Quality Control Research Paper

QUALITY MANAGEMENT FOR
ORGANIZATIONAL EXCELLENCE
Introduction to Total Quality
Ninth Edition
David L. Goetsch
Stanley B. Davis
A01_GOET7325_09_SE_FM.indd 1 18/10/19 8:01 PM

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Library of Congress Cataloging-in-Publication Data

Names: Goetsch, David L., author. | Davis, Stanley B.
Title: Quality management for organizational excellence : Introduction to
total quality / David L. Goetsch, Stanley B. Davis.
Description: Ninth edition. | Boston : Pearson, [2021] | Includes
bibliographical references and index.
Identifiers: LCCN 2019008777 | ISBN 24575698 | ISBN 9780135577325
Subjects: LCSH: Total quality management.
Classification: LCC HD62.15 .G64 2021 | DDC 658.4/013—dc23
LC record available at https://lccn.loc.gov/2019008777
ScoutAutomatedPrintCode
ISBN 10: 0-13-557732-2

ISBN 13: 978-0-13-557732-5

BRIEF CONTENTS
I
PHILOSOPHY AND CONCEPTS 1
1 The Total Quality Approach to Quality Management: Achieving Organizational

Excellence 2
2 Quality and Global Competitiveness 19
3 Strategic Management: Planning and Execution for Competitive Advantage 34
4 Quality Management, Ethics, and Corporate Social Responsibility 50
5 Partnering and Strategic Alliances 66
6 Quality Culture: Changing Hearts, Minds, and Attitudes 80
7 Customer Satisfaction, Retention, and Loyalty 94
8 Employee Empowerment 111
9 Leadership and Change 122
10 Team Building and Teamwork 145
11 Effective Communication 162
12 Education and Training 180
13 Overcoming Politics, Negativity, and Conflict in the Workplace 203
14 ISO 9000 and Total Quality: The Relationship 226
II TOOLS AND TECHNIQUES 237
15 Overview of Total Quality Tools 238

16 Problem Solving and Decision Making 271
17 Quality Function Deployment 289
18 Optimizing and Controlling Processes Through Statistical Process Control 305
19 Continual Improvement Methods with Six Sigma, Lean, Lean Six Sigma,
and More 333
20 Benchmarking 359
21 Just-in-Time/Lean Manufacturing (JIT/Lean) 374
22 Implementing Total Quality Management 404

Index 429
iii

CONTENTS
Preface xi Factors Inhibiting Competitiveness 22

Acknowledgments xii Comparisons of International
About the Authors xiii Competitors 26
Human Resources and Competitiveness 26
I PHILOSOPHY AND CONCEPTS 1 Characteristics of World-Class
Organizations 27
1 The Total Quality Approach to Quality Management-by-Accounting: Antithesis of Total
Management: Achieving Organizational Quality 29
Excellence 2 U.S. Companies: Global Strengths and
What Is Quality? 2 Weaknesses 29
The Total Quality Approach Defined 3 Quality Management Practices in Asian
Quality and Competitive Advantage 5 Countries 31
Two Views of Quality 6 Summary 31
Key Elements of Total Quality 7 Key Terms and Concepts 32
Total Quality Pioneers 8 Factual Review Questions 32
Updating Deming’s Fourteen Points 10 Critical Thinking Activity 32
Feigenbaum’s Contributions 12 Discussion Assignment 2.1 33
Managers, Quality, and Organizational Discussion Assignment 2.2 33
Excellence 13 Endnotes 33
Keys to Total Quality Success 13
The Future of Quality Management in the 3 Strategic Management: Planning
Twenty-First Century 14
and Execution for Competitive
Quality Certifications 15
Advantage 34
Other Quality Certifications 16
What Is Strategic Management? 34
Summary 17
Competitive Strategy 34
Key Terms and Concepts 17
Core Competencies and Competitive
Factual Review Questions 17 Advantage 35
Critical Thinking Activity 17 Components of Strategic Management 35
Discussion Assignment 1.1 17 Strategic Planning Overview 35
Discussion Assignment 1.2 18 Executing the Strategic Plan 44
Endnotes 18 Strategic Planning in Action: A “Real-World”
Case 46
2 Quality and Global Competitiveness 19 Summary 48
The Relationship Between Quality and Key Terms and Concepts 49
Competitiveness 19 Factual Review Questions 49
Cost of Poor Quality 20 Critical Thinking Activity 49
Competitiveness and the U.S. Economy 21 Endnote 49

