Product development is a critical field for company’s success due to the fact, that here a major part of the product costs are determined. Therefore, efforts are made to shorten product development times by using organizational or technological measures. At the same time, quality has to be increased and total product costs reduced. Technological measures are e.g., IT-Tools, whereas organizational is referred to the structure or sequence of processes. Through increasing the efficiency of product development processes, it is possible to reduce lead time and costs while enhancing the quality.
As one method, product development processes can be paralleled. New methods of development arose like e.g., concurrent or simultaneous engineering. To reduce time even more, a globally distributed method of developing came up, which is especially suited for large, “global player” companies. A so called 24hr–Design and Development project (24hr-DD project) was brought into life by the BMW Group as a part of a research project. In the beginning of this year it was tried out by students in order to clarify the feasibility of this distributed product development.
It showed, that this kind of project works well, but still it is not clear, what the potentials are in respect to time, quality and costs. This thesis tries to clear out these obscurities with the example of the 24hr-Design and Development project and gives recommendations how to use the potentials of time- and moneysaving and of the increase in quality.
The thesis starts with the description of the 24hr-Design and Development project, keeps going with an explanation of the actual company goals, the basics of process improvement and the basics of distributed development. The second large part is the evaluation of the potentials in respect of time, quality and costs. This is followed by measures, which can help to increase the quality and reduce time and costs. These suggestions refer to the fields of development methods, team structure, organizational structure, tools, process etc. The thesis closes with a summary of the subjects mentioned above and an outlook into the future.
Table of content
2. Introduction
3. The 24hr-Design and Development Project at the BMW Group
4. Basics
4.1 Goals of companies in the present
4.2 Development Process as one way to achieve goals
4.2.1 Definition of “product development process”
4.2.2 Why product development process?
4.3 Business Process Improvement with respect to Development Process
4.4 Basics of distributed development
4.4.1 Distributed Development (DD)
4.4.2 Concurrent Engineering (CE)
4.4.3 Simultaneous Engineering (SE)
4.4.4 Computer Supported Cooperative Work (CSCW)
4.4.5 24hr- Product Development (24hr-PD)
