zahid hussain
Sarhad University of Science and Information Technology, Pakistan
E-mail: zahid.btech@suit.edu.pk
Submission: 12/23/2018
Revision: 2/8/2019
Accept: 3/13/2019
ABSTRACT
The
worldwide demand of ceramic tiles market is projected to spread about 21,000
million square meters by 2020. The rising infrastructure progress activities in
emergent countries is expected to motivate the trade growth throughout the
estimated period. The industry has fascinated a number of new competitors owing
to the fast demand progress, thus executing the business extremely reasonable.
The production of ceramic tiles involves two different stages: pre bisque
firing kiln processes and post bisque firing kiln processes. Rejection
encountered in pre bisque firing kiln processes can be recycled deprived of
much damage to the environment however the post bisque firing kiln rejection
cannot be reprocessed. On the other hand, greatest amount of thermal energy is
consumed in the bisque firing kiln process. This research paper highlights a
case study of frontier ceramic ltd to diminish the post bisque firing kiln
rejections frequency during the production of ceramic wall tiles. In this
perspective, 5S methodology is used to reorganize the workstations and process
flow while the application of kaizens philosophy of continuous improvement has
directed to 40% decrease in post bisque firing kiln rejection consequently saving
energy and damage to environment.
Keywords: rejections rate; 5S methodology; kaizens and lean performs;
productivity enhancement
1. INTRODUCTION
Due
to tough marketing competitiveness and increase in resource costs, usually low
revenue margins are experienced by companies dealing with the manufacturing of
ceramic wall tiles, hence they have started to look for suitable alternatives
to survive within the market place(STERN et al., 2001).
In
this regard, performing revised production planning and control become a
helpful tool to review on product’s waste reduction during processing, and
encourages recycling of finished products that presents a positive influence on
the quality of product and overall plant effectiveness(HANDFIELD et al., 2002).
In
Pakistan the demand of the ceramic based products such as wall, floor and roof
tiles also increased for the most part owing to increase numbers in the real
estate business, housing schemes, building and construction division (JURAN et
al., 2008).
The
economic growth of the ceramic industries in Pakistan is fairly inspiring due
to installing and operating of contemporary distinct technologies which have
massively enhanced the excellence, output and design features of ceramic tiles
products worldwide. Especially single firing procedures effectively abridged
the firing time to a maximum of forty minutes (EL MOGAHZY, 2009).
On
the other hand, the manufacturers are facing some typical process controlling
issues related to production of low class wall tiles, using inadequate raw
material composition followed by excessive amount of tiles rejection after
firing. Major causes of rejection are generally associated with some sorts of
cracks, produced during the firing process (SPARKE et al., 2017).
There
are three different technological process stages in which the initial
dimensional shape of the ceramic tile is formed as shown in Figure 1. These
include hydraulic press or pre kiln process in which the green tile is produced
under high pressure with sufficient amount of moisture contents that needed to
be removed during the next stage in the dryer kiln at approximately 120 °C
(CIULLO, 1996).
The
final stage is the bisque kiln where approximately a temperature of 1300 °C is maintained
for continuous firing. Convection and radiation are the major heat transmission
mechanisms hence the coefficient of heat transfer is also raising constantly
(RICHERSEN; LEE, 2005). It is also noticeable that defective and rejected tiles
received after hydraulic press and dryer kiln operations are desired to be
recycled due to the fact that the tile body is in semi-solid position (MCCOLM,
1994).
Figure 1:
Technological process for ceramic tile dimensional setup.
But,
tiles rejection after the complete firing process is a serious issue due to the
facts that these tiles can no longer be recycled (ACERNESE et al., 2015). It is
also noticeable that nearly 90 percent of overall production costs associated
with energy consumption are getting wasted (RAMBALDI et al., 2007).
On
the other hand, it not only grounds, industrial issues in the form of solid
waste discarding but also environmental as well. Keeping in view the
considerable rejection of ceramic tiles, that contributes a significant impact
on economics, social as well as environmental issues, the current work is an
initiative to review the present scenario and resolve such issues (MINNE;
CRITTENDEN, 2015).
The
appropriate way to control the current issues is to provide some motivations
for process betterment by exploring the origins of inconsistencies in
production process and put on 5S methodology and kaizens approach to eliminate
the causes of the tiles rejections (ROZLIN et al., 2018).