vi Contents
4 Quality Management, Ethics, and Activating Cultural Change 83

Corporate Social Responsibility 50 Changing Leaders to Activate Change 83
Definition and Overview of Ethics 50 Laying the Foundation for a Quality
Culture 84
Trust and Total Quality 52
Learning What a Quality Culture Looks
Values and Total Quality 54 Like 85
Integrity and Total Quality 54 Countering Resistance to Cultural Change 85
Responsibility and Total Quality 54 Establishing a Quality Culture 88
Manager’s Role in Ethics 55 Maintaining a Quality Culture 90
Organization’s Role in Ethics 55 Behavior-Based Quality Culture 91
Handling Ethical Dilemmas 56 Summary 91
Ethics Training and Codes of Business Key Terms and Concepts 92
Conduct 56
Factual Review Questions 92
Models for Making Ethical Decisions 57
Critical Thinking Activity 92
Beliefs Versus Behavior: Why the Disparity? 58
Discussion Assignment 6.1 93
Ethical Dilemmas: Cases 59
Endnotes 93
Corporate Social Responsibility Defined 62
Summary 63
Key Terms and Concepts 64 7 Customer Satisfaction, Retention, and
Loyalty 94
Critical Thinking Activity 64 Understanding Who Is a Customer 94
Discussion Assignment 4.1 64 Understanding Customer-Defined Quality 95
Endnotes 65 Identifying External Customer Needs 96
Communicating with Customers 97
5 Partnering and Strategic Alliances 66 Customer Satisfaction Process 99
Partnering or Strategic Alliances 66 Customer-Defined Value 99
Innovative Alliances and Partnerships 69 Customer Retention 100
Internal Partnering 70 Establishing a Customer Focus 102
Partnering with Suppliers 70 Recognizing the Customer-Driven
Organization 103
Partnering with Customers 73
Value Perception and Customer Loyalty 103
Partnering with Potential Competitors 74
Customer Loyalty Model 103
Global Partnering 76
Customer Loyalty Versus Customer
Education and Business Partnerships 77 Profitability 104
Summary 77 Customers as Innovation Partners 105
Key Terms and Concepts 78 Strategies for Customer Loyalty
Factual Review Questions 78 and Retention 106
Critical Thinking Activity 78 Product Innovation Model for Customer
Discussion Assignment 5.1 79 Retention 107
Discussion Assignment 5.2 79 Summary 108
Endnotes 79 Key Terms and Concepts 109
6 Quality Culture: Changing Hearts, Minds, Critical Thinking Activity 109
and Attitudes 80 Discussion Assignment 7.1 109
Understanding What a Quality Culture Is 80 Discussion Assignment 7.2 110
Quality Culture Versus Traditional Cultures 81 Endnotes 110

Contents
vii
8 Employee Empowerment 111 Handling Conflict in Teams 154

Structural Inhibitors of Teamwork 156
Employee Empowerment Defined 111
Rewarding Team and Individual Performance 157
Rationale for Empowerment 112
Recognizing Teamwork and Team Players 159
Inhibitors of Empowerment 113
Leading Multicultural Teams 159
Management’s Role in Empowerment 115
Summary 160
Implementing Empowerment 116
How to Recognize Empowered Employees 118
Empowerment Errors to Avoid 118
Beyond Empowerment to Enlistment 119
Summary 120
Endnotes 161
11 Effective Communication 162
Discussion Assignment 8.1 121 Defining Communication 162
Discussion Assignment 8.2 121 Understanding the Role of Communication in Total
Quality 163
Understanding Communication as a Process 164
Endnotes 121
Recognizing Inhibitors of Communication 164
Establishing a Conducive Communication
9 Leadership and Change 122 Climate 166
Leadership Defined 122 Communicating by Listening 166
Leadership for Quality 125 Understanding Nonverbal Communication
Leadership Styles 127 Factors 170
Building and Maintaining a Following 128 Communicating Verbally 171
Leadership Versus Management 130 Communicating in Writing 172
Restructuring and Change 131 Communicating Corrective Feedback 174
How to Lead Change 132 Improving Communication 175
Leading for Innovation in a Quality Culture 135 How Interpersonal Skills Affect
Lessons from Distinguished Leaders 135 Communication 176
Servant Leadership and Stewardship 140 Personality and Communication 177
Negative Influences on Leaders: How to Counter Summary 178
Them 140 Key Terms and Concepts 178
Leaders as Mentors 141 Factual Review Questions 179
Summary 143 Critical Thinking Activity 179
Key Terms and Concepts 143 Discussion Assignment 11.1 179
Factual Review Questions 143 Endnotes 179
Discussion Assignment 9.1 144 12 Education and Training 180
Discussion Assignment 9.2 144 Overview of Education, Training, and Learning 180
Endnotes 144 Rationale for Training 184
Training Needs Assessment 186
10 Team Building and Teamwork 145 Providing Training 188
Overview of Team Building and Teamwork 145 Evaluating Training 189
Building Teams and Making Them Work 147 Managers as Trainers 191
Four-Step Approach to Team Building 149 Workforce Literacy 195
Character Traits and Teamwork 151 Why Training Sometimes Fails 197
Teams Are Coached—Not Bossed 152 Quality Training Curriculum 197

