PRACTICAL GUIDE TO EFFICIENCY AND PRODUCTIVITY

robertteh SG

(EXTRACTED FROM AMERICAN MANAGEMENT ASSOCIATION SITE)

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COMMENTS:

Another source of management training - practical management workshops preparing participants in specific practical skills. Given the wide array of management course and workshops, how are workers expected to understand which is the skill he should use and apply in actual work performance.

robertteh SG

ANOTHER VIEW OF MANAGEMENT

Given below is another conceptual management where tasks are defined along functional lines e.g. human resource, operational, marketing, financial..

As can be seen, the divisions of tasks into functions are too narrow or technical and are conceptual in nature. These functions being devoid of follow-through processes that can be performed naturally by workers are difficult of implementation.

Hence, divisions of tasks along functional line are conceptual and cannot be applied to actual works or management.

QUOTE:
Management" (from Old French, "ménagement"="the art of conducting, directing", from Latin "manum agere"="lead by the hand") characterises the process of leading and directing all or part of an organization, often a business one, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible). One can also think of management functionally: as the action in measuring a quantity on a regular basis and adjusting an initial plan and the actions taken to reach one's intended goal. This applies even in situations where planning does not take place. Situational management may precede and subsume purposive management.
[Top]
Historical Development

Some writers trace the development of management thought back to Sumerian traders and ancient Egyptian pyramid builders, but modern management as a discipline began as an off-shoot of economics in the 19th century. Classical economists like Adam Smith and John Stuart Mill provided a theoretical background to resource allocation, production, and pricing issues. About the same time, innovators like Eli Whitney, James Watt, and Matthew Boulton developed technical production elements such as standardization, quality control procedures, cost accounting, interchangeability of parts, and work planning. By the middle of the 19th century people like Robert Owen, H. Poor, and M Laughlin introduced the human element with theories of worker training, motivation, organizational structure and span of control.

By the late 19th century marginal economists like Alfred Marshall and Leon Walras introduced a new layer of complexity to the theoretical underpinings of management. The first tertiary-level course in management was offered in 1881 by J. Wharton. By 1900 we find managers trying to place their theories on a thoroughly scientific basis. Examples include H. Towne's Science of management, Frederick Winslow Taylor's Scientific management, Frank Bunker Gilbreth's Science of motion study, and Henry L. Gantt's charts. J. Duncan wrote the first college management text book in 1911.

The first comprehensive theories of management appeared around 1920. People like H. Fayol and A. Church described the various branches of management and their inter-relationships. In the 1920s and 1930s people like O. Tead, W. Scott and J. Mooney applied the principles of psychology to management. Also in the early 20th century people like Elton Mayo, M. Follett, C. Barnard, Max Weber, Rensis Likert, and Chris Argyris applied the principles of sociology to management.

H. Dodge, R. Fisher, and T. Fry introduced statistical techniques into management. In the 1940s, Patrick Blackett combined these statistical theories with microeconomic theory and spawned the science of operations research was born. Operations research, sometimes known as "management science", has attempted to make a science of some aspects of management.

Some of the more recent developments include the theory of constraints, reengineering, and various information technology driven theories such as agile software development. The theory of constraints approach to management boils the effort down to a repetitive cycle of three basic questionsWhat to change? To what to change to? How to make the change happen?

At the end of the 20th century, management was seen as consisting of the following six subcategories:

1. Human resource management
2. Operations or production management
3. Strategic management
4. Marketing management
5. Financial management
6. Information Technology management

In the 21st century we find it increasingly difficult to think in terms of these six categories. More and more processes simultaneously involve several categories. Instead, we tend to think in terms of the various processes, tasks, and objects that one can manage.
[Top]
Different varieties/objects of management

* Change management
* Communications management
* Constraint Management
* Cost management
* Crisis management
* Customer relationship management
* Earned value management
* Enterprise management
* Facility management
* Integration management
* Knowledge management
* Marketing management
* Micromanagement
* Pain management
* Perception management
* Procurement management
* Program management
* Project management
* Process management
* Product management
* Quality management
* Resource management
* Risk management
* Scope management
* Skills management
* Spend management
* Supply chain management
* Systems management
* Time management
* Stress management

[Top]
See Also:

