Why you couldn’t succeed in

Lean Development.

~TOYOTA style

GD3 & APAT are the Keys

for Lean Development~

JMAC GD3 Center

Tatsuhiko Yoshimura

• 32 years at Toyota Motor Company

Product Development Org.

– Validation

– Was the General Manager for Chassis from 1989 –

1995

• Developed VSC/Brake Assist system

• Developed new Electric Power Steering system

• Reduced brake system claims 50%

– Developed GD3 method and worked on problem

prevention during the Development stage

• 3 years, Professor of Kyushu University

• 4 years, Executive Director of General Motors

• Now JMA Consulting

Tatsuhiko Yoshimura

What did I do in US(GM)?

GD3

I deployed

Toyota’s Principle for Jobs

to GM

• All jobs must add value to the products (Value must be added to the products by all the people all the time)

• To find problems is first step of adding value

• We need to utilize our creativity to find problems

• We must discuss completely with GENCHI GENBUTSU (Go & See) to utilize creativity

• Toyota is not efficient company for this mean.

• Eliminate non adding value jobs as wastes

• Add value or eliminate it as waste

Difference in Cultures

Worrying about Quality

System/ToolRule / Responsibility

Awareness:

ＧＭＴｏｙｏｔａ

We should worry about QRD by “All the people, all the time”

GD3

Weakness of US Culture

US Today

Clearly defined Rules and Responsibilities give an impression that quality is for other people to worry about.

Good Supporting Systems and Tools tend to make it appear unnecessary to“go and see” the real world, and to “think and worry.”

GD3

I think.....

• “Our business is all about making profits by

applying the creative knowledge and skills of

our engineers and technicians in our

products.

• What is creative knowledge? It is

capability to find problem and to change it to

value of products.

• To find is done through action by human not

system/tool. So “Awareness” is important to

add value to the products.GD3

Toyota isn’t the best Balance

Toyota

Why doesn’t TOYOTA want to attain the best balance?

Toyota knows that Awareness suddenly decrease,

if TOYOTA increase these portion easily, .

GD3

Toyota moves towards the Best

Balance, but never moves Quickly

Why do we need awareness?

Do Correct Job

Good Design

Add Value

Good Discussion

Good Dissection

(Go & See

GENCHI GENBUTSU)

Toyota is inefficient company• Toyota respects to “Go & See” and “Agreement

with complete Discussion”.

• Toyota never rely to find problems on system/tools.

• We need Concentrating (Go & See) mind & Objective (Discussion) mind and these complete repetitions with Challenging mind to find problem.

• These are same as conditions for innovation.

• Toyota is not efficient company from this view point.

• Then, it is important to eliminate waste completely to keep efficiency.

• Waste is action which doesn’t add any value to the products. It is philosophy for lean development.

If you pay attention to only

“Lean” portion of Toyota…..

• You cannot produce excellent product.

• We need to add value to the products with high awareness.

• Important Key wards

• Good Design for correct job (Lean Development)

• Good Discussion & Good Dissection for adding Value with high awareness

• These are GD3.

GM is efficient company, but….• Most of resource is provided for correct jobs using

good system/tool and clear rule/responsibility.

• It is good to attain average/good Quality/ Cost/

Delivery.

• But GM system was not good for adding value to

the products completely.

• GM was weak for this point, when I joined to GM.

• Which is more important

– to add value to the products completely

– to do correct job?

Where do customers pay attention to?

Vehicle Avoidance Study

The reasons

why they did

not buy.........

#１ #２ #３

US

products

Concern

about

Reliability

(70%)

Poor Quality

(70%)

Depreciate

too fast

(63%)

European

products

High Cost [Price,

Payment etc.]

(80%)

Maintenance

Cost (60%)

High

insurance

cost (39%)

Asian

Products

I don’t buy

Asian

Veh.(61%)

Maintenance

Cost (39%)

High Cost [Price,

Payment

etc.](27%)

Detroit News & JD Power

Gap between Actual Data and

Expectation by Customer

（７０％）

（１９％）

（２０％）

２０％ ４０％ ６０％ ８０％

１００ ２００

US vehicle

European Vehicle

Asian Vehicle

Avoidance due to perceived reliability, by origin.

US vehicle

European vehicle

Asian Vehicle

Problems per 100 vehicles after 3 years ownership

People who

don’t buy

Why don’t customers trust US

Vehicles?• We need much time to get trust by customers.

