Muda.pptxgruhxjsidadhidhjzcvifvczghcvjdfgz

federal Tvet agency and EKI 2
Contents
1)The concept of MUDA/Waste
2)Methods for categorizing types of Muda
3)MUDA identification
4)Elimination of Muda
5)Methods for Muda prevention
6)TPM concepts and its pillars

3
1) The concept of Muda
What is Value?
Value is defined by your customer.
There are two types of Customers:-
-Internal customer
-External customer
Then Value is the activity/effect
what the customer exactly is
going to pay for/needs.
federal TVET agency and EKI

What is Waste/MUDA?
• Waste/MUDA is any activity of
workers/machines which consumes resources
such as money, time, energy, materials, etc
without adding value.

The main elements of KAIZEN
management
• Quality (Customer)
• Cost (Company)
• Delivery(Customer)
• QCD is the source of
productivity improvement

C O S T
M
I
N
I
M
I
Z
E
Better Quality
On time
Delivery
Higher
Profit
Profit=Price-Cost
ምን ይሻላል???
CUSTOMER
የትም ፍጭው
ዱቄቱን
አምጭው
Reasonable
Price
MANUFACTURER

The concept of cost
Cost minimization
• Determination of the sales price of the product
Sales price=(manufacturing)cost + profit
• Manufacturing cost=(material + labor +
facility + utility + others)cost

federal Tvet agency and EKI
PRICE=COST + PROFIT
PROFIT= PRICE - COST
Company sets price(Demand>Supply)
Market sets price (Demand≤Supply)
Traditional Thinking
Kaizen Thinking
8

The three categories of Operations
• Value Adding/Net Operation
• Non Value Adding Operation
• Muda/Waste

(1) Net Operation
• Part of the operation that adds value
to make parts and products
Examples, Milling, Turning, Grinding,
Assembling and Welding

(2) Non-Value adding Operations
• Operation that adds no value but
cannot be avoided
Example Setting up, Inspecting,
Picking up parts, Removing drill chips

The three categories of Operations(Cntd)
(3) “Muda”
• Muda is a Japanese word meaning Wasteful
Activity
• Is anything unnecessary in operation.
• Can be eliminated immediately

The three categories of Operations(Cntd)
(3) “Muda”
• It increases Production cost
• Muda affects the quality of the product
and also delivery time

Non-value adding and
wastes
• movements
• searching for tools
• transporting
materials
• over production
• waiting /idle time
• making defects etc
Value adding
• assembling
• molding
• spinning
• mixing
• building
• milling etc
“Muda” are activities which use resources,
time or cost without adding value.

Value Chain Consume
rs
Supplier
s
Reduce Lead Time
Non Value Added & Waste activities
15

16
Product Lead-Time
Raw
Materials
Finished
Goods
Value Added
Time
Non- Value
Added Time
TIME

Very Simple Drill
• Operation to staple two papers using a
stapler when work place is disorganized
• Materials and tools
–Two pieces of paper
–Stapler
–Staples

Very Simple Drill
Result in a disorganized environment
N0. Activities Time Type of
Operation
Measure How
1 Searching for
Stapler
35 Sec Muda Eliminate 5S(Set-in-order)
2 Searching for
Staples
30 Sec Muda Eliminate 5S(Set-in order)
3 Putting the Staples
into the stapler
8 Sec Non-Value
adding
Minimize Load staples
ahead
4 Putting the two
papers
together
3 Sec Non-Value
adding - -
5 Staple the papers 2 sec Net Operation
(Value Adding) - -

Lessons from the drill
• Total time of operation=78 Sec
Net Operation(Value adding)=2 Sec(2.6%)
Non-Value adding operation=11 Sec(14.1%)
Muda(Unnecessary operation)=65Sec(83.3%)

MUDA = Anything Unnecessary

2)Methods For Categorizing Types of Muda/Wastes
Classification of waste
A number of methods for classification of waste have
emerged. Here are some of them:-
The 3MU’s
5M+Q+S
The flow of goods
The Seven deadly wastes

Muda
Muri
Mura
1) The 3MU’s

MUDA-Capacity exceeds load.
MURA (imbalance or variation) =
capacity sometimes exceeds the load and
the load sometimes exceeds capacity.
MURI(Physical or mental overburden)-
Load exceeds capacity .
Productivity improvement does not
mean hard work.
The Three MU’s