2. CASE STUDY OF FRONTIER CERAMICS LTD
The
current study has been carried out in frontier ceramics ltd to study, analyze
and eliminate the ceramic tiles rejections frequency in post bisque firing kiln
rejection operation in order to optimize the production rate and profitability.
The company is ISO certified, playing a leading role in the manufacturing of
high quality ceramic wall tiles of various dimensions.
It
was incorporated in 1982 as a public limited company which maintains its
competitiveness through continuing technological advancement, R&D and
capital investment. The company is equipped with Spanish and Italian machinery
and 300 skilled employees.
It
has an annual throughput of 25 million USD based on three working shifts that
consume 755.624 MT of raw material on a monthly basis. Its extensive range of
major products is commercial tableware, wall tiles, industrial ceramics, and
refractories.
Owing
to high levels of post bisque firing kiln rejection issue, the company is
struggling to achieve the demands of the trades by selecting certain
initiatives such as reviewing alternative manufacturing techniques, application
of knowledge, skills, tools and techniques to overcome the rejection issues.
In
this standpoint a monitoring team of expertise physically visited the project
unit to examine the production activities regarding tiles defects and
rejections and to explore the main causes of this particular issue by means of
implementing 5S and kaizens practices to take initiative steps to improve the
production rate.
Business
data of company’s four major ceramic products were carefully inspected and
evaluated on the basis of the volumetric production capacity followed with
annual return and poor quality costs (PQC). However, the rejections rate
comparison revealed that on average, scheduled rejections of all four types of
the products resulted in PQC of roughly 22,500 USD per annum.
Similarly,
PQC for these different types of products was 60 % (wall tiles), 30 %
(commercial tableware), 9 % (industrial ceramics) and 1 % (refractories)
respectively. Figure 2 shows the graphical comparison of rejection costs of the
critical products in Pakistani currency.
Figure 2:
Quality costs comparison
Owing
to high quality costs associated with a high rejection rate of wall tiles, the basic
objective is to select it for model scheme. Additionally, process wise data of
rejections was also considered to distinguish the influence of numerous flaws.
3. CERAMIC WALL TILES PROCESS FLOW
As per
Figure 3 illustration, the process flow of ceramic wall tiles comprises of a
series of different technological phases including Pre firing, primary firing,
post primary firing and final firing operations.
Figure 3: Flow
chart of ceramic wall tiles production
The
pre firing process starts with body preparation by batching various raw
materials which are normally classified as per their essential properties
(BEALL et al., no date). Generally, there are two basic groups, namely plastic
and non-plastic. Plastic materials reveal plasticity while a large collection
of non-plastic materials like minerals and rocks with other chemicals, try to
reduce high shrinkage of the tile body during drying and firing.
Plastic
raw materials comprise of clay, bentonite and kaolin while non-plastic raw
materials include quartz, feldspar, dolomite, limestone, magnesite and talc
(SANCHEZ et al., no date). The aim of the grinding and mixing is to obtain
smaller particles out of coarser ones.
For
instance, there are two conventional techniques of grinding, the wet and dry,
however, it is intended to enhance the degree of fineness of the materials in
order to remove risky scums that originate spots (STIEF; LAWRUK; WILSON, 1987).
Using wet process of grinding, the material is weighed proportionally and
passed into the ball mills together with appropriate volume of water to form a
liquid mix product known as slurry (ORUMWENSE; FORSSBERG, 1992).
The
slurry is then passed through a spray drying process to convert it to a granulate
with a size distribution before the pressing and shaping operation (AGRAFIOTIS;
TSOUTSOS, 2001). In this process the
slurry is atomized under high pressure, and water is evaporated from the fine
droplets using a flow of heated air. In this way a slip powder as shown in
Figure 4 is produced that falls to the bottom of the spray dryer where it is
shifted to hydraulic press after the screening process (CAMPANATI; FORNASARI;
VACCARI, 2003).
Figure 4: Slip
powder formation in the spray dryer operation.
The
persistence of the hydraulic pressing is to shape the slip powder into a
compressed part of green tile using a set of metallic dies through which the
size and geometry of the ceramic tile is determined (SÁNCHEZ-MORENO et al., 2003). Figure 5
illustrates a typical hydraulic press. It offers the gain of a comparatively
high pressure that could be measured easily and considered best suitable for
the manufacture of single-fired ceramic tiles where a constant pressure is
authoritative for dimensional accurateness (BAYINDIRLI et al., 2006).
