quality management theories pdf

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Regarding heterogeneity, it can occur because different professionalsdoctors, nurses, therapists, etc.render services to patients with different needs. and Razek, J.R. (2000) ‘Human factors affecting the, International Journal of Quality & Reliability, G. and Calop, J. and Kikuo, N. (2005) ‘Looking through and beyond the TQM horizon: g improvements in manufacturing performance: i, A.L. and Lory, D.C. Beechler, S. and Yang, J.Z. It examines, how senior managers as leaders are personally involved in ensuring that the, organisation’s quality management system is developed and implemented, and support a. culture of continuous quality improvement. Academia.edu is a platform for academics to share research papers. We propose and articulate a theory of quality management to describe and explain the effects of adopting the Deming management method. who are involved in healthcare service delivery. strategic management. Deming's Theory Deming's theory of Total Quality Management rests upon fourteen points of management he identified, the system of profound knowledge, and the Shewart Cycle (Plan-Do-Check-Act). After the questionnaires were returned, the, The panel members were given one opportunity t, the replies of other members of the panel and extend their responses to the question, were then asked to list the ten most important enablers of quality of healthcare an, each a score between 1 and 10 according to thei. Patients, in general, of healthcare services. Objectives: Hospital performance evaluation helps improve the quality of services, and enhance patients’ health outcomes and satisfaction. 1997) ‘Leadership styles and Deming’s behaviour factors’, (2004) ‘The Delphi technique: a research strategy for career, Journal of Career and Technical Education. Objective This study assess enrollees’ perception of Health care facility’s (HCFs) physical structure and equipment quality across 9 accredited National health insurance/ Health maintenance organisation (NHIS-HMO) providing healthcare facilities within the 3 local government areas in Lagos, Nigeria. (2001) ‘Improving the quality of health care in the United Kingdom. Quality management : theory and application / Peter D. Mauch. Turoff, H.A. bility was related to quality management. Whatever management techniques are used, slimmer, flatter organisations are emerging as ‘right‐size’ and re‐organised organisations. While quality may be of strategic value, organisations can also compete on other strate, timeliness and flexibility. The employee results category examines what, internal customers (employees). T. rates of panel members differed (Table 1). The data were treated with covariance-based structural equation modeling. SCQM integrates the principles of quality management into all th. Quality management is a comprehensive approach to building long-term success for one's company by improving systems, procedures, and attitudes. The paper is literature review based. 2. There is, lity management success factors were then, indicated that quality management experts, ., leadership and customer focus) are more applicable in, creates a quality environment and provides, ormational and participative leadership has, faction. Systemic and comprehensive models should be considered for hospital performance evaluation. Total Quality Management & Business Excellence: Vol. 7/��X��f�}5Ζ�}�AWݭ� U� �lUK Package for the Social Sciences (SPSS 11). This means that quality concepts are integrated into the mission, vision and goals of the organisation, in the form, and in the deployment and evaluation of the actions plans. and Gutek, B.A. (1996) ‘Do Americans have th, Huq, Z. and Martin, T.N. He is known for his ratio - Quality is equal to the result of work efforts over the total costs. Citation: Mosadeghrad AM, Nabizade Z. Many organisations are, improvements in performance (Iaquinto, 19, 1998; and Soltani et al., 2005). (1997) ‘Control: a contested concept in. Consequently, TQM is used interchangeably with other, services, there are a lot of incompatibilities, ructure can pose a significant obstacle to the, ion with the concept of standardisation and, as age and gender, severity of illness, and, s and dependence on the healthcare provider, resist change (Francois et al., 2003; McNulty a, authority and make it difficult for managers to use, ing patients and performing TQM activities, al., 2004). A core definition of total quality management (TQM) describes a management approach to long-term success through customer satisfaction. Bigelow and Arndt (1995), and Counte and Meur, questioned the effectiveness of TQM in th, concluded that there is no evidence to prov, institutions. MANAGEMENT THEORIES IN EDUCATION ... feature which contributes to the quality of the achievement in all fields of human work, as well in education. The delivery of quality services is dependent upon, attached to an organisation will have a greater motivation to make a meaningful, The effective participation of all employees, including physicians, is a critical factor, in successful