International Journal of Lean Six Sigma最新文献

{"title":"The growing gap between lean production and digital lean tools","authors":"M. Holmemo, E. H. Korsen","doi":"10.1108/ijlss-05-2022-0119","DOIUrl":"https://doi.org/10.1108/ijlss-05-2022-0119","url":null,"abstract":"\u0000Purpose\u0000This paper aims to gain empirical insights into the relationship between lean production and digitalization within Industry 4.0 from a process-theoretical perspective. Following an initial report at the European Lean Educators Conference 2021 conference, the authors searched for explanations as to why digital lean tools stagnate, whereas production improves continuously.\u0000\u0000\u0000Design/methodology/approach\u0000This paper is based on a qualitative case study in a Norwegian processing industry company over a period of 18 months from 2020 to 2022.\u0000\u0000\u0000Findings\u0000Process theory offers explanations of why digitalization and lean can change over time. Despite agile development, digitalization is still characterized by centralization and programmatic planning. Lean production is decentralized, with long-term and continuous change processes. This creates challenges for coordination between digitalization and lean.\u0000\u0000\u0000Practical implications\u0000Organizations should strive for coordination and collaboration between central and local decision makers and between digital and business process competence. Digital systems should have built-in flexibility for local setup, and local managers need sufficient competence to set up systems that are aligned with continuous improved production.\u0000\u0000\u0000Originality/value\u0000This study contributes empirical insights into real-life industry challenges to a literature that has until now been theoretical and focused on potential synergies.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45535464","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring knowledge work waste in public emergency services using the AHP algorithm","authors":"F. P. Santhiapillai, R. Ratnayake","doi":"10.1108/ijlss-08-2022-0172","DOIUrl":"https://doi.org/10.1108/ijlss-08-2022-0172","url":null,"abstract":"\u0000Purpose\u0000This paper aims to explore knowledge work waste and defines the priorities for enhancing performance and productivity in policing and prosecution services (PPS), especially in the crime investigation process (CIP).\u0000\u0000\u0000Design/methodology/approach\u0000Using the analytic hierarchy process (AHP), a case study of a Norwegian police district is examined to identify and prioritize the most performance-vulnerable crime investigation unit, using the adapted knowledge work waste as the performance metric.\u0000\u0000\u0000Findings\u0000Nine waste categories and 15 subcategories are identified and understood within a two-dimensional network of managerial and operational waste adapted for the PPS. The AHP helps classify levels of priority for each knowledge work waste and orderly prioritization of crime investigation units.\u0000\u0000\u0000Research limitations/implications\u0000The findings have limited generalizability, as they are based on a single Norwegian police district. This warrants research on the wider applicability of the adapted waste categories and approach.\u0000\u0000\u0000Practical implications\u0000This study can support public managers in implementing lean thinking and identifying the most prominent wastes in a complex system. In this context, processes and operations are among the factors dominated by knowledge work and are dependent on multiple stakeholders, cross-functional activities and interdisciplinary collaboration, which is more challenging to measure systematically and quantitatively than in a manufacturing environment.\u0000\u0000\u0000Originality/value\u0000This study contributes to the gap in lean thinking literature by advancing the knowledge on the adaptation and application of the foundational principles of lean thinking in the PPS and CIP.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42620774","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Lean innovation training and transformational leadership for employee creative role identity and innovative work behavior in a public service organization","authors":"Amy B. C. Tan, Desirée H. van Dun, C. Wilderom","doi":"10.1108/ijlss-06-2022-0126","DOIUrl":"https://doi.org/10.1108/ijlss-06-2022-0126","url":null,"abstract":"\u0000Purpose\u0000With the growing need for employees to be innovative, public-sector organizations are investing in employee training. This study aims to examine the effects of a combined Lean Six Sigma and innovation training, using action learning, on public-sector employees’ creative role identity and innovative work behavior.\u0000\u0000\u0000Design/methodology/approach\u0000The authors studied a public service agency in Singapore in which a five-day Lean Innovation Training was implemented, using a combination of Lean Six Sigma and Creative Problem-Solving tools, with a simulation on day one and subsequent team-based project coaching, spread over six months. The authors administered pre- and postintervention surveys among all the employees, and initiated group interviews and observations before, during and after the intervention.\u0000\u0000\u0000Findings\u0000Creative role identity and innovative work behavior had significantly improved six months after the intervention, enabled through senior management’s transformational leadership. The training induced managers to role-model innovative work behaviors while cocreating, with their employees, a renewal of their agency’s core processes. The three completed improvement projects contributed to an innovative work culture and reduced service turnaround time.