The
pressure range varies from 350-450 MPa (SINGER, 2013). Drying process
of the green ceramic tile is accomplished between the pressing and primary
firing processes in which about 4 to 6% of moisture contents are removed. The
aim of the drying process is to enhance the initial strength against damage
owing to distortion after being transferred to the bisque kiln (BENTO; LOPES,
2005).
The
drying process is achieved using an automatic control system in which the tile
body is allowed to travel horizontally (KARA et al., 2006). Primary firing
in bisque kiln is normally the concluding process, at which the feeble, green
and a pressed part of the tile is converted into a durable and tough product
because of the influence of various physical and chemical changes occur inside
the green tile body throughout the process.
It is
also noticeable that fast rate of firing confirms completely constant
temperature dispersal and high value of the tiles (CAWLEY; LEE,
2006). The
primary firing process is usually accomplished using roller type bisque kiln as
shown in Figure 6, where a constant range of temperature about 990 °C to 1050
°C is maintained that fully ensures the mass consolidation and the dimensional
constancy in the firing temperature intervening (DUNN, 2016).
Post firing kiln operations,
establishes the permanent solidification of ceramic tile while the defective
and cracked tiles are rejected at this stage. Edge grinding and cutting
processes are then carried out to smooth the ends and accommodate the required
length of the product for easy handling (RHEAD, 1922).
Figure 5:
Hydraulic Pressing
Further,
the accurate and specified tiles pass to the next stages where the rest of the
technological processes, including water absorption, glazing, water scrapping,
edge cleaning and printing are performed. Post final firing operation includes
testing and final inspection, planarity check, quality grades, water absorption
and dimensional confirmation are inspected. The quality controlled accepted
ceramic tiles are properly packed and dispatched to the desired destination (SHARTSIS;
NEWMAN, 1948).
Figure 6:
Primary firing roller kiln
4. REJECTION ANALYSIS IN POST BISQUE FIRING KILN PROCESS
In
the course of the rejection analysis pertains to the current production process,
the waste due to process defects was acknowledged at every stage. The rejection
of tiles after the bisque firing kiln process is particularly significant
because before this stage ceramic tiles have semi solid structure, hence, any
defective or rejected tile may be recycled and stepped back for reprocessing (JOHANSEN et al., 1995).
However,
after passing the bisque firing kiln process, the ceramic tiles gain a complete
solid structure, hence any defective tile is directly rejected which is a
direct financial forfeiture for the company.
On
the other hand, around 65% of overall manufacturing costs are associated with
inspecting, operating and maintaining the kiln equipment while the energy
consumption is an additional factor, hence post bisque kiln firing operation
defects investigation is crucial owing to enormous capital engrossment. Figure
7 demonstrates the list of possible types of tiles rejection generated after
firing process (STADTLER, 2008).
These
include mishandling at kiln exit, planarity defects, overlapping and chipping,
cracking inside kiln bottom, surface and side cracks and rejection during
breaking strength test.
Figure 7:
Defective and rejected tiles receive from bisque kiln
Similarly,
Pareto chart analysis as shown in Table 1 are conducted for each production
process in order to recognize the frequency of monthly based average rejection
tendencies for these defects while the graphical comparison of these
contributions is graphically analyzed in Figure 8 using a Pareto chart that
shows that the major reasons of rejection lie in mishandling process at the
exit of bisque kiln and planarity defects issues respectively.
Table 1: Post bisque firing kiln rejection analysis
Reason of rejection |
Monthly average
rejection (M.T) |
Percent (%) |
Cumulative (%) |
Mishandling at kiln exit |
0.315 |
47.01 |
47.01 |
Planarity Defects |
0.159 |
23.73 |
70.75 |
Overlapping and chipping |
0.078 |
11.64 |
82.39 |
Inside kiln bottom |
0.053 |
7.91 |
90.30 |
Surface and side cracks |
0.038 |
5.67 |
95.97 |
During breaking strength test determination |
0.027 |
4.03 |
100.00 |
0.67 |
100.00 |
Source: Adapted from
Accounts and Finance Department
Figure 8: Pareto
chart analysis for monthly based rejection comparison
4.1.