* Adhocracy
* Engineering management
* Management consulting
* Management development
* Management Technology
* Middle management
* Poor management
* Senior management
* Strategic management
* Virtual management
* Peter Drucker's management by objectives
* Eliyahu M. Goldratt's theory of constraints

[Top]
Finding related topics

* list of management topics
* list of marketing topics
* list of human resource management topics
* list of economics topics
* list of finance topics
* list of accounting topics
* list of information technology management topics
* list of production topics
* list of business law topics
* list of business ethics, political economy, and philosophy of business topics
* list of business theorists
* list of economists
* list of corporate leaders
* list of companies

UNQUOTE:

robertteh SG

I agree that it is a case of emperor's new clothes in our system. It is not easy to see one's own fault or shortcomings no matter how enlightened or intelligent one may be.

Therefore, I must admit the in my postings about process management, I might have committed certain errors too like the emperor's new clothes.

Anyway, I would take this opportunity to explain certain things about my posting.

I wish to say that my objective is not to impose any management ideas or concepts on anyone. Rather I had posted strongly in some instances on process management to show that there are alternative solutions to many of our current top-down intuitive autocracy based on the man and his ideas system or belief.

In my opinion any management or government that is based on such self-centred policies and intuitive controls practised by our top-down system of government will only achieve so much and no more. It has a lot of limitations.

Process management called OSP was posted at thread "Practical Efficiency and Productivity" in Market Place of this forum having been published in the Recruit of ST on 27.12.2004 of the same name. People may not find process management useful because of prevalent past habits with intuitive decisions and ad hoc management practices. It may take some time for people to discover its usefulness to go for processes to be objective, accountable and involve the whole team to produce implementation efficiency and results.

In Singapore, because we are too strongly based on intuitive personal efficiency, we have been encountering a great deal of problems with implementation to date. Many governemnt policies or economic restructuring plans do not receive the fullest implementation support of all staff of the whole governemnt because they have remained as intuitive - policies or assumptions. I need not elaborate for its merits or demerits as I believe my posts at Market Place of this forum can be read and verified by many of its own rationale and merits. May be it will take time and patience for people to test out the process management beneifits.

have you not realized that large numbers of your threads have very few relevent replies and that there have been very few responses to the specific issues raised in your posts?

Maybe Its me. I certainly do not have a business background. But i certainly do not consider myself illiterate.

In this case what you are saying is:

1)Develop the potential of our workers so that they become more highly skilled.

2)Be more efficient and increase productivity

3)Leaders should be mission orientated. How?

In posting in forum, we are all equal. My opinions are not higher than anyone. I feel that you should not feel constrained in any way by my views on management as they are just my opinions. Just be patient and read my rationale in those posts mentioned and test out the ideas if you will.

You said
---
"through internalizing natural efficiency and knowledge applications and teamwork into attainable accountable and transparent work processes."
---
wtf does that mean? wtf is 'natural efficiency' and 'knowledge applications'? I guess you are saying:

Have a focus on efficiency and applying knowledge (meaning wat? being able to apply what you help you complete the task at habnd?) and teamwork at every level. Set realistic targets, and monitor progress towards those targets.?

The existing management habits are too much entrenched in selfness and intuitions or talents or ability of individuals or the man at the helm or one man show. If we want to be good efficient or excellent or competitive, such a system will not work.

The alternative is to enable or empower staff through setting work processes so that they can take over the implementation if not part of the decisions making at the operation level. If Singapore is to succeed in competing with the world competitiveness, I personally believe it has to avoid and tone down on individualism and top-heavy management system depending on one-man become efficient or competitive.

To do so, there has to be enabling work processes with organizations practising delegations through open and accountable work processes instead of going for micro-management as seen happening too often in our system.

You also said:

---
"Empower all staff and people and try not to be over-judgmental or overtake them with assumptions, ideas and concepts which at the end will only restrict creativity, entrepreneurship and contributions.

Mistakes in education streaming, CL2, over-promotion of academic talents at the expense of practical knowledge applications and oversight in economic restructuring to value-adding high technology model are all caused by top-down system which restrict our scholars to move more shiftly and creatively forward to reach higher plain."

Many policies of our government did not succeed because there are abstract ideas, concepts or assumptions not easily understood or implemented by all.

There have been many feedbacks in forum pages of Straits Times on this topic - all talks and no actions or lack of midfielders in our systems.

