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<ul><li>10 REUNION LATINOAMERICANA DE LOGISTICA </li></ul><ul><li>Desarrollo de Proveedores Logísticos: </li></ul><ul><li>...
OBJETIVO Brindar a la audiencia elementos que permitan  relacionar los conceptos de Six Sigma y Mejora Contínua con el Des...
Pautas de la Conferencia <ul><li>General más que Específica </li></ul><ul><li>Respeta idioma original de la información </...
Agenda <ul><li>Acerca de Dow y Six Sigma en Dow </li></ul><ul><li>Repaso de la metodología (Six Sigma MAIC process) </li><...
Dow Portfolios New Ventures Unallocated and Other Hydrocarbons and Energy Hydrocarbons & Energy Polyethylene Polypropylene...
DOW LATIN AMERICA <ul><li>Franco da Rocha </li></ul><ul><li>Jundiaí </li></ul><ul><li>Guarujá </li></ul><ul><li>Pindamonha...
Bahía Blanca Buenos Aires Compañía MEGA IP O O IP OFFICES R&D INDUSTRIAL PLANTS DOW ARGENTINA IP IP ID ID ID San Lorenzo L...
<ul><li>Six Sigma Brief History within DOW  </li></ul><ul><ul><li>1940’ Japanese companies, “all defects are preventable” ...
Concept : Cost of Poor Quality (COPQ) Traditional Quality Costs Tangible Lost Opportunity Hidden Factory Additional Costs ...
6  A B C D Customer Supplier A x B x C x D =  99.9997% 99.9999% 99.99998% 99.9993% 99.99999% Customer A B C D Return Chec...
4 6,210 99.38  5 233 99.977 6 3.4 99.9997 7 0.020 99.999998 Concept : Defects per Millon Opportunities  % Accurate Defect...
<ul><li>Examples </li></ul><ul><li>Delivery Lead Time  </li></ul><ul><li>Product Availability </li></ul><ul><li>Payment Te...
M   Measure (what’s the Y)  DEFECT FOCUSED A   Analyze (what are the X)  ROOT CAUSES I  Improve (how do we optimize X to g...
Measure ( M AIC) Understand the Process and Potential Impact Define Problem Understand Process Collect Data Process Perfor...
Measure ( M AIC) <ul><li>What do you want to improve? </li></ul><ul><li>What is your ‘Y’? </li></ul>Reduce Complaints  (in...
Measure ( M AIC) To understand where you want to be, you need to know how to get there. Map the Process Measure the Proces...
Measure ( M AIC) What do you  need  to know? Measurement System <ul><li>Repeatability </li></ul><ul><li>Reproducibility </...
Analyze (M A IC) Data Analysis Identify Critical Factors <ul><li>How is Process Performing? </li></ul><ul><li>What are Vit...
Assess Project Goals Current Process  Performance Ideal Process  Process Performance (  )  Project Goal  too passive Proj...
Improve (MA I C) Develop Improvement  Plan Optimize Key Factors Reduce  Variation/ Defects Verify Impact <ul><li>Goals </l...
Control (MAI C ) Implement  Control Plan Leverage to other Processes Document & Standardize <ul><li>SPC  </li></ul><ul><li...
Process Control Develop effective mechanisms to maintain control of process improvements Apply controls to process inputs ...
Control Plan Update process control plan to maintain improvements  Now we Understand the Problem / Defect Statement Y = f ...
Control Plan Update process control plan to maintain improvements  Now we Understand the Problem / Defect Statement Y = f ...
Six Sigma Tools & Modules <ul><li>Fundamental Quality Tools </li></ul><ul><ul><li>Pareto Analysis </li></ul></ul><ul><ul><...
Six Sigma Summary 4 Step Methodology for Process Improvement Measure Characterize Process Understand Causes Analyze Improv...
<ul><li>Six Sigma: Alternative to do Continuous Improvement </li></ul><ul><li>Usage of tools and techniques: statistics, p...
Company Continuous Improvement Philosophy Six Sigma Supply Chain Projects Outsourcings Warehouse Consolidation New MOTs Fr...
<ul><li>LSP Development…Relationship…Business </li></ul><ul><li>Needs </li></ul><ul><li>Agreement on non negotiable EH&S a...