➢ The decision by current customer depends on results

of several years ago.

➢ Current results will be accepted by customers several

years after.

• Customers react for small difference of results

• Customer react for Information not only actual

quality data, but also credit/ image etc.

We cannot get trust by customer with average or

one of top class quality of products.GD3

Our Challenge exist between

99.2% and 99.4%• Difference of IQS by J D Power 2006 between

Cadillac and Lexus is 25pph (80pph & 105pph).

• There are 135 questions➢Cadillac has 0.8% customer complain for a question

(99.2% of customers are satisfied with Cadillac)

➢Lexus has 0.6 customer complaint for a question(99.4% of customers are satisfied with Lexus)

• Customer reacts for difference between 99.2% and 99.4%

• Problems of QRD affect not only to warranty claim cost, but also trust by customer and finally affect to sales.

GD3

We need to succeed in competition

clearly, even gap is small.

• We need to act completely

• We need to add value to the products completely

• Utilizing GD3 philosophy

– Good Design

– Good Discussion

– Good Dissection

• How can we make “Complete” situation?

– APAT (All the People, All the Time)

– MIZENBOUSHI (Prevention before outbreak)[ Earlier]

Exercise (APAT)

• You have 135 problems like this.

• You must improve/cut these to half.

• How do you make your strategy for quality improving project?

135 problems

Num

ber

of pro

ble

ms

How do we make results with

prioritization?

• This exercise is same as “How do you make

the strategy for your Model to be the

segment leader in J.D. Power IQS?”

• Prioritization is an important philosophy for

managers.

• So you may use Pareto Chart for it and may

choose Top (Worst) 20 Items to improve.

GD3

We make effort to improve

Prioritized Items

Top 20 Next 115IQ

S S

core

Total

Next 115 must not be changed

If we do not do anything to them

We make effort

to improved Top 20

every year

03 04 05 GD3

But…

Top 20 Next 115

IQS

Score

Total

Next 115 deteriorate

even If we do not do anything to them

Top 20 are improved

even if we do not make

much effort

03 04 05 GD3

Which is important?

Top 20 Next 115

-30

-20

-10

0

10

20

30

40

50

0 100 200 300 400

Series1

Which is results of top 20 item improvements?

-30

-20

-10

0

10

20

30

40

50

-400 -200 0 200

Series1

Impro

vem

en

t of

JD

Pow

er

Score

Improvement of Top 20 items Improvement of next 115 items

Results of 11(GM,Toyota, Hyundai) models from 2000 to 2005 GD3

10 20 -2030 40 40 20

Impro

vem

ent

of

JD

Pow

er

Score

Top 20 items have improved at every models

and most of next 115 items have become worse.

• You may say you made result for Top 20 items, and company rewards you, but total score of model does not improved. You could be reward every year, but total score never be improved.

• Why is it?

• We can not get results if we do not control sum of 115 items.

• This is background of APAT management.

• To improve the item which depend on sum of small elements, ex. Cost, lightning, we need to pay attention all items, and lead the all the people activity.

GD3

We need to pay attention to all items

• But, we cannot pay attention to all the items every moment.

• It is important to get to the state that proactive improvement is done by all the people all the time, in alignment to your direction.

• And, you must make prioritized breakthrough from the current sate toward the ideal state.

• These are the purposes of APAT Management.

GD3

APAT is key to succeed in

Competitions

• We need to act with APAT (All the People All the

Time) to succeed in the competitors.

• We cannot succeed in competitors only with

“Focusing & Prioritization”,”80-20 philosophy”.

• “All the People All the Time” seems inefficient.

So we need eliminate Waste with APAT also.

• And we need to make “break through”. It is new

“Selection & Concentration”.

Is U.S. style “focused

management” wrong?

• No, it is suitable for a growth period.

• Once in a saturated period, we should either return to the origin or start from another area.

• Is there any management method that we can use even in a saturated period and make breakthrough.

It is APAT ManagementGD3

Focused Managementvs.

APAT Management

Growth Period

Saturated Period

Time

Breakthrough

APAT Management

Focused

Management

Pro

fit

GD3

Why can’t we act actively in

Saturated Period?• We have Big Company Syndrome in saturated

period.