quality management implementa, Effective employee involvement in quality management activities contribute to the. Total Quality Management (TQM) theory grew out of existing organizational management theories, in part, as a response to the problems in those theories. (2000) ‘TQM as a, Hellstrom, A., Lifvergren, S. and Quist, J. (1997) ‘Implementation of a, International Journal of Management Science, tional change necessary for successful TQM’, nd Ahire, S.L. Responsibility of quality on management and popularized the PDCA cycle.For instance, Craft Guilds established standards to differentiate their goods and safeguard the. It helps identify customers’ and other, results in improved processes which improve, tools and skills such as statistical process, to succeed if the prevailing organisational culture is, formal structures, regulations and reporting, e of healthcare organisations. Hospitals’ efficiency was reported low to moderate. Join ResearchGate to find the people and research you need to help your work. Thirty quality management experts were approached by using a Delphi method to specify the components of an appropriate quality management model. <> These findings indicate that the tangible aspects of healthcare service are significant in health outcomes and should be given priority to ensure consistency in quality health promotion. Quality management ensures that an organization, product or service is consistent. Their interests and, functional orientations do not facilitate a systems approach to quality promotion and, create a situation where management has little control over the most strategic areas where, TQM could yield greater results (Natarajan, Zabada et al., 1998). Quality management, through its focus on continuous improvement, requires a, commitment to learning (Love et al., 2000). indicators such as mortality, medication errors, blood infections and complications rates. Jackson, S. (2001) ‘Successfully implementing to. and Reed, R. (2002) ‘W. processes and outcomes, and a lack of market based competition (Adinolfi, 2003; Buciuniene et al., 2006; Hellstrom et al., 2010; Li, Due to the distinctive nature of healthcare, between the TQM philosophy and the practices on which the. It is important that top management takes a leadership role, exhibits, role model behaviour, shows a strong commitment to quality management, creates a, inspiring vision, establish shared values, set clear goal. associated with nurses. is a theory of quality management underlying the Deming manage-ment method, but at present, this theory is presented in the prescrip-tive form of these 14 points. organisation. Quality management demands employee’s expertise, passion, motivation, persistence, Schalk and Van Dijk, 2005). well into a different sector (i.e., healthcare). If a company is to focus on costs, the problem is that costs rise while quality deteriorates. Managers must, find methods of enhancing the ability of supp, suppliers to initiate total quality by providing training services. quality management in health: making it work’, Reengineering Health Care: The Complexities of Organisational, Commitment in the Workplace: Theory, Research, and, cal and methodological foundations of Delphi’, in. sjsph. Empowerment gives employees the ability, confidence and commitment to take, responsibility and ownership to improve the, manner that encourages continuous learning as well as personal responsibility (Huq and, Martin, 2000). Hospital managers’ and employees’ opinions and concerns should be considered in any attemp to revise the hospital accreditation system. Society results category includ. organisation: a dialogue for change in construction’, McAdam, R. and Kelly, M. (2002) ‘A business, McCabe, D. and Wilkinson, A. ment, three questions should be answered: ews, 2004). Evaluation of hospital accreditation implementation in Iran, Evaluation of hospital performance in Iran, Evaluation of Iranian hospital accreditation system, Comeback workout: QM practices and the health and fitness industry, Effects of a Standardized Care Protocol for Patients with Degenerative Spine Disease, Philosophical and methodological foundations of Delphi’, TQM and Organization of the Firm: Theoretical and Empirical Perspectives, “The Effects of Organizational Context on Quality Management: An Empirical Investigation,”, The impact of quality management practices on performance and competitive advantage, Quality management in large versus small firms, TQM reality check: It works, but it's not cheap or easy, Developing accreditation standards for 24/7 Clinics. Introduction: Good governance results in better health outcomes for the society thorugh improving health system performance. Effective leadership, support for the staff through encouraging education, barriers, and driving out fear. As a result, they do not feel that TQM activities are part of their responsibilities. As illustrated in Figure 3, SCQM is a combination of strategic management. Increased training in job skills. practical understanding in the area of quality. Therefore, it is very important to find cust. Good quality management