 255270

75

80

85

90

95

100

CPFT CPM

22 23


38

Bottom-up (DailyOperation)

PDCA INNOVACO(QualityControl

Circle:QCC)INNOVACO

INNO=Innovation

V=Valuable

A=Applicable

C=Creative

O=OrganizationLearning

&Teaching

Bottom-up 25 (WorkIn

ProcessStock)2967

BKP Kaizen-

DMAIC(Define-Measure-Analyze-Improve-Control)

( 8 100

)

1.67

DMAIC 2 3 (2 ) R&DSupplier

Matching(100 )

()

39

25 Bottom-up

INNOVACO

(Bottom-up) Top-down

(Breakthrough) SixSigma

LeanBKP(BKP

Board) (GeneralManager:

GM) BlackBelt (Senior

LeaderTeam) GreenBelt SixSigma(DMAIC)

SEJ

ChickenKatsu BKP 100 7-ELEVEN

Yield 94.72% (SD) 1.88Yield98.07%

0.85DMAIC

DMAIC (Define-Measure-Analysis-Improvement- Control)

KAIZEN

INNOVACO Day ( 2 ) VACO 1 : 3,000 / 2 : 2,000 / 3 : 1,000

( ) BKP News () () KM Website

D

C

A

P


0

Define : SEJChickenKatsu

Measure : Predust(Binder ) Batter()Breader() Cook() Freeze(

) Pack() Batter26

26

Analyze : 90FMEA

(FailureModeandEffectsAnalysis) 3

(Severity:S)(Opportunity:O)(Detection:D)7(27)

6

2.5 5.1 4.5 4.9 2.8

Predust Batter Breader Cook Freeze Pack

Data

Boxplot of Predust, Batter, Breader, Cook, Freeze, Pack

100

90

80

70

60

SD 4.4

()

1

27 FMEA

Batter

Improve : DOE(DesignofExperiment)Batter

%TotalYield2Bar60

Batter8

Control :

Yield 94.72%

98.07% (SD) 1.88 0.85 255,770(28)

FailureModeandEffectsAnalysis

()

TempBatter

/

/

%

%pickupBreader

/

Mt/

Fryer

Predust

Pack

OutfeedIQFProfile

Beltpress

AV

Predust(-)

()

Blower

(model(-))


2

28 SixSigma:SEJChickenKatsu

VisionaryLeadership:(21)

(VisionaryLeadership)

(Kitchen of the World)21()

%TotalYieldBefore =94.72After =98.07

StandardDeviationBefore =1.88After =0.85

()

3

BKP 2 1

(ComputerizedSystemControl)

400

BKPCo-GenerationByProduct

200

19,000

ManagementbyFact

BKP

BKP

BKP

18,000 100,000 150,000

30

4


20 1

()

RotemAP2000 --(SlaughterHouse)

DotNet WinFood

1Spec

SAP FXASoftware

BKP

CP

CPF

20 BKP CPF CPF CarbonFootprint,Traceability Biodiesel

CP

CP

()

() (Thai Oil Public CompanyLimited)

()

50

100

(ThailandQualityClass:TQC)

()

35,000

Thai Oil


8

Refinery Company : TORC 250410 1(TOC-1)

3

18..2507

1

20,400 275,000 25

(ComplexRefinery)

()

9

()

100

50

Energy Converter

BestPractices:

RefineryIndustry

(GrossRefinery

Margin)

4


0

1.

2.(Value)

3.