4.4.6 But what is the reason for a 24hr-Product Development?
5. Estimation of the results of the 24hr-PD-Project
5.1 How to measure the success of a project
5.2 Evaluation Methods
5.2.1 Balanced Scorecard (BSC)
5.2.2 Intangible Assets Monitor (IAM)
5.2.3 Target Costing (TC)
5.2.4 Activity Based Costing
5.2.5 Simple Measurement System (SMS)
5.2.6 Questionnaire
5.2.7 Project-Review
5.2.8 Suggestions for Improvement
5.2.9 Lessons Learned (LL)
5.2.10 Capability Maturity Model (CMM)
5.2.11 Benchmarking
5.2.12 Problems with evaluation
5.3 Measurement of Quality
5.4 Measurement of Costs
5.5 Measurement of Time
6. What potentials exist in respect to time, money, and quality
6.1 Tools
6.1.1 Requirements on tools
6.1.2 CSCW (Computer Supported Cooperative Work)
6.1.3 Adequate CSCW tools for a 24hr-DD project and problems
6.1.4 CAD
6.1.5 Document Management
6.1.6 Hyperwave Information Server (HIS) and Document Management
6.1.7 Taxonomy system
6.1.8 Needed tools for a 24hr-DD project
6.1.9 Use of CSCW tools
6.1.10 Three point video conference
6.2 Organization
6.2.1 The group organization
6.2.2 Project Management
6.2.3 Group Organization
6.2.4 Adequate leading style
6.2.5 Structure of the project members
6.3 Communication
6.3.1 Communication aspects in distributed development
6.3.2 Private communication
6.3.3 Experiences in the project and advises
6.3.4 Exchange Time
6.3.5 Decision making
6.4 Motivation
6.4.1 Motivation in this project
6.4.2 Transferability to other projects
6.4.3 What to do
6.5 Teambuilding
6.5.1 Why influence on team structure?
6.5.2 Basics of a team
6.5.3 Requirements on teams in general
6.5.4 Requirements on team members
6.5.5 What to do
6.5.6 Experiences in this distributed project
6.5.7 Size of the team
6.5.8 Culture
6.5.9 Trust
6.6 The course of a 24hr-DD project
6.6.1 Possible distribution ways – temporal vs. functional distribution
6.6.2 Organization of the course of development projects
6.6.3 Gateways
6.6.4 Kick-off meeting:
6.6.5 Project planning phase
7. Summary and Outlook
8. Abbreviations:
9. List of Illustrations
10. List of Tables
11. List of Literature
12. Acknowledgement
13. Appendix: Questionnaires
2. Introduction
Today’s development of new products takes place under immense time pressure: ever shorter technology time cycles lead to ever shorter product life cycles, global competition offers sufficient return on investment only to those, who make it first to the market. “Time-to-market” has become the universal catchword to signify the pressure on engineers and sales forces.
Product development is a critical field for company’s success due to the fact, that here a major part of the product costs are determined. Therefore, efforts are made to shorten product development times by using organizational or technological measures. At the same time, quality has to be increased and total product [1] costs reduced. Technological measures are e.g., IT-Tools, whereas organizational is referred to the structure or sequence of processes. Through increasing the efficiency of product development processes, it is possible to reduce lead time and costs while enhancing the quality.
As one method, product development processes can be paralleled. New methods of development arose like e.g., concurrent or simultaneous engineering. To reduce time even more, a globally distributed method of developing came up, which is especially suited for large, “global player” companies[MM1] . A so called 24hr–Design and Development project (24hr-DD project) was brought into life by the BMW Group as a part of a research project. In the beginning of this year it was tried out by students in order to clarify the feasibility of this distributed product development.
It showed, that this kind of project works well, but still it is not clear, what the potentials are in respect to time, quality and costs. This thesis tries to clear out these obscurities with the example of the 24hr-Design and Development project and gives recommendations how to use the potentials of time- and moneysaving and of the increase in quality.
The thesis starts with the description of the 24hr-Design and Development project, keeps going with an explanation of the actual company goals, the basics of process improvement and the basics of distributed development. The second large part is the evaluation of the potentials in respect of time, quality and costs. This is followed by measures, which can help to increase the quality and reduce time and costs. These suggestions refer to the fields of development methods, team structure, organizational structure, tools, process etc. The thesis closes with a summary of the subjects mentioned above and an outlook into the future.
3. The 24hr-Design and Development Project at the BMW Group
The planning of the mentioned project started in 1998 with the aim to determine the benefit of this new method for designing and developing. The actual work began in January 2000 with a Kick off Meeting in Munich. Invited to this meeting were the 9 students from the design team (3 team members at each location) with all the team coaches from each location for 5 days in order to get to know each other and clarify the task and other organizational uncertainties.
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Picture 1 24hr-Project at BWM with locations and task
The three locations in this case were the Technische Universität Munich, Germany, Clemson University, South Carolina, U.S., and the Darmstadt University of Technology, Germany. For two teams being located in one country and the teams consisting of students, it was impossible to work eight hours at one location. Therefore the working time was modified and reduced to only five hours of working time for each team with a break of nine hours in between.
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Picture 2 Distribution of time during the project
One shift started at 8.00 a.m. (CET) in Germany and it ended at 12 a.m. (CET). See Picture 2. Then the information was handed over to the other German team and this team worked until 5 p.m. (CET) when the U.S. team began its work until 9 p.m. (CET). After this the U.S. team exchanged the information and data with the first German team that started the work again the next morning at 8 a.m. (CET). The duration of the project was 3 months with a Touch Down Meeting for reviewing which was held in Clemson, U.S. for one week in May 2000.
The task that the design team was given was to modify or make a new concept for a one-cylinder test engine with three major requirements. The first was to permit a variable stroke, the second was to ensure a complete mass balance and the last was to assure that the engine can be assembled and disassembled much faster than the existing one. (See Picture 3).