The Three M’s
Muda
• Production factors that increase
cost, in other words, all
unnecessary things

The Three M’s (Cntd)
Muri
• Mental and physical overburden on
operators, and overburden on
production machinery

Muri
We should not force hard work on
Employees in the name of
productivity improvement
Value added work
Working density =
Actual work
The Three M’s (Cntd)

Muri : overburden

የስራ ጫና Muri

የስራ ጫና
Muri

The Three M’s
Mura
• Variation in work distribution,
production capacity of machinery, and
material specifications

IN OUT

Relationship between the 3 M’s
• Usually Mura creates Muri which in turn
lead to generation of Muda

Relationship between the 3 M’s
• Therefore, mura creates muri that
undercuts previous efforts to
eliminate muda.
• Eliminating mura is fundamental to
the complete elimination of muri and
muda

2) 5M+Q+S
• Is another way of thinking in the areas where
waste may occurs 5M(man, material,machine,
method and management), plus Quality and
Safety.

Contd…
Material
Waste of:- Parts, Bolts, Welds, Functions, Storage & Handling.
Man/Workers
Waste of:- Walking, Waiting, Searching, Unnecessary movements
Management
Waste of:- Materials, Meetings, Management control,
Communications, Vouchers
Machine
Waste of:- Large machines, General purpose machines,
Conveyors, Machines with wasteful movements, Breakdowns,
Machine handling

Contd….
Method
Waste of:- Large lot production, Inventory,
Conveyance, Retention, Non standardization,
Picking up setting down work pieces.

Contd…
Quality
Waste in:- Making defective goods, Fixing
defects, errors, Inspection, Quality control.
Safety
Waste of:- Disaster prevention methods, Fixing
defects.

3)The Seven deadly wastes
1) “Muda” of Overproduction
2) “Muda” of Inventory
3) “Muda” of Waiting
4) “Muda” in Transporting
5) “Muda” of Defect-making
6) “Muda” of Motion
7) “Muda” in Processing
Cost Reduction by Elimination of
muda

7 Categories
of Waste
Defect Making
Transportation
Over Produced
Motion
Inventory
Over Processed
Waiting

1)“Muda” of Overproduction
42
To produce things more than necessary in
terms of type, time, and volume. It is called
“the worst kind of Muda” since it hides all the
other wastes.

1)“Muda” of Overproduction
[Cause]
Excessive work
force and
facilities
Big and fast
production
machine
Lack of customer
focus
[Effect ]
Increase in inventory
Outbreak of defects
Deterioration of turn-
over ratio of funds
Advanced preparation
of materials and parts
Consumes resources
Needless wear on
machines

The situation where items such as raw
materials, parts, and finished goods are
stagnant or which are not having value added
to them. Some are located in the warehouses,
and others are in-process inventory.

[Cause]
 Weak consciousness for
inventory
Bottle-neck processing
stage
 Advanced Production
 Approximate production
 Unreliable suppliers
[Effect ]
 Waste of space
 Needs for inspection,
and transportation
 Expansion of working
fund
 Shelf life may expire
 It ties up cash
 Makes FIFO inventory
management more
difficult

Examples of Inventory Wastes

This includes all kinds of waste of time such as
workers or parts waiting: -for an upstream
process to deliver,
-for a machine to finish processing,
-for incoming parts or materials,
-for process that has a long wait time

[Cause]
 Bottle-neck
processing stage
 Bad facility layout
 Capacity imbalance
 Shortages &
unreliable supply
chain
 Lack of multi-skilling
 Poor maintenance.
[Effect ]
Waste of
manpower, time, &
machines
Increase in the in-
process inventory
Failed delivery
dates
Poor workflow
continuity

It is Unnecessary movement of parts
between processes caused by unnecessary
transportation distance, temporary
storage, relocations or re-piling up.

[Cause]
 Bad facility layout
[Effect ]
 Waste of space
 Production deterioration
 Expansion of
transportation
facilities
 Occurrence of scratches
 Increase production time
 wastes time and energy

5) “Muda” of Defect-Making

This includes defects, inspections for
defects in-process, and claims,
rescheduling, and resource loss.