4.(IntermediateStreams)

(CompetitiveAdvantage)

(RefineryMarginMaximization)

(HeavySourCrudeOil)

(ComplexRefinery)

(SimpleRefinery)

(LightProducts)

(Heavy

Products) (ComplexMargin)

(ComplexRefinery) (Nelson

ComplexityIndex) 3 (Hydrocarbon

Skimming)

(Cracking)5

(Treating)

()

1

2 ThaiOilRefineryProcess

Foresee,FirstMoverandDominance


2

100,000

60,000

(ValueAdded)

(ResidualFuel) (HighComplexityRefinery) 1 (Hydro-skimmingRefinery) (CrackingFacilities)

(Benzene)

EUROIV

(StrategicAdvantage)

1.5 2,000 5

()

3

StrategicThinkingSession

(Strategy)Road Map

(Initiatives) (ActionPlan)

3 (StrategicThinkingSession)


(StrategicThinkingSession)

(Strategy-focusedOrganization)

(StrategyFormation)

(StrategyDeployment)

(StrategicPlanning) Top-down

Bottom-up

4 StrategicPlanningProcess

()

(CatchBall)

Lagging Leading

5 StrategicDirection


StrategyDirection

(Objective) HPO(HighPerfomanceOrganization),CG(Good

CorporateGovernance)CSR(CorporateSocialResponsibility)

(Vision)

Flag Ship

(Mission)

Understand,AwarenessOwnership & Commitment (Values) POSITIVE8

POSITIVE

Professional

Ownership&Commitment

SocialResponsibility

Integrity

()

Teamwork&Collaboration

Initiative

VisionFocus

ExcellenceStriving

StrategyFormation

1. Confront Reality

(StrategicPlanning :SP)

(PerformanceManagement

System) KeyPerformanceIndicator(KPI) 4 Balanced Scorecard

(Benchmarking) 50

ShellGlobalSolution(SGSs) SolomonAssociates

CMM(CorporateManagementMeeting) COGNOS5 Strategic

ManagementDashboard

6 PerformanceManagementSystem


8

(KeyInternalandExternalFactors)

.

2. Capability-driven Strategy

SWOTAnalysis,Five-Force,

EnvironmentalScanning,IndustryAttractivenessAnalysis (StrategicAdvantage)

(StrategicChallenge) (Benchmarking)

(StrategicTheme) Scenario Planning

(WhatCouldBe) (UncertainEnd)

(KeyDriver) (Trend)

()

9

7 SWOTMatrix

(StrategyFormation) TOPGroupStrategic

ThinkingSession

(CEO) (DeputyManagingDirector:

DMD) (AssistantManagingDirector:AMD) 200-300

OperationalExcellence

TOPGroup 120

10 5

(CoreBusiness) (CoreCompetency) (ComplexRefinery)

SGSI


0

.

Capability-driven Strategy

8 Capabilities-drivenStrategy

3. Align Strategy and Initiative

Organic Growth Value

Chain EnhancementDiversification Strategy Merger and Acquisition (M&A)

(InternationalInvestment) (Alternative

Strategy)

SupplyChain .

. Win-Win

. .

.

()

1

3

()

. .

50

9 SurviveandThrive


2

(Theme) Survive and Thrive (Short

Term) (Survive)

(LongTerm)

(Thrive) Energy Converting Company

..2009 10

2,000-4,000 (OperationalExcellence :Op-Ex) (BenchmarkingImprovement)

(MarginImprovement)

(Initiative) 4(EuroIV)(LubeSpecialty)

(PXUpgrading)

(Marine FleetExpansion) (RefineryUpgrading)

(Theme) Survive and Thrive

Strategic Theme

7BalancedScorecard

(Operational Excellence)

(Business Excellence) (Growth Strengthening)

(Sustainability) (StakeholdersSatisfaction)

(StakeholdersValueOptimization)

()

3

(HighPerformanceOrganization)Enablers

10 Enablers

Enablers

Enabler IntangibleAssets 3

(Employee Engagement)

Positioning (Branding)

(CorporateGovernance:CG)

(CorporateSocialResponsibility:CSR)

(KnowledgeManagement:

KM) (TotalQualityManagement:TQM) (Strategy-focusedOrganization) (InformationandCommunicationTechnology:ICT)


(SupportUnits) (Organization

DevelopmentandBusinessImprovement)

(CoreUnits)