viii Contents
Orientation Training 197 Management Motivation for Registration to

Customer Training 198 ISO 9001 233
Ethics Training 199 ISO 9000 and Total Quality Management
Working Together 233
Making E-Learning Work 199
The Future of ISO 9000 234
Summary 199
ISO 9000: Past Versions 235
Summary 235
Endnotes 201
13 Overcoming Politics, Negativity, and

Conflict in the Workplace 203 II TOOLS AND TECHNIQUES 237
Internal Politics Defined 203 15 Overview of Total Quality Tools 238
Organizational Structure and Internal Politics 205 Total Quality Tools Defined 238
Internal Politics in Action 207 Pareto Charts 239
Internal Politicians and Their Methods 210 Cause-and-Effect Diagrams 241
Impact of Internal Politics on Quality 213 Check Sheets 243
Controlling Internal Politics in Organizations 214 Histograms 246
Overcoming Negativity in Organizations 219 Scatter Diagrams 252
Overcoming Territorial Behavior in Run Charts and Control Charts 255
Organizations 220
Stratification 256
Managing Conflict in Organizations 221
Some Other Important Tools Introduced 258
Summary 224
Management’s Role in Tool Deployment 264
Selecting the Right Tool for the Job 266
Summary 267
Critical Thinking Activities 268
Endnotes 225
Endnotes 270
14 ISO 9000 and Total Quality: The
Relationship 226
ISO 9000: The International Standard for Quality 16 Problem Solving and Decision
Management Systems 226 Making 271
ISO 9000’s Objective 227 Problem Solving for Total Quality 271
How ISO 9000 Is Applied to Organizations 227 Two Models for Solving and Preventing
ISO 9000 Quality Management System: A Problems 272
Definition 228 Human Error as a Root Cause 278
Authority for Certification/Registration 229 Problem-Solving and Decision-Making
ISO 9001 and Industry-Specific Applications 230 Tools 278
Organizational Registration to ISO 9001 230 Common Errors in Problem Solving 278
The Benefits of ISO 9000 231 Decision Making for Total Quality 279
The Origin of ISO 9000 231 The Decision-Making Process 279
Comparative Scope of ISO 9000 and Total Quality Objective Versus Subjective Decision
Management 231 Making 281