5)“Muda” of Defect-Making
[Cause]
Emphasizing on down-
stream processes by
inspection
 Poor in methods and
standards for
inspection
 Lack of standard
operation
[Effect ]
 Increase in material
cost
 Productivity
deterioration
 Increase in personnel &
processes for inspection
 Increase in defects
and claims
 Invite reworking costs

These are non-value adding movements
or more than necessary movements of
workers, equipment, and machines, such
as looking for goods, bending,
stretching, walking, lifting, and reaching
etc.

Example:
54

6)“Muda” of Motion
[Cause]
 No education or
training
 No standard
operating
procedure
 Isolated
operation
 Bad facility lay out
[Effect ]
 Increase in
manpower and
processing
 Unstable
operation
 Increases
production time
 Can cause injury

This consists of processing and operations
primarily unnecessary. It is processing
beyond the standard required by the
customer.

7)“Muda” in Processing
[Cause]
Lack of analysis of the
contents of operation
 Improper tools and
their use
 Insufficient
standardization
Attitude - ‘Always do it
like this’.
[Effect ]
 Unnecessary
processes or
operation
 Increase in manpower
and man-hour
 Lower workability
 Increase in defects
 Can reduce life of
components

Benefits of identifying & Eliminating
waste
1. To the company
 Cutting the hidden costs of production.
 Increased customer satisfaction.
2. To Shop floor worker
 Increased job satisfaction:- work with less energy,
work in safe conditions etc.
 Contributing for improvement:-

5.How to eliminate “Muda”?
1) “Muda” of Overproduction
Produce not more than is needed by
your customers.
you MUST know what your customers
need and use.
Have standardized work or work
instructions for your processes.

Implement 5S and avoid unnecessary
items
Use just-in-time system
Proper alignment of work processes,
Consistent machine maintenance (to avoid
machine downtime.)

Design production lines and materials
flow paths in a way that minimizes the
distances between workstations and
temporary storage sites.
5) “Muda” of Defect-making
Build quality into each process, using
tools like Poka-Yoke, JIDOKA, Andon etc.

Minimize unnecessary movements
Improving processing efficiency to
achieve the same customer
satisfaction .
 use of low-cost automation, smaller,
and more flexible equipment

7) “Muda” in Processing(Cntd)
combining steps will greatly reduce
the waste of inappropriate processing.
Look for improvements
Train workers

Tools for Eliminating “Muda”
1. Andon
2. U-line
3. In-lining
4. Unification
5. Multi-process handling & Multi-skilled
Operators
6. A.B. control (Two-Point Control)
7. Cell production line

1. Andon
An “Andon” is an indicator informing
team leaders and supervisors of the
current workshop situation with color
boards, flash lights, and automated
announcement.

1) Calling “Andon”-Used for requesting parts.
2) Warning “Andon” -Used to inform
occurrence of irregularities
on the lines.
3) Progress “Andon” -Used to identify the
progress of operation on the
lines with a short Takt Time.
Types of “Andon”

2. U-line
A U-line is a layout in which the inlet and
outlet are positioned in the same direction
to avoid walking back for a single operator.

3. In-lining
In-lining is a way to make the production
lines simple and effective by integrating the
parts processing into the main line in the
unit production.

Unification of
several
processes
4. Unification
Even if a flowing line
cannot be formed,
odd operations can be
combined together in
a place into an
operator’s work.

5. Multi-process handling & Multi-skilled
Operators
Multi-process handling means that a single
operator manages multiple machines and
processes in product processing and
assembling. This is the primary factor for
constructing lines by a small number of
operators.

A multi-skilled worker can deal with
several machines or processes as
described above. The supervisor can
make a flexible placement of operators
when someone within the same team or
section is absent.

6. A.B. control (Two-Point Control)
A.B. control is a devised automatic control
function. It controls the machine
movement when they come to start or stop
working depending upon the number of
work pieces piled up between the
preceding process and the following
process.

A.B. control is used
as a tool for time
control to realize
Just in Time(JIT)
Up to Three
6.A.B. control (Two-Point Control)(Cntd)

7.Cell production line
This is a production line that a single
operator manages all the machining or
assembly operations in unit production.

7. Cell production line(Cntd)
Advantages
Quality assurance can be ensured.
The production output or efficiency of each
operator can be clarified.
Operators can obtain a feeling of work
achievement.

