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Int. J. Production Economics 89 (2004) 395405

Maintenance concept development: A case study


Geert Waeyenbergh*, Liliane Pintelon
Centre for Industrial Management, Catholic University of Leuven, Celestijnenlaan 300A, Heverlee, B-3001 Belgium

Received 15 April 2002; accepted 24 September 2003

Abstract

The cost of operations and maintenance can make or break a business, especially with todays increasing demand on
productivity, availability, quality, safety and environment, and the decreasing prot margins. In maintenance, there are
two basic interventions: Corrective Maintenance and Preventive Maintenance. According to the way these two basic
interventions are applied, ve basic maintenance policies can be distinguished: Failure Based Maintenance, Design-Out
Maintenance, Use Based Maintenance, Condition Based Maintenance and Detection Based Maintenance. The nal
maintenance plan for a companys assets will be a combination of these alternatives, and often they could all be used on
the same machine.
However, in order to be able to make rational and justiable tactical decisions concerning maintenance, one needs to
have a clear idea of what the advantages and disadvantages of each maintenance policy are. In addition, a supporting
maintenance concept is required. Developing and implementing a maintenance concept is a difcult process that may be
suffering from many problems, like the lack of a systematic and consistent methodology, in other words the lack of a
framework.
In this paper, a case is presented of the successful implementation of a maintenance concept developed with the aid of
a 7-step modular framework. It is the aim of this paper to provide some information on how to use this framework and
to provide some guidelines which can be helpful when making the decision which maintenance policy to use.
r 2003 Elsevier B.V. All rights reserved.

Keywords: Maintenance concept; Framework; Maintenance policy; Case study

1. Introduction tenance has to be very fast, because one of the


large losses of prot can be attributed to down-
In todays industry, everything has to be fast. In time. In order to be able to manage this need for
order to be able to meet the customer demands, speed, companies implement Enterprise Resource
product development has to be fast, raw material Planning (ERP) packages, i.e. integrated software
supply has to be fast, production has to be fast, solutions, which link all activities of a company in
distribution has to be fasty In addition, main- such a way that there is an optimal utilisation of
all resources. Research at V.axjo. University (Fri-
dell and Hansson, 1999) shows the requirements
*Corresponding author. Tel.: +32-16322498.
E-mail addresses: geert.waeyenbergh@cib.kuleuven.ac.be
and benets of such packages. Requirements are:
(G. Waeyenbergh), liliane.pintelon@cib.kuleuven.ac.be correct and long-term forecasting, correct usage of
(L. Pintelon). the Material Planning and Control (MPC) system,

0925-5273/$ - see front matter r 2003 Elsevier B.V. All rights reserved.
doi:10.1016/j.ijpe.2003.09.008
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396 G. Waeyenbergh, L. Pintelon / Int. J. Production Economics 89 (2004) 395405