Contents
ix
Scientific Decision Making and Problem Summary 327

Solving 282 Key Terms and Concepts 328
Employee Involvement in Problem Solving and Factual Review Questions 328
Decision Making 282
Role of Information in Decision Making 283
Creativity in Decision Making 284
Summary 285
Endnotes 332
Critical Thinking Activity 286 19 Continual Improvement Methods with
Discussion Assignment 16.1 287 Six Sigma, Lean, Lean Six Sigma,
Discussion Assignment 16.2 287 and More 333
Endnotes 288
Rationale for Continual Improvement 333
Management’s Role in Continual
17 Quality Function Deployment 289 Improvement 334
What Is Quality Function Deployment? 289 Essential Improvement Activities 334
Introducing Quality Function Deployment’s House of Structure for Quality Improvement 335
Quality 290 The Scientific Approach 335
Developing the Set of Customer Needs (WHATs): Identification of Improvement Needs 336
House of Quality Matrix Number 1 291 Development of Improvement Plans 336
Planning the Improvement Strategy: House of Quality Common Improvement Strategies 337
Matrix Number 2 293
The Kaizen Approach 340
Selecting the Technical Requirements (HOWs):
House of Quality Matrix Number 3 295 The CEDAC Approach 343
Evaluating Interrelationships Between WHATs and The Lean Approach 345
HOWs: House of Quality Matrix Number 4 295 The Six Sigma Approach 347
Evaluating the Direction of Correlation Between The Lean Six Sigma Approach 353
HOWs: House of Quality Matrix Number 5 297 Why Some Lean Six Sigma Projects Succeed
Selecting the Design Targets (Values) of the HOWs: While Others Fail 354
House of Quality Matrix Number 6 298 Future of Six Sigma: Version 2.0 354
Summary 303 The Theory of Constraints and Integrated TOC,
Key Terms and Concepts 303 Lean, Six Sigma (ITLS) Approach 354
Factual Review Questions 303 Risk Priority Numbers and Continual
Critical Thinking Activity 303 Improvement 355
Discussion Assignment 17.1 303 Summary 356
18 Optimizing and Controlling Processes Factual Review Questions 357
Through Statistical Process Critical Thinking Activity 357
Control 305 Endnotes 357
Statistical Process Control Defined 305

Rationale for SPC 306
20 Benchmarking 359
Control Chart Development 310 Benchmarking Defined 359
Management’s Role in SPC 319 Prerequisites to Benchmarking 362
Role of the Total Quality Tools 320 Obstacles to Successful Benchmarking 363
Authority over Processes and Production 321 Role of Management in Benchmarking 364
Implementation and Deployment of SPC 321 Benchmarking Approach and Process 365
Inhibitors of SPC 325 Making Full Use of Benchmarking Data 368

x Contents
Perpetual Benchmarking 369 Discussion Assignment 21.1 403

Benchmarking Resources 369 Endnotes 403
Summary 370
Key Terms and Concepts 370 22 Implementing Total Quality
Factual Review Questions 370 Management 404
Critical Thinking Activity 370 Rationale for Change 405
Discussion Assignment 20.1 372 Requirements for Implementation 407
Discussion Assignment 20.2 372 Role of Top Management: Leadership 414
Endnote 373 Implementation Variation Among
Organizations 416
Implementation Approaches to Be Avoided 418
21 Just-in-Time/Lean Manufacturing An Implementation Approach that Works 419
(JIT/Lean) 374 Getting on with It 423
JIT/Lean Defined 374 What to Do in the Absence of Commitment
Rationale for JIT/Lean 376 from the Top 423
Development of JIT/Lean 377 Implementation Strategies: ISO 9000 and
Relationship of JIT/Lean to Total Quality and Baldrige 424
World-Class Manufacturing 381 Summary 426
Benefits of JIT/Lean 383 Key Terms and Concepts 426
Requirements of JIT/Lean 389 Factual Review Questions 426
Automation and JIT/Lean 401 Critical Thinking Activities 427
Summary 401 Discussion Assignment 22.1 427
Key Terms and Concepts 402 Endnotes 428
Critical Thinking Activities 402 Index 429