\u0000\u0000\u0000Originality/value\u0000Starting with a role-playing simulation on the first day, during which leaders and followers swapped roles, the action-learning type training taught all the organizational members to use various Lean Six Sigma and Creative Problem-Solving tools. This nimble Lean Innovation Training, and subsequent team-based project coaching, exemplifies how advancing the staff’s creative role identity can have a positive impact.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49207958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"BIM and lean construction in prefabricated housing construction in China","authors":"Ya-Nan Fang, S. Gao, Yanwu Jiang, Shuquan Li","doi":"10.1108/ijlss-03-2022-0059","DOIUrl":"https://doi.org/10.1108/ijlss-03-2022-0059","url":null,"abstract":"\u0000Purpose\u0000Building information modelling (BIM), lean construction (LC) and prefabricated housing construction (PHC) have individually aroused great attention from academia and industry. However, the integration of LC and BIM in PHC projects has not been sufficiently explored. This study aims to assess the current status of the implementation of BIM and LC in China’s PHC sector given, firstly, that China is a developing country characterised by the world’s largest population and a huge housing market, and secondly, that although China’s PHC is strongly supported by the government, the adoption of BIM and LC in PHC varies.\u0000\u0000\u0000Design/methodology/approach\u0000A mixed approach (questionnaire survey and interviews) is adopted in this study. A total of 127 valid questionnaires were collected. This is followed by interviewing 12 interviewees who are key stakeholders in PHC and hold managerial positions.\u0000\u0000\u0000Findings\u0000The findings of the questionnaire survey show that BIM is more prevalent than LC in PHC projects in China. In addition, the adoption of LC exhibits more maturity in stages associated with production and manufacturing, and logistics and transportation, whereas BIM has seen wider adoption in design and construction. The interviews validated the factors that influence the implementation of BIM and LC in PHC projects in China.\u0000\u0000\u0000Originality/value\u0000The study uses a strengths, weaknesses, opportunities and threats analysis framework to clarify the opportunities, threats, strengths and weaknesses of BIM and LC in China’s PHC and proposes strategies.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44687449","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Application of lean six sigma for yield improvement in the stainless steel industry: a recipe from Türkiye","authors":"Gülçin BİLGİN TURNA","doi":"10.1108/ijlss-02-2022-0049","DOIUrl":"https://doi.org/10.1108/ijlss-02-2022-0049","url":null,"abstract":"\u0000Purpose\u0000This study aims to demonstrate the application of Lean Six Sigma (LSS) at a stainless steel manufacturer in Türkiye for yield improvement.\u0000\u0000\u0000Design/methodology/approach\u0000A qualitative approach consisting of a single descriptive case study was adopted. Both primary and secondary sources were used. The interviews were conducted with the Six Sigma team. In addition, an in-depth review of the project documents was conducted. The “define, measure, analyze, improve and control (DMAIC)” phases were explained by examining the tables, facts and figures. The company’s downgraded rate owing to defective materials was 0.21%. Root causes were detected in the tension unit, carpet cleaning, coating unit, film surface and cleaning of the rolls. Therefore, improvements were taken accordingly.\u0000\u0000\u0000Findings\u0000The rolled throughput yield was 99.05%, and the defect rate was reduced to 0.08% after implementing LSS, which provided statistically proven results and a direct reflection on customer satisfaction.\u0000\u0000\u0000Originality/value\u0000To the best of the author’s knowledge, this is the first case study examining the application of LSS to improve the yield of a medium-sized stainless steel company in Türkiye.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47544339","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A hybrid approach to enhancing the performance of manufacturing organizations by optimal sequencing of value stream mapping tools","authors":"Sameer Kumar, Yogesh Marawar, G. Soni, V. Jain, A. Gurumurthy, R. Kodali","doi":"10.1108/ijlss-03-2022-0069","DOIUrl":"https://doi.org/10.1108/ijlss-03-2022-0069","url":null,"abstract":"\u0000Purpose\u0000Lean manufacturing (LM) is prevalent in the manufacturing industry; thus, focusing on fast and accurate lean tool implementation is the new paradigm in manufacturing. Value stream mapping (VSM) is one of the many LM tools. It is understood that combining LM implementation with VSM tools can generate better outcomes. This paper aims to develop an expert system for optimal sequencing of VSM tools for lean implementation.\u0000\u0000\u0000Design/methodology/approach\u0000A proposed artificial neural network (ANN) model is based on the analytic network process (ANP) devised for this study. It will facilitate the selection of VSM tools in an optimal sequence.\u0000\u0000\u0000Findings\u0000Considering different types of wastes and their level of occurrence, organizations need a set of specific tools that will be effective in the elimination of these wastes. The developed ANP model computes a level of interrelation between wastes and VSM tools. The ANN is designed and trained by data obtained from numerous case studies, so it can predict the accurate sequence of VSM tools for any new case data set.