It is sad but true that after many years we still hear a lot about the same policy and nothing much was accomplished due to lack of attainable empowering work processes below the senior officers or leaders to make things happen.

I have suggested in many posts how the policies should be made more attainable in processes. Read my posts about "Leaderships" at Market place.

---

huh?

Do you mean:

Leadesr should not stifle the Staff but should allow them leeway to contribute and exhibit creativity and entrepreneurship. To this end, Leaders should be open-minded and not stick rigidly to their own ideas and concepts.

(The governemnt) has made many mistakes.

In education, some of these mistakes include the streaming system, recent de-emphasis on the chinese langauge(?). Other mistakes include over estimating the value of academic ability. Evidence of this policy is seen in the way the govt overpromotes scholars.

All of these have had a negative impact on Sinagpore. For isntance, you think there is an inability among many to apply their knowledge in a practical manner.

An oversight in economic restructuring to a value-adding high technology model have been caused by a rigid system of micro-management that has stifled out scholars. They are unable to exercise creativity, etc and their develpment have been handicapped as a result.

Our society has to change a lot of its past management habits and practices on developing personal efficiency, abilities and talents.

Such a system is too individualistic and cannot bring about change. Change can happen only in my opinion through the intervention of process management where staff will know what to do and how to implement all decisions and policies. We have as a top-down management system neglected coordination and mass knowledge applications which can happen only when all are practising process management. I hope you will now understand a little more about my posts concerning management.

robertteh SG

Ref: 4K/ APPLICATION FORM TO ATTEND COURSE
Date: (You may type out this form)
To: Mr. Teh Kok Hua
346, Balestier Road #02-01, Ritz Mansions,
Singapore, 329776. (Tel:63565622)

Dear Mr. Teh,

COMPUTERIZED CALL-CENTRE MANAGEMENT SYSTEM-TRAINING COURSE ENROLMENT FORM

I/We would like to enroll for the above-mentioned training course upon the terms and conditions as shown below:-

(a) OSP Instructor Course, O level entry, duration 6 hours, $300.00.
(b) OSP End-User Course, O level entry, duration 3 hours, $180.00.

NAME OF APPLICANT ADDRESS NRIC/PP & D/birth

COMPANY (If applicable) PURPOSE OF ATTENDING QUALIFICATION

Payment by crossed cheque payable to Mr. Teh Kok Hua (the author) within 7 days of acceptance by the author. The applicant shall be notified of the acceptance of enrolment and date/venue of course attendance within 30 days. A deposit of $50 shall be payable within 7 days of acceptance and balance before commencement of course. No cancellation of enrolment except at the sole discretion of and at quantum of refund by the author.

Course (a) will be conducted over two days to provide trainee with skills and competency to provide practical training in use and application of Objective-Steps Processing Management System to end-user subject to the intellectual rights of the author on condition that the qualified OSP trainer shall use only the training guide and materials provided by the author at the published rates.

Course (b) is aimed providing the trainee to use the knowledge and skill for his own works or business as end users subject to the intellectual rights of the author.

At the end of the course an examination will be conducted by the author under the prescribed rules of examination. The Relevant Certificate of Competency will be issued within 30 days.

..
Signature/Rubber Stamp
Name of Signatory______________________ Date_______________

robertteh SG

Deleted

robertteh SG

Announcement: Upcoming Talk on "Computerized Call-Centre Process Management - "Objective-steps Processing Management System" at Singapore Management University in August 2006.

Look out for details in this column. Those forumers who wish to be invited to this talk may apply here on first-come-first-basis as limited places are available.

robertteh SG

MANAGEMENT COURSES TAUGHT AT UNIVERSITIES

(1) COMPLEXITIES AND UNCERTAINTIES

The following are topics are currently being taught by various universities as published by the American Management Association:-

Administrative Professionals
Communication
Customer Service
Finance and Accounting
Finance for Managers
Human Resources
Leadership
Managerial Skills
Manufacturing/
Operations Management
Personal Development
Planning
Project Management
Purchasing
Quality
Sales and Marketing
Supervision
Team Building
Time Management

Just browse through any textbooks, it will be found that most if not all topics and subjects are taught in concepts, hypothesis and assumptions/

Planning, Management by Objectives, Operation Research, are grounded in concepts which are not easily implemented by staff in enterprises/

(2) QUANTITATIVE APPROACH

In "Introduction to Management Science 8th edition by Anderson, Sweeney and Williams", many issues and problems relating to transportation and production are supposedly solvable by mathematical computations such as the following:-

Linear Programming: Graphical method
(a) Manufacturer - develop production schedule and inventory policy
(b) Financial analysis - develop a mix of investment portfolio.
(c) Marketing - develop a mix of advertising media
(d) Warehousing - delivering from different locations.