• Clear rule produces waiting mind for order by

supervisor .

• Clear responsibility produces unconcerned mind outside responsibility

• Good System produces many procedures, these take much time to start something.

• Clear responsibility produces excuse

• These are the typical symptoms of Big Company Syndrome

GD3

Issue in GM was “Big Company Syndrome”

• Downstream acts according

order of upstream

（Waiting for direction by

supervisor ）• Not looking outside of responsibility

（Wall at Interface)

• Waste huge time to the jobs/meetings

which cannot add value

• Waste huge time to make

excuse

These are typical symptoms

of “Big Company Syndrome”

Cause is big company syndrome,

not cultural difference between US, Europe and Japan

If you think your company doesn’t have such symptoms,

you have severe big company syndrome already

GD3

Root of Big Company Syndrome

exists in interface

Enterprise is composed of elements (jobs, roles)

There is an interface

between elements

GD3

Early stage of growth period

Elements

Interface

Biggest issue is the

Completeness of the elements

GD3

Latter stage of growth period

Elements

Interface

Completeness of elements

increases, but we still pay

attention to elements.

GD3

Saturated Period

Elements

Interface

Interface becomes more

important than elementsGD3

Sum of strong organizations do

not mean strong company

Which is strong company?GD3

Interface

Interface has no physical properties, does not have a spot

on the organization chart. Somewhat comprehended by

Integration. The consequences of not understanding it be

significant.

Interface

GD3

If interface becomes weak,

Problems happen at Interfaces.

• People think it is not own responsibility, because it is not written in their responsibility document.

• They never look outside own responsibility (Increase wall at interfaces)

It is not my responsibility GD3

If interface becomes weak,

Problems happen at Interfaces.

• Supervisor make clear a responsible element (person). People wait the order by supervisor because they think they are not responsible for it.

• Waiting for Order by Supervisor

It is not my responsibility GD3

If interface becomes weak,

Problems happen at Interfaces.

• Put the new system or element at interface

• It produces new interfaces

• Increase procedures in process

• Waste huge time to the jobs which cannot add value

It is not my responsibility GD3

If interface becomes weak,

Problems happen at Interfaces.

• People think it is not

own responsibility, and

think about how to

show it.

• Waste huge time to

make excuse

It is not my responsibility GD3

We want to do jobs correctｌｙ, but…

We make clear

rule & responsibility

We introduce good

system & tools

This thought weaken “Awareness, worry about Quality”

and weaken our mind that think about interfaces.

So we cannot make excellent products.

GD3

Ｒｕｌｅｓ/Systems are perishable,

they begin to go off just after

deployed

Big company

Syndrome

germ

APAT Management

(Good Discussion

Good Dissection)

Ｒｕｌｅ /

System /

(Good Design)

GD3

GD3

We must make Good Balance,

and must keep it

GD3

Small Company Big Company

MIZENBOUSHI of Collapse of

Balance

Find Buds of Problems earlier

By all the People All the Time GD3

Make Stable

Condition

APAT

Management

Put back before outbreak

finding Buds of Problems

[MIZENBOUSHI]

Key for APAT Management

1. Increase and Utilize Awareness

2. MIZENBOUSHI

3. Eliminate Waste

4. Make Culture of APAT

We need GD3/APAT philosophy Behind

these

GD3

APAT Management 1

Increase and Utilize Awareness

• Adding Value is Key for Increase

Awareness

• The out put of our jobs is information, not

actual product.

• Information is deteriorate at interface but

be added value at interface also.

• To add value to information at interface is

key to prevent deterioration of information

GD3

To increase Awareness • The results of industry depends on how we can

add value to the actual products with creativity of

employees.

• All employees must find buds of problems

proactively, and translate these to values of the

products

• To find buds of problems is start of adding value.

• Awareness with Good Discussion (Objective)

/Good Dissection (Concentrating) /Never give up

(Challenging) is basis of finding something

• We must not rely this on system/toolGD3

Basic Philosophy of

APAT Management is GD3

• Good Design for Job System ~Standardization

– Standard is document to share the current state for next step with All the People All the time.

• Add Value to the products/jobs with downstream using Good Discussion/ Good Dissection

• “Discuss based on Facts” is Key GD3

Facts

Phenomena

Go & See

Root Cause

Theory

Grasp of

Current State

vaguely

“Grasp current state correctly”

is basis of dissection

GD3

APAT Management-2

MIZENBOUSHI: Add value to the

products by all the people all the

time proactively

• We must strengthen interface with increasing

awareness worrying about quality.

