How to achieve Operational Excellence?

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How to achieve Operational Excellence?

  1. 1. 1 - April 9, 2016 – v9.0 An Introduction to Operational Excellence An Integrated Business Execution System by Operational Excellence Consulting LLC
  2. 2. 2 - April 9, 2016 – v9.0 Top 10 CEO Challenges & Priorities      
  3. 3. 3 - April 9, 2016 – v9.0 Operational Excellence – A Definition A Business Strategy: In "The Discipline of Market Leaders“ (1995), Michael Treacy and Fred Wiersema describe three distinct value propositions or disciplines: Product Leadership, Customer Intimacy and Operational Excellence. Market leaders choose to excel in delivering extraordinary levels of one of these three value propositions, while maintaining reasonable standards in the other disciplines. Market leaders will not pursue a diffused business strategy across two or even all three disciplines, but will continually focus on their organizational design, processes, technology and competencies to improve the one particular value discipline that they want to provide to their Customers better than anyone else. Organizations pursuing an Operational Excellence strategy, strive to deliver a combination of quality, price, and ease of purchase and service that no other organization in their market or industry can match.
  4. 4. 4 - April 9, 2016 – v9.0 What is Operational Excellence? Achieving Operational Excellence requires the successful implementation of a integrated Business Execution System that effectively and seamlessly integrates the following four building blocks: Strategy Deployment, Performance Management, Process Excellence, and High Performance Work Teams. Strategy or Policy Deployment is the process that aligns and links business strategy and execution. Performance Management is the process that translates strategic initiatives into measurable objectives and goals. Operational Excellence can be achieved and sustained with the right attitude, the right mindset, and the right competencies. Well designed, efficient, and effective Management, Value Chain, and Support Processes are necessary to deliver world- class results. Strategy Deployment Performance Management High Performance Work Teams Process Excellence Operational Excellence Business Execution System
  5. 5. 5 - April 9, 2016 – v9.0 What is Operational Excellence? Achieving Operational Excellence requires the successful implementation of a integrated Business Execution System that effectively and seamlessly integrates the following four building blocks: Strategy Deployment, Performance Management, Process Excellence, and High Performance Work Teams. Strategy or Policy Deployment is the process that aligns and links business strategy and execution. Strategy Deployment Performance Management High Performance Work Teams Process Excellence Operational Excellence Business Execution System
  6. 6. 6 - April 9, 2016 – v9.0 Operational Excellence – Strategy Deployment  Only 5% of the workforce understands their company strategy.  Only 25% of managers have incentives linked to strategy.  60% of organizations don’t link budgets to strategy.  86% of executive teams spend less than one hour per month discussing strategy. Source: Balanced Scorecard Collaborative Strategy is an expression of what an organization intents to do to get from a current state to a future state. Strategy is often expressed in terms of a vision statement, objectives, goals, and initiatives.
  7. 7. 7 - April 9, 2016 – v9.0
  8. 8. 8 - April 9, 2016 – v9.0 Operational Excellence – Strategy Deployment Process Phase III – Strategic Vision Elements Phase IV – Strategic Breakthrough Objectives Phase II – Current State Analysis (CSA) Phase I – Organize the Process Phase V – Strategic Initiatives & Tactics Phase VI – Strategy Implementation & Review
  9. 9. 9 - April 9, 2016 – v9.0 Operational Excellence – Strategy Deployment Process Once you have completed the strategic grid, go back and make sure everything fits with your overall strategy. A set of strategic grids should provide the strategic model for running the business, outlining the specifics of the strategy. All stakeholders should be able to look at the grids and follow the flow of the organization’s strategy. Strategy Maps or Strategic Grids: Strategic Focus Area: Increase Shareholder Value Financials Revenue Growth of 20% by 2014 Customers Acquire More Customers Become the Price Leader Internal Processes Improve Operational Efficiency Cost Reduction Program Knowledge Based System Reduce Non-Core Activities Learning & Growth Training – Lean Six Sigma Program Database Network on Operational Performance Re-Align Organization with Core Competencies DimensionsorPerspectives
  10. 10. 10 - April 9, 2016 – v9.0 Operational Excellence – Strategy Deployment Process The Hoshin X-Matrix is a tool that visualizes an organization’s  strategic objectives,  strategic initiatives,  key performance indicators,  key projects & action items, and  human resources requirements in one simple matrix. The Hoshin X-Matrix enables an organization to easily review the alignment of its strategic objectives, strategic initiatives, key performance indicators, key action items and human resources. The Hoshin X-Matrix, if used properly, improves the likelihood of a successful execution of the strategic plan.
