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Beyond Budgeting Change Case "Logoplaste" in Brasil
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A Nossa EmpresaOs nossos Parceiros
Our Products Logoplaste throughout the World
Logoplaste in numbers
GERAL
Info@logoplaste.com
logoplaste.comwww.logoplaste.com
Transforming an organization's management model from “command and control” to “Beyond Budgeting”: The Logoplaste case
This white paper is based upon a public case presentation held on 21.02.2008at the InterNews seminar “Beyond Budgeting” in São Paulo.
Founded in 1976.
49 plants in Austria, Brazil, Canada, Czech Republic, France, Holland,
Portugal, Spain, England, USA and Asia.
3rd largest container transformer in Europe.
2nd largest container transformer in Brazil employing 450 people.
1st in integrated operations in Brazil and Europe.
Approx. 150,000 tons of raw material processed in 2007.
5.5 billions in plastic packaging sold in 2007 throughout the world.
The company: Logoplaste Group
2007: 8 plants
Our organization in South America
A selection of Logoplaste plastic packaging products in Brazil
“There is a need to grow, so that we do not disappear (...) The sheer size of this sector is a driving competitive factor.”(Alexandre Relvas, FIEP Conference, February 2002)
Our goal:• “.. 15% annual growth rate in each country”• “A new contract every year, in each country”(Annual Report 2006)
Logoplaste in the FutureTransforming the model to achieve the board's goals:“Competitiveness – Growth – One Logoplaste”
The board's vision for the company's future
Why should we change?
Conclusion: Given the historic results recorded by Logoplaste over the last five years, it is not possible to meet the goals set by the Board (15% per year), if we do not make significant changes.
• Our profitability has decreased over time (greater customer demands are not reflected in the price).
• We are overly reactive to customer demands
• We have lost market space and have not developed the market. • Is our price too high? • Is our structure too expensive? • Are we efficient?• How long can we stand this?
• We lack agility in responding to the market, resulting in missed opportunities.• “Paternalism” from Headquarters in Europe has created a comfort zone,
excessive job stability and bureaucracy in the decision making process.
• We are not regarded as a leading company within our sector in Brazil, today.
Oct/07: How the story began...
Seminar “Leading people and teams –new concepts for the 21st century”Participation: ManagersSpeaker: Niels Pflaeging – Director of the Beyond Budgeting Round Table
10/17/2006
Information Age
1980 1990 2000 2010 2020 2030
Highly competitive, unpredictable
Abrupt/unpredictable change
Demanding employees
Short life cycles
Price pressure
Disloyal customers
Transparency
Spe
ed o
f Cha
nge
Our urgency: The world has changed!
• Recently installed capacity at one of our units is already smaller than what the client needs
• Continuous production re-scheduling• Constant changes in new project assumptions
• Product life spans: from eight years to three years (with impact on investment)
• Demand from customers for greater innovation on the part of Logoplaste
• Strike at one of our units (Nov/07)• Demand for “positions&salaries“ policy
and more recognition
• More complicated contract renewals• More competitive electronic bids • R$ 1.5 MM in Technology and Change
Investments in 1 year
• One project was passed on to our competitors by partner-customer
• Lost 18MM PET containers from our customer• Electronic bids
• ERP Restructuring project• Internal and external audits
Information Age
1980 1990 2000 2010 2020 2030
Critical Success FactorsHighly competitive, unpredictable
Fast response
Best place to work
Innovation
Operational excellence
Customer relationship
Ethical behavior
Abrupt/unpredictable change
Demanding employees
Short life cycles
Price pressure
Disloyal customers
Transparency
Spe
ed o
f Cha
nge
Today's Critical Success Factors (CSF) require “freedom”
All are important today!
Extension of the decentralized model throughout operations
Alternative path:Transformation, based on radical decentralization, leadership and process change.
Foundation Several decades oldTime Scale –increasing age of the organization
Low degree of decentralization/ empowerment. Out of sync with today's critical success factors!
DifferentiationPhase
IntegrationPhase
But we have gone down a different path: “Classic” and “alternative” paths for an organization's evolution
Classic path: Bureaucratization and functional differentiation, owed to growth and application of “tayloristic“ principles
Pioneering Phase
High degree of decentralization/ empowerment. Aligned with today's critical success factors!