requires quality actions to be planned out, improved and controlled. (2000) ‘Workforce, Huq, Z. Most complaints were related to lack of human, financial and physical resources. paper) 1. ratings for rounds three and four. The insights gained can clearly help the organisation improve quality. (1991) ‘Total quality management: an idea whose time has come’, J.L., Maisonneuve, H. and Matillon, Y. (2005) ‘How quality im, Øvretveit, J. and Gustafson, D. (2002) ‘E, Piligrimiene, Z. and Buciniene, I. Abstract Differences in cultures, healthcare structures. The actual TQM is a diffuse concept, scriptions, and no generally accepted definition, (Wong et al., 2010). A diagrammatic representation of the SCQM model Enablers, Response rate throughout the Delphi process, The relationships among the constructs of the SCQM model, The demographic characteristics of Delphi panel experts, All figure content in this area was uploaded by Ali Mohammad Mosadeghrad, All content in this area was uploaded by Ali Mohammad Mosadeghrad on Aug 25, 2014, Int. For round one, panel members were asked to l, quality of healthcare on a response form. organisational structure, failure to develop and sustain a quality oriented culture, Sebastianelli and Tamimi, 2003; Seetharaman et, In addition to general barriers to TQM implementation, the failure of TQM in, structure, occupational subcultures, professional. Systems and processes must be, Quality function deployment (QFD) technique, The ultimate measure of an organisation’s, customers satisfied all the time. These principles are used by top management to guide an organization’s processes towards improved performance. and control the quality of products or services. International Journal of Modelling in Operations Management, Developing and Testing a quality management model for Healthcare Organizations, Impact of Quality Healthcare Equipment And Physical Structure on Nhis-Hmo Outpatient Enrollees’ Perception In Lagos Hospitals, Influence of service quality and corporate image on the satisfaction of patients with Brazil’s National Cancer Institute, Empowerment of Women in Panchayati Raj Institutions, Political Empowerment of Women in Panchayati Raj Institutions: An Over View. and Hill, J.P. (1995) ‘Improving hospital performance: Hospital & Health Services Administration. Flynn, B.B., Schoreder, R.G. It allowed many, the knowledge that any one of the individuals possesses (Mitroff and Turoff, experts identified 161 quality management practices (success factors) in the first two, categorised into ten groups that constitute the constructs of a quality manag, emphasised more soft critical success factors for quality management implementation in, healthcare sector. Quality Audit: to verify quality of processes, to seek improvement, identify best practices, reduce overall cost of quality, confirm implementation of approved changes, need quality documentation; Quality Review: to review the quality management plan; change requests are mostly procedural changes (1998), management, and reengineering: one hospital’, Kujala, J. and Lillrank, P. (2004) ‘Total, Lawrence, D.M. value to the customer [Hammer and Champy. commitment and employee performance in China’, Yang, C.C. and Wheeler, J.R.C. The philosophy of both TQM and SCQM is based on prevention not detection. and Zairi, M. (1996) ‘People management: where is the ev, Hansson, J. and Klefsjo, B. The study is quantitative, with data collected from a self-administered structured questionnaire answered by a sample of 434 outpatients of Hospital do Câncer I, the largest and oldest hospital operated by the INCA. This reduces people’s, organisation to make sure they understand the, ammes (Self and Schraeder, 2009). Objective: Hospital accreditation is a systematic external evaluation of a hospital’s structures, processes and results by an independent professional accreditation body using pre-established optimum standards. Theories and concepts in total quality management. Several research, led to improvements in productivity in only within the range of 20% to 35% of the firms. Recognition also reinforces desired, liers to continually improve the quality of, r and provider (Benson et al., 1991; Flynn, tation of quality management successful. manages the full potential of its people, promotes fairness and equality, involves, encourages and enables people to contribute to the achievement of the, examines how the organisation builds relationshi. An, quality through identifying problem areas, highlighting basic causes and establishing, of best practices among departments and acr. Satisfied em, motivation, performance and creativeness, an. Corporate planning, especially popular in the 1980s, has given way to new and dynamic management models. and less to ‘hard’ factors like quality systems, The quality management success factors generated by the panellists were classified into, ten categories: leadership and management, strategic quality planning, total continuous. Design/methodology/approach However, it is difficult to identify customers and satisfy their, needs in health sector. No single group is held accountable, The professional bureaucracy and paternalism (e.g., physician power). Background the USA. This is the Trait Theory. boosting behavioral intentions toward service providers) and can provide sustainable competitive advantage in the health and fitness industry. Deming and Juran began work on TQM in the 1930s and continued shaping the management model into the 1990s. This paper suggests that managers and employees in the health and fitness industry need to provide a sustained and consistent effort into maintaining the interaction with customers. 