Waiting Line programming : Poisson Equation
(a) Arrivals within time
(b) Probability of Arrival within time.

Simple Linear Regression (Gauss)
(a) Formula: Y= a + bY
(b) Y (Dependent variable) e.g. Expenditure
(c) X (Independent variable) e.g. Income
(d) b = {N(E.XY)} -{(E.X)(E.Y)}/{{NE.X2 - (E.X)2}

Yet, in practice, not many managers or bosses are able to solve their transportation or production problems by such quantitative mathematical computations precisely because of uncertainties with assumptions and widely differing and constantly changing conditions affecting organizational performance.

There is a critical need to attain organizational efficiency with a total control and coordination of overall activities in marketing, accounting, human resource control, revenue control, facility, enforcement, compliance beside technical and technological factors in production.

There is a need for coordinations and knowledge applications in all departments.

An enterprise has to develop the total coordination and knowledge application within every department to overcome diverse constraints and conditions.

It is such complexities and uncertainties which call for processing of tasks set in form- and work-form simple 4-step 10-department component work processes. With such standardized work processes, all staff are enabled to attain their own knowledge application and multi-functional coordination.

Constraints in marketing and production will steadfastly be translated into logical form- and work-form processes enabling staff to follow through all tasks with control, comparison measurements, processes, based on OSP Process organization structure.

The OSP Process Management Organization Structure as listed in OSP Process File List communicates all variances taking place in two-way corrective task-lines.

Whatever the approaches taken by any enterprises, whether by macro- or micro-level or human resource or financial methodology, all tasks can be efficiently and effectively followed through by staff with minimal instructions or policies if tasks are sequentially and logically laid out in lego-like component processes.

All the diverse psychological and organizational theories which are highly logical unfortunately are not easily translated into doable and attainable work processes performed by the staff as part of their daily works.

Hence, the first step towards upgrading and improving efficiency and effectiveness is to lay bare the internal process relationship, motivation, empowerments, forecasting method, budgeting and financial control, level of corporate governance etc. to be easily understood and performed with hands-on controls to reach results.

The objective function as assumed in quantitative method will need to be integrated to daily works in order to bring about efficiency and good corporate governance, while attaining organizational efficiency from knowledge application, system design, engineering solutions, technology, consistent and focused control, comparison and correction, effective organizational structures, supervisions, assessments, quality-time-cost knowledge applications etc.

Any management solution will have to take into account technology obsolescence, engineering, marketing, production, research and development, budget and financial control, factory design, technology level and knowledge application which are often non-mathematical.

Linear Programming and accounting or financial control should always be viewed in perspective.

(3) PROJECT MANAGEMENT APPROACH

Critical Path Analysis :

Start {Design {Routing > Cost Estimate } }
{Prototype > Testing } } Report ] Finish
{Market Brochure > Survey } Pricing }
{Market Research .....]

The real challenge is how to achieve real tangible hands-on control, comparison (measurements and data) processing, corrections in regard to overall system designs, marketing, production and implementation in integrated process management.

(4) DIVERSE MULTI-FUNCTIONAL MANAGEMENT SKILLS

A Managers Guide to Human Behavior
The Complete Training Course for Managers
Communication Skills for Managers
Corporate Governance: What it Means for Managers
New! Delegating for Business Success
Updated! Fair, Square, and Legal
How to Be an Effective Facilitator
How to Manage Conflict in the Organization
Leadership Skills for Managers
Managing and Achieving Organizational Goals
Managing Conflict (audio)
Performance Appraisals: How to Achieve Top Results
Performance Management
What Managers Do

Detailed technical skills cannot be implemented without supportive integrated work processes in coordination with other functional activities.

(5) DIVERSE TECHNICAL OR SPECIALIST SKILLS

Management Skills for New Managers
Successfully Managing People
One-Day Delegation Bootcamp
What Every Manager Needs to Know
Improving Your Managerial Effectiveness

Skills may be useful and relevant but unless they are translated into integrated work processes easily performed by all, they will remain conceptual and complex.