PREFACE
BACKGROUND ent format that allows the reader to understand both the
big picture and the specific details of quality management.
At one time in history, Great Britain was the world’s leader It is intended for use in universities, colleges, community
in commerce and industry. Eventually, the United States colleges, corporate environments, and any other settings in
emerged as a major friendly competitor. Then, following which people want to learn to be effective agents of quality
World War II, the United States took over as the undisputed management. Students enrolled in technology, engineering,
world leader of commerce and industry. During these post- and management programs will find this book both valuable
war years, while the United States was enjoying unparalleled and easy to use. Practitioners in corporate settings will find it
prosperity, Japan and Germany were rebuilding from the a valuable guide in understanding and implementing quality
ashes of the war. With a great deal of help from the United management.
States, Japan was able to rebound and during the 1970s began The direct, straightforward presentation of material
to challenge the United States in such key manufacturing focuses on making the theories and principles of quality
sectors as automobiles, computers, and consumer electron- management practical and useful in a real-world setting.
ics. By 1980, Japan had emerged as a world-class competi- Up-to-date research has been integrated throughout in a
tor and a global leader in selected areas of commerce and down-to-earth manner.
industry. German industry had also reemerged by this time.
By 2000, Korea, China, and the Pacific Rim nations had also
emerged as global competitors. ORGANIZATION OF THIS BOOK
As a result, the United States found itself losing mar-
ket share in economic sectors it had dominated (and taken The text consists of 22 chapters, organized in two parts. Part I
for granted) for decades. At first, industrialists in the United explains the philosophy and concepts of quality management.
States turned their backs on the lesson their counterparts in Part II covers the tools and techniques of quality manage-
other industrialized nations had learned. This lesson was ment. A standard format is used throughout the book. Each
that the key to competing in the international marketplace chapter begins with a list of objectives and provides a com-
was to simultaneously improve quality and productivity on prehensive summary. Key terms and concepts, factual review
a continual basis. However, as more and more market share questions, a critical thinking activity, discussion assignments,
slipped away, the message started to sink in for the United and endnotes are found at the end. The endnotes provide
States. This belated awareness gave rise to a quality move- readers with comprehensive lists of additional reading and
ment that began to take hold. Its progress was slow at first. research material that can be pursued at the discretion of the
However, an approach to doing business known as quality student and/or the instructor. The other materials encourage
management has caught on and is now widely practiced as review, stimulate additional thought, promote discussion, and
a way to achieve organizational excellence. Organizational facilitate additional research.
excellence is a combination of peak performance, superior
quality, and continual improvement.
This book advocates an approach to doing business USING THIS BOOK FOR ONE
that focuses all the resources of an organization on the COURSE OR TWO
continual and simultaneous improvement of quality and Some professors use this book for one course and some
productivity. The purpose of this approach is to continu- use it for two courses. Those who use the book for one
ally improve the organization’s performance and, in turn, course cover all or most of the chapters and make decisions
competitiveness. concerning any chapters that are not covered on the basis
of local considerations. Those who use the book for two
WHY WAS THIS BOOK WRITTEN courses typically cover Chapters 1–14 in the first course
and Chapters 15–22 in the second course. Although this
AND FOR WHOM?
approach to dividing the content is not balanced in terms
This book was written in response to the need for a practical of the number of chapters, it is balanced in terms of the
teaching resource that encompasses all of the various ele- time required to cover the material. Feedback from most
ments of quality management, including Lean, Six Sigma, professors indicates that the degree of difficulty of the con-
and Lean Six Sigma, and pulls them together in a coher- tent of Chapters 15–22 requires them to spend more time
xi

xii Preface
on these chapters than is required to cover any of the first ■■ Chapter 7: Added a new section on customer loyalty and
14 chapters. Consequently, in terms of time requirements, retention strategies.
dividing the book at Chapter 14 results in two courses of ■■ Chapter 9: Added a new section on ensuring compatibil-
equal length. Feedback from the classroom has been posi- ity of quality and innovation.
tive concerning both of these approaches.
■■ Chapter 14: Rewritten to bring it up to date with ISO
9000-2015.
HOW THIS BOOK DIFFERS ■■ Chapter 15: Added a seven-step process for implement-
FROM OTHERS ing Design of Experiments (DOE).
Most books in the market deal with one of the several elements ■■ Chapter 16: Added material to the section on applying the
of quality management, such as teamwork, just-in-time man- Five Whys to problem solving, explaining contributing
ufacturing, scientific measurement (SPC or quality tools), versus root causes, a new section of human error as a root
continual improvement, and employee involvement. Many of cause and applicable cautions, and common errors made
the books available were developed with the advanced-level in problem solving.
practitioner in mind rather than the beginner. Few of the books ■■ Chapter 19: Added a new section on why some Lean Six
in the market were formatted for use in a classroom setting. Sigma projects fail when other succeed and a new section
This book was written to provide both comprehensive and in- on Risk Priority Numbers (RPNs) and continual improve-
depth coverage of quality management. All the elements of ment. Download Instructor Resources from the Instructor
quality management are covered, including several that receive Resource Center.
little or no attention in other quality management books (e.g.,
peak performance, continual improvement, superior value, To access supplementary materials online, instructors
partnering, manufacturing networks, quality culture, and how need to request an instructor access code. Go to www.
to implement total q uality). These subjects are covered in suf- pearsonhighered.com/irc to register for an instructor access
ficient depth to allow a beginner to learn everything necessary code. Within 48 hours of registering, you will receive a con-
to understand and implement total quality without having to firming e-mail including an instructor access code. Once
look to any other source of information. you have received your code, locate your text in the online
catalog and click on the Instructor Resources button on the
New in the Ninth Edition left side of the catalog product page. Select a supplement,
and a login page will appear. Once you have logged in, you
The ninth edition contains major improvements that reflect can access instructor material for all Pearson textbooks. If
the ongoing evolution of quality management, as well as rec- you have any difficulties accessing the Web site or down-
ommendations from reviewers and users of the text. These loading a supplement, please contact Customer Service at
improvements include the following: http://247pearsoned.custhelp.com/.
■■ Chapter 1: Added new content on quality and competi-
tiveness, Deming’s 14 points as updated for contemporary
times, Armand V. Feigenbaum’s pioneering contribution ACKNOWLEDGMENTS
to quality management, role of managers in achieving The authors would like to thank the following reviewers for
organizational excellence, and the impact of technology the helpful insights:
on the future of quality management.
Kristopher Blanchard
■■ Chapter 2: Added new content on inhibitors of competi-
Upper Iowa University
tiveness.
■■ Chapter 4: Expanded the section of corporate social Lynda Fuller
responsibility including coverage of “greenwashing.” Wilmington University
■■ Chapter 6: Added a new section on behavior-based quality Melissa Weathersby
culture. Alamo Colleges District