an adapted planning environment and stable order to be able to organise and optimise the
system availability. If these requirements are met, maintenance process, a maintenance concept
higher efciency, quality improvements and better includes a framework, a supporting structure
economy will be the benets. As a result effective- around which a detailed maintenance plan can be
ness increases, productivity improves, and the built. In this maintenance plan, it is described
company will reach a higher level of customer which policya rule that species, depending on
satisfaction due to better quality and lower prices. state variables, what to do exactly in a particular
Consequently, market share will increase and situationwill be used on which equipment and
protability and prosperity are achieved. when. Possible maintenance policies are Used
It is obvious that, in order to get as much as Based Maintenance (UBM), Condition Based
possible out of the manufacturing system, a high Maintenance (CBM), Failure Based Maintenance
system availability is required (Davies, 1990). This (FBM), Design-Out Maintenance (DOM) and
also affects the ERP requirements. To achieve high Detection Based Maintenance (DBM) (Vasseur
availability, good system reliability, maintainabil- and Llory, 1999). Outsourcing can be an alter-
ity and productivity, an effective maintenance plan native for some in-house maintenance work
is essential. To be sure that the plant availability is (Vannieuwenhuyse et al., 2000; Waeyenbergh and
stable and increasing, it is very important to keep Pintelon, 2002b; Waeyenbergh et al., 2001).
up to date with the development of a maintenance The development of the maintenance concept
concept, i.e. an abstraction of meanings from started after a thorough study of existing main-
reality which is understandable for others and tenance concepts described in literature (like e.g.
which explains, guides and controls how the Reliability Centred Maintenance (Moubray,
maintenance process happens or works. 1997), Total Productive Maintenance (Nakajima,
1988), Business Centred Maintenance (Kelly,
1997), Integrated Logistic Support and Logistic
2. Case study Support Analysis (Blanchard, 1992)). These con-
cepts are often very time-consuming to implement
2.1. Introduction or only valid for a special class of equipment or a
specic industry (Pintelon and Waeyenbergh,
This paper describes the development and 1999). Nevertheless, they often offer interesting
implementation of a maintenance concept in a and useful ideas. As a result of the literature study,
company producing cigars and cigarillos (Schepers it became clear that, to develop an effective
and Van De Maele, 2001). With about 300 maintenance concept, maintenance has to be
employees, there is a daily production of approxi- considered holistically. Factors that technically
mately 2 million cigars, divided over 1000 different describe each system to maintain, factors that
end products. To remain competitive on the describe the interrelations between the different
market, the company decided to introduce an systems and the relation with the process, as well
ERP package. In the rst stage, basic modules, like as factors that describe the general organisational
sales, accounting, production planning and pur- structure should be addressed. If some of the
chasing were implemented. In the second stage, the necessary aspects are not considered, the main-
company aimed at the integration of a main- tenance concept will never reach its full potential.
tenance module. The company was well aware It became also clear that the maintenance concept
that maintenance contributes signicantly to the should be customised; i.e. it should take into
total cost, and that it often forms the basis of account all relevant factors of the situation on-
total performance improvements. According to hand. As such, it will be tailored to the needs of the
McKone and Wiess (1998), the amount of money company in question. This means that the main-
that companies spent yearly on maintenance can tenance concept will be unique for each company.
be as large as the net income. As a consequence, a The underlying structure for developing such a
good maintenance concept had to be developed. In concept may, however, be very similar.
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Another important remark is that since indus- For practical reasons, it was decided to apply
trial systems evolve rapidly (think about the high- the maintenance concept initially to a so-called
speed technological innovation), the maintenance pilot line, in this case the most critical (bottleneck)
concept will also have to be reviewed periodically production line of the plant. Since there was no
in order to take into account the changing systems well-dened maintenance concept at the company,
and the changing environment. This calls not only and as a consequence a lack of structured data, all
for a structured, but also for a exible main- plant areas had to be evaluated in order to select
tenance concept, allowing feedback and improve- this line. The company counts three decentralised
ment. maintenance departments, each in parallel with a
Taking into account all these requirements, it production department. In the past, their mission
was decided to develop a customised maintenance statement was keep the machine running. There is
concept using a framework for maintenance also a centralised maintenance department, whose
concept development developed at the Centre for task is to maintain the infrastructure and to do the
Industrial Management (CIB). The basis of this major repairs. The spares warehouse is also part of
framework was described in Waeyenbergh and it. The most critical production area is the
Pintelon (2002a). It can be seen as built up of nishing of the cigars, because the machinery used
different modules. The rst module is the start-up here is very delicate and acts as a bottleneck. After
module. In this module, identication of the deliberation with people from Production and
objectives and resources will take place. In the Maintenance, the nishing line of one particular
second module, the technical analysis takes place. type of cigars proved to be the one that caused
The Most Important Systems (MISs) and the Most most of the problems. There are three identical
Critical Components (MCCs) will be identied. In lines for this purpose. It was decided to use one of
the third module the appropriate maintenance these lines as a pilot line.
policy will be chosen and ne tuned. The fourth
module is the module of implementation and 2.2. Application of the CIB-framework
evaluation. Depending on the output of this fourth
module, the fth module, the module of contin- Step 1: Identification of the objectives and
uous improvement, will act on the rst three resources. After the pilot line was chosen, the
modules. Thus, seven steps can be distinguished in maintenance objectives had to be determined. In
the framework (Table 1). general, the objective of maintenance can be
described as follows: (1) It must ensure the
inherent safety and reliability of the equipment.
(2) It must keep the equipment in accordance with
Table 1
the environmental standards. (3) It must keep
The CIB 7-step framework
capacity, availability and quality at the desired
Step 1. Identication of the objectives and Module 1 level. (4) It must be able to restore safety and
resources reliability when components deteriorate. (5) It
Step 2. Selection of the Most Important Module 2 must be able to collect information in order to
Systems maintain reliability and availability. (6) It must
Step 3. Identication of the Most Critical keep all cost (including operations, maintenance,
Components inventory, etc.) within the budgetary limitations.
In the case study, the equipment under con-
Step 4. Maintenance policy selection Module 3
Step 5. Optimisation of the maintenance sideration was a bottleneck installation. As such,
policy parameters in addition to dening the functions of the asset,
especially the expected level of performance, the
Step 6. Implementation and evaluation Module 4 productivity goals, were highlighted. In general,
when describing performance of installations,
Step 7. Feedback Module 5
three denitions are used: (1) built-in or inherent
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Table 2
Three denitions describing performance