(6) DIVERSE OPERATIONAL PROCEDURES

(a) OPERATIONS MANAGEMENT OVERVIEW

Organizational Systems and Process
Work Flow Management
Project Management
Quality Assurance
Documentation and Records
IT in Operations and Management

Normally, procedures may be useful for quality-time-cost controls. But there exist diverse constraints to be overcome other than the immediate performance of a task. In order to be efficient in production, it has to produce in sync with schedules and economic lot zize and comply with revenue and budget controls to reach real organizational efficiency.

b) FINANCIAL CONTROL METHODOLOGY

The Profit and Loss Statement
The Balance Sheet
Financial Ratios and their Applications
Cash Flow and Management of Working Capital
Costing
Budgets

Financial year-end performance data and disclosures are often unrelated to hands-on quality-time-cost controls, coordination, knowledge applications or objective supervision and put up as look-good after-the-event or post-mortem analysis. So to that extent it is unable to impact management efficiency and productivity.

7) DIVERSE MARKETING MANAGEMENT APPROACHES

Overview of Marketing
Understanding Consumer Behavior
Market Research
Market Segmentation
Product Portfolio
Developing Marketing Strategies
The Marketing Process
The Selling Process

Cool HUMAN RESOURCE MANAGEMENT OVERVIEW

Organization Structure
Employment Procedures and Conditions
Deployment and Supervision
Performance Appraisal and Counseling
Training and Development
Organization Development

Organization theorists regard organization as extremely complex consisting of formal and informal grouping, rules and regulations, standard operating procedurs, authority, departments and activities.

Workers are regarded as being influenced by personal behaviours of perception as well as the environments.

Human Behaviourists regard workers as either negative and lazy on the one hand or positive responsive to motivations and rewards on the other.

What is lacking however is that Human Resource management practices are too diverse, conceptual and self-centred hardly capable of being measured objectively or practically.

Further, as enterprises grow in size they become more and more complex and demanding of controls, communications, processes and corrections.

The challenge is to translate all the complex tasks into simple processes capable of control, measurements, corrections to meet diverse constraints and challenges.

(9) SUN SZU ART OF WAR

Sun Szu Art of War regards soldiers (modern day's version: workers) as responsive to 5 elements: (a) Morality (EQ of leaders) (b) External forces (Heavens) (c) Circumstances (Terrains) (d) Commands (e) Doctrines.

The issues of Morality (EQ) Environments (Constraints) and circumstances and Command and Doctrine (Communication, Data, Controls) are part of the integrated quality-time-cost work processes which can be consistently practised to obtain results in OSP.

Without integrating Sun Sze Art of War methodology to actual works and performances, all will be discussing war strategy on papers one of the common causes of failures in business according to another Chinese common saying.

SOPs and ISOs may be formalization or extrapolation of existing work procedures put together for public relation and advertising purposes. Often they are intuitive rather than cause-effect in logic. To be effective, such SOPs should be integrated as part of daily works to be performed naturally and logically.

...To continue

robertteh SG

...continued from previous post:

(C) BY TECHNICAL OR SPECIALIST SKILLS

There is an unending array of technical management skills to suit different situations as given below:-

Managing Todays IT and Technical Professionals 2285
Managing a World-Class IT Department 6547
Information Technology for the Non-IT Executive 6580
Enhancement Skills

Fundamentals of Strategic Planning
Innovation and Creativity: How to Improve Performance and Foster Growth
Interviewing Skills for Managers and Supervisors
Managing a Multicultural Team
Women in Business: Strategies for Success
Coaching and Counseling for Outstanding Job Performance
How to Build a More Positive Work Environment
Planning and Managing Organizational Change
Strategies for Effective Problem Solving and Decision Making
Moving from an Operational Manager to a Strategic Thinker
Creating High Performing Teams Using the MBTI® Instrument
Confronting the Tough Stuff: Advanced Management Skills for Supervisors
Mastering Organizational Politics, Influence and Alliances

How to process tasks in logical lego-like sequences guided in interrelated task relationship will determine how enterprise policies, plans and changes could be translated into daily work performances.

Human resouce practices and staff performance appraisal may be put up judgmentally colored by subjective opinions and perceptions of supervisors. So human resource practices are to that extent unable to contribute effectively to good corporate governance.