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Picture 3 Tasks with major requirements for the 24hr-development project at BMW
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Picture 4 Scenario 1 and Scenario 2
During this 24hr-development project two different distribution scenarios were tested (see Picture 4). This was done to test the functionality of the different appendages. In the first scenario the teams at the different locations as a whole worked on the project sequentially. So work was not divided in between the 3 local teams and neither in between the local team.
The second scenario was again carried out with sequential work of the three teams, the difference was though, that there were two team members working on the variable stroke task with considering the ease of assembly task and the other team, consisting of only one person, was responsible for the mass balancing system and also considering the ease of assembly.
4. Basics
4.1 Goals of companies in the present
In order to identify the change of requirements of product development processes in the automotive industry, it is at first necessary to look at its surroundings. It is possible to acknowledge three areas of surroundings with trends:
4.1.1 Trends in the globalization field
[2]
With internationalization[UL2] and globalization becoming more important, the intensity of competition is rising worldwide. This is noticeable because the strategy of driving out competition is getting more intense. In addition, the number of mergers is rising continuously which will lead to the focus on only a few large automotive companies. Picture 5 shows that in 1999, in ten months only, 3.1 trillion dollars were spent to buy companies.
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Picture 5 Volume of transactions of mergers and takeovers[3]
4.1.2 Trends in the technology field
Product life cycles become shorter and therefore innovation cycles as well. [4] Simultaneously product complexity rises due to the use of mechatronic systems (see Picture 6).
4.1.3 Trends in customer service field
Customers of the automotive industry are more informed and demand better product quality and a larger product variety. Also, due to quickly changing demands, the structures of competitors and customers become hard to predict. There is a noticeable change from a market of vendors to a market of customers. [5]
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Picture 6 Recent change of conditions for businesses[6]
All these requirements listed above call for an orientation towards the market and not anymore only to costs. The focus of the efforts should also be on innovation times (time to market, time to shipment) as well as on the improvement of quality. [7] The bottleneck is no longer the production, it has shifted to the market. Shorter product life cycles require flexibility and quickness in development and production. The strategy should be: fast recognition of market needs and their satisfaction. [8]
Following are the requirements listed in detail one by one: [9]
- short development times with high flexibility
- short introduction to the market
- flexible production methods in respect to number of pieces and technology
- high quality
- short lead time (delivery time)
- high variety of products
- production close to the market
- use of modern information systems [10] , like CAD, CSCW, Internet
These requirements for the company can also be combined into the three major fields:
- Time to market
- costs
- and quality.
4.2 Development Process as one way to achieve goals
4.2.1 Definition of “product development process”
The field “product development process” is part of the product life cycle. It includes the planning of a product [11] , the construction, the preparation of the work, and the manufacturing of the product. The product life cycle describes the product life phases which follow each other. If it is possible to utilize the components of a product after being used again, the product life cycle is referred to as product life circle.
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Picture 7 Product life cycle[12]
4.2.2 Why product development process?
The key to maintain the competitiveness lies in increasing effectiveness and efficiency in the product development process. During this process, about a 70% of the costs are determined as well as important factors of the possible future success on the market. [13]
To understand this completely the product development process has to be looked at in the economical and temporal context of the product life cycle. The product life cycle usually includes the formation and market phase [14] .
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Picture 8 Structure of the phases in the extended product life cycle[15]
If it were ideal, the curve of contribution [16] and turnover of a product went like the one in Picture 8. For the lifetime of a product being limited, a company can only be successful in the long run, if it continuously positions enough products in the phases with a lot of turnover. To do so, the development of new products is a necessary requirement and a big challenge to businesses. The more efficient (faster and cheaper) the product development process is, the earlier a company reaches profit.
Particularly, the product development process has a great influence on the success of a product in reference to costs, quality and lead time. According to research [17] , 60 to 90% of the costs are determined in this phase. At the same time, a loss of time of about 6 months during an overall development time of 5 years signifies a loss of profit which is about 33% (see Picture 9).