Performance Applied to the pilot line

Built-in or inherent performance What can it do? 173.000 pieces a day (24 h non-stop)
Required performance What do we want it to do? At least 62.000 pieces a day
(required capacity to meet demand)
Actual performance What is it doing? 48.000 pieces a day

performance, (2) required performance and (3) supplied to the installation by a supply system, on
actual performance (Table 2). these cigars, a mouth piece (supplied by another
Thus, in this case, the most important produc- system) is mounted, nished cigars are then
tivity goal was the output quantity. More specic, transported to the cellophane wrapping system,
an output increase of approximately 30% was the and nally, the cellophane wrapped cigars are
main objective. packed by the packing system.
Step 2: Selection of the MISs. Step 2 starts with Step 3: Identification of the MCCs. In the next
the basic design evaluation of the installation. step the MCCs (B most critical failures) within
Since the installation is very complex, it is typically these MISs must be identied. The intent of this
not cost effective nor practical to focus on the analysis is to identify failures of which consequences
complete installation in one piece. In order to could have an impact on or jeopardise the systems
reduce complexity, the MISs of the installa- performance and/or cause safety or environmental
tion must be identied. This was carried out in hazards. Based on this information, the component,
co-operation with Production (operators and which is responsible for the failure, is identied.
supervisors) and Maintenance (technicians and Generally, an MCC is determined by the following:
engineers). The advantage of having such an
operator-involved-analysis is that the operators
* the ability to affect safety,
know the environment and conditions the installa-
* the possibility to detect a failure during opera-
tion is used better than anyone. The different tion,
process steps of the nishing line were analysed
* the signicance of impact on operation,
and a 6 big losses analysis was conducted. The
* the economic impact.
aim of such an analysis is to identify those factors Identication of the MCCs is generally based on
that lead to loss of equipment effectiveness, past experiences and anticipated consequences of
namely downtime losses (due to faults, set-ups, failures derived from reliability engineering data.
etc.), loss of speed (idling, short interruptions, etc.) In the case study, the analysis was mainly done by
and loss of quality (due to process shortcomings or looking at different failure modes from past
decreased yields). The following MISs came out: experiences. Again, input from Maintenance and
* the supply system of unnished cigars, Production was very useful here. Table 3 gives an
* the supply system of mouth pieces, idea of the most frequent failure mode of each
* the positioning (and mounting) system of system, its cause and the component, which is
mouth pieces, responsible for it. For each MIS, the failure modes
* the transport system of cigars, were identied with the aid of a (simplied)
* the cellophane wrapping system, Failure Mode Effect and Criticality Analysis
* the packing system. (FMECA). For each component identied, the
following was recorded on a worksheet:
The identication of the MISs was done based
on the production process. As such, it was in fact a * the normal function,
functional decomposition of the line. The different * how the component fails to perform its function
process steps of the line are: unnished cigars are (failure mode),
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Table 3
Most frequent failure mode of each system, its cause and responsible component