• The key is GD3.

– Good Design for System, Tool /Rule, Responsibility

– Good Discussion/ Good Dissection at Interface

with downstream.

GD3

1. Problem solving: Solve current issues and apply solution. (Known issue can be resolved but it cannot be prevented from happening in other vehicle lines).

2. Prevention of recurrence: Prevent the same issue from happening again in the same or other vehicles. (We can also prevent a problem that has happened in the past).

3. Prevention before outbreak - MIZENBOUSHI:Prevent the problem that has not happened yet.

What is MIZENBOUSHI？

GD3

MIZENBOUSHI• We have made huge systems to prevent

recurrence of problems using past failure

experiences

• But problems happen passing through

these.

• We understand that to make more effort to

prevent recurrence of problems is

important. But, how can we prevent

problems before outbreak

(MIZENBOUSHI)?GD3

Do we have second sight

(Forecast/Foresee)?

• We are not given second sight.

• MIZENBOUSHI is action to

visualize & find problems earlier &

completely, and prevent them.

• Visualize and Find are keys.

GD3

MIZENBOUSHI is

“Visualize” and “find” buds of problems

which has possibility to happen

in future, and prevent these.

GD3

GD3 is method for MIZENBOUSHI

• Good Design

– Robust Design

– Show the limit of robustness

• Good Discussion & Good Dissection

– At risky Interfaces

– Paying attention to Change

GD3

GD3 Concept

GoodDesign

GoodDiscussion

Good Dissection

GD3

DRBFM DRBTR

Robust Design- keep Good Designs

- minimize change

Find Problems

Prevent Problems

DRBDPGD3

Conditions to MIZENBOUSHI

• Design system which is robust for

disturbance, and make easy to see/find

remained problems (Good Design)

• The limit of robust area is shown

clearly (Good Design)

• Find the remained/ hidden problems

and remove them before outbreak

（Good Discussion/Good Dissection)

GD3

~ Good Design ~

Essential Information for Good

Design is “When will the system lost

its function?”

• The production process which cannot produce defective product cannot produce correct product.

• The design which is made by designer who does not know “when the system looses its function?” will loose its function surely.

GD3

After Execution Process is KAIZEN

Process

• Do you consider “After Execution Process”

as KAIZEN process?

• KAIZEN at after Design process

➢KAIZEN finding weakness of the design

➢Add value to the design

GD3

The process after Design is Evaluation

(Experiment/ Test)

Role of Evaluation

• Visualize and Find problems and add value

Problem

• Gap to requirements

• Gap to customer wants

Concept Design Evaluation

GD3

KAIZEN Process

Curr

ent desig

n

Requirem

ents Add Value

Find Buds of

Problems KAIZEN

Customer Wants Quality is Gap to Customer Wants

GD3

Conditions of Evaluation

Engineer

• The Voice of Customer in product development process

• Capability to visualize hidden (buds of) problems [ MIERUKA]

• Capability to “see and find” (creativity)

• Trustable

• It is minimal condition that Design and Evaluation engineers stand equal state

GD3

GD3

It is minimal condition that

Design and Evaluation engineers

stand equal state

Design

Engineer

Downstream

Is this an ideal process?Is this “Customer is No. 1”?

Customer

Engineering

Planning

Evaluation

Production

Manufacturing

GD3

Good Discussion/Good Dissection

Do you respect downstream people?

Upstream Downstream

Upstream People must go to

downstream & hand deliverable

with Good Discussion

GD3

Keys for Good Discussion

& Good Dissection

• Pay attention to Change.

• At Interface

• Questions “Are there any other…….?

(Listen to voice of Downstream)

• These are needed at not only engineering jobs but also any kind of jobs which need delivery of information.

GD3

Why do we need to pay attention to

Change?

• If we do not change anything, we can keep quality

• “Never Change!”

• Change/Changed: Pay attention to the items which are changed by design engineer and change of surrounding/ environment: DRBFM

• Alternation: Change in test is sign for problem: DRBTR

• Difference: If there is any difference, there are some change behind it: DRBDP

• To find change (Change, Changed, Alternation and Difference) is short cut to find problems

• This is important for finding not only product development, but also field/ any kind of job’s problems.