Implementing
the 5S Methodology
5S is
a viewpoint and the way how to organize, manage the workstation and process flow
of a plant in order to enhance its current performance by reducing rejection (RANDHAWA;
AHUJA, 2018).
This technique was first introduced in early 1980 in Japan for Toyota
Production System (TPS). It is an effective and helpful tool, especially
realistic in a plant that is beginning to go down the progress path of the
culture of continuous development (AOKI, 2008).
On
the other hand, a plant that has not espoused the 5S methodology is muffled
with chips and chips. Tools boxes are located in unknown areas; high accuracy
tools are accepted, but not preserved. When a certain piece of tool is needed,
it could be difficult to find.
Similarly,
the overall self-confidence of team work is deprived and the plant is fated for
distress. Implementing 5S methodology is a progressive technique to invent a
plan for enhanced productivity, removal of wasteful practices, and overall
improvement (SMITH; HAWKINS,
2004).
These include:
I.
Sort:
Focuses on disregarding redundant items from the workstation and categorizing
the materials, tools and equipment as necessary, unnecessary and may not
necessary.
II.
Set
in order: Set focuses on allocating and ordering of equipment,
tools, materials, and resources for fast allocation which can save a
considerable expanse of time.
III.
Shine:
Focuses on new values for cleanliness by cleaning each workstation, machines
and equipment on a regular basis. It also delivers a safe working environment to
make potential glitches more obvious.
IV.
Standardize:
Focuses on engaging the employees to perform steps 1, 2, and 3 on a daily basis
by educating them to take part in the improvement of these standards.
V.
Sustain:
Focuses on building structural pledge so as the 5S technique turn out an
administrative standard. It also stresses on defining an innovative outlook in
different workstations.
5S
technique was studied and conducted for each rejection condition to explore the
counteractive measures. Rejections reasons and actions were taken accordingly
for mishandling at kiln enlisted due to its high rejection frequency in the
tables 2.
Similar
5S methodology with necessary actions were performed for the remaining types of
process defects and rejection. Possible reasons and necessary actions to control the
rejection due to mishandling at kiln exit, planarity defects, overlapping and
chipping, cracking inside kiln bottom, surface and side cracks and rejection
during breaking strength test are enlisted in Table 3.
4.2.
Implementing
kaizen approach
In
order to enhance the current performance of the plant, a number of additional
tasks and actions were initiated using kaizen approach excluding those stated
earlier (STEPHENS, 2010). These actions
are expressed in Table 4.
Table 2: 5S methodology description for mishandling at
kiln exit.
Rejection
Reason
5S Actions |
||
Mishandling
at kiln exit |
||
1. Less
space for tiles collection; 2. Lack
of working procedure of concerned workers; 3. Rejected
tiles are not shifted to the rejected area; 4. Tiles
conveyor machine maintaing issues; 5. High
temperature at the exit of the kiln |
Sort Set in order Shine Standardize Sustain |
1.
Make space for respected
floor and the workspace. 2.
The use of worn out gloves is not optional
in any case. 3.
Once rejected tiles are
received, it is good idea to put them in the specified area. 4.
Current design of tiles
table conveyor mechanism has become
outdated, hence abnormality and blockage issues may be managed by redesigning
considerations. 5.
Placing a Red tag on the
fresh batch of tiles just received from kiln to identify no contact with body
parts. 1.
Allocating a suitable
place for needed items. 2.
Propose a storage place
that is well marked so that necessary items can be taken out quickly and used
easily. 3.
Deciding to fix a suitable
place to place the hot tiles closer to the process. 1.
Hanging dirty colth and
gloves are not optional in workplace while the participation of the concerned
staff must be ensured. 2.
Pinpointing the causes
lack of follow up on the job procedure. Is there available any job
description , if yes any steps are initiating to follow them properly.If not
then pinpointing the root source of the lack of procedure follow up and
taking necessary measures so that the required job may be accomplished
properly. 3.
Ensuring up a standard
rejected tile area and nominating an individual with responsibility. Drawing
a certain borderline on the floor while nothing should be placed on this line. Also making sure that
the broken tiles scrap and chips may not be throw throw out. Every shift incharge should
monitor the progress. 4.