Most Important System Most cited failure mode Failure cause Component

Supply system of unnished cigars Accumulation of cigars Adjustment, dirt, obstruction CompA
Supply system of mouth pieces Accumulation of mouth pieces Shape of mouth pieces CompB
Positioning system of mouth pieces Faulty position of cigars Shape of mouth pieces CompC, CompD
Transport system of cigars Accumulation of cigars Adjustment, dirt, obstruction CompE
Cellophane wrapping system Badly packed cigars Adjustment, residue of glue CompF, CompG
Packing system Too few cigars in package Adjustment, transport path CompH

Table 4
Description of the scores and weights

Score Description Criterion used

St;i The shutdown score for failure mode i Breakdown consequences for production
Sd;i The damage score for failure mode i Breakdown consequences for other machinery
Sm;i The maintenance score for failure mode i Breakdown consequences for maintenance(cost)
Ss;i The safety score for failure mode i Breakdown consequences for safety
Se;i The environment score for failure mode i Breakdown consequences for environment
(0pSt,ip10), (0pSd,ip10), (0pSm,ip10), (0pSs,ip10), (0pSe,ip10)
Wt;d;m;s;e The weight for resp. shutdown, damage, maintenance, safety and environment

* the result of the failure, made (Table 5). This ranking helps to focuse on
* the functional cause of the failure. the most critical failures.
The weight factors were assigned based on
Because each failure mode has not the same consensus between the members of the evaluation
priority, each failure mode was given a global team (i.e. people from Production and Mainte-
score. This score consists of the frequency score nance). Although Importance Measures are widely
Fi and the effect score Ei : The frequency score used in Reliability Assessment, they where not
is given by the average number of failures per day. used in this case study, due to the simple fact that
The effect score is given by (more details about such a profound analysis was not necessary nor
the different scores and the weights are given in economically justiable in this case. In more
Table 4) complex cases, however, the use of Importance
Ei Wt St;i Wd Sd;i Wm Sm;i Ws Ss;i We Se;i : Measures would be preferable. More information
on this topic can be found in Apostolakis and Chu
When adding up the frequency score and the (1980), Borgonovo and Apostolakis, (2001),
effect score, each multiplied by their weight factor, Cheok et al. (1998) and Vasseur and Llory (1999).
a global score Gi can be obtained: Step 4: Maintenance policy selection. It is clear
Gi Wf Fi We Ei ; that in a large-scale project, there is a lot of
different failure types for physical assets. For each
where Gi is the global score for failure mode i, Fi failure an appropriate maintenance policy (FBM,
the frequency score for failure mode i, Ei the effect DOM, DBM, CBM, UBM) has to be chosen. The
score for failure mode i, Wf the weight for the policy must be technically feasible and cost-
frequency, and We the weight for the effect. effective. In order to be able to decide which one
Based on the total priority, a ranking of the is the best policy, the advantages and disadvan-
failure modes, and as a consequence of the tages of each policy should be clear. The main-
components which are responsible for it, can be tenance plan for a companys assets will be a
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Table 5
Outcome of the scoring system

Failure mode Ei Fi Gi wf 3; we 1 Ranking

Accumulation of unnished cigars 20 16.1 68.3 4


Accumulation of mouth pieces 30 27.8 113.4 3
Faulty position of cigars 18 11.6 52.8 6
Accumulation of nished cigars 35 8.8 61.4 5
Badly packed cigars 87 33.8 188.4 1
Too few cigars in package 69 27.0 150.0 2