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Picture 9 Factors that are influenced by the product development process[18]
The requirements listed in the chapter above can be modified for the development process to:
- Reduction of product development times with high flexibility
- Reduction of product development costs
- Increase of product quality
Distributed development is a concept which fulfils these requirements [19] and will be explained later on.
4.3 Business Process Improvement with respect to Development Process
In a market with lots of competitors, where prices for products and services fall steadily, it is necessary to adjust processes [20] and increase their efficiency. There is a need to start thinking process orientated. [21]
Business Process Improvement (BPI) is an important way to maintain or improve competitiveness of a company. It means the rationalization of processes in order to improve process orientated organizations or restructure performance processes. [22]
BPI can be divided into 2 steps:
1) Analysis of the actual situation of the business processes to make them transparent and comparable.
2) Development of concepts to solve existing problems and implementation of the solutions. Enlargement of performance potentials that were recognized in the first step.
In the past, major changes were IT-orientated methods, while economical aspects remained in the background. Now, the process orientated changes in the structures and courses of the companies are in the foreground. The focus lies on the capture of data[UL3] , analysis and optimization of e.g. the production planning or sales department. [23] The processes should be analyzed and changed integratedly, from a perspective that includes different areas of a company or even different companies.
There are different concepts to optimize processes:
- Optimization of single functions of the process.
The optimization of one single function is one of the easiest concepts and can be used at once without a lot of work. The focus is only on one function and not its relation to the process or the whole course of processes. There are three different ways to optimize a function: improvement, acceleration and automation. Possibilities to improve or automate are the enlargement of capacities, better use of know-how, or development of routines.
- Change of order of functions (looking at coordination of start and ending of the functions).
The order can be changed by changing the sequence of the functions or by making them parallel (Simultaneous Engineering/Concurrent Engineering). Another possibility is outsourcing, where single functions are shifted into other companies.
- Elimination or combination of functions
Activities, that do not produce value like transport or quality inspection should be minimized or combined. Iterative processes should be looked at and questioned if they are necessary.
- Optimization of functions’ interfaces through adding new functions
This concept should be used when there are essential processes that are not implemented yet. [24]
Out of these concepts it is possible to use the following optimizations.
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Legend:
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Picture 10 Possibilities to optimize processes[25]
By optimizing processes and chains of processes [26] in the product development, it is possible to reach the goals of a company in respect to costs, time and quality.
To improve the development process, the analysis mentioned above in the first step, was done and the following main problems were found in the product development process [27] .
- The organization in the product development field is hierarchic
- The working structure is too sequential
- Information distribution is lengthy and therefore processes are not flexible enough
- Too many changing cycles
- The mixture of different work styles (3D CAD, 2D CAD, Drawing boards) means more work with data
One solution to these problems is working distributedly or cooperatively. With this, information flow gets more important and thus faster and the know-how-transfer better. Also, problems are noticed earlier and changing cycles can be reduced. [28]
Ways to work distributedly or cooperatively are for example Concurrent or Simultaneous Engineering and they will be explained in the next chapter.
4.4 Basics of distributed development
In the past chapters, terms like “concurrent engineering”, “simultaneous engineering” and “24hr-DD” were mentioned a few times without being explained. They take up a central place in this paper and so they will be defined at this point.
4.4.1 Distributed Development (DD)
[29]
This term refers to the product development being distributed onto different groups of people which are separated locally but connected with networks through which they interchange the data they work on [30] . Picture 11 shows the difference between DD to conventional product development.
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Picture 11 Distributed Development in comparison to Conventional Development[31]
The separation can mean, that the developers are separated in between one company (at one location or more) or that they belong to different companies. The concurrent engineering as well as the simultaneous engineering or others listed underneath are suited to be implemented additionally into the DD. [32] Distributed development is a term which is used to describe many different concepts of product development processes. Therefore it is not concrete enough if not explained further. To define DD clearly it needs to be classified more by adding features or traits to it, like “cooperative” or “worldwide”. [33]
4.4.2 Concurrent Engineering (CE)
Concurrent Engineering can be described as a task on which more than one engineer works in a team. Time is reduced because the whole team with all experts and knowledge work together at every phase and they are able to decide and solve problems in less time due to their overall knowledge. Through working together interactively, engineers are able to develop solutions which are easier to produce and which need less corrections later on [34] . The goal of CE is to consider the requirements already during the development process and for all functions of the company which are needed to produce the product. This method is prolonging the conception phase and the planning phase of product and production installations [35] . In Picture 12 it is visible that the main problem in CE is the distribution of a task in the beginning and later on the recombination of the separated parts.