3, No. (2003) ‘Implementing culture change in, (2006) ‘Critical success factors of total quality, ‘Organisational antecedents to the successful implementation, continuous quality improvement/total quality, ation of the total quality management survey, 2006) ‘Uncovering the faultiness in quality managem, N.S. and Turoff, M. (2002) ‘Philosophi, Moeller, J. Payesh. Wardhani, V., Utarini, A., van Dijk, J., Post, D. Xiong Chen, Z. and Francesco, A.M. (2003) ‘The. The customer results category examines what, its external customers. ����B�%��am��[.��{ؿ)�TU��ú�b+�=�.����(�TM�:��uYԝe����ە�r�;��:�ݥkĚ��Ȫnl/Ď�m��ϖ�t�n�[%�|�,ZC_�����@�~�����N�e����j���oؓ Zg=���VE������e���?�Fa~���o��*&�l�Ahm&p+�.3�����X���x?�p~���o��f����,] v�ۺ���Ko��> (2008) ‘Diffe, Reed, R., Lemak, D.J. lated to employees, customers, suppliers, opment and application of a patient satisfaction, on the implementation of TQM in health care. �7�g:��5�kp����F�������$� Conclusion: The changes applied to Iran national hospital accreditation system did tot satisfy hospital managers. Bass' theory of leadership states that there are three basic ways to explain how people become leaders (Stogdill, 1989; Bass, 1990). This paper also provides a solid conceptual foundation through which managers in the health and fitness industry put more effort in developing the relationship with customers. The theory states that a deviation in the manufacturing process cause low and cheap quality products. International Journal of Services and Operations Management. They believe that TQM is used mainly for cost control, and it is, therefore, applicable only to admini. These findings, however, should be interpreted with caution, As shown in Table 4, the reduction in standard deviation for all categories in the final. Conclusion: Hospital managers are facing time and resources shortage in implementing accreditation. supplier satisfaction and supplier commitment. HD62.15.M377 2009 658.4’013--dc22 2009042044 Supplier results category inclu. Total quality management. Delphi procedure was used to identify the constructs of the quality management model. The results, needs of all relevant stakeholders. The protocol also positively affected patients’ uncertainty and satisfaction with their medical care. and waste in the supply chain (Kaynak, 2003). p. cm. improvement teams are necessary for accomplishing continuous quality improvement. Structural and context, quality management activities in the organisation. Healthcare managers should develop the technical capabilities of employees and, enable them to improve the quality of services continuously. While TQM implementation in healthcare re, and money, its benefits are not certain (Leathe, 2002; Wagner et al., 1999). %�쏢 It looks at the, performance related to employees, customers, sup, SCQM model highlights the importance of supplier results, while this construct of quality, management is missing in TQM models such as EFQM or M, appropriate quality management model for healthcare organisations. and Meurer, S. (2001) ‘Issues in. Delphi study on quality management experts in healthcare. Continuous improvement, management by facts (Dale et al., 2001; McAdam and Kelly, 2002). The different theories of management are: classical, behavioral, quantitative and quality management theory, systematic and contingency management theory. Results: Developing an integrated health system model comprising health system enablers and reults, downsizing and reducing the number of directorates in ministry of health,determining basic principles for regulation, enhancing communication with other external organizations affecting people health, using more evidence in policy manking and planning, developing a strategic plan and national health policy, enhancing leadership, management and etewardship; and developing comprehensive systemic standards for evaluation and accreditation of healthcare organizations are recommened to enhance the effectiveness and efficiency of Iran health system governance. After treatment, participants’ anxiety, depression, uncertainty, and care satisfaction were compared between groups. In implementing quality man, (Francois et al., 1997). Juran (Quality Control Handbook)[2] is also mentioned prominently. We developed and assessed a standardized care protocol for degenerative spinal surgery patients. (1992) ‘Strat, Lemak, D.J., Mero, N.P. (1992) claimed that 80% of TQM initiatives failed to produce any tangible benefits. In these studies, the results’ scores were lower than the enablers’ scores. Unlike in most other ind. These theories are: • Some personality traits may lead people naturally into leadership roles. Total Quality Management Book By Dale H. Besterfield: TQM By Dale H. Besterfield is the most popular book. Then, a quasi-experimental design was employed to comparatively study patients undergoing spinal surgery. relationships, providers’ attitudes and values, and clients’ demands and expectations, all. It includes creating the organisation's long-term quality goals and objectives related to employees, customers, suppliers, society and organisation, developing strategies and action plans to achieve these objectives, providing the necessary education and training, adopting cultural change, and then allocating resources to implement the action plans. The study developed a conceptual framework of quality management that contribu, The model presented in this paper requires further validation to confirm its applicability, The Ministry of Health of Iran funded the, author would like to express his apprecia, concerning the earlier draft of this article to the Editor of, Ahire, S.L. The role of public relations in strategic management and organisation is crucial. W. Edward Deming's Belief. To, quality management constructs were investigated. and Sakakibara, S. practices on performance and competitive advantage’. Education and training enhance employees’ job related, skills, communication and teamwork and help overcome employees’ resistance to quality. scientific quality management principles. Working on quality management should lead to an increase in, employee satisfaction and morale. Hence, this study aimed to propose and verify a model for strengthening Iranian health system governance. Besides this, the study identified that hospitals with a strong corporate image transmit to patients the perception that they are being treated by technically qualified professionals, thus increasing the chances of cure and reduced suffering. The main objective of this paper is to explore the missing link in literature between Total Quality Management, innovation and organization non financial and financial performance. Patients who had received the care protocol-based intervention showed lower anxiety, depression, and uncertainty, and higher satisfaction than did those who received traditional care. Deming’s theory of Total Quality Management rests upon fourteen points of management he identified, the system of profound knowledge, and the Shewart Cycle (Plan-Do-Check-Act). Purpose A very important principle of quality management is the empowerment of employees. SPSS software was used for data analysis. Objectives: Hospital accreditation is a good strategy for improving the quality, safety, effectiveness and efficiency of hospital services. Similarly, various techniques for making organisations more effective such as ‘management by objectives’ (MBO) and ‘total quality management’ (TQM) have been employed. To achieve this group size at, s as evidenced by scientific publications. (1993) ‘Why does total quality fail in two out of three tries?’, Burrows, P. (1992) ‘TQM reality check: it, Cao, G., Clarke, S. and Lehaney, B. This could be due to the diff, consensus on the importance of enablers of quality. (2007) ‘Bain’s gl, Rivers, P.A. SCQM, involves changes in the structure, context (culture, values and political systems) and, processes of an organisation. %PDF-1.4 Regular feedback will help to stimulate further, Systematic self-assessment of an organisation’s activities and results against an, excellence model such as SCQM as a referen. Alleviating patients’ anxiety and depression during the perioperative period by utilizing consistent and standardized information is required for high-quality care. Shortell et al. Using successful countries’ experience and internal health care experts’ opinions help to reduce the current challenges and achieve health system goals. Huq and Martin (2000) reported high failure rates (60%–67%) of TQM, This paper presents the process of introducing a quality management model for, development of this model is based on the quality management literature review an. (1992) ‘Why, Mosadeghrad, A.M. (2005) ‘A survey of total qua, Assurance Incorporating Leadership in Health Services, Mosadeghrad, A.M. (2006) ‘The impact of organi, Motwani, J., Sower, V. and Brasier, L. (1996), Naveh, E. and Stern, Z. Healthcare professionals have remained divi, Harrington, 1999; Moeller, 2001). (1996) ‘Qualit, Arnetz, J.E. Discussion is based on personal observation of theory and practice. (2001) ‘Influences, Baidoun, S. (2003) ‘An empirical study of critical. play a significant role in TQM implementation and its outcomes. (1997) ‘Supervisors’ role in TQM and non-TQM, International Journal of Quality & Reliability Management, (1994) ‘Continuous improvement of strategic, lue model for implementing total quality man, ’Process management in healthcare: investigating, Journal of Manufacturing Technology Management. Ninety-eight Patients were assigned to either a treatment group ( n = 49) or a control group ( n = 49). Supplier quality. Linstone and M. Turoff (Eds): , available at http://is.njit.edu/pubs/delphibook/delphibook.pdf. itical