  11. 11. 11 - April 9, 2016 – v9.0 Operational Excellence – Strategy Deployment Process 7. … x 6. Initiate RFQ Process for Customer Service x x x x 5. Implement reliability program for new products x x x x x x 4. Establish LSS Black Belt project for return drivers x x x x x 3. Establish & train order-to-cash process team x x 2. Identify Lean Six Sigma consulting company x x x 1. Define Lean Six Sigma Program x x x QualityManager SystemTestManager SystemsEngineeringManager CustomerSupportManager … x $15M in annualized cost savings in 2012 x x x x x x Order-to-Cash cycle time reduction of 25% x x x DSO reduction from 90 days to 45 days x x x x Return Rate reduction from 15% to less than 8% x x x … Rev: <Rev#> Revised: <Date> Author: <Name> Status: Draft - Not Released 4.… 3.ImproveNetPromoterScoreto+50% 2.ReduceDSOfrom90daystolessthan45 days 1.ReduceOperatingCostsby15% 1.ImplementaLeanSixSigmaProgram 2.Map&streamlineorder-to-cashprocess Resource Planning Operational Excellence Consulting Strategy Deployment Matrix 2012 3.ResolveTOP3productreturndrivers 4.Improveproductverificationandvalidation 5.OutsourceCustomerServicefunction 6.… Measures & Targets Action Items StrategicInitiatives StrategicObjectives Measures & Targets Action Items StrategicInitiatives StrategicObjectives Organization’s Strategic Objectives & Goals Organization’s Key Performance Indicator (Balanced Scorecard) Organization’s Strategic Initiatives & Tactics Organization’s Tactical Projects & Action Items Organization’s Human Resource Allocation
  12. 12. 12 - April 9, 2016 – v9.0 Operational Excellence – Strategy Deployment “I sure wish I’d done a better job of communicating with GM people. I’d do that differently a second time around and make sure they understand and shared my vision for the company. Then they would know why I was tearing the place up, taking out whole divisions, changing our whole production structure . . . I never got this across.” Roger Smith, CEO of General Motors (1981 - 1990)
  13. 13. 13 - April 9, 2016 – v9.0 Strategy Planning & Deployment – Resources Ackoff, R.L. – A Concept of Corporate Planning (New York, New York: Wiley, 1970) Colletti, Joseph F. – A Field Guide to Focused Planning: Hoshin Kanri - American Style (The Woodledge Group, 1995) Cowley, Michael and Domb, Ellen – Beyond Strategic Vision: Effective Corporate Action with Hoshin Planning (Burlington, Massachusetts: Butterworth- Heinemann, 1997) Kaplan, R.S. and Norton, D.P. – Strategy Maps: Converting intangible Assets into tangible Outcomes (Cambridge, Massachusetts: Harvard Business School Publishing Corporation, 2004) Mintzberg, Henry; Lampel, Joseph B.; Ghoshal, Sumantra and Quinn, James B. – The Strategy Process: Concept, Context, Cases (London, UK: Prentice-Hall Inc., 2002) Treacy, Michael and Wiersema, Fred - The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market (New York, New York: HarperCollins Publishers, 1995)
  14. 14. 14 - April 9, 2016 – v9.0 What is Operational Excellence? Achieving Operational Excellence requires the successful implementation of a integrated Business Execution System that effectively and seamlessly integrates the following four building blocks: Strategy Deployment, Performance Management, Process Excellence, and High Performance Work Teams. Strategy or Policy Deployment is the process that aligns and links business strategy and execution. Performance Management is the process that translates strategic initiatives into measurable objectives and goals. Strategy Deployment Performance Management High Performance Work Teams Process Excellence Operational Excellence Business Execution System
  15. 15. 15 - April 9, 2016 – v9.0 Operational Excellence – Performance Management “Balanced Scorecards tell you the knowledge, skills and systems that your employees will need (learning and growth) to innovate and build the right strategic capabilities and efficiencies (internal processes) that deliver specific value to the market (customer) which will eventually lead to higher shareholder value (financial).” “Having Trouble with Your Strategy? Then Map It.” by Robert S. Kaplan and David P. Norton - Harvard Business Review