Classic path: Stagnation within the tayloristic model
Alternative path: Maintenance of an empowerment and confidence culture
This is our path now!
Importance of management model: Most organizations use the “management model” that has been designed for efficiency....while the problem today is complexity*.
* Multiple critical factors for competitive success that include efficiency
Creating adaptive organizations:“The secret of success is not being able to predict the future and create an organization that prospers in the unforeseen future.”
Michael Hammer
Critical Success Factors (CSF)
Management control cycle
StrategyStrategy
Strategic Learning cycle
ControlControl
Traditional management processes from the command and control model are “straightjackets.”
“Fixed”performance
contract
“Fixed”performance
contract They conflict with our
Critical Success Factors!
Our entire management model actually restricts performance
Examples of non-alignment
• Delays caused by excessive planning processes
• Innovation is asphyxiated by central bureaucracy
• Budget mentality: ‘spend it or lose it’
• Incentives created short-termism
• Motivation is extrinsic rather than intrinsic
• Individualism causes dysfunctional and even unethical behavior
Success factors
• Fast response
• Innovation
• Operations excellence
• Close customer relations
• The best people
• Ethical behavior
• Financial performance • Inferior financial performance
When pressure increases, the problems get worse!
The Beyond Budgeting model: Rooted in science and in practice.
Sciences: Thought leaders(selected)
Practice: Industry leaders
(selected)
Complexity theories
Social sciences & HR
Leadership & Change
Strategy & performance management
Manufacturing
Distribution
Services
Government & Not-for profit
• Charles Horngren• Henry Mintzberg• Gary Hamel• Jeremy Hope• Michael Hammer• Thomas Johnson• …
• Stafford Beer• Margareth Wheatley• Niklas Luhmann• Kevin Kelly• Ross Ashby• Joseph Bragdon• …• Douglas McGregor
• Chris Argyris• Jeffrey Pfeffer• Stephen Covey• Viktor Frankl• Howard Gardner• Reinhard Sprenger• …
• Peter Drucker• Tom Peters• Charles Handy• John Kotter• Peter Senge• Thomas Davenport• Peter Block• …
Source: Niels Pflaeging/BBTN
Fonte: www.bbrt.org
• ABB • ABC Technologies • ACCO Europe • ACNeilsen • Accenture • Alcan Packaging• Alstom • American Express• Anheuser Busch • Archstone Consulting • Armstrong-Laing • Andersen • Ascom • Barclays Bank • BT Group • Burmah Castrol • BG Transco • Boots The Chemists • Cadbury Schweppes • Charles Schwab• CIBC• CIMA • CITB • Clariant International • Cognos • Coors Brewers • CorVu• CSIRO Livestock
• De Beers • DFW Airport• Diageo • Deutsche Bank • Deloitte & Touche ERS • DHL • EADS• eNiklas • Ernst & Young • EBRD • Exelon• Halifax • Hammond Suddards • HON Comp.• Housing Associations • HP Bulmer • Hyperion • IBM-BCServices• Ingersoll Rand• Interbrew UK • International Finance • Johnsonville Sausage• Kaiser Permanente• Kingfisher • KPMG Consulting• Mars Confectionery• Port of Tyne Authority • MasterCard
• Maxager• Mencap• Millipore Corp.• National Power • Navigant Consulting • Novartis • Omgeo LLC • openBC (agora: XING)• Park Nicollet Health
Services• Parker Hannifin • Pentland Group • proDacapo • Puget Sound Energy• Priority Health• Resorts World• Royal Mail • Rugby Group • Sainsbury's
Supermarkets• SAS Performance
Management • Schneider Electric • Schwan Food• Scottish Enterprise • Siemens • Sight Savers Intl. • SKF
• Softlab• Solver Inc.• Southco• Standard Life • Statoil• Stratature• T-Online• TelecomNewZealand• Texas Instruments • Thames Water • The World Bank • ThinkFast Consulting • Time Warner Telecom• TPG • UBS AG • United Engineering
Forgings • Unilever• US Analytics • Vaisala Oy• Valmet Corporation • Verisign• Wachovia Corp• Welsh Devel. Agency• West Bromwich
Building Society • Wright Williams&Kelly• ...