(TOP-corporateStrategyMap)

Understand,AwarenessOwnership&Commitment

(GrowthSteeringCommittee) BusinessUnit

( )

(Enabler)

11 TOP-corporateStrategyMap

()

SP

-(CatchBall)

SP

Achievement

Survive and Thrive (ShortTerm)

Survive Shell

SolomonAssociate 2 Top Quartile (Non

EnergyCashCost) (CorrectedEnergyandLoss

Index-ShellBenchmark) (MaintenanceIndex)

(MechanicalAvailability) Best in

Class Operations..2555


12 PerformanceBenchmarking

..2551

(ROCE)

13

..2551 3 Reliance(India)NipponOil(Japan)

-30

-20

-10

0

10

20

30

2547 2548 2549 2550 2552

2551 TOP

Form

osa

RIL

Calte

xS-

Oil

PTTA

RIO

CIR

PCBP

CL SKPe

troplu

s

ESSO IRPC PTTAR TOP-4-202468

1012

()

14

(LongTerm) Thrive Energy

Converting Company ..

2552 287,393 .

1.2 7 3,281 ..2549 (TPX) 282 2 4

1-2

02468

10121416

2549 2550 2551 2552KPIs

KPIs

KPIs


8

Havard Business Review2552

(StrategyFormulation) (StrategyDeploymentandExecution) (Strategy-focused

Organization)

1.

Alignment

(VerticalandHorizontalIntegrationandAlignment)

2.

(Analyst)

(Uncertainty) (Risk)

SWOTAnalysis,Five-Force,EnvironmentalScanning,IndustryAttractiveness

()

9

Analysis ScenarioPlanning

3.

(CoreCompetency)

(Supply) 3015

200,000 6 (Demand)

4.


0

(StrategicThinking)

Understand, Awareness Ownership & Commitment

1()(Pak Thong Chai Feedmill, Charoen Pokphand Foods PublicCompanyLimited)


2

3

() 2

( )

()

4(

)


..2506()

17..2521

..2530

() ..2537

..2541

..2542

() CPF 2 2 CPF Value Chain CPF

CPF 40%

1 CPFValueChain

2 CPF

..2547CPF

(PTF) 11

PTF 1.2 /(LivestockFeed) 4 (Bag)(Bulk)

CPF11

6.3/

CPF

CPF

CPF CPF (Kitchen of the world)


Value Chain CPF

SamsungGE

CPFCPF CPF Way Target Setting

CPFWay

3 CPFWay

CPF

(KitchenoftheWorld)

TPF

TPF

1)

2)

3)

4)

5)

Embrace Change

Master Learning & Sharing

Innovation

Integrity & Honesty

Result Oriented

Dedicate Countries

CPFWay6

CPF

CPF

()

CPF

1

31.CPF

2. 3.

CPF

CPFCPF

CPF


8

1.

CPF60%15%25%

5 CPF 20% 40%PTF CPFValueChain

2.

2

CPF

CPF

2009 CPF

2

Anti Dumping1 ()

3.

1 (AntiDumping:AD) (

)

9

4.

..

5.

CPF

CPF


80

4

PTF (Value

CreationProcesses) (BusinessSupportProcesses)

CPF

(ProcessControl) (ProductRecall)

(Farm)

(Marketing)

(Farm)

(Marketing)

81

5

2

StorageTank

105


82

BestPractices: PTF

6 PTF

TQA6

62 (WorkSystem)

(WorkProcess)6

(Work System)

(Work Process)

PTF

CPF

Process 3

Process

6

Process

5

Process

4

Process

2

Process

1

Work System ()

Work Process ()

83

1.

2.

3.

4.

1.