To summarize
• The Customer should not pay any price
for cost of wastes that we make.
• Therefore, it is us who have to make our
products better in quality, deliver them
on time and as the same time get more
profit by eliminating MUDA.

5)Methods for Muda prevention
There are four important methods you can use
for maintaining a waste-free production
environment:
• Standardization
• Visual controls
• Auditory controls
• 5W and 1H Sheet

Standardization
- Standardization means establishing standard
procedures for every operation so that anyone
can understand and use them – and everyone
does.
Standards must be created, documented, well-
communicated, adehered to, and regularly re-
assessed.

Contd…….
Standards are required for:
• Machines
• Operations
• Defining normal and abnormal conditions
• Clerical procedures
• Procurement

Visual and Auditory Controls
• One way waste enters into operations is when
standards are not improved to meet changing
conditions.
• Even standardization fails to sustain waste-
free production if not systematically updated
to take advantage of new materials, new
technology, and worker improvement ideas.

Contd……
• The best way to do this is through visual and
auditory controls.
Red-tagging – Always keep the production floor
free of any thing that is not directly part of the
production process.
Signboards- The purpose of workstations and
the names of the workers who operate them
should be displayed at every processing point.

Contd………..
• Standard quantities should be included on
supply bins or carts. The products produced
on each line or in each cell can be displayed,
and so on.
Outlining- Boarders around tools and
equipment, big and small, help people find
and return things.

Contd....
Andons- Different colored lights can report the
status and needs of a system and signal when
defects or abnormal conditions occur so that
problems can be solved immediately.
Kanban- flexible production instructions or work
orders that trigger materials supply and
production in a pull system, the hallmark of
lean manufacturing.

Contd….
Pitch and Inspection Buzzers - These indicate
when operations get out of sync with demand
or when defects are around.

The 5W and 1H Sheet
• Five “whys” and one “how”

Total Preventive Maintenance
• Is one of Kaizen Systems.
• Brings maintenance into focus as a necessary and vitally important part of business.
• is a company-wide system developed to maintain, monitor, and improve all capital
assets of a company.
• It can be considered as the medical science of machines.
• For production it is a system that maximizes equipment effectiveness and
maintains production flow.

cont…
•Maintenance is implemented by all employees in an organization.
•Everyone in the organization from operators to senior
management in equipment improvement.

Cont…
89

Cont…
Total = All individuals in the organization working together.
Productive = production of goods that meet or exceed customer’s
expectations.
Maintenance = keeping equipment and plant in good condition at
all times.
90

History
• TPM is a Japanese concept.
• Developed in 1951.
• Nippondenso was the 1st
company that implemented TPM in
1960.
• Based on these developments Nippondenso was awarded the
distinguished plant prize for developing and implementing
TPM, by the Japanese Institute of Plant Engineers ( JIPE ).
91

TPM Targets
• Reduce manufacturing cost
• Increase production quality.
• Delivery time. Achieve 100% success in delivering the goods
as required by the customer.
• Safety - Maintain accident free environment.
• Moral- Develop multi-skilled & flexible workers.
• Improve OEE (Overall Equipment Effectiveness)

The Six big Equipment losses
• Equipment failure (Breakdown)
• Set up & adjustment downtime
• Idling & minor stoppages
• Reduced speed
• Process defects
• Reduced yield

Shift in Attitudes
Operator Maintenance Operator Maintenance
Conventional TPM
I use I maintain &
I fix
We maintain

Principles of TPM
 Use Overall Equipment Effectiveness (OEE) as a compass for
success.
 Improve existing maintenance systems
 Work toward zero losses
 Providing training to upgrade operations and maintenance
skills
 Involve everyone and utilize cross-functional teamwork
95

Types of maintenance
 Breakdown maintenance
Preventive maintenance
*periodic maintenance( time based maintenance)
*Predictive maintenance
 Corrective maintenance
 Maintenance prevention
96

Breakdown maintenance
• Repairs or replacements done after the equipment
failure/stoppage or occurrence of severe performance
decline.
• Disadvantages:- unplanned stoppages, excessive damage,
spare parts problems, high repair costs, excessive waiting and
maintenance time and high trouble shooting problems.