\u0000\u0000\u0000Originality/value\u0000The design and use of the ANN model provide an integrated result of both empirical and practical cases, which is more accurate because all viable aspects are then considered. The proposed modeling approach is validated through implementation in an automobile manufacturing company. It has resulted in benefits, namely, reduction in bias, time required, effort required and complexity of the decision process. More importantly, according to all performance criteria and subcriteria, the main goal of this research was satisfied by increasing the accuracy of selecting the appropriate VSM tools and their optimal sequence for lean implementation.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49362614","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Mediating role of lean management on the effects of workforce management and value-added time in private hospitals","authors":"Selim Ahmed, Shatha Hawarna, Ibrahim Alqasmi, Dewan Mehrab Ashrafi, Muhammad Khalilur Rahman","doi":"10.1108/ijlss-05-2022-0102","DOIUrl":"https://doi.org/10.1108/ijlss-05-2022-0102","url":null,"abstract":"\u0000Purpose\u0000This study aims to investigate the mediating role of lean management on the relationship between workforce management and value-added time in private hospitals. This study also investigates the direct influences of workforce management and lean management on the value-added time of the hospitals.\u0000\u0000\u0000Design/methodology/approach\u0000This study applied a quantitative approach to obtain data from the private hospitals’ staff in Peninsular Malaysia. A self-administered survey questionnaire was used to collect data from 287 hospital staff using a stratified random sampling method. The partial least squares structural equation modeling (PLS-SEM) approach was used to determine the internal consistency, reliability, validity of the constructs. The PLS-SEM method was also used to test the hypothesised research model via SmartPLS 3.3.4 version.\u0000\u0000\u0000Findings\u0000The findings of the study indicate that lean management has a direct and significant effect on the value-added time of private hospitals. The findings also revealed that lean management significantly mediates the relationship between workforce management and value-added time in private hospitals. The analysis of the results indicates that both workforce and lean management have a significant impact on the value-added time of the hospitals.\u0000\u0000\u0000Practical implications\u0000This study provides empirical contributions to enhance the quality of workforce management, lean management and value-added time. The findings of this study provide valuable insights into how effectively managing the workforce and providing guidelines to augment the lean management practices can ensure value-added time in Malaysian hospitals and the overall health-care industry. The lean management framework provides useful insights for the policymakers to understand the significance of workforce management, lean management on ensuring value-added time through reducing waiting times, unnecessary delays, generating a higher degree of patient safety, satisfaction and loyalty.\u0000\u0000\u0000Originality/value\u0000The research findings provide some essential indications for the health-care service providers to understand how the lean management approach can be implemented to enhance value-added time and how lean management can play a mediating role in creating a link between workforce management and value-added time in hospitals. This study also contributes to the theoretical and practical perspectives. The present study contributes to a better understanding of workforce management and lean management in health-care sectors from theoretical and practical perspectives.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42660685","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Application of six sigma through deep learning in the production of fasteners","authors":"M. Altug","doi":"10.1108/ijlss-08-2022-0191","DOIUrl":"https://doi.org/10.1108/ijlss-08-2022-0191","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study was conducted at an enterprise that produces fasteners and is one of the leading companies in the sector in terms of market share. Possible defects in the coating of bolts and nuts either lead to products being scrapped or all of the coating process being repeated from beginning to end. In both cases, the enterprise faces a waste of time and excessive costs. Through this project, the six sigma theory and its means were effectively used to improve the efficiency and quality management of the company. The selection of the six sigma project has also contributed to the creation of various documents to be used for project screening and evaluation of financial results.\u0000\u0000\u0000Design/methodology/approach\u0000Six sigma is an optimization strategy that is used to improve the profitability of businesses, avoid waste, scrap and losses, reduce costs and improve the effectiveness of all activities to meet or exceed customers’ needs and expectations. Six sigma’s process improvement model, known as Definition-Measurement-Analysis-Improvement-Control, contributes to the economic and technical achievements of businesses. The normal distribution of a process should be within ±3 sigma of the mean. This represents a scale of 99.7% certainty. However, improving the process through the utilization of the six sigma rule, which accepts normal variabilities of processes twice as strict, will result in an error rate of 3.4 per million instead of 2,700 per million for each product or service.