Focusing On Customers <ul><li>LSP Development…Relationship…Business </li></ul>What Makes a Good Coffee Service? <ul><li>Go...
BUENOS AIRES Veamos algunos casos que derivan en desarrollo de Proveedores Logísticos
BUENOS AIRES Agreement If one truck does at least 3 trips in the day, then there is a 20% of discount on the agreed freigh...
Ext. Wh.1 RM1 RM2 RM9 RM7 RM6 RM8 Ext. Wh2 RM5 RM4 Warehouse RAW MATERIALS RM3 Ext. Wh.3 Production Facilities Warehouse F...
<ul><li>Outsourcing  /  3PL  as strategic partner </li></ul><ul><li>New Integrated Warehouse  building /  MP1 Supplier Ope...
Ext. WH 3PL1 Owned My Site Warehouse  Plants My CUSTOMER Head Office and Main Warehouse Ex. WH 3PL2 Owned CUSTOMER’s CUSTO...
LEVEL OF INTEGRATION   &  COMPLEXITY -  Leverage in/out supplier-rates without changing current supply chain - Develop new...
CONCLUSIONES <ul><li>Six Sigma  es una alternativa de aplicación de cultura de  mejora contínua,  comprende el uso de  her...
MUITO OBRIGADO!  MUCHAS GRACIAS! MANY THANKS!
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  1. 1. <ul><li>10 REUNION LATINOAMERICANA DE LOGISTICA </li></ul><ul><li>Desarrollo de Proveedores Logísticos: </li></ul><ul><li>Six Sigma y su aplicación </li></ul><ul><li>Luciano Pompei </li></ul><ul><li>18 al 20 de Noviembre de 2008 </li></ul><ul><li>Gramado, RS - Brasil </li></ul>
  2. 2. OBJETIVO Brindar a la audiencia elementos que permitan relacionar los conceptos de Six Sigma y Mejora Contínua con el Desarrollo de Proveedores Logísticos
  3. 3. Pautas de la Conferencia <ul><li>General más que Específica </li></ul><ul><li>Respeta idioma original de la información </li></ul><ul><li>Enfoque desde posición de comprador de Servicios Logísticos </li></ul><ul><li>Considera la naturaleza de la Audiencia </li></ul>
  4. 4. Agenda <ul><li>Acerca de Dow y Six Sigma en Dow </li></ul><ul><li>Repaso de la metodología (Six Sigma MAIC process) </li></ul><ul><li>Aplicación e impacto en el Desarrollo de Proveedores Logísticos </li></ul><ul><li>Casos Ejemplo </li></ul>
  5. 5. Dow Portfolios New Ventures Unallocated and Other Hydrocarbons and Energy Hydrocarbons & Energy Polyethylene Polypropylene Polystyrene Core Chemicals Ethylene Oxide/Ethylene Glycol Basic Plastic & Chemicals Dow AgroSciences Agricultural Sciences Dow Automotive Dow Building Solutions Dow Epoxy Polyurethanes and Polyurethane Systems Specialty Plastics and Elastomers Technology Licensing and Catalyst Designed Polymers Dow Latex Specialty Chemicals Performance Plastics & Chemicals
  6. 6. DOW LATIN AMERICA <ul><li>Franco da Rocha </li></ul><ul><li>Jundiaí </li></ul><ul><li>Guarujá </li></ul><ul><li>Pindamonhangaba </li></ul><ul><li>Camaçari </li></ul><ul><li>El Tablazo </li></ul><ul><li>Tlaxcala </li></ul><ul><li>Betaseal </li></ul><ul><li>Polyurethanes, </li></ul><ul><li>Polyols, </li></ul><ul><li>Polyglycols, </li></ul><ul><li>Agrochemicals </li></ul><ul><li>Polyurethanes, </li></ul><ul><li>Polyols , </li></ul><ul><li>Polystyrene, </li></ul><ul><li>Agrochemicals </li></ul><ul><li>Zetabon </li></ul><ul><li>® </li></ul><ul><li>Latex </li></ul><ul><li>Polyurethanes </li></ul><ul><li>Systems & </li></ul><ul><li>Agrochemicals </li></ul><ul><li>Agrochemicals </li></ul><ul><li>Ethylbenzene </li></ul><ul><li>Styrene </li></ul><ul><li>Monomer, </li></ul><ul><li>and TDI </li></ul><ul><li>Ethylene, </li></ul><ul><li>Polyethylene </li></ul><ul><li>Polyetyhlene </li></ul><ul><li>PP Compounds, </li></ul><ul><li>SAN and ABS </li></ul><ul><li>resins and </li></ul><ul><li>nylon products </li></ul><ul><li>Caustic, Propylene </li></ul><ul><li>Oxide, Propylene </li></ul><ul><li>Glycol, Chlorinated </li></ul><ul><li>Solvents, Chlorine </li></ul><ul><li>Aratu </li></ul><ul><li>San </li></ul><ul><li>Lorenzo </li></ul><ul><li>Cartagena </li></ul><ul><li>Talcahuano </li></ul><ul><li>Polyurethans Systems, </li></ul><ul><li>food packaging and </li></ul><ul><li>Headliners </li></ul><ul><li>Polyols, </li></ul><ul><li>polyglycols </li></ul><ul><li>Latex, Epoxy, </li></ul><ul><li>Derakane </li></ul><ul><li>® </li></ul><ul><li>, </li></ul><ul><li>Polystyrene </li></ul><ul><li>Cubatão </li></ul><ul><li>Polyethylene </li></ul><ul><li>Vinyl Acetate Monomer </li></ul><ul><li>Cabo </li></ul><ul><li>Seeds </li></ul><ul><li>Tlalnepantla </li></ul><ul><li>Bahia Blanca </li></ul><ul><li>Jardinópolis </li></ul><ul><li>Branco Dow-SP </li></ul><ul><li>Colón </li></ul><ul><li>specialty seeds </li></ul><ul><li>Pergamino </li></ul><ul><li>specialty seeds </li></ul><ul><li>Venado Tuerto </li></ul><ul><li>specialty seeds </li></ul><ul><li>Compañía MEGA </li></ul>
  7. 7. Bahía Blanca Buenos Aires Compañía MEGA IP O O IP OFFICES R&D INDUSTRIAL PLANTS DOW ARGENTINA IP IP ID ID ID San Lorenzo Loma de la Lata IP IP ID ID ID Pergamino Colón Venado Tuerto
  8. 8. <ul><li>Six Sigma Brief History within DOW </li></ul><ul><ul><li>1940’ Japanese companies, “all defects are preventable” </li></ul></ul><ul><ul><li>1987 Comes to EEUU with Motorola, known as “Six Sigma” </li></ul></ul><ul><ul><li>1998 DOW searchs an enabler to the next productivity level </li></ul></ul><ul><ul><li>1999 DOW launches a pilot </li></ul></ul><ul><ul><li>2000 DOW starts full implementation </li></ul></ul>
  9. 9. Concept : Cost of Poor Quality (COPQ) Traditional Quality Costs Tangible Lost Opportunity Hidden Factory Additional Costs of Poor Quality Intangible Difficult or impossible to measure Average COPQ Approximately 15% of Sales <ul><li>More Setups </li></ul><ul><li>Expediting Costs </li></ul><ul><li>Lost Sales </li></ul><ul><li>Late Delivery </li></ul><ul><li>Lost Customer Loyalty </li></ul><ul><li>Excess Inventory </li></ul><ul><li>Long Cycle Times </li></ul><ul><li>Engineering Change Orders </li></ul>Scrap Rework Inspection Warranty Rejects Administration / Disposition Concessions
  10. 10. 6  A B C D Customer Supplier A x B x C x D = 99.9997% 99.9999% 99.99998% 99.9993% 99.99999% Customer A B C D Return Check Check Check Double Check Waste Waste Delay Rework Rework 95% 99% 98% 97% A x B x C x D = 89% Supplier Waste NOT 6  Concept : The “Hidden” Factory
  11. 11. 4 6,210 99.38 5 233 99.977 6 3.4 99.9997 7 0.020 99.999998 Concept : Defects per Millon Opportunities  % Accurate Defects per Million Opportunities 2 308,500 69.15 3 66,800 93.32 1 691,500 30.85
  12. 12. <ul><li>Examples </li></ul><ul><li>Delivery Lead Time </li></ul><ul><li>Product Availability </li></ul><ul><li>Payment Term </li></ul><ul><li>MOT Capacity </li></ul><ul><li>Inventory Level </li></ul>Concept : Distance from the process Mean Target 6  USL LSL 6 
  13. 13. M Measure (what’s the Y) DEFECT FOCUSED A Analyze (what are the X) ROOT CAUSES I Improve (how do we optimize X to get desired Y) SOLUTION PLAN C Control (how do we control X to get desired Y) SUSTAINABILITY How MAIC Six Sigma Works: Y = f(X) <ul><li>Effect </li></ul><ul><li>Symptom </li></ul><ul><li>Dependent </li></ul><ul><li>Cause </li></ul><ul><li>Problem </li></ul><ul><li>Independent </li></ul>