  16. 16. 16 - April 9, 2016 – v9.0 “Tell me how you will measure me, and then I will tell you how I will behave. If you measure me in an illogical way, don’t complain about illogical behavior.” Eli Goldratt – “The Goal”
  17. 17. 17 - April 9, 2016 – v9.0 Operational Excellence – Performance Management Benefits of developing & deploying Balanced Scorecards in an organization include:  Help the management team focus on the execution of their business strategy  Focus and align an organization towards common goals and objectives  Enable an organization to understand the relationship between measures and performance  Improve communication of organizational priorities across an organization  Help employees to understand and focus on organizational priorities and realize relevant results  Reduce the number of metrics to the few vital key performance indicators  Strengthen and formalizing the project selection process to focus on key capabilities and enablers
  18. 18. 18 - April 9, 2016 – v9.0 Operational Excellence – Performance Management Process Phase I - Strategic Foundation Step 1: Strategic Alignment Step 2: Key Strategic Focus Areas & Objectives Step 3: Strategic Grid & Model Phase II - Three Critical Components Step 4: Key Performance Indicators Step 5: Goals & Targets Step 6: Initiatives & Programs Phase III – Deployment Process Step 7: Integrate Step 8: Cascade Step 9: Manage Balanced Scorecard Development & Deployment Process
  19. 19. 19 - April 9, 2016 – v9.0 Operational Excellence – Performance Management FINANCIALS How do you want to look to your shareholders? - Indicators focus on whether your strategic and operational plan contributes to your top-line, bottom-line and/or market share. CUSTOMERS How do you want to look to your Customers? - Indicators focus on the specific measures that matter the most to your Customers. INTERNAL BUSINESS PROCESSES At which internal processes and capabilities do you want to excel? - Indicators focus on internal operations that enable Customer satisfaction, growth and profitability. LEARNING AND GROWTH What skills and competencies do you need to implement your strategic and operational plan? - Indicators focus on your organization’s ability to innovate, improve and execute. Objectives Indicators Targets Projects Objectives Indicators Targets Projects Objectives Indicators Targets Projects Objectives Indicators Targets Projects Vision & Strategy
  20. 20. 20 - April 9, 2016 – v9.0 Operational Excellence – Performance Management Strategic Focus Area: Increase Shareholder Value Financials Revenue Growth of 20% by 2014 Customers Acquire More Customers Become the Price Leader “Internal” Processes Improve Operational Efficiency Cost Reduction Program Knowledge Based System Reduce Non-Core Activities Learning & Growth Training – Lean Six Sigma Program Database Network on Operational Performance Re-Align Organization with Core Competencies For each objective on your strategic grids, you need at least one performance indicator. Can you have an objective without a performance indicator? Yes, it is possible, but not having a measurement makes it difficult to manage the objective. It’s best to revisit this objective and ask the question: Why is this an objective? DimensionsorPerspectives
  21. 21. 21 - April 9, 2016 – v9.0 Operational Excellence – Performance Management From: January 2010 ORGANIZATION: TBD Until: December 2010 Current Month: TBD 2010 KPI KPI Name (Unit) KPI First Name Champion Last Name 10 STRETCH 9 8 7 GOAL 6 5 4 3 BASE 2 1 0 ZERO WEIGHT 0 2010 TOTAL SCORE JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER CURRENT SCORE 3 4 7 2 3 5 6 9 Stretch 2010 1000 Goal 2010 700 Base 2009 300 Actual 0 ORGANIZATION OPERATIONAL EXCELLENCE BALANCED SCORECARD FINANCIALS CUSTOMERS PROCESSES RESULTS 1 2 5 7 4 12 11 8 9 3 6 10 For each strategic objective on your strategic grid, you need at least one performance indicator. Can you have an objective without a performance indicator? Yes, it is possible, but not having a measurement makes it difficult to manage the objective. It’s best to revisit this objective and ask the question: Why is this an objective?