“Command and control“ and budgetary management: widely recognized as a problem: BBRT membership between 1998 and 2007
Learning more about Beyond Budgeting: pioneering organizations we met, visited, researched or interviewed
- Each one of these companies has developed its own, unique management model, according to its reality.
- However, all of these organizations share the same principles for decentralized and adaptive leadership (“Beyond Budgeting principles“), including clearly defined values, relative performance contracts and result-orientation, aligned with the reality of the “Information Age.”
LOGOPLASTE 27
½B@2010: An ambitious Transformation Program aimed at building the foundations for Logoplaste 2010 centred around 5 themes…
Company-oriented
Align Minds!Align Minds!Align Minds!Think Differently/
Disruptively Innovate!
Think Differently/ Think Differently/ Disruptively Disruptively
Innovate!Innovate!
Nurture our Talent!
Nurture our Nurture our Talent!Talent!
Pursue Commercial
Aggressiveness!
Pursue Pursue Commercial Commercial
Aggressiveness!Aggressiveness!
Reshape the Way We Organize!
Reshape the Way Reshape the Way We Organize!We Organize!
Market-oriented
Critical success factors in today's world
Best for doing business2. Close customer relations
3. Fast response
4. Innovation
5. Operations excellenceBest place to work
1. Best people and teams
Best to invest in7. Creation of greater
sustainable value
Best for the community6. Effective governance
The common factor among pioneering companies: There is a conviction that stakeholders´ interests actually are united within a virtuous cycle, integrating today´s critical success factors within one mental model.
Feb/07: Management workshop and Beyond Budgeting diagnostic
February/2007 Workshop at Logoplaste Duration: 1 day.Participation: Directors and Managers.Workshop facilitators: Valeria Junqueira, César Souza, Niels Pflaeging.BBRT Diagnostic Survey conducted on-line.
D x V x S > R
A formula for change: How transformational change can be achieved
• Dissatisfaction
• Vision
• Strategy & Steps (change strategy and the first steps)
• Resistance
The BBRT online diagnostic: assessing your perception of the firm, in relation to the “Beyond Budgeting” model
Our diagnostic survey results: A first ‘case for change’(Step 1: “Create a sense of urgency”)
Dissatis-faction Vision Re-
sistanceStrategy & Stepsf( x ) > x
Culture = Habits, beliefs, values, modus operandi
Mapping the organizational culture –an analyses of necessary and desired changes made by the team
Acquire EliminateConsolidate
CommunicationInitiativeAccessibilityExtension
Closer relations withcustomers (internal andexternal)
Commitment
SpeedAgility
InnovationPro-activity
DepartmentalizationFeudalism
Communication failures
Reactivity
Lack of commitment withfinal overall result
Prima Donnas
Customer solution
Service Provider Concept
Commitment to the company
Individual competencies
Focus on businessprofitability
How to change: Documenting the top management's commitment to change, early-on.
References
3.Beginning
2.Neutral Zone
1.Ending
Individual change process according to
William Bridges“Double Helix Transformation Framework“Source: Niels Pflaeging/BBTN
Creating profound change, based upon a structured process that encompasses both organizational and individual change
3.
Develop a vision and strategy
4. Communicate the change
vision
5. Create
empower-ment and
broad based action
6. Generate
short term gains
7. Consolidate gains and produce
more change
8. Anchor new approaches
in culture
1.Establish a sense of urgency
2. Create a
coalition that will guide
the program
Organizational changeprocess according to
John Kotter/HBS
References
References
Workshop “Building a vision for change”• Participation: Directores and Managers • Duration: 2 days• Consultants: Niels Pflaeging and Roberto Ebina
Mar/07: Managerial workshop “Building a vision“
Managerial workshop “Building a vision“
Descriptive vision of what we think about as an organization:How we envision our company within 3-5 years
• “We want a decentralized company, run by an inspiring group of leaders, people who can form new leaders to face uncertain situations which the future will certainly bring.”
• “It will be one of the 10 best companies to work for and will make professionals feel attracted enough to want to work for it.”
• “It has a fantastic and transparent information system that enables quick responses and ready solutions anchored to the desire to continually improve.”
• “The people are happy. There is a culture of innovation and creativity, which serves as a market benchmark.”
• “Our management model is talked about throughout the market as a benchmark to be copied. We are asked to bring this experience to other units in other countries and to our surprise the parent company as well.”
• “People will enjoy working at Logoplaste.”