  14. 14. Measure ( M AIC) Understand the Process and Potential Impact Define Problem Understand Process Collect Data Process Performance Baseline – New Sigma Estimated Financial Impact
  15. 15. Measure ( M AIC) <ul><li>What do you want to improve? </li></ul><ul><li>What is your ‘Y’? </li></ul>Reduce Complaints (int./ext.) Reduce Cost Reduce Defects Problem Definitions need to be based on quantitative facts supported by analytical data. What are the Goals? Define Problem Understand Process Collect Data
  16. 16. Measure ( M AIC) To understand where you want to be, you need to know how to get there. Map the Process Measure the Process Identify the variables - ‘x’ Understand the Problem - ’ Y’ = function of variables -’x’ Y=f(x) Define Problem Understand Process Collect Data
  17. 17. Measure ( M AIC) What do you need to know? Measurement System <ul><li>Repeatability </li></ul><ul><li>Reproducibility </li></ul><ul><li>Timeliness </li></ul><ul><li>Cost </li></ul><ul><li>Accuracy </li></ul><ul><li>Adequacy </li></ul>Process Performance Customer Satisfaction <ul><li>Defects </li></ul><ul><li>Rework </li></ul><ul><li>Scrap </li></ul><ul><li>Yield </li></ul><ul><li>Complaints </li></ul><ul><li>Returns </li></ul><ul><li>Service Level </li></ul>What do you want to know? Define Problem Understand Process Collect Data
  18. 18. Analyze (M A IC) Data Analysis Identify Critical Factors <ul><li>How is Process Performing? </li></ul><ul><li>What are Vital Process Elements? </li></ul>Assess Current Process Brainstorm and Affinitize Collect data to support hypothesis Validate Root Causes with Knowledge and common sense or statistically
  19. 19. Assess Project Goals Current Process Performance Ideal Process Process Performance (  ) Project Goal too passive Project Goal too aggressive Time Realistic Project Goal Assure Project Goals are Realistic and Achievable Analyze (M A IC)
  20. 20. Improve (MA I C) Develop Improvement Plan Optimize Key Factors Reduce Variation/ Defects Verify Impact <ul><li>Goals </li></ul><ul><li>Benefits </li></ul><ul><li>Timelines </li></ul><ul><li>Resources </li></ul><ul><li>Roles </li></ul><ul><li>Responsibilities </li></ul><ul><li>DOE </li></ul><ul><li>Process Limits </li></ul><ul><li>Implement Improvements </li></ul><ul><li>Control Vital X’s </li></ul><ul><li>Capability Analysis </li></ul><ul><li>Regression </li></ul><ul><li>Hypothesis Testing </li></ul><ul><li>Assess against Project Goal </li></ul>Implement & Validate Improvements
  21. 21. Control (MAI C ) Implement Control Plan Leverage to other Processes Document & Standardize <ul><li>SPC </li></ul><ul><li>FMEA </li></ul><ul><li>Process Capability </li></ul><ul><li>Update Control Plan </li></ul><ul><li>Similar Processes </li></ul><ul><li>Like Products </li></ul><ul><li>Procedures & Work Instructions </li></ul><ul><li>Update Systems </li></ul><ul><li>Assure Controls in Place to Maintain Improvements </li></ul><ul><li>Look for Leverage Opportunities </li></ul>
  22. 22. Process Control Develop effective mechanisms to maintain control of process improvements Apply controls to process inputs - Xs (not necessarily output - Y) SPC Control (MAI C ) Before After
  23. 23. Control Plan Update process control plan to maintain improvements Now we Understand the Problem / Defect Statement Y = f ( x 1 * , x 2 , x 3 , x 4 * , x 5 , X 6 ) Vital Factors included in Process Control Plan Control (MAI C ) Process (Parameters) X 4 * Output (Y) X 3 X 2 X 6 X 5 X 1 *