Eliminating sources of wear
such as vibration. Discovering and treating unknown flaws and documenting
them with the conveyor machine if it is difficult to repair immediately.
Developing an independent maintenance strategy will facilitate any training
opportunity for enhancement. 5. Even
if a suitable place has been selected for storing the hot tiles that should
be located ideally closer to the process, unless cleaning it up is necessary
with a purpose for better enviroment. In
this perspective it is intended that all the plant employees should paly a
role model for succeeding to the standards of the first three S’s and inspire
others individuals to follow them. Make instructions and actions to endorse a
good team work environment till the first three S’s become second nature for everybody within the
plant. Once the 5S’s technique has been implementd, then it
is not recommended to let it
disappear. Following steps are helpful in this regards: Step 1 - Maintain 5S awareness: Continued
motivation to improve and endorse the program. Step 2 - Create occasions to advance the 5S
methodology: 5S reflection surveys;
performance measures and periodic audits; Step 3 -
Create motivation for 5S: Endorse the impression of how the 5S helps to
pass the business contenders. Taking a record on semiannual basis and compare
to see improvements. |
Table 3: Necessary action plans for
minimizing rejection at bisque firing kiln.
Rejection type |
Reasons |
Action |
Mishandling at kiln exit |
Tiles handling table
conveyor poor quality design; less time for maintenance jobs; |
Table conveyor
mechanical system redesigning, breakdown maintenance review, workers
training, installing ventilating facilities. |
Planarity defects |
Drying temperature
variation; Removal of water contents at a slow enough rate; shrinkage cracks |
Introducing a
novel technique of impulse drying that uses throbs of hot air curving in the
crosswise direction instead of continuously in the physical flow direction. |
Overlapping and chipping |
The reason of
rejection is related with the night shifts when the speed of the tile
conveying system is increased to attain the production target in less period
of time. |
For this purpose,
it was recommended to get benefit form installing CCTVs cameras at glaze line
section to monitor the production activities. |
cracking inside kiln bottom |
Improper air
circulation inside the kiln; uneven
pressing pressure during molding; variation
in the thickness of tile. |
Removal of broken
tiles pieces from the bottom of the bisque
kiln on weekly basis; Rechecking and Readjusting of hydraulic press
pressure; Inspection of tiles mold quality. |
Surface and side
cracks |
uneven thickness;
drying speed; Slip power moisture issues. |
Readjusting
drying temperature of spray dryer; Slowing down the drying speed. |
rejection during breaking test grit |
Application of
excessive load for sorting out the rejected tile. |
Application of
fixed load less than 200 N prior to glazing process. |
4.3.
Other
Miscellaneous steps towards process improvement
Being
one of the crucial building blocks of TPM, autonomous maintenance, endorses
intellectual development of machine operators to perform minor maintenance jobs
to keep up their equipment and to prevent it from declining (STEPHENS, 2010).
As per
Figure 9 illustration, this comprehensive seven step methodology is flattering
progressively significant as industrial units announce more and novel robots
fully automated systems. Thus, autonomous maintenance plays an effective role
in the contemporary maintenance plan because it well organizes production and
maintenance individuals in order to work for a common goal.
However,
if properly implemented, it may intensely expand production rate, enhanced
quality and minimizes waste related issues. In this perspective the concerned
operators should carry out their work thoroughly with the maintenance
individuals by using following information:
Table 4: Presentation of additional task for process
improvement.