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Picture 12 Concurrent Engineering[36]
4.4.3 Simultaneous Engineering (SE)
Simultaneous Engineering is mainly a method which tries to make working phases parallel which are usually sequential. Tasks are begun before the anterior ones are ended. Translated from Eversheim, Bochtler and Kölscheid [37] : “SE is the simultaneous development of products and product installations with including suppliers and system manufacturers.”
In the traditional concept there are often many iterations for the change of details, which were not clear in the beginning. Phases in the development process have to be worked on again [38] . SE, though, has the effect that lead time is reduced, and with it the costs, through agreements on details in an early stage. [39]
Also a better quality can be assured. Simultaneous Engineering is one way out of many to make the development process faster than the one of the competitors. If it is used consequently, it can make the process development process up to 50% faster and cheaper [40] . With Picture 13 (see underneath) it is possible to understand how Simultaneous Engineering works and what possibilities it offers in order to reduce lead time and costs.
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Picture 13 Comparison of Simultaneous Engineering to Conventional development[41]
4.4.4 Computer Supported Cooperative Work (CSCW)
“CSCW can be understood as forms of cooperation, where information flow and communication between persons or teams are supported by computer technologies.” [42] Computers and their network make it possible to have a fast and efficient access to information. With the use of such a system, financial and time consuming efforts are being reduced.
4.4.5 24hr- Product Development (24hr-PD)
This method is an approach to distribute development tasks onto different time zones (and therefore also onto different countries/continents). Thus, the work travels around with the sun. In dependence on the explanations above it is a mixture of concurrent development and distributed development. It makes use of the advantages of concurrent engineering by involving experts with special knowledge. And it is distributed over different countries or continents, in different time zones. There is also the possibility to implement simultaneous engineering as well.
4.4.6 But what is the reason for a 24hr-Product Development?
The methods explained above all save time, money and raise the quality. This leads to the question: “Why is there a need of developing in a 24hr-Product Development?”
While working simultaneously, tasks are worked on parallel. One phase starts although the precedent one is not completed yet. This can only function if the tasks have the quality to be worked on parallel. Some tasks suit this requirement better and some can only be started when the previous phase is concluded. An example for a task that works fine is the generation of ideas with a method like the gallery method described in Pahl/Beitz. The ideas that the preceding team has, produce new or further detailed ideas in the following team. A task that is inappropriate for simultaneous engineering is for example the detail design in Pro/E because it seems better to have only one datum to work on. The amount of tasks which can be worked on simultaneously is limited, which makes it necessary to develop new methods for product development like the 24hr-Product Development. It seems reasonable to just raise the amount of people working on a project in order to save time but at one point any more separation of the work is just not possible.
This is one of the reasons why the BMW Group planned a 24hr-around the world- development scenario and tried it out to evaluate its feasibility. This project was described in chapter 3.
5. Estimation of the results of the 24hr-PD-Project
5.1 How to measure the success of a project
The success of a completed project is related directly to the fulfillment of the set goals. The work of the project management is judged by the completion of the agreed requirements in respect to costs, time, quality or others.
If the requirements on a product are too many and make the demand too complex, they can be expressed together in a single goal scenario which should be without any contradictions [43] .
In the BMW Project, the three major tasks were
- Reduction of lead time
- Reduction of costs
- Boost of quality
In general, these three aims together are not without contradictions. The faster a development should be, the more it usually costs. Also, the better the quality has to be, the longer the development will take. So in this thesis, the three goals will be looked at individually, independent from each other (ceteris paribus).