ABOUT THE AUTHORS
David L. Goetsch is the Vice President Emeritus and Stanley B. Davis was a manufacturing executive with Harris
Professor at Northwest Florida State College. Prior to en- Corporation until his retirement in 1992. He was the found-
tering higher education full time, Dr. Goetsch had a career ing managing director of The Quality Institute and is a well-
in the private sector that included positions in quality man- known expert in the areas of total quality management and
agement, safety management, and project management with its implementation, statistical process control, just-in-time
engineering, manufacturing, and construction firms. Dr. manufacturing, Six Sigma, benchmarking, quality manage-
Goetsch is the founder of The Quality Institute, a partnership ment systems, and environmental management systems.
of Northwest Florida State College and the Okaloosa Eco- He currently serves as Professor of Quality at the institute
nomic D evelopment Council, and the Leadership Institute and heads his own consulting firm, Stan Davis Consulting,
of Northwest Florida State College. Dr. Goetsch has been which is dedicated to assisting private industry and public
selected as Professor of the Year at Northwest Florida State organizations throughout North America achieve world-
College and the Emerald Coast Campus of the University of class performance and competitiveness.
West Florida (five times). He was selected as Florida’s Out-
standing Technical Instructor of the Year and his program at
Northwest Florida State College was selected as the recipi-
ent of the U.S. Secretary of Education’s Outstanding Techni-
cal Program in the United States for Region 10.
xiii


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QUALITY MANAGEMENT FOR

A01_GOET7325_09_SE_FM.indd 1 18/10/19 8:01 PM

Library of Congress Cataloging-in-Publication Data

ISBN 10: 0-13-557732-2

A01_GOET7325_09_SE_FM.indd 2 18/10/19 8:01 PM

1 The Total Quality Approach to Quality Management: Achieving Organizational

II TOOLS AND TECHNIQUES 237

15 Overview of Total Quality Tools 238

A01_GOET7325_09_SE_FM.indd 3 18/10/19 8:01 PM

Preface xi Factors Inhibiting Competitiveness 22

A01_GOET7325_09_SE_FM.indd 5 18/10/19 8:01 PM

4 Quality Management, Ethics, and Activating Cultural Change 83

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8 Employee Empowerment 111 Handling Conflict in Teams 154

A01_GOET7325_09_SE_FM.indd 7 18/10/19 8:01 PM

Orientation Training 197 Management Motivation for Registration to

13 Overcoming Politics, Negativity, and

A01_GOET7325_09_SE_FM.indd 8 18/10/19 8:01 PM

Scientific Decision Making and Problem Summary 327

Statistical Process Control Defined 305

A01_GOET7325_09_SE_FM.indd 9 18/10/19 8:01 PM

Perpetual Benchmarking 369 Discussion Assignment 21.1 403

A01_GOET7325_09_SE_FM.indd 10 18/10/19 8:01 PM

A01_GOET7325_09_SE_FM.indd 11 18/10/19 8:01 PM

A01_GOET7325_09_SE_FM.indd 12 18/10/19 8:01 PM

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