To become more competitive, it is essential to recognise the shortcomings of relying on intuitions and judgmental and ad hoc staff's performance appraisal.

(Source:-MANAGEMENT CONCEPTS AND APPLICATION,
2ND EDITION, STEPHEN P. ROBBINGS 1988.
PAGE 149, PLANNING}

(a) Planning is a process of determining objectives and the way these objectives can best be achieved.

(b) Planning gives direction, reduces impact of change, minimize waste and redundancy and sets standards to facilitate control.

(c ) Strategic plans cover an extensive time period (usually 3 or more years),
broad issues and include formulation of objectives. Operational plans cover shorter periods of time, focus on specifics and assumed that objectives are already known.

(d) Directional plans are preferred over specific plans when uncertainty is high and when organization is in its formative and decline life-cycle stages.

(e) 5 Contingency factors in planning: (1) Size of organization (2) Managers level in organization (3) Life stage of organization (4) Degree of environmental uncertainty (5) Length of future commitment.

(f) A manager should plan just far enough ahead to see through those commitments he or she makes today.

(g) An organizations stated objectives may not be real.

(h) MBO converts overall organizational objectives into specific objectives for organizational units and individual members in four steps: (1) Goal setting (2) Action planning (3) Self-control (4) Periodic review.

(i) MBO makes motivators out of goals, because with MBO, people what is expected of them.

(j) MBO most likely to succeed when organizations culture allows as high degree of individual initiatives, lots of direction support risks.

Objective and hands-on quality-time-cost controls, regular inspections and feedbacks and coordination and knowledge applications will effectively lessen personal biases usually caused by intuitions of managers and supervisors.

(D) BY PLANNING STEPS

(a) Being aware of opportunities: setting realistic objectives depends on this.

(b) Establish objectives: setting objectives for entire enterprise and then for each subordinate unit. Objective indicates the end point of what is to be done, where the emphasis is to be placed and what is to be done, where the primary emphasis and what is to be accomplished by a network of policies, procedures, rules, budgets, programs and strategies.

(c) Premising: To establish obtain agreement to utilize and disseminate critical planning premises. These are forecast data of a factual nature applicable basic policies or existing company plans. Premises are planning assumptions the future setting in which planning takes place. Forecast is important to premising: what kind of market will there be? What quantity of sales? What prices? What products?

PLANNING PREMISES

(a) 3 groups (1) Uncontrollable population growth, future price level (2) Semi-controllable firm's future share of market, character of labour turnover and labour efficiency (3) Controllable expansion into new market, adoption of aggressive research program.

(b) Because the total management and future environment are complex, it would not be realistic to make too iron-clad assumptions in a plan. Therefore, premises must be limited to what are the most critical, strategic to a plan that influence the results.

(c) Lack of planning coordination among different sets of interrelated functions and premises can be extremely costly to a company.

Just ponder over the above-stated management courses, skills, organizational functions and planning precepts and decide how you could use OSP work processes set up in forms and work forms to implement various conceptual management solutions to problems.

(E) BY CREATIVE AND BREAKTHROUGH APPROACH

Many people like to talk about leadership and good corporate governance and CREATIVE MANAGEMENT as part of their management philosophy. Well and good people should talk about such good practices.

How to become more creative in daily work and management processes is the real challenge.

Unfortunately all the problem solving ability or talent and Good Corporate Governance cannot be preached but practised.

To be practical, positive attitude and EQ will only be practised when they are set up or internalised as part of daily work processes.

The various policies and desirables e.g. creativity and breakthrough principles can also be suitably translated from concepts to attainable work steps.

A simple call centre will take care of translating concepts, ideals, goals and policies into part of daily works to be pursued consistently with regular inspections and objective corrections to reach results.

Contact:[email protected]

robertteh SG

deleted.

robertteh SG

To turn around companies, or improve your business profitability within 3 months.

Register for Call-Centre Process Management training course as advertised in Classified ad every Friday/Saturday in Straits Times from 16.2.2007 under "Business Opportunity".

Only S$30.00. Free book. Bring your thumb drive to download system.

Saturday/Sunday 2.00 - 5.00 pm. Satisfaction guaranteed. Interested : register at [email protected]

alexkusu SG

tis thread...

is 2+ years old Shocked

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