  22. 22. 22 - April 9, 2016 – v9.0 Performance Management – Resources Chang, Richard Y., and Morgan, Mark W. – Performance Scorecards: Measuring the Right Things in the Real World (New York, New York: John Wiley Sons Inc., 2000) Kaplan, R.S. and Norton, D.P. – Putting the Balanced Scorecard to Work (Harvard Business Review, September/October 1993) Kaplan, R.S. and Norton, D.P. – The Balanced Scorecard (Cambridge, Massachusetts: Harvard Business School Press, 1996) Kaplan, R.S. and Norton, D.P. – Balanced Scorecard: Translating Strategy into Action (Cambridge, Massachusetts: Harvard Business School Press, 1996) Kaplan, R.S. and Norton, D.P. – Using the Balanced Scorecard as a Strategic Management System (Harvard Business Review, January/February 1996) Keebler, James S. et.al. – Keeping Score: Measuring the Business Value of Logistics in the Supply Chain (Oak Brook, Illinois: Council of Logistics Management, 1999)
  23. 23. 23 - April 9, 2016 – v9.0 What is Operational Excellence? Achieving Operational Excellence requires the successful implementation of a integrated Business Execution System that effectively and seamlessly integrates the following four building blocks: Strategy Deployment, Performance Management, Process Excellence, and High Performance Work Teams. Strategy or Policy Deployment is the process that aligns and links business strategy and execution. Performance Management is the process that translates strategic initiatives into measurable objectives and goals. Well designed, efficient, and effective Management, Value Chain, and Support Processes are necessary to deliver world- class results. Strategy Deployment Performance Management High Performance Work Teams Process Excellence Operational Excellence Business Execution System
  24. 24. 24 - April 9, 2016 – v9.0 Operational Excellence – Process Excellence Systematic & Team-Based Problem Solving Process Development, Improvement & Management Lean Management 5. Pursuit Perfection 2. Map Value Stream 3. Create Flow 4. Establish Pull 1. Define ValueLean Principles Six Sigma Methodology BPI 7 8 D
  25. 25. 25 - April 9, 2016 – v9.0 Operational Excellence – Process Excellence Process Excellence Lean = Efficiency is about reducing the lead time of a process or value stream. Six Sigma = Effectiveness is about reducing the variation in a process or value stream. CIAM Project Management D
  26. 26. 26 - April 9, 2016 – v9.0 Process Input: Strategic and Annual Operating Plan (Objectives, Goals, Initiatives) Process Output: Exceeding the Plan Operational Excellence – Process Excellence • Clarify big picture using strategic & operating plan • Prioritize projects based on impact, value, resources, timing • Select key projects with leadership buy-in • Check accountability - business and personal Select the Right Projects Select and Train the Right People • Ensure the right leadership and ownership • Select the right team leader & team • Develop a training plan • Dedicate time for training & application • Ensure the right support resources are available Develop and Implement Improvement Plans • Utilize the right improvement methodology for the right project Manage for Excellence in Execution • Stay focused • Frequently review progress and remove barriers • Check real business impact • Continuously communicate progress • Link to performance management and R&R Sustain the Gains • Implement effective control plans • Conduct regular training focused on the process • Review the system effectiveness at least quarterly • Continually identify and launch new projects based on strategic & operating plan