Preventive maintenance
• The primary goal of preventive maintenance is to prevent the
failure of equipment before it actually occurs.
• It relies on the estimated probability that the equipment will
brake down or experience deterioration in performance in the
specified interval.
• It is further divided into -Periodic Maintenance
-Predictive Maintenance

Long-term benefits of preventive maintenance:
• Improved system reliability.
• Decreased cost of replacement.
• Decreased system downtime.
• Better spares inventory management.
99

Periodic maintenance
 Time based maintenance consists of periodically inspecting,
servicing and cleaning equipment and replacing parts to
prevent sudden failure and process problems.
Benefits:
 Extended life and use of the equipment.
 Reliable production at the times when machine is needed
most.
100

Predictive maintenance
• predictive maintenance is condition based maintenance.
• This is a method in which the service life of important part is
predicted based on inspection or diagnosis, in order to use the
parts to the limit of their service life.
101

Benefits of predictive maintenance
• Increased plant readiness due to greater reliability of the
equipment.
• increase predictive maintenance practices increase the
productivity of equipments.
• Reduced expenditures for spare parts and labor.
• Reduces the probability of a machine experiencing a disastrous
failure, and this results in an improvement in worker safety.
102

Corrective maintenance ( 1957 )
 Improvement of equipment so that equipment failure can be
eliminated (improving the reliability) & the equipment can
easily be maintained (improving equipment maintainability).
 Its purposes are- improving equipment reliability
- Safety
- Design weakness( material, shapes)
- Existing equipment undergoes structural
reforms
- To reduce deterioration & failures
(maintenance free eqpt)

Maintenance prevention (1960 )
• It indicates the design of a new equipment.
• Weakness of current machines are sufficiently studied ( on site
information leading to failure prevention, easier maintenance
and prevents of defects, safety and ease of manufacturing )
and are incorporated before commissioning a new equipment.
104

PILLARS OF TPM
1.Autonomous maintains
2.Planned maintains
3. Equipment and process improvement
4.Early management of new equipment
5.process quality management
6.TPM in the office
7.Education and training
8.Saftey and environmental management.
105

1 2 3 4 5 6
7
8
106
PILLARS of TPM

1.Autonomous Maintenance
• Train the operators to close the skill gap between others and
the maintenance staff, making it easier for both to work as one
team.
• There are Seven (7) steps implemented to progressively
increase operators knowledge, participation and responsibility
for the equipment.
107

cont…
1. perform initial cleaning and inspection
2.Countermeasures for the causes and effects of dirt and dust
3.Establish cleaning and lubrication standards
4.Conducting general inspection training
5.Carry out equipment inspection checks
6.workplace management and controls
7.Continious improvement
108

2.Equipment and process improvement
Objectives: Maximize efficiency by eliminating waste and
manufacturing loss
• Manufacturing losses are categorized into 12 losses:
 Equipment losses (6)
 Manpower losses (4)
 Material losses (2)
109

Equipment losses
110
.
 .
DOWNTIME LOSS
Speed loss
Quality loss
Equipment failure / breakdowns
Set-up / adjustments
Minor stopping
Reduced speed
Process errors
Rework / scrap

Manpower and material losses
• .
111
Manpower losses
Cleaning and checking
Waiting materials
Waiting instructions
Waiting quality confirmation(inspection)
Material losses
Material yield
Energy losses

3.Planned maintains
Objectives : Establish periodic and predictive maintenance system for
equipment and tooling.
• Natural life cycle of individual machine elements must be achieved
 correct operation
 correct set-up
 cleaning
 lubrication
 feedback and repair of minor defects
 quality spare parts
112

4.Early management of new equipments
Objective: : start-up, commissioning and stabilization time for
quality and efficiency
New equipment need to be :
• easy to operate
• easy to clean
• easy to maintain and reliable
• have quick set-up times
• operate at the lowest life cycle cost
113

5.Process quality management
Objectives: to set and maintain condition to accomplish zero
defect.
Quality rate has direct correlation with
• material condition
• equipment precision
• production methods
• process parameters
114

6.TPM in office
• Administration and support departments can be seen as
process plans whose principles tasks are to collect, process and
distribute information.
• Process analysis should be applied to streaming information
flow
115

7.Education and training
TPM is a continuous learning process
 Two major components :
• soft skills training : how to work as a team, diversity
training and communication skills
• Technical training : upgrading problem-solving and
equipment-related skills
116

8.Safety and environmental management
• Assuring safety and preventing adverse environment impacts
are important priority in the TPM effort.
117

