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Portrait of Professor David Bamford Professor David Bamford

d.r.bamford@hud.ac.uk | 01484 472278



Biography

Position: Professor of Operations Management - Logistics Operations and Hospitality Management
Qualifications: BSc (Hons), MPhil, PhD, MCMI, FHEA
Research Group: Business Operations, Supply Chain and Transport Research Group


Professor David Bamford joined the University of Huddersfield in 2012. He is an experienced industrialist/academic with multiple publications to his name, including a co-authored book (Essential Guide to Operations Management: Concepts and Case Notes, 2010).

David’s academic activities are under-pinned by a strong industrial and commercial background which, following initial qualifications in mechanical engineering and management led to roles as Quality Manager, Shift Manager and Operations Manager. The final position was created to manage pharmaceutical manufacturing and assembly operations for exponential sales growth and involved establishing complex logistical relationships with worldwide suppliers, contractors and customers.

An opportunity to study for a sponsored PhD led to a change in direction and David joined Manchester Business School in 2000. His many teaching/programme administrative activities have included: Director - NHS Leadership Programme, an MSc programme for senior NHS Directors in partnership with PriceWaterhouseCoopers; University lecture programmes in Operations Management (MBA and BSc); Quality Management: Concepts & Practice (BSc & MSc); Quality Management: Tools & Techniques (BSc); Business Improvement Tools & Techniques (MSc); Organisational Change (MSc).

In 2009 he was awarded the University of Manchester Distinguished Achievement Medal – Teacher of the Year 2009; in 2006 he won the University of Manchester Award for Teaching Excellence.

Research & Scholarship

David’s research interests are focused towards operations improvement strategies, specifically in: the application of Operations Management theories in the service sector; strategic organisational change; leadership and quality management; and most recently sports operations management - he led a research team at the London 2012 Paralympics which assessed athletes perceptions of the operational resources and has researched levels of 'fan satisfaction' with a Rugby League Club.

These are currently arranged in three broad areas: i) sports operations management; ii) healthcare logistics and strategic planning; iii) demand and capacity management. He has a record of continued success in attracting funds for research projects, a total of £1,647,000 thus far. These have included NHS National Institute for Health Research (Collaboration for Leadership in Applied Health Research and Care (CLAHRC) for Greater Manchester – joint funding) and in the form of several ESRC Knowledge Transfer Partnerships (KTPs) and Follow-on schemes. David’s work on KTPs has led to substantial company savings and other benefits E.g. Tangible benefits for the organisations involved include: a Balanced Scorecard performance measurement system for an Outpatient Department, resulting in a reduction of Did Not Attend rates from 8% to 4%, a ‘saving’ of £483k p.a.; by streamlining a hospitals radiology department processes the average inpatient wait for scanning reduced from 5 to 3 days, saving 18,000 bed days and £3.96m p.a.

David’s research efforts were recognised nationally in 2010 when he was awarded the Economic and Social Research Council (ESRC) Knowledge Transfer Partnership (KTP) prize for the Best Application of Social or Management Science and the Technology Strategy Board (TSB) Best Partnership Award, North East England. The awards recognise the most innovation-led successful research partnerships.

Current projects include:

ESRC Knowledge Exchange Project:
The dissemination and implementation of strategic Lean thinking and decision making optimisation within the NHS (ESRC grant ES/K000667/1: £105,962 / Lead Academic / Supervisor)
This dissemination project will distribute further the findings and methodologies developed during five years of Knowledge Transfer Partnership (KTP) collaboration with the National Health Service (NHS), each funded in-part by the ESRC.
This project will sustain and disseminate among the network of NHS partners the methodologies to enable the implementation of Lean thinking within the areas outlined. Furthermore, from the three KTPs, it was established that internal decision making processes were often the bottleneck activity, and linked with the root cause of the waste as defined by the Lean paradigm (Bamford, 2010). The dissemination of these models and frameworks will enhance the transparency and the robustness of the decisions to streamline these processes and generate cost reduction. This project will show that by implementing a Lean approach the complex decision making processes can be challenged and improved.