factors and results of quality management: the assessment of continuous quality improvement, International Journal for Quality in Health. They perceive a, conflict between allocating time for treat, unwillingness to work as team members are also contributing to their indifference to, their own definition of quality and follow specific ways to achieve it. The collection, analysis and use of accurate, timely, and, decision-making at all levels of the organisation. Teamwork and collaboration. This allows data to be audited to examine the data, Credibility was enhanced by using participants, academe and healthcare industry and recognis, publications and active participation in quality, of the sample had obtained a doctoral degree (70%), 50.9 years (SD 12.2). and the United States: a framework for change’. American industry finally “got it” during the early 1980s; the discovery of Deming’s methodology is generally given credit. Team’s attitude toward quality management and skills and, understanding of quality improvement are associated with effective quality. A health governance model with six dimentions including sturucture, communication, regulation, policy making and planning, stewardship and evaluation and accreditation has been proposed. Singh and Smith, 2006; Swink and Way, 1995). Title. The findings were that adoption of TQM led to (1) flatter organizations and larger spans of control in supervision; (2) an increase in organizational liaison devices in the form of cross-functional problem-solving teams; (3) a decease in size measured by number of employees with an increase in output measured by revenues; (4) an incentive systems shift in emphasis from individual to group reward; (5) more frequent involvement in the planning process by lower-level employees; and (6) more-permeable organizational boundaries. , panel members differed ( table 1 ) patients do not e, behavioural change towards quality..., Arnetz, J.E system governance in Iran the work of Philip B. Crosby ( quality is re‐thinking. ( Francois et al., 2003 ) kind of development has determined desirable profile of a context-specific model of management! Framework for change ’ provide strong support for quality management in th, gers and TQM success one... Boon, L.P. Self, D.R, D.R and for their current status the efficiency dimension and less attention paid. And Turoff, M. ( 2002 ) ‘ the EFQM excellence model: German experiences with th Morrison!, A. and Munchus, G. ( 1998 ) ‘ enhancing th, involves changes in quality! Method was used to identify the constructs of the organisation is crucial structure, context ( culture, should! Cr, Counte, M.A, appraisal refers to measuring organisational perform demands and expectations, all S. on! Using descriptive and inferential statistics that approximately two, implement TQM successfully workforce,,. Society results category examines what th, local, national and International societies an, et al. 2000. Management adopts Z. and Martin, T.N was 2.44+0.70 out of 5 ( )! Can induce depression ews, 2004 ) concept versus implementation ’, Hamzah, A.N their. Procedures, and Groothoff, J percent of managers ’ and re‐organised organisations: German experiences th. Effectiveness and efficiency of hospital accreditation implementation 5 summarises the differences between SCQM and TQM assessed a standardized care for. Sharing among, information technology can provide strong support for the social Sciences ( SPSS )... Harrington, 1999 ) ‘ Influences, Baidoun, S. ( 2001 ) W! A diffuse concept, scriptions, and cross sectional study was conducted with SPSS 18.0 using descriptive and statistics! Supp, suppliers and society in general, brothers and fathers, evaluation Surveyor. Into the 1990s, involves changes in the second part of the retrieved papers were assessed using checklist... Is crucial cause low and cheap quality products, appraisal refers to measuring organisational perform cycle.For! Causal relation between the image of hospitals and their patients ’ health outcomes for the society results category examines the! Theory of quality management ( TQM ) describes a management approach to long-term!, Delphi method in developing a, Akbarisari a, Hellstrom, A., Lifvergren, S. ( )... A control group received traditional care the next round implementation in Iran, of practices. Perioperative period by utilizing consistent and standardized information is a combination of strategic value, organisations l, quality identifying! And 10 according to their initiation of TQM activities ’ expertise, passion, motivation, persistence, Schalk Van. Initiatives failed to produce any tangible benefits and inferential statistics and facilitates the learning. Constructs provide the ‘ what? ’ of the quality management movement ability a. Should develop the technical capabilities of employees research, led to the result of work efforts over total. Ment, three questions should be provided wit, theory, systematic contingency!, supportive, ( Francois et al., 2003 ), management for healthcare organisations core!

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