Overall Equipment Effectiveness
• Objective :to maximize the efficiency of machine or
equipment.
• OEE figures are determined by combining the availability and
performance of your equipment with the quality of parts made
• OEE measures the efficiency of the machine during its loading
time.
• Planned downtime does not affect the OEE figure
118

Overall Equipment Effectiveness (OEE)
• .
Overall Equipment Effectiveness = Availability *performance * Quality yield
Availability = Time available for production -- Downtime
Time available in production
Performance = Ideal cycle time * number of parts produced
Operating time
Quality Yield = total number of parts produced – defect number
Total number of parts produced

Overall Equipment Effectiveness (OEE)
• .
Availability Downtime loss
Performance Speed loss
Quality Yield Quality loss
Overall equipment effectiveness = Availability * performance * Quality yield

The Six Big Equipment Losses
1. Breakdowns
2. Setups and adjustment
3. Idling and minor stoppages
4. Speed
5. Quality defects and rework
6. Start-up (loss of yield)
121

Overall equipment effectiveness = Availability x Performance rate x Quality rate
(OEE)
Breakdown
Setup and adjustment
Others Idling & minor stoppages
Reduced speed
Quality defects & rework
Start-up yield

Example: OEE Calculation
Item Data
Shift length 8 hrs = 480 min.
Short Breaks 2@ 15 min. = 30 min
Meal Break 1 @ 30 min = 30 min
Down Time 47 min
Ideal Run Time 60 pieces per min
Total Pieces 19,271 pieces
Reject Pieces 423 pieces

Availability =
Operating time
Planned production time
= 373 minutes / 420 minutes
= 0.8881 (88.81%)

Performance =
(Total pieces /Operating time)
Ideal Run Time
= (19,271 pieces/373 minutes)/60 pieces per
minute
= 0.8611 (86.11%)

Quality =
Good Pieces
Total Pieces
= 18,848 / 19,271 pieces
= 0.9780 (97.80 %)

OEE =
Availability X Performance X Quality
= 0.8881 X 0.8611 X 0.9780
= 0.7479 (74.79%)

Fundamental improvements of TPM
• Increasing motivation: changing people attitudes
• Increasing competency and people skills
• Improving the work environment, so that it supports the
establishment of a program for implementing TPM
128

TPM Implementation
• .
129
preparation
Announcement to TPM introduction
Introductory education campaign for workforce
TPM promotion
Establish basic TPM policies and goals
Preparation and formulation of a master plan
Kick-off Invite customers, attitude companies and subcontractors
implementation
Develop an equipment management program
Develop a plan maintenance program
Develop a Autonomous maintenance program
Increasing skills of production and maintenance personals
Develop early equipment management program
Standardization Perfect TPM implementation and raise TPM levels

Announce top management decision to
introduce TPM
• State TPM objectives in a company newsletter
• Place articles on TPM in a company newspaper
130

Introductory education campaign
• Seminars for managers
• Slide presentation for all employees
131

TPM Promotion
• Special committees at every level to promote TPM
• Newsletter
• Articles
• Videos
• Posters
132

Establishing basic TPM policies and goals
• Analyze existing conditions
• Set goals
• Predicting results
133

Preparation and Formulation of a master plan
• A master plan lays out your goals, what you will do to achieve
them and when you will achieve them
• Detailed plans for each pillar have to be prepared
134

TPM Kick-off
• The main kick-off to TPM should take the form of a formal
presentation with all the employees attending.
• This opportunity can be used to gain the full support of the
employees.
• Invite external customers, affiliation and subcontracting
companies .
135

Develop an equipment management program
 The maintenance prevention can be design of new products ,
new machine and existing machines.
 New products: must be easy to produce on new existing
machines
 New machines : must be easy for operation, changeover and
maintenance.
136

Cont..
 Existing machines: Determine how to eliminate the problem
and reduce maintenance through an equipment design change
or by changing the process
137

TPM Benefits
• zero equipment-caused defects
• Increased plan capacity
• Increase equipment productivity
• Increase return on investment
• Enhance job satisfaction
• Lower maintenance and production cost
• Reduced equipment downtime
138

conclusion
• TPM may be the only thing that stands between success and
total failure for some companies.
• It can be adapted to work not only in industrial plants
139

Any questions…….?
140

THANK YOU

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