Area |
Indicator |
Reason |
Action |
Hydraulic Press |
Slow pressure build up |
A pressure buildup more
than 2 to 3 seconds may be the problem associated with hydraulic pump. |
Replacement of the relief
valve; Solenoid valves
rechecking; Checking rpm of the
motor. |
Spray Dryer |
Gradual decline in
capacity |
Additional inquiry of the
pressure drops within the system exposed a high pressure drop across the
central air regulated filter |
Intensifying of clean
filters |
Diaphragm Pump |
Impulsive diaphragm
miscarriage |
Cavitation |
Increasing pipe diameter
on suction side of pump |
Conveyor belt |
Material
overflow mostly along transfer and loading
points |
Owing
to any mechanical letdowns with the belt while this issue can lead to
obstructions at some points that will possess a negative effect and cause
other difficulties afterward. |
Installation
of skirts clamps, impact beds or even a belt plough that will help to
minimize wasted material and time consumed on cleaning up which will further
minimize the risk of uncertain breakdowns caused by impasses on the belt. |
Crazing in glazing |
Developing
of network of fine blows in the glaze
exterior. |
Possible
under firing of bisque tile or mismatched clay types and glaze material. |
Reviewing
and readjusting |
Air Compressor (Atlas
Capco) |
Air
Compressor usually trips during summer |
Not
enough ventilation facility is provided |
Compressor
room redesigning and reconstruction resolved the issue successfully. |
·
They must be able to aware maintenance concerned;
·
They must be able to communicate precise information;
·
They must be able to conduct routine maintenance jobs
Afterwards
the autonomous maintenance was hereby conducted in hydraulic press, bisque
kiln, spray dryer and testing sections respectively. It is also
noticeable that due to working in adverse condition, sometime the concerned
workers’ behavior becomes intolerable with their shift supervisors hence being
frustrated they commit to skillfully
abolishing green and bisque tiles which is a hidden loss to the company.
For
this purpose, it was recommended to get benefit from installing CCTVs cameras
that may help to avoid such immoral commitment of some workers while keeping
their mind that they are being watched.
Figure 9: Seven
steps of autonomous maintenance approach
5. RESULTS AND DISCUSSION
In order
to compare the final results regarding optimizing productivity rate to minimize
the frequency of tiles rejection, the actual data were analyzed after
conducting 5S and kaizen approach implementation. The outcomes of the current
work appearances the advances and net business savings due to kaizen
methodology are mentioned below:
Rejection
outcomes after firing process in the kiln: Implementing the
actions as shown in Table 3, the
associated outcomes as shown in Figure 10, clearly display the improvement in
the process by controlling the major six types rejections due to which 50% to
65% reduction in the waste has occurred. Similarly, on the basis of Table 2 and
4, after implementation of 5S strategy for each rejection reason and additional
necessary tasks for productivity enhancement, there has been observed a
considerable decrease in rejection frequencies related to six major issues by
54%, 40%, 42% 24%, 63%, and 70%
respectively as shown in Figure 11. It was also observed that overall monthly
based rejection rates were 81.861 MT while after taking performance enhancement
strategies it is 49.117 MT showing a positive progress in productivity
enhancement about 40%.
Inclusive
financial reimbursements gained from kaizen strategies: Due to
a gradual reduction in rejection of defective tiles, a dramatic capital saving
during one financial year gained through the implementation of 5S and kaizens
approaches as shown in table 5.
Figure 10.
Comparison of post bisque firing kiln rejection using kaizen approach
Figure 11.
Comparison of post bisque firing kiln rejection using 5S methodology
Table 5. Material salvage and gain in revenue from
rejections control
Description |
Material salvage
due to rejection control (M.T) |
Actual saving in
one financial year (US $ million) |
Waste rejection after
primary firing in kiln |
32.744 |
0.465 |
Table 6 demonstrates the complete capital gain of USD
0.506 (million) during one fiscal year that is basically the sum of reserves
through waste reduction after bisque firing in kiln as per Table 5 findings
plus increases in revenue through additional system improvement strategies as
described in Table 5 followed by implementation of the seven steps of
autonomous maintenance approach respectively.
Table 6. Complete financial benefits from system
enhanced performance
Description |
Actual saving in one year (US $ million) |
Waste rejection after primary firing in kiln |
0.465 |
Additional system improvement strategies |
0.017 |
Implementation of seven steps of the autonomous maintenance approach |
0.024 |
Total Saving in (US $ million) |
0.506 |
6. CONCLUSIONS
Current
research represents a comprehensive study of frontier ceramic limited,
establishing the solicitation of 5S technique and kaizens approach to diminish
rejection of tiles received after bisque
firing kiln. After successful and well managed application of 5S technique,
kaizens approach, seven steps of the autonomous maintenance program and other
additional process improvement activities intensely minimized the rejection
frequencies through an average of 40% and optimized the financial saving up to
US $ 0.506 (million) per year.
Qualitative
assistances were also perceived in term of dexterity progression, character
building, leader ship, cooperative working environments, and upgraded
self-esteem of the organization’s workforce. On the other hand, the issues
related to waste discarding and energy consumption reduced in the same way,
thus decreasing ecological, communal and commercial liabilities.
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