combination of these policies, often they could all strategies: block-based and age-based (=time-
be used on the same machine. Information on the based) maintenance. These policies are classics
merits and drawbacks of the different maintenance and their modelling modes are well documented in
policies proved to be indispensable during the literature. More details are available in, for
evaluation and decision process. As a conse- example, McCall (1965), Pierskalla and Voelker
quence, the applicability (advantages and disad- (1976), Valdez-Flores and Feldman (1989), Dek-
vantages) of each maintenance policy was studied. ker et al. (1997) and Van Dijkhuizen (1998).
An overview of the advantages and drawbacks of During the start-up phase, the objectives and the
each maintenance policy can be found in Waeyen- requirements to meet those objectives were identi-
bergh and Pintelon (2002b). ed. In order to ensure that the developed
The maintenance policy decision-making was maintenance plan meets the objectives and the
done with the aid of a decision diagram based on constraints about the available requirements, a
Waeyenbergh et al. (2001) (Fig. 1). It consists of checking with the start-up phase is necessary.
different steps that can be answered positively or Step 6: Implementation and evaluation. Next on
negatively. There are two types of questions, the agenda are the actions needed to put the
technical and economic. If a certain policy is maintenance policies into effect, such as: clustering
technically feasible, the economic implications the maintenance policies into maintenance plans,
have to be examined. Such a decision diagram formulate maintenance schedules, developing or
may seem too rough at rst glance, but it provides revising task instructions, specify spare parts and
quite some valuable decision support. Note also adjusting inventory levels, specifying the need for
that in developing such a decision chart for the repair or restoration procedures, conducting train-
situation on-hand a lot of strategic/tactical con- ing in the procedures.
siderations may be included: the exact content (e.g. As mentioned earlier, the maintenance concept
whether to include outsourcing or not) and the was initially applied to one production line, a so-
sequence in which the different policies are called pilot line. In some cases, DOM proved to be
considered (e.g. do we start with FBM because it the optimal solution, in other cases UBM, DBM
is a valuable alternative for us or not). A brief or FBM was selected. It turned out that the
explanation on how to use the decision tree is maintenance concept had an appreciable effect on
given in Table 6. An overview of the selected the output of this line, as can be seen in Fig. 2. The
maintenance policies can be found in Table 7. implementation of the maintenance concept on the
Step 5: Optimisation of the maintenance policy rst line started in the beginning of March. From
parameters. At this time an initial maintenance then on, the production output started to increase.
program has been produced. However, once the At the end of April and the beginning of May, the
decision on the type of policy has been made, the production output was low because of shortage
parameters of this policy must be optimised (e.g. of raw materials. During this period, it was deci-
the parameter PM frequency in UBM). In main- ded to apply the framework also on the two other
tenance management, there are two classical lines. After this implementation, the production
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G. Waeyenbergh, L. Pintelon / Int. J. Production Economics 89 (2004) 395405 401

Hghi FBM
Failure mode Advantages Advantages
priority? Outsource ? Disadvantages
No Disadvantages OK Compan y c haract erist
Yes FBM Outsourcing

Not OK

No No No No No No
Can be Modification Increasing probability Condition Condition Redundancy
eliminated? possible? for failures in time? detectable? possible?
measureable?

Yes Yes Yes Yes Yes Yes

No No No Ye s No
DOM DOM Slight CM tools
economic? increase? Economic?
economic? available?

Yes Yes No
Yes Yes

No Yes Install
UBM DBM/CBM Buy/lease equipement?
Not OK redundancy!
economic? economic? Outsourcing?
Advantages Yes No
Disadvantages No
DOM Yes
OK OK Reconsider or
choose best
Advantages Advantages maintenance policy
DOM DOM
Disadvantages Not OK Disadvantages Not OK to get more data
Eliminate Modify
UBM DBM/CBM
OK OK

Advantages UBM CBM Advantages


DBM
Disadvantages Outsource Outsource Disadvantages
? ?
Outsourcing Outsourcing

FBM: Failure Based Maintenance DOM: Design-Out Maintenance

DBM: Detection Based Maintenance CBM: Condition Based Maintenance

UBM: Use Based Maintenance : Company characteristics

Fig. 1. Maintenance policy decision diagram.

increased further, over 300.000 units per day, taking a slice through the organisation, the
which means an increase of almost 100%. The maintenance concept can be implemented in a
main reason for the increase in production output controlled way. Afterwards it can be grown
was a decrease in downtime due to failures throughout the organisation in a controlled way
(increasing MTBF). (Coetzee, 2000) (Fig. 3).
The approach of implementation of the main- Step 7: Feedback. On completion, the main-
tenance concept on a pilot line was considered as a tenance concept is evaluated to determine if the
success. As described in literature, the implemen- tasks meet the requirements and objectives out-
tation of a maintenance concept is in many lined in Step 1. The concept is responsive to
organisations lagging far behind the development changes in plant design, operating conditions,
in the technical systems being maintained and even maintenance history, etc. The 7-step approach is
the maintenance concepts that are available. The also an iterative process, in which periodic
best way to implement a maintenance concept is adjustments must be made. Continually reviewing
by segmenting the implementation problem. By and improving the initial maintenance program is
402
Table 6
Brief explanation on how to use the decision tree
High priority? Can failures be Can failures Is DOM an Is there an Is this Is UBM an Is the Is DBM an Selected Do the advantages/ Conclusion