7

PTFValueChain

2(BullwhipEffect)PTFValueChainCPF

2 (BullwhipEffect)

Feedmill Farm Processing Adding Value

Local & Export

Raw Material

End

Customer

WinfoodWinfarmWinfeed

Primary Production Food Production Distribution


8

ValueChain CPF() () ()WinFeed,WinFarmWinFood

WinFeed,WinFarmWinFood

Update 6

WinFood

WinFarm

WinFeed

PlantControl3

PTF

PTF

PTF

PTF

WinFeed,WinFarm WinFood PTF

PlantControl

PlantControl

3PlantControl

8

8 PlantControl

PTF

WinFeed,WinFarm WinFood

PTF PlantControl

2. (DotheRightThingFirst)

PTF 9PTFPDCA


8

PTF

PTF

9

PTF

(FoodSafety)

PTF

- - VOC, VOS, VOP - / - - , - - - Benchmarking - IT,

- - VOC, VOS, VOP - / - - , - - - Benchmarking - IT,

/

//(BestPractice)

ConceptualDesign

DetailDesign

BU

BU

BUShareService

8

10 ValueCreationProcess

PTF.

6

CPF 13

CPF

PTF CPF

(PilotTesting) CPF


88

ValueChain WinFeed,

WinFarm WinFood PTF 3

ValueChain

4(FCR)

(12)(13)

(14)

12 (FCR)

13

4(FeedConversionRatio:FCR)1

=1.71.71

89

14

PTF

LowCare High

CareLowCare

105 HighCare

15 LowCareHighCare


90

UltrasonicReal-time

10

()

91

PTF EagleAward ABC

(AssociationBuilderandConstruction)

(ProductRecall)PTFWinFeed

Real-time Backward Forward(MockRecall)2

PTF100%1

PTF ()

FleetManagement

GPSTrackingSystem

PTF -CCTV

Real-time PTF

4510

PTF 1

16 EagleAward


92

.

6

X

XX

X

.

(PilotTesting)

X

XX

ValueChain

W

inFee

d,

WinFarm

W

inFood

PTF

3

X

X

X

X

L

owC

areHighC

are

X

XX

XX

W

inFee

d

R

eal-time

B

ackward

Forw

ard

X

XX

X

FleetM

anag

emen

t

GPST

rack

ingSystem

X

XX

XX

1

93

3.

PTF

2

2 KeyProcessandValueCreation

.

6

X

XX

X

.

(PilotTesting)

X

XX

ValueChain

W

inFee

d,

WinFarm

W

inFood

PTF

3

X

X

X

X

L

owC

areHighC

are

X

XX

XX

W

inFee

d

R

eal-time

B

ackward

Forw

ard

X

XX

X

FleetM

anag

emen

t

GPST

rack

ingSystem

X

XX

XX


9

PTF

4 (Man) (Machine) (Material)

(Method) PTF

(Man)

PTF

(ClassRoom)

OJT(OnTheJobTraining) DM/SM(DepartmentManager/Section

Manager) PTF ExpertDirectory OJT PTF

TargetSetting5

(Machine)

PTF PlantControl

Real-time

(Material)

PTF

2 PTF 5TargetSetting 5

VicePresident,AssistantVicePresident,

GeneralManager,

9

/PTF

(Method)

7-ELEVEN 7-ELEVEN

PTF(Procedure)

(WorkInstruction) ISO9001,ISO14001,

GMP,HACCP6FeedDirectiveEurope

Multi-SiteManagementSystem 11 EQMR(Environment&

QualityManagementRepresentative)

SLT7 2 ManagementReview BusinessReview

Multi-SiteManagementSystem

PTF

PTF

CPF

6HACCP:HazardAnalysisandCriticalControlPoint 7SLT:SeniorLeaderTeam

PTF


9

2

(ISO9001, ISO14000,GMP,HACCP)CPF FeedSupportUnit EU2

PTF

PTF100%

17

4.

9

18 StepProblemSolving

PTF Lean-SixSigma:DMAIC

(Define-Measure-Analyze-Improve-Control) 12

D(Define) WinFeed

10 2

M(Measure) A(Analyze) I(Improve)

C(Control)

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