  27. 27. 27 - April 9, 2016 – v9.0 Operational Excellence – Process Excellence Balanced Scorecard Project Selection Matrix KPI#1 KPI#2 KPI#3 KPI#4 KPI#5 KPI#6 KPI#7 KPI#8 Weights 20 10 15 10 5 20 10 10 100 50 30 20 100 70 30 100 Project Definition 1 Project #1 10 0 5 0 0 3 0 0 3.4 5 0 5 3.5 0 5 1.5 2 Project #2 0 3 0 5 0 0 0 0 0.8 0 5 0 1.5 3 0 2.1 3 Project #3 5 5 10 10 3 3 8 8 6.4 3 8 5 4.9 5 8 5.9 4 Project #4 0 0 10 5 0 0 5 0 2.5 0 0 10 2.0 3 3 3.0 5 Project #5 5 10 0 0 1 0 0 3 2.4 10 5 3 7.1 3 5 3.6 Ranking 0 = none Not Started 3 = low On Track 5 = medium At Risk 8= high Behind Schedule 10= very high CORRELATION MATRIX MANAGEMENTRISK TOTALRISK PROJECTSTATUS CAPITALRESOURCES DURATIONOFPROJECT TOTALEFFORT TECHNICALRISK EFFORT RISK PEOPLERESOURCES IMPACT FINANCIALS CUSTOMERS PROCESSES LEARNING& GROWTH TOTALIMPACT Linking Performance Management & Process Excellence through focused Project Selection
  28. 28. 28 - April 9, 2016 – v9.0 Operational Excellence – Process Excellence 10 9 8 7 6 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 10 EFFORT IMPACT Size of the Ball = Size of the Risk 1 2 3 4 5 Linking Performance Management & Process Excellence through focused Project Selection
  29. 29. 29 - April 9, 2016 – v9.0 Operational Excellence – Process Excellence State of Michigan Department of Management and Budget (DMB) Coordinator Kathe Carter: "Our management team evaluates potential new programs/initiatives by seeing how they fit in with our strategy. In the past we would continue stacking new projects on everyone's plates, but now if it doesn't fit with our strategy we don't do it." Just as important for the DMB is that "whenever a new project or initiative is proposed, our people ask 'how does this fit in with our strategy map /scorecard?' They feel that this connection attaches a higher level of importance to the initiative."
  30. 30. 30 - April 9, 2016 – v9.0 Process Excellence – Resources Ballé, Michael and Ballé, Freddy - Lead with Respect - A Novel of Lean Practice (Cambridge, Massachusetts: The Lean Enterprise Institute, 2014) George, Mark O. – The Lean Six Sigma Guide to Doing More with Less (Hoboken, New Jersey: John Wiley & Sons, Inc., 2010) Harry, Mikel and Schroeder, Richard – Six Sigma: The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations (New York , New York: Random House, Inc., 2000)George, Mark O. - The Lean Six Sigma Guide to Doing More with Less (Hoboken, New Jersey: John Wiley & Sons, Inc., 2010) Martin, Karen and Osterling, Mike - Value Stream Mapping: How to visualize Work and align Leadership for Organizational Transformation (New York, New York: McGraw Hill Education, 2014) Rother, Mike and Shook, John - Learning to See - Value-Stream Mapping to create Value and eliminate Muda (Cambridge, Massachusetts: Lean Enterprise Institute, 2009)
  31. 31. 31 - April 9, 2016 – v9.0 What is Operational Excellence? Achieving Operational Excellence requires the successful implementation of a integrated Business Execution System that effectively and seamlessly integrates the following four building blocks: Strategy Deployment, Performance Management, Process Excellence, and High Performance Work Teams. Strategy or Policy Deployment is the process that aligns and links business strategy and execution. Performance Management is the process that translates strategic initiatives into measurable objectives and goals. Operational Excellence can be achieved and sustained with the right attitude, the right mindset, and the right competencies. Well designed, efficient, and effective Management, Value Chain, and Support Processes are necessary to deliver world- class results. Strategy Deployment Performance Management High Performance Work Teams Process Excellence Operational Excellence Business Execution System
  32. 32. 32 - April 9, 2016 – v9.0 “The rate at which organizations learn may soon become the only sustainable source of competitive advantage.” Peter Senge “The thing I have learned at IBM is that culture is everything.” Louis V. Gerstner, Jr.