  24. 24. Control Plan Update process control plan to maintain improvements Now we Understand the Problem / Defect Statement Y = f ( x 1 * , x 2 , x 3 , x 4 * , x 5 , X 6 ) Vital Factors included in Process Control Plan Control (MAI C ) Process (Parameters) X 4 * Output (Y) X 3 X 2 X 6 X 5 X 1 *
  25. 25. Six Sigma Tools & Modules <ul><li>Fundamental Quality Tools </li></ul><ul><ul><li>Pareto Analysis </li></ul></ul><ul><ul><li>Process Mapping </li></ul></ul><ul><ul><li>Brainstorming </li></ul></ul><ul><ul><li>Cause-and- Effect </li></ul></ul><ul><li>Process Characterization </li></ul><ul><ul><li>Defectives </li></ul></ul><ul><ul><li>Defects </li></ul></ul><ul><ul><li>Variables Data </li></ul></ul><ul><li>Capability Analysis </li></ul><ul><li>Measurement System Evaluation </li></ul><ul><li>Design of Experiments </li></ul><ul><li>Statistical Process Control (SPC) </li></ul><ul><li>Hypothesis Testing </li></ul><ul><ul><li>t Test </li></ul></ul><ul><ul><li>Analysis of Variance (ANOVA) </li></ul></ul><ul><ul><li>Homogeneity of Variance (HOV) </li></ul></ul><ul><ul><li>Chi Squared (  2 ) </li></ul></ul><ul><li>Linear Regression </li></ul><ul><li>Failure Mode and Effects Analysis (FMEA) </li></ul><ul><li>Short and Long Term Analysis </li></ul><ul><li>Power & Sample Size </li></ul>
  26. 26. Six Sigma Summary 4 Step Methodology for Process Improvement Measure Characterize Process Understand Causes Analyze Improve and Verify Process Improve Maintain New Process Control
  27. 27. <ul><li>Six Sigma: Alternative to do Continuous Improvement </li></ul><ul><li>Usage of tools and techniques: statistics, project leadership, conflict resolution </li></ul><ul><li>Mindset change, challenge paradigms </li></ul><ul><li>Long Term Sustainability </li></ul>Six Sigma Summary
  28. 28. Company Continuous Improvement Philosophy Six Sigma Supply Chain Projects Outsourcings Warehouse Consolidation New MOTs From Six Sigma to Logistic Services Providers New Routes New Services Others Opportunity for Logistics Services Providers Development…..Relationship…..Business Manufact. Projects Commercial Projects R&D Projects Purchasing Projects
  29. 29. <ul><li>LSP Development…Relationship…Business </li></ul><ul><li>Needs </li></ul><ul><li>Agreement on non negotiable EH&S and Customer Satisfaction indicators </li></ul><ul><li>Identify Key Process Variables and associated limits (upper/lower) </li></ul><ul><li>Identify Defects and validate them (both parties) </li></ul><ul><li>Link Variables from Required Services to Variables from Offered Services </li></ul><ul><li>Define frame for continuous improvement and mutual benefits </li></ul>Required Services (in/out source strategy) Offered Services (comm/mktg strategy) Expense (costs) Income (gains) Customer Satisfaction (ours) EH&S WE LSP/3PL Six Sigma is a useful Enabler to set the Basis
  30. 30. Focusing On Customers <ul><li>LSP Development…Relationship…Business </li></ul>What Makes a Good Coffee Service? <ul><li>Good Hot Coffee </li></ul><ul><li>Fast Line, Especially for Refills </li></ul><ul><li>Close to Telephones </li></ul><ul><li>Room to Chat </li></ul><ul><li>Close to High-Capacity Restrooms </li></ul>Customer Perspective (Conference Attendees) Supplier Perspective (Hotel) <ul><li>Good Hot Coffee </li></ul><ul><li>Clean China </li></ul><ul><li>Clean Linen </li></ul><ul><li>Attractive Display </li></ul><ul><li>Extras - Snacks </li></ul>
  31. 31. BUENOS AIRES Veamos algunos casos que derivan en desarrollo de Proveedores Logísticos