GD3

Why should we make Good

Discussion/ Good Dissection at

interfaces?• Your problems can be seen from

downstream easily.

• Downstream must add value to the products also.

• Send/ Share/ Connect the information with Good Discussion/Good Dissection

• We need to pay attention not only to human Interface but also interface between systems/ components/ parts GD3

Our weakest point is that we do

not pay attention to interfaces

• We usually pay attention only within our

own responsibility (design, test, analysis

etc.)

• DRBFM/TR/DP are the methods which

force us to pay attention outside our own

responsibility at interfaces.

• To pay attention outside our own

responsibility is the basis of teamwork.

GD3

Question, “Are there any

other…..?”

• Good Discussion is Tough Discussion

• Lead the direction of eyes which are concentrating with Good Dissection to the others with Good Discussion (Give Objective Mind): Essential Condition for “See & Find”

• 80% of intuition by expert is correct. The case he/she takes mistake is prejudice by his belief. To prevent it, it is important to listen to questions by downstream “Are there any other......?”, modestly.

GD3

Process of Bud Finding (DRBFM)

What did you change?

What are you concerned about

Regarding the change

When will it

actually appear?

What impact will it

have on the customer?

What measures have you taken

to assure that your concern

will not become a reality?

Are there any other causes?

Are there any other

Consequences ?

Are there other measures

You should take?

Explanation of your designGood Discussion & Good

Dissection with reviewers

Are there any other

concerns?

Find buds of problems

Are there any other change

around system

GD3

9

101213

A B C D E

Part / Change to

Design or

Environment

Item / Function of the Part

Potential Failure Mode

(Loss of Function or value

to customer)

Any other

Concerns

(Review)

D D D

R R R R

Lin

e N

o.

Concerns related to the change

9

101213

F G H I J K M

Potential Effects of

Failure

Effect on customer,

system, subsystem,

component, serviceE

ffect

Cod

e

S

E

V Cla

ss Cause of the

Concern / Failure

Any other

Concerns

(Review)

Design actions taken

to eliminate concerns

(provide details and

best Practices used)

D D D D D

R R R R R R R

Potential Cause of Concern / Failure

Mode

9

101213

P Q R S T U V W X Y

Design Responsibility

Target

Completion

Date

Evaluation Responsibility

Target

Completion

Date

Manufacturing Responsibility

Target

Completion

Date

Actions

Taken

(status)

R R R R R R R R R R

Recommend Actions per review

(Based on Potential Failure Mode)

DRBFM Worksheet GD3

To Find Buds of Problems is

Creative action

• We need Good Dissection (detail observation with

Concentrating Mind)

• We need Good Discussion ( Discussion with

Objective Mind)

• We never give up to find buds of problems

(Challenge to find buds)

• Concentrating, Objective and Challenging are the

conditions to produce creative actions. (COACH)

• DRBFM is the method to produce creative actions.

GD3

DRBFM/TR/DP are not tools to

confirm, but tools to find problems

for adding value to the products

• If we cannot find any problems to improve, the system is complete or the DRBxx was waste.

• Thinking process is more important than filling out a worksheet.

• DRBxx is not document making process. We never forget DRBxx is Deisign Review. We must do Design Review based on actual things, drawing and DRBxx Work sheet. Work sheet is only one of items to assist Design Review and problem findding.

GD3

APAT Management-3

Eliminate Waste by All the

People All the Time

• To secure time to do Good Discussion/

Good Dissection at Interface, we must

eliminate Waste with Downstream People

(All the People All the Time).

• AP (All People) Meeting is available to

eliminate waste

• Definition of waste is importantGD3

All Actions which cannot add

any Value are Waste• Non-value-added activity: All activities that do not

directly contribute to improvement of the design, or does not satisfy customer needs/wants are waste. Examples are jobs whose sole purpose is to check, to find a cause, or to obtain information.

• Waiting: People waiting for machines, information or people. Information waiting on people or machines.

• Overproduction: Making more than necessary since it causes all other types of waste.

• Repetition: Rework by incorrect plan, lack of knowledge, information, carelessness.

• Excess Resource: Excess resources expended.