Objectives and outputs

  1. Design mechanisms to create a network in order to disseminate the bespoke decision making processes from NHS Bradford and Airedale to other NHS Trusts and organisations.
  2. Tailor Lean thinking methodologies and models to disseminate them within logistics and transportation systems, strategy deployments and development of future NHS healthcare infrastructures.
  3. Verify the conceptual models and frameworks robustness by supporting the decision making of other NHS Trusts in the UK.

Publications and Other Research Outputs

2014

Moxham, C., Bamford, D., Dehe, B. and Kauppi, K. (2014) ‘Well played? Examining strategy and performance in off-field sporting operations ’. In: 21st EurOMA Conference, 20-25 June 2014, Palermo, Italy

Cheng, S., Bamford, D., Dehe, B. and Papalexi, M. (2014) ‘Healthcare ‘Single Point of Access’ and the application of Lean’. In: European Operations Management Association (EurOMA) conference, 20-25 June 2014, Palermo, Italy

Papalexi, M., Cheng, S., Dehe, B. and Bamford, D. (2014) ‘The use of social media and its potential in the research lifecycle’. In: European Operations Management Association (EurOMA) conference, 20-25 June 2014, Palermo, Italy

Bamford, D., Forrester, P., Dehe, B. and Leese, R. (2014) ‘Partial and Iterative Lean Implementation: Two Case StudiesInternational Journal of Operations and Production Management . ISSN 0144-3577

Wiegel, W. and Bamford, D. (2014) ‘The role of Guanxi in buyer-supplier relationships in Chinese small and medium-sized enterprises – a resource based perspectiveProduction Planning and Control . ISSN 0953-7287

2013

Wiegel, W. and Bamford, D. (2013) ‘The role of Guanxi in buyer-supplier relationships in Chinese small and medium-sized enterprises – a resource based perspective’. In: Decision Sciences Institute Annual Meeting, 16-19th November 2013, Baltimore, USA

Bamford, D., Barker, V. and Chatterjee, S. (2013) Strategic Process Improvement: First TransPennine Express The Case Centre

Papalexi, M. and Bamford, D. (2013) Strategic Process Improvement: First TransPennine Express, UK, Teaching Note The Case Centre

Kauppi, K., Moxham, C. and Bamford, D. (2013) ‘Should we try out for the major leagues? A call for research in sports operations managementInternational Journal of Operations & Production Management , 33 (10), pp. 1368-1399. ISSN 0144-3577

Dehe, B. and Bamford, D. (2013) ‘An investigation into the issues and perceived performances within healthcare new infrastructure development process’. In: BAM2013 Conference proceedings. : British Academy of Management. .

Cheng, S., Bamford, D., Dehe, B. and Duggan, M. (2013) ‘Improving clinical access to mental health services in the NHS – the application of Lean thinking’. In: BAM2013 Conference proceedings. : British Academy of Management. .

Papalexi, M., Bamford, D. and Dehe, B. (2013) ‘Lean Deployment in Healthcare: a systematic literature review’. In: BAM2013 Conference proceedings. : British Academy of Management, 10-12 September 2013, Liverpool,UK

Dumitru, S., Bamford, D. and Dehe, B. (2013) ‘Strategy Identification for Increasing Alumni Engagement in a UK University’. In: BAM2013 Conference proceedings. : British Academy of Management. .

Dehe, B. and Bamford, D. (2013) ‘A hybrid technique to solve MCDA problems in a UK National Health Service Trust’. In: In 20th International Annual European Operations Management Association (EurOMA), 9-12 June2013, Dublin , Ireland

Bamford, D. and Dehe, B. (2013) ‘Servicescape in Sports: levels of fan satisfaction in a UK Rugby League club’. In: In 20th International Annual European Operations Management Association (EurOMA), 9-12 June2013, Dublin , Ireland , pp. 1-10

Bamford, D. and Dehe, B. (2013) ‘Paralympics Athletes Survey - Service quality at the London 2012 Games’. In: In 20th International Annual European Operations Management Association (EurOMA), 9-12 June2013, Dublin , Ireland