Questions raised by the participants
• “Who will be the teams closest to the customers at Logoplaste? This is an answer that must be found over the short term as well as the level of autonomy they should have.”
• “How do we connect the center and the outside, leading and not managing? This cannot be done by command and control.”
• “How can we create dialogue and transparency among 100% of the people at Logoplaste? Without transparency, there is no change. Several measures refer to transparency.”
• “How can we turn people who occupy space into the enterprising people they deserve?”
• “How do we put an end to our own arrogance?“
Apr/07: Beyond Budgeting conference in São Paulo and visit from Robin Fraser (BBRT) at Logoplaste
e
• Conference: Presentations by BBRT directors related to the Beyond Budgeting concept, and case companies that have achieved success because “they apply a totally different model” (Toyota, Google, Egon Zehnder and Handelsbanken).
• BBRT meeting (www.bbrt.org) with discussions on transformation hosted at Logoplaste´s head office in Brazil.
At Logoplaste Brazil, Beyond Budgeting gets a new brand:“Decentralize – Lead - Grow”, or DLC
“Make sure that a strong group can be relied upon to direct the first changes and who have leadership skills, availability to act, credibility, communication skills, authority and analytical competency.” John Kotter
Forming a Guiding Coalition that will lead the change initiative(Step 2: “Forming the guiding coalition”)
Members of the Guiding Coalition:
June/2007:1. Andreia Gil2. Carlos Reis3. Eugénio Barroso4. José Pilão5. Júlio Fontana6. Oldecir Antunes7. Ricardo Fagionato8. Silvio Carvalho9. Valéria Junqueira
March/2008:1. Andreia Gil2. Carlos Reis3. Eugénio Barroso4. Hideko Teruya5. José Pilão6. Júlio Fontana7. Morivaldo Souza8. Oldecir Antunes9. Paulo Finardi10. Reginaldo Souza11. Ricardo Fagionato12. Silvio Carvalho13. Valéria Junqueira
Jun/07: Putting a guiding coalition together
The Guiding Coalition's mission:• Write a first draft of the “Change Manifesto” (“Version 1.00”).• Lead the transformation process, in order to assure success. • Involve and influence people to assure implementation of actions. • Initiate and support DLC Task Forces. • Create internal communication platforms to explain and represent DLC,
and to align ideas.• Continuously measure “process temperature” and stand up to resistance.
Aug-Nov/07: Leadership development activities
• Aug/07: Team Building Workshop Participants: Directors and Managers
• Module I – Leadership self-awareness(Create self-awareness for devolved leadership)
• Aug/2007: Managers and directors• Sep/2007: Supervisors and plant forepersons
• Module II – Leadership returned and formation of high Performance teams(Understand and practice devolved leadership and envision the decentralized model)
• Oct/2007 – Managers and directors• Nov/2007 – Supervisors and forepersons
Julho/2007 Workshop Team Building
Aug/07: Team-building workshop with full management team
* Kotter
Participants: Directors and Managers Objectives:• Create understanding of the group for the
need to work as a team • Identify the first steps of change
Jun/07 to Feb/08: Writing up the “Change Manifesto”(Step 3: “Define the change vision and strategy“)
The document's structure and contents:
1. Urgency for change at Logoplaste do Brasil(or: “Why we need to change now!”)
2. Our vision for change (or: “What do we want to be”)
3. Business model and values that are consistent with our company (reason for being, limits etc.)(or: “What will guide us as a firm and as people”)
4. Our strategy for change(or: “What will we do”/“How will we get there”)
5. What will we do so that we will not fall back into the old model and so that the model continues to remain on the minds of people? (or: “How can we guarantee that this will work?”)
6. Final comments: What do we get out of this?
The change manifesto
The change manifesto: On hierarchy and human nature
“Why is it that every time I need a pair or arms, there is a brain that comes with it?”
(Henry Ford)
“Motivation and the potential to develop, a capacity to assume
responsibility, all that is present in all people. It´s not the executives
who induce these qualities.”(Douglas McGregor,
Harvard Business School, 1960).