GD3

Eliminate Waste

GD3

Visualize invisible problem at

interface, this is another Good

Design for Interface

Definition of Waste

Jobs which cannot add

value to the product

A B C D

Not only Manager, but also Employee

must add value by

All the People All the Time

GD3

“Waste Elimination” is not KAIZEN

• “Waste Elimination” means to remove the action (MUDA) which doesn’t add any value to the products observing current state in detail.

• Basically it is only removing MUDA, it doesn’t need to introduce new system, or change something to make efficient state (KAIZEN)

• The case that we cannot remove MUDA itself, we need to do KAIZEN.

• But it is important to observe current state in detail first

• It produces new waste to make KAIZEN without deep observation, thinking as Waste elimination = KAIZEN easily

• We must understand “Waste Elimination “ is not same as KAIZEN

GD3

APAT Management-3

Breakthrough from Current State

to Ideal State

Current Standard

Ideal State

Breakthrough

Customer Wants

Problem Solving

Prevention for Recurrence

ProblemMIZENBOUSHI

GD3

Pro

fit

Time

Saturated Period

Growth Period

Incubation

Period

Break Through

Another method to emerge from

saturated period--Breakthrough

GD3

Breakthrough is connecting two

things at long distance

視点を変える（飛躍）

アナロジーAnalogy

Change View Point

(Jump)

GD3

Right foot must be fixed in

current situation

Time

Results o

f busin

ess

Now we are here

GD3

Left foot looks for new area

(Ideal State)

Time

Results o

f busin

ess

Now we are here

GD3

Three conditions for

breakthrough （Innovation）• Concentrating：（Good Dissection)

• Objective：（Good Discussion)

And

• Challenging：Never give up with good image。（９９％Perspiration）

COACH Method：AH3 Adopted by Makoto Takahashi “Dictionary for Creativity”

• Aim High Target

• Attain 2-Hundred Ideas

• Analogy & High Jump

GD3

The Chart to make breakthrough

Go over current

Domain

1+1>3 (Break Through)

Make Twice

Make 10 Times

Make half

Make 1/10

Eliminate to Zero

Give Impression

To customer

“Gotta have!”

Never give

Concern to

Customer

Give huge

Satisfaction

to customer

Key

Technology AH3 COACH

Using

GD3

AH3 & COACH

• Aim High Target

• Attain 2 Hundred Ideas

• Analogy and High Jump

• Concentrating

• Objective

And

• Challenging

[AH3] [COACH]

(Inventing Tools)

(Combine at long distance

Make consistency of conflict)

GD3

Shape, Behavior

(From Upper/ Lower/

Left/ Right /Inner

/Outer/ Far/ Close)

See Current State Find Similar Things

How are Animals?

How does he think?

If you give up, you

must utilize it for

other area.

Analogy

What is essential

What do you want to do

(Functional Key Word)

Ideal State

Jump, Change

Expand…..Contract

Use partially….Use totally

Subdivide….Integrate

Add…Remove Something

Up…Down Dimension

Move…Stop

Use ImageVary (Change)

Return to Origin

5Whys for Causes ..Purposes

Reject (Deny)

Forward ..Backward

Current/ Not current Customer

[Example]

Yoshimura’s Check List

to make Innovative Ideas

GD3

APAT Management – 4

Supervisor must nurture his/her

People and make Culture

• The tool/system which cannot be deployed

/trained by manager never become culture

• If manager want to make new culture,

he/she must deploy/train it by him/herself,

not by tool trainer/ consultants.

GD3

Concentrating

Objective

And

Challenging

P:

D:S:

COACH Find Plan

Do

A: Attain

E: Education

V: Visualize

CF: Complete and Fast/Early

F:

GD3

Go &

See

Good Discussion

Good Dissection Good Design

GD3 Management Model

Show

Ideal State

Waste Elimination

Implementationand Coach, Review by

Supervisor

Breakthrough

Understanding Current State

GD3

GD3

with Downstream

We need to nurture employees

who can do these• The result of industry depends on how we can

add value to the actual products with creativity （Innovation, Finding Buds of Problems) of engineers.

• If we can conquer interface problems which is cause of big company syndrome and can do GD3＆COACH（AH3), we can breakthrough not only in US/Japanese culture, but also in European culture

• We need to eliminate wastes with/forDownstream for overcome for interface problems.

GD3

Enterprise must be

the place

where employees

want to do GD3 & COACH

Proactively

GD3