Rothwell, K., Boaden, R., Bamford, D. and Tyrrell, P. (2013) ‘Feasibility of assessing the needs of stroke patients after six months using the GM-SATClinical Rehabilitation , 27 (3), pp. 264-271. ISSN 0269-2155

Papalexi, M., Bamford, D. and Dehe, B. (2013) A comparative analysis of Lean implementations in healthcare taken place in the UK and the US Erasmus Programme (Unpublished)

Papalexi, M., Bamford, D. and Dehe, B. (2013) Lean Deployment in Healthcare: a systematic literature review Erasmus Programme (Unpublished)

2012

Bamford, D., Rothwell, K., Tyrrell, P. and Boaden, R. (2012) ‘Improving care for people after strokeJournal of Health Organisation and Management . ISSN 1477-7266

Bamford, D., Karjalainen, K. and Jenavs, E. (2012) ‘An evaluation of problem-based assessment in teaching operations managementInternational Journal of Operations & Production Management , 32 (12), pp. 1493-1514. ISSN 0144-3577

Zhang, Z., Bamford, D., Moxham, C. and Dehe, B. (2012) ‘Strategy Deployment Systems within the UK Healthcare Sector: A Case Study International Journal of Productivity and Performance Management , 61 (8), pp. 863-880. ISSN 1741-0401

Tang, D., Yang, J., Bamford, D., Xu, D., Waugh, M., Bamford, J. and Zhang, S. (2012) ‘The evidential reasoning approach for risk management in large enterprisesInternational Journal of Uncertainty, Fuzziness and Knowledge-Based Systems , 20 (supp01), pp. 17-30. ISSN 0218-4885

2011

Walker, V. and Bamford, D. (2011) ‘An empirical investigation into health sector absenteeismHealth Services Management Research , 24 (3), pp. 142-150. ISSN 0951-4848

Harvey, G., Fitzgerald, L., Fielden, S., McBride, A., Waterman, H., Bamford, D., Kislov, R. and Boaden, R. (2011) ‘The NIHR collaboration for leadership in applied health research and care (CLAHRC) for greater manchester: combining empirical, theoretical and experiential evidence to design and evaluate a large-scale implementation strategyImplementation Science , 6 (1), p. 96. ISSN 1748-5908

Bamford, D., Forrester, P. and Ismail, M. (2011) ‘Analysing approaches to technology transfer in the UK National Health SectorOR Insight , 24 (2), pp. 90-109. ISSN 0953-5543

Dehe, B., Bamford, D. and Bamford, J. (2011) ‘An Application of a MCDA Model for Healthcare Site Selection’. In: 22nd Annual Production and Operations Management Society (POMS) Conference 2011, April 29th-May 2nd 2011, Reno, Nevada, USA

Zhang, S., Bamford, D., Moxham, C. and Dehe, B. (2011) ‘Performance Measurement Systems and Strategic Management within UK Healthcare’. In: 22nd Annual Production and Operations Management Society (POMS) Conference 2011, April 29th-May 2nd 2011, Reno, Nevada, USA

Zhang, S., Bamford, D., Moxham, C. and Dehe, B. (2011) ‘Strategy deployment in UK healthcare’. In: 22nd Annual Production and Operations Management Society (POMS) Conference 2011, April 29th-May 2nd 2011, Reno, Nevada, USA

Dehe, B., Bamford, D. and Bamford, J. (2011) ‘An implementation of quality tools and techniques in the planning of healthcare infrastructure’. In: 22nd Annual Production and Operations Management Society (POMS) Conference 2011, April 29th-May 2nd 2011, Reno, Nevada, USA

2010

Bamford, D (2010) ‘Leadership credibilityLean Management Journal (7), pp. 25-27. ISSN 2040-493X

Rothwell, K., Bamford, D., Tyrell, P. and Thomas, J. (2010) ‘Achieving knowledge transfer in healthcare: a strategy for success?’. In: HSRN and SDO Network Annual Conference, 2010, 2nd-3rd June 2010, Manchester, UK

Bamford, D. and Greatbanks, R. (2010) ‘Understanding operational strategies by examining quality depositsOR Insight , 23 (1), pp. 44-56. ISSN 0953-5543