G. Waeyenbergh, L. Pintelon / Int. J. Production Economics 89 (2004) 395405


eliminated by be limited by economic increasing increase economic condition economic policy disadvantages of the
modifying the modifying the solution? failure rate? progressive? solution? detectable? solution? selected policy cope
installation? installation? with the objectives?

CompA Yes, FBM is No Yes Yes, cost is DOM Yes DOM


not an option h 12400,
gain is
24000
cigars a day

ARTICLE IN PRESS
CompB Yes, FBM is Yes Yes. A DOM Yes DOM
not an option better
adjustment
system can
be tted at
reasonable
cost. This
eliminates
the problem
CompC FBM may be FBM No, too much Go further
considered production losses
and quality loss
No No Yes No Yes Yes DBM Yes DBM
CompD FBM may be FBM No Go further
considered
No No Yes Yes Yes UBM Yes UBM
CompE FBM may be FBM Yes, low priority, FBM
considered low cost and fast
repair
CompF Yes, FBM is No No Yes Yes Yes UBM Yes UBM
not an option
CompG Yes, FBM is No No Yes No Yes Yes DBM Yes DBM
not an option
CompH Yes, FBM is No No Yes No Yes Yes DBM Yes DBM
not an option
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Table 7 related to Total Quality Management (TQM),


Overview of selected maintenance policies which continuously improves product quality.
Most Important System Selected maintenance Data are collected from inspection reports, com-
policy for the ponent failures, maintenance cost ndings, opera-
components tor reports, etc. Komonen (2002) gives an
The supply system of unnished DOM (CompA) overview of some key performance indicators for
cigars industrial maintenance.
The supply system of mouth DOM (CompB) The project was considered a success. Some
pieces useful recommendations concerning e.g. operating
The positioning system of mouth DBM (CompC), UBM
procedures and PM schedules came out. It became
pieces (CompD)
The transport system of cigars FBM (CompE) also clear that some modications could be made
The cellophane wrapping system UBM, DBM (CompF, to increase the systems reliability (DOM). The
CompG) company liked the structured and thorough
The packing system DBM (CompH) approach of the concept and it was decided to

Output of the line


400000

350000

300000

250000
Units per day

200000

150000

100000

50000
Shortage of resources

0
07 rt

12 rt

15 rt

20 rt

23 rt

28 rt

02 rt

05 r

10 r
pr

18 r

23 r
pr

01 r
n

06 b

09 b

02 b

04 ei

09 ei

14 ei

17 ei
ei
n

14 b

19 b

22 b

27 b

p
/ja

/ja
/ja

/ja

/ja

/ja

/fe

/fe

/fe

/fe

/fe

/fe

/fe

/m

/m

/m

/m

/m

/m

/m

/m

/m

/m

/m

/m
/a

/a

/a

/a

/a

/a

/a
08

11

16

19

24

29

01

13

26

Date

Fig. 2. Output of the line before and after implementation of the concept.

Fig. 3. The maintenance concept implementation.


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404 G. Waeyenbergh, L. Pintelon / Int. J. Production Economics 89 (2004) 395405

use the concept for all the important installations. ideas in order to make a customised maintenance
Through the experience gained with the 3 produc- concept. In order to assist in the maintenance
tion lines, the company felt condent that they policy decision-making step, a decision support
would be able to proceed faster in the future. Vits module, which uses multi-criteria decision-making,
and Gelders (2002) gives an overview of the will be foreseen in the future. Also enhancements
theoretical background of learning processes. of the framework in the area of the clustering of
maintenance policies into maintenance tasks
(packages) may be necessary.
3. Conclusions

An example of the successful use of a framework References


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