Theory X Theory Y
The change manifesto: Explaining the principles of a model beyond “command and control”
Pro
cess
es
Goals andrewards
Planning and controls
Resources andcoordination
Lead
ersh
ip
Customers and responsibility
Performance and freedom
Governance and transparency
Goals related to continual improvement
Rewards related to company results
Continuous and inclusive planning
Compare performance against actuals
Resources on demand
Coordinate dynamic interactions
Customer focus
Responsible teams
Performance culture
Autonomy and responsibility
Clearly defined objectives and values
Open and shared information
Do this!
Fiscal year fixed goals
Reward local fixed goals
Top down annual planning
Variations against fixed plans
Annual budget allocations
Departmentalization
Focus on the boss
Centralization
Inspired by the past
Adherence to fixed plans
Impose objectives
Restrict information
Not that!Principles
Source: BBRT
6 devolvedleadership principles
6 adaptive management process principles
3) Grow: company growth depends on the individual
2) Lead: Influence people to work as a team and at their maximum capacity
1) Decentralize: create a chain of collaboration and empower people
4) Be transparent: ethics in relationships, information and experience
5) Respect: Do not discriminate. Do not be biased. Paternalistic attitudes are against our principles.
6) Dialogue: Talk as equals to equals. Work as a team, share.
7) Consult: Apprenticeship attitude, you cannot know it all, all of the time.
8) Dare: Everything can be improved, risk, challenge surpass limits
9) Work with zeal: Happiness is contagious; celebrate conquests.
10) Act as an entrepreneur:feel as if you owned the business, foresee problems and opportunities.
The change manifesto: 10 guiding principles (or key values), in line with principle # 5 of the model
“To serve as a guide for all actions by all people at Logoplaste, in any situation.”
New model (supports complexity)(“DLC”/“Beyond Budgeting“)
Traditional model (supports efficiency)(“Taylorism”)
Decentralizednetwork,
“Sense andrespond“
Centralizedhierarchy,
“command andcontrol“
Dynamic Coordination
Relative Performance
Contracts
Relative Performance
Contracts Dynamic Processes
Fixedprocesses
StrategyStrategy
ControlControl
Fixed performance
contracts
Fixed performance
contracts
Six criticalsuccess factors
• Fast response
• Innovation
• Operations excellence
• Close customer relations
• The best people
• Ethical behavior
The change manifesto: The firm as a “collaborative network” (with decentralized decision-making power and “devolved” leadership)
The Tandem Bicycle concept enables involvement of all persons in the change process, encouraging dialogue among the 450 people at Logoplaste in Brazil.
Sep/07: Spreading DLC with “tandem bicycles”(Step 4: “Communicate to achieve understanding and acceptance“)
* Kotter
Our change scorecard
Nov/07: “Breaking the pyramid” at one of our eight plants
DLC - DESCENTRALIZAR, LIDERAR E CRESCER
Nosso modelo de gestão é estruturado em célulasauto-gerenciáveis e descentralizadas que regem
através dos seguintes princípios:
1º. Somos responsáveis pela Qualidade
2º. Somos intolerantes com o desperdício
3º. Somos responsáveis por cumprir o programa - assegurar a produção
4º. Somos responsáveis pelo que prometemos
5º. Seremos ágeis, simples e eficientes em todos os processos e combateremos toda forma de burocracia
6º. Trabalharemos como um verdadeiro time, mantendo espírito de equipe, gerando dinâmica e sinergia - “somos solidários”
7º. Nos comprometemos a compartilhar experiência e desenvolver pessoas
8º. Somos parte do problema e da solução
9º. Nós praticaremos a melhoria continua e estimulamos o ambiente de participação e criatividade - “nenhuma idéia pode ser censurada”
10º. Somos transparentes em todas as nossas comunicações
11º. Informações disponíveis com transparência
12º. Somos francos e éticos em todas as nossas atitudes
DLC - DESCENTRALIZAR, LIDERAR E CRESCER
Nosso modelo de gestão é estruturado em célulasauto-gerenciáveis e descentralizadas que regem
através dos seguintes princípios:
1º. Somos responsáveis pela Qualidade
2º. Somos intolerantes com o desperdício
3º. Somos responsáveis por cumprir o programa - assegurar a produção
4º. Somos responsáveis pelo que prometemos
5º. Seremos ágeis, simples e eficientes em todos os processos e combateremos toda forma de burocracia
6º. Trabalharemos como um verdadeiro time, mantendo espírito de equipe, gerando dinâmica e sinergia - “somos solidários”
7º. Nos comprometemos a compartilhar experiência e desenvolver pessoas
8º. Somos parte do problema e da solução