  32. 32. BUENOS AIRES Agreement If one truck does at least 3 trips in the day, then there is a 20% of discount on the agreed freight rate CASE I : Productivity Agreement with LSP Ext. WH 3PL1 Owned My Site Warehouse Plants Shipments in/out Ext. WH / 3PL1
  33. 33. Ext. Wh.1 RM1 RM2 RM9 RM7 RM6 RM8 Ext. Wh2 RM5 RM4 Warehouse RAW MATERIALS RM3 Ext. Wh.3 Production Facilities Warehouse FINISHED GOODS Ext. Wh.4 My SITE Ext. Wh. Customers Customers Ext. Wh. Ext. Wh. Ext. Wh. Customers RAW MATERIALS FINISHED GOODS Ext. Wh Ext. Wh. Ext. Wh. Customers Ext. Wh. CASE II : Redesign / Outsourcing
  34. 34. <ul><li>Outsourcing / 3PL as strategic partner </li></ul><ul><li>New Integrated Warehouse building / MP1 Supplier Operation , both “ in site ” </li></ul><ul><li>Long term contracts development, My land usage should be taken into account </li></ul><ul><li>A BETTER AND SIMPLER SUPPLY CHAIN </li></ul>What does it mean? RM1 RM2 RM9 RM7 RM6 RM8 RM5 RM4 Warehouse RAW MATERIALS RM3 Production Facilities Warehouse FINISHED GOODS My SITE Ext. Wh. Customers Customers Ext. Wh. Ext. Wh. Ext. Wh. Customers RAW MATERIALS FINISHED GOODS Ext. Wh. Ext. Wh. Ext. Wh. Customers Ext. Wh. CASE II: Redesign / Outsourcing (cont.)
  35. 35. Ext. WH 3PL1 Owned My Site Warehouse Plants My CUSTOMER Head Office and Main Warehouse Ex. WH 3PL2 Owned CUSTOMER’s CUSTOMER Ext. WH2 Ext. WH1 BUENOS AIRES <ul><li>Changes / Improvements </li></ul><ul><li>My 3PL1 was incorporated as My Customer’s 3PL / shared WH. </li></ul><ul><li>System complexity was reduced as long as inventory was properly concentrated and delivering / shipping points were decreased </li></ul><ul><li>Probability of non optimum movements (extra cost) is lower </li></ul><ul><li>New Design brings benefits for My Customer, 3PL1 and Me </li></ul><ul><li>It is True, there are losers: Owners of My Customer’sExt. WH. </li></ul>CASE III : Integration with Customers This Synergy between My Cusotmer and Me would result in a supply chain model aligned to our strategy, which promotes a better service level and also cost advantages at both sides
  36. 36. LEVEL OF INTEGRATION & COMPLEXITY - Leverage in/out supplier-rates without changing current supply chain - Develop new logistic alternatives (vessel, bimodal, new port, etc.) - Design a tailor made sc work process involving resources of both Companies - Involve a 3PL (Operador Logístico) to be accountable for most of supply chain - Involve a 3PL (Operador Logístico) to be accountable for the whole supply chain - Others CASE III : Integration with Customers (cont.)
  37. 37. CONCLUSIONES <ul><li>Six Sigma es una alternativa de aplicación de cultura de mejora contínua, comprende el uso de herramientas y técnicas (estadística, liderazgo de proyectos, resolución de conflictos) </li></ul><ul><li>La aplicación de Six Sigma es un disparador de oportunidades de desarrollo de Proveedores Logísticos (outsourcing, integración, sinergía, productividad, nuevos servicios, etc.) </li></ul><ul><li>El Costo no se plantea primariamente como un Defecto sino como consecuencia de un Defecto relacionado a una variable clave de proceso </li></ul><ul><li>Es fundamental la identificación temprana de conflictos de intereses (defectos/ expenses, servicios/ gains). Recordar ejemplo de tasa de café. </li></ul><ul><li>Se busca el mejoramiento del sistema (visión holística) </li></ul><ul><li>Hay ganadores y perdedores como consecuencia del mejoramiento del sistema </li></ul>
  38. 38. MUITO OBRIGADO! MUCHAS GRACIAS! MANY THANKS!

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