\u0000\u0000\u0000Findings\u0000Using six sigma practices to reduce the costs associated with low quality and to increase economic added value became a cultural practice. With this, the continuation of six sigma practices throughout the Company was intended. The annual cost reduction achieved with the utilization of six sigma practices can be up to $21,780. When time savings are also considered, a loss reduction of about $30,000 each year can be achieved. The coating thickness efficiency increased from 85% to 95% after the improvements made through the six sigma project. There is a significant increase in the efficiency of coating thickness. In addition, the coating thickness efficiency is also close to the target value of 95%–97%.\u0000\u0000\u0000Originality/value\u0000The results of the study were optimized with the help of deep learning. The performance of the model created in deep learning was quite close to the actual performance. This result implicates the validity of the improvement work. The results may act as a guide for the use of deep learning in new projects.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42932982","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The financial implications of XPS: an organizational learning perspective","authors":"Torbjørn Hekneby, Daryl Powell","doi":"10.1108/ijlss-05-2022-0099","DOIUrl":"https://doi.org/10.1108/ijlss-05-2022-0099","url":null,"abstract":"\u0000Purpose\u0000This study aims to investigate the impact of a company-specific lean program (a so-called company-specific production system [XPS]) on the company’s financial performance. This study analyzes data from the implementation of XPS in multiple plants of a multinational corporation and examines the results through an organizational learning lens.\u0000\u0000\u0000Design/methodology/approach\u0000This study adopts a longitudinal single-case design to investigate a Norwegian multinational company in the process industry, producing silicon for the global market. The company has developed, implemented and institutionalized its own XPS since 1991. The program has directly contributed to extensive cost reduction and significantly strengthened the organization’s competitive position.\u0000\u0000\u0000Findings\u0000The findings of this study show a link between organizational learning and the improvement of financial results in the organization. This study presents a sand cone model that illustrates how the development and deployment of an XPS through individual- and orchestrated learning subsequently created a common platform for institutionalized learning within and across the multinational organization. This organizational learning capability managed to tie the company’s continuous improvement efforts directly to the improvement of cost levels throughout the value chain.\u0000\u0000\u0000Practical implications\u0000The practical implications of this work are significant, as this study uncovers the importance for managers to consider both individual-, orchestrated- and institutionalized learning (within and across a multinational network) when designing and implementing XPS to drive the improvement of an organization’s financial performance.\u0000\u0000\u0000Originality/value\u0000Documenting the financial impact of such programs is a common challenge. Therefore, the insights presented in this research are of value to both researchers and practitioners, in particular, managers and executives in large multinational organizations.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48751692","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Implementing and sustaining lean, buyer-supplier role, and COVID-19 pandemic: insights from the garment industry of Bangladesh","authors":"Imranul Hoque, Malek Maalouf, Moutushi Tanha, Md Shamimul Islam, M. Alam, M. Sarker","doi":"10.1108/ijlss-05-2022-0103","DOIUrl":"https://doi.org/10.1108/ijlss-05-2022-0103","url":null,"abstract":"Purpose This study aims to explore the challenges in implementing and sustaining lean in garment supplier factories and the buyer–supplier role in mitigating lean barriers in a typical situation and pandemic. Design/methodology/approach Following a qualitative research approach and multiple embedded case study method, data were collected through in-depth interviews with senior managers of one lead buyer and their four key garment supplier factories in Bangladesh. Within and cross-case analysis, techniques were applied to understand the context-oriented lean challenges and buyer–supplier role in mitigating the challenges. Findings The study findings demonstrate that garment suppliers are less prepared and unsystematic in lean implementation having limited capabilities and less preparation. Moreover, they have limited support from buyers, less commitment from top management and employee resistance to implementing lean. Lean challenges become more intense because of the COVID-19 pandemic. However, buyer–supplier responsible, cooperative and collaborative behaviour can mitigate lean challenges. Research limitations/implications Whereas many stakeholders may be responsible for lean challenges, this study explores dyadic role between buyer and supplier only based on a single lead buyer and their four suppliers. Hence future studies could consider more buyers and suppliers for a holistic understanding. Practical implications This study could help buyers and suppliers understand the underlying causes of lean implementation challenges in garment supplier factories and their role in sustaining lean reducing the challenges, particularly in a pandemic. Originality/value To the best of the authors’ knowledge, for the first time, this study depicts how buyer and supplier can play their due roles to mitigate lean challenges in garment supplier factories in a pandemic situation.","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42865780","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}