5.2 Evaluation Methods
With exception of the Target Costing and the Activity Based Costing, all the methods shown in Picture 14 for the evaluation of the performance can be used for more areas than just costs. These fields could be for example the time to market or the quality. The quantitative analysis is the measurement of the performance whereas the qualitative is more the evaluation of the method “distributed design”. The methods highlighted in the picture below are the ones used during or after the project to evaluate its potentials.
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Picture 14 Summary of evaluation methods
5.2.1 Balanced Scorecard (BSC)
The aim of the BSC is the omnibus management and evaluation of all important factors of business; for strategic as well as for operative business processes. It includes more than just financial aspects because regarding only these, the picture of the companies success is not complete.
As seen in Picture 15, the BSC can be carried out like this: In respect to the goals of the company, the factors of success are determined. These factors, then, are abstracted to adequate indexes and needed sanctions. As a starting point, four different views onto the company are chosen: the classical financial perspective, the customers’ perspective (How should we appear in front of the customer?), the learning- and growth perspective (How can we develop the ability to renew and improve?), and the view onto the intern business processes (In which business processes do we have to succeed?). [44]
[...]
[1] Total costs consist of costs that are produced by product development as well as costs that come from mistakes which are originated by product development but become visible later on. Taken from: Wagner, H., 1999, at 3.
[2] Definition of globalization: term for the development of finance places (for stocks, capital, devices and credits) all over the world; facilitated by new information- and communication techniques, as well as finance innovations. Recently, G. is also referred to as international competition of companies on the markets of the world. Brockhaus Encyclopedia, Band 8; 1989.
[3] See Global Monopoly, 1999.
[4] See Saarmann, J., 1992, at 1.
[5] See Kaiser, J., 1997, at 3.
[6] See Eigner, M.; Zagel; M., 2000, at 181.
[7] See Eigner, M.; Zagel; M., 2000, at 177.
[8] See Schirpenbach, J., 1999, at 4.
[9] At the same place.
[10] See Anderl, R., 1998, at 13.
[11] The definition of these terms, which have to do with the development process, like function or construction are all based on VDI 2221, 1993; or Pahlbeitz, 1997.
[12] See Anderl, R., 1999.
[13] See http://www.isaf.tu-clausthal.de/sfb362/arbeitsgruppe_4.html .
[14] See Specht, G., 1997, at 155.
[15] See Kuschnick, F., 1999, at 9.
[16] Contribution = turnover – (variable costs)
[17] See Kuschnick, F., 1999, at 10.
[18] At the same place.
[19] See Schirpenbach, J., 1999, at 4-5.
[20] A process is made up of functions. The product development process is made up of four smaller processes (see chapter above) so it is a chain of processes.
[21] See www.resoplan.ch/Prozessoptimierung.HTM .
[22] See Schirpenbach, J., 1999, at 17.
[23] See Geib, T.; Wagner, K., 1997, at 79.
[24] See Gierhardt, H., 1998, at 13.
[25] See Schirpenbach, J., 1999, at 23.
[26] A chain of processes, here, is a determined combination and order of processes.
[27] See Krastel, M., 1997, at 4.
[28] See Gierhardt, H., 1998, at 12.
[29] Distribution is the combination, networking and interaction of process elements (activities, information, persons and material resources). In this paper it is mostly referred to the temporal and local distribution of work.
[30] See Wagner, H., 2000, at 7.
[31] At the same place.
[32] See Krastel, M.; Steinhaus, T., 1996, at 6.
[33] See Gierhardt, H., 1998, at 7-8.
[34] See Saarmann, J., 1992, at 1.
[35] See, Anderl, R., 1999, at 2-7.
[36] See, Anderl, R., 1999, at 2-8.
[37] See Eversheim, W.; a.o., 1995, at 414.
[38] See Anderl, R., 1999, at 2-7.
[39] See Krastel, M.; Steinhaus, T., 1996, at 5.
[40] See http://www.teachweb.ch/cadcam/datenorganisation.htm .
[41] At the same place.
[42] See Anderl, R., 1999.
[43] See Birkner, K., 1995, at 23.
[44] See Bumeder, B., 2000, at 64.
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