9º. Nós praticaremos a melhoria continua e estimulamos o ambiente de participação e criatividade - “nenhuma idéia pode ser censurada”
10º. Somos transparentes em todas as nossas comunicações
11º. Informações disponíveis com transparência
12º. Somos francos e éticos em todas as nossas atitudes
• Urgency for action in the unit is identified by DLC guiding coalition
• 22/23 November – initial event held at unit with 19 people from different areas of the local team
• Transparency in relation to changes to be made (by commercial director)
• “Museum” exercise and Knowledge Turntables create urgency and vision for new model
• 28 November – local guiding coalition meeting• group being formed by plant manager• outline of the new model is developed
• Detailed preparation of future cell structure, including job analyses and functions during work sessions (local guiding coalition)
• Weekly work meetings/follow-up by local guiding coalition (“on Tuesdays“), supported by coalition support group
• Action groups against waste are being formed
“Breaking the organizational pyramid “ at a production plant: Designing a new, networked model for a 130-people unit
• Unit (local) guiding coalition team develops new structure, helped by the central guiding coalition;
• Members of other plants take part in the process;• At local coalition meetings, real examples from the plant
are discussed in detail.
Designing the model in a production unit at a client site and making it work, by involving a local guiding coalition
Designing a networked organization structure for a 130-people unit – an example
Cell 1Former serigr.and Production
line No.1
Cell 1Former serigr.and Production
line No.1
Cell 2Former
productionline No.2
Cell 3Former
production lines Nos.3/4
Cell 4Former
productionline No.5
Cell 5Former
production line No.6
Support cell II
Support cell I
(rest of former departments)
Supportcell III
“Team”(all cells within a unit)CustomerCustomer
ShareholdersShareholders
MarketMarketCompetitionCompetition
BanksBanks
What characterizes a “cell”, within the model?• It contains several functions,
roles and duties, which would be traditionally separated into different departments. A cell integrates functions and roles
• It offers and sells products and/or services on its own, and is independent in its decisions about them.
• It is customer focused, in that it responds to internal or external clients, not to hierarchy.
• It is held accountable by the company leadership and is responsible for it’s own value creation.
• It applies the 12 Beyond Budgeting principles.
Jan/08: Foundation of further DLC Task Force begins (Step 5: “Empower all others to act”)• Task Force “Cell networks within the plant units”
(“Break the pyramid” – create networks of highly autonomous teams responsible for results)• Task Force “Compensation systems” (reward success based on relative performance)• Task Force “Financial and non-financial reports” (promote open and shared information)• Other Task Forces (TFs) and Work Groups (WGs) to be created:
“TF Cell Network in the main office“, “WG Waste reduction” at units and head office
3.
Develop a vision and strategy
4.
Communi-cate the change vision
5. Create
empower-ment and
broad-based action
6. Generate
short-term gains
7. Consolidate gains and produce
more change
8. Anchor new approaches
in culture
1.Establish a sense of urgency
2. Create a
coalition that will guide the
program
Organizational changeprocess according to
John Kotter/HBS
Apr/08: Ready to put steps 4, 5 and 6 of the organizational change process into action
• Prepare improvement plans at cells;• Attack waste;• Create rational system of variable
compensation;• Eliminate some departments.
• Create mechanisms to test new ideas and solutions;
• Practice waste elimination culture;• Leadership becomes challenging and
is monitored.
• Publish the manifesto;• Run more “tandem bicycles“• Create on-line discussion forum.
• Map and remove areas of resistance; • Create a network of cells and local coalitions for change.• Install DLC Task Forces and work groups.• Make information accessible for decision making processes.• Transfer knowledge and technical competencies to the cells.
If you want one year of prosperity, plant seeds.
If you want 10 years of prosperity, plant trees.
If you want 100 years of prosperity, plant people.
Chinese proverb
Reinventing Logoplaste´s DNA
A Nossa EmpresaOs nossos Parceiros
Our Products Logoplaste throughout the World
Logoplaste in numbers
GERAL
Info@logoplaste.com
logoplaste.comwww.logoplaste.com
Thank you!
Maria Valéria Junqueiravaleria.junqueira@logoplaste.ind.br
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