  33. 33. 33 - April 9, 2016 – v9.0 Operational Excellence can and can only be achieved and sustained with the right attitude, the right mindset, and the right competencies. Empowerment = f (Authority, Resources, Information, Accountability) Low High The Empowerment Continuum Selected Employee Input Ongoing Employee Taskforces High Performance Work Teams Operational Excellence – High Performance Work Teams Empowerment = 0, if Authority or Resources or Information or Accountability = 0
  34. 34. 34 - April 9, 2016 – v9.0 Operational Excellence – High Performance Work Teams In their book Gung Ho ! – Turn on the People in any Organization, Ken Blanchard and Sheldon Bowles describe three distinctive phase of transforming a traditional organization to an organization based on high performance work team. Spirit of the Squirrel Way of the Beaver Gift of the Goose
  35. 35. 35 - April 9, 2016 – v9.0 Operational Excellence – High Performance Work Teams Spirit of the Squirrel WORTHWHILE WORK 1. Knowing we make the world a better place. 2. Everyone works toward a shared goal. 3. Values guide plans, decisions, and actions.
  36. 36. 36 - April 9, 2016 – v9.0 Operational Excellence – High Performance Work Teams Way of the Beaver IN CONTROL OF ACHIEVING THE GOAL 1. A playing field with clearly marked territory. 2. Thoughts, feelings, needs, and dreams are respected, listened to, and acted upon. 3. Able but challenging.
  37. 37. 37 - April 9, 2016 – v9.0 Operational Excellence – High Performance Work Teams Gift of the Goose CHEERING OTHERS ON 1. Active or passive, congratulations must be TRUE. 2. No score, no game, and cheer the progress. 3. E = m · c2 – Enthusiasm equals mission times cash and congratulations.
  38. 38. 38 - April 9, 2016 – v9.0 Operational Excellence – High Performance Work Teams While an organization transitions from a more traditional “top-down” organization to an organization build around high performance work teams, the role of a supervisor or manager changes to the role of a leader and coach, with six distinctive capabilities. Leader ≠ Manager Coach Facilitator Result Catalyst Living Example Business Analyzer Barrier Buster
  39. 39. 39 - April 9, 2016 – v9.0 High Performance Work Teams – Resources Arussy, Lior - Excellence Every Day: Make the Daily Choice - Inspire Your Employees and Amaze Your Customers (Medford, New Jersey: Information Today Inc., 2008) Blanchard, Ken and Bowles, Sheldon – Gung Ho ! – Turn on the People in any Organization (New York, New York: William Morrow and Company, Inc. 1998) Canfield, Jack, Hansen Mark V. and Hewitt, Les - The Power of Focus (Deerfield Beach, Florida: Health Communications Inc., 2000) Cobb, Charles G - From Quality to Business Excellence: A Systems Approach to Management (Milwaukee, Wisconsin: ASQ Quality Press, 2003) Fisher, Kimball – Leading Self-Directed Work Teams (New York, New York: McGraw-Hill, 2000) Spong, David E. and Collard, Debbie J. - The Making of a World-Class Organization (Milwaukee, Wisconsin: ASQ Quality Press, 2009)
  40. 40. 40 - April 9, 2016 – v9.0 What is Operational Excellence? Achieving Operational Excellence requires the successful implementation of a integrated Business Execution System that effectively and seamlessly integrates the following four building blocks: Strategy Deployment, Performance Management, Process Excellence, and High Performance Work Teams. Strategy or Policy Deployment is the process that aligns and links business strategy and execution. Performance Management is the process that translates strategic initiatives into measurable objectives and goals. Operational Excellence can be achieved and sustained with the right attitude, the right mindset, and the right competencies. Well designed, efficient, and effective Management, Value Chain, and Support Processes are necessary to deliver world- class results. Strategy Deployment Performance Management High Performance Work Teams Process Excellence Operational Excellence Business Execution System
  41. 41. 41 - April 9, 2016 – v9.0 Operational Excellence Consulting (OEC), LLC “In the global and competitive environment of today and tomorrow, organizations must rethink and reshape their approach to execution in order to stay competitive. Operational Excellence is the strategic initiative under which this process can take shape.” We work with our clients, primarily smaller and medium-sized manufac- turing and supply chain organizations, hands-on and side-by-side to achieve their strategic and operational goals and objectives through the innovative application of Operational Excellence principles, methods, and tools. Email: info@oec-us.com Phone: +1 (888) 372 – 8705 Website: www.oec-us.com

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