2009

Bamford, D. and Chatziaslan, E. (2009) ‘Healthcare capacity measurementInternational Journal of Productivity and Performance Management , 58 (8), pp. 748-766. ISSN 1741-0401

Bamford, D., Thornton, H. and Bamford, J. (2009) ‘Health-care logistics redesignOR Insight , 22 (3), pp. 140-152. ISSN 0953-5543

Drummond-Hay, R. and Bamford, D. (2009) ‘A case study into planning and change management within the UK National Health ServiceInternational Journal of Public Sector Management , 22 (4), pp. 324-337. ISSN 0951-3558

Bamford, D. and Cousins, A. (2009) ‘Assessment via the Dragon's Den’. In: 20th Annual Conference of the Production and Operations Management Society (POM) 2009, 1st-4th May 2009, Orlando, Florida, USA

Bamford, D. and Chatziaslan, E. (2009) ‘Healthcare Capacity Measurement’. In: 20th Annual Conference of the Production and Operations Management Society (POM) 2009, 1st-4th May 2009, Orlando, Florida, USA

2008

Bamford, N. and Bamford, D. (2008) ‘The effect of a full shift system on doctorsJournal of Health Organisation and Management , 22 (3), pp. 223-237. ISSN 1477-7266

Bamford, D. and Griffin, M. (2008) ‘A case study into operational team-working within a UK hospitalInternational Journal of Operations & Production Management , 28 (3), pp. 215-237. ISSN 0144-3577

Bamford, D., Thornton, H. and Bamford, J. (2008) ‘UK Healthcare logistics and patient transport systems’. In: 15th International Annual European Operations Management Association (Euroma) Conference 2008, 15th-18th June 2008, Groningen, The Netherlands

Bamford, D., Thornton, H. and Bamford, J. (2008) ‘Healthcare operations service redesign and implementation’. In: 19th Annual Conference of the Production and Operations Management Society (POMS) 2008, 9th-12th May 2008, La Jolla, California, USA

Gorton, F. and Bamford, D. (2008) ‘The Transferability of Strategic Management Best Practice Between Private and Public Sector Organisations’. In: 19th Annual Conference of the Production and Operations Management Society (POMS) 2008, 9th-12th May 2008, La Jolla, California, USA

Bamford, D (2008) ‘The Use of Grounded Theory in Change Management ResearchJournal of Change Management , 8 (2), pp. 111-121. ISSN 1469-7017

Bamford, D., Thornton, H. and Bamford, J. (2008) ‘Putting the va-va voom into NHS logistics: the right people and equipment at the right time and place’. In: International Forum on Quality and Safety in Health Care 2008 , 22nd-25th April 2008, Paris, France

Lodge, A. and Bamford, D. (2008) ‘Using Lean Techniques to Reduce Radiology Waiting Times Public Money and Management , 28 (1), pp. 49-52. ISSN 0954-0962

Bamford, D., Bamford, J. and Thornton, H. (2008) US Healthcare review Bradford, UK: Bradford and Airedale Teaching Primary Care Trust

2007

Lodge, A. and Bamford, D. (2007) ‘Health service improvement through diagnostic waiting list managementLeadership in Health Services , 20 (4), pp. 254-265. ISSN 1751-1879

Gay, W. and Bamford, D. (2007) ‘A case study into the management of racial diversity within an NHS teaching hospitalInternational Journal of Public Sector Management , 20 (4), pp. 257-271. ISSN 0951-3558

Bamford, D. and Hall, C. (2007) ‘A case study into labour turnover within an NHS TrustHealth Services Management Research , 20 (1), pp. 9-21. ISSN 0951-4848

2006

Bamford, D. and Xystouri, T. (2006) ‘Recovering from service failure: Generating profit through greater customer satisfactionStrategic Direction , 22 (6), pp. 37-39. ISSN 0258-0543

Bamford, D. and Land, N. (2006) ‘The application and use of the PAF quality costing model within a footwear companyInternational Journal of Quality & Reliability Management , 23 (3), pp. 265-278. ISSN 0265-671X

Bamford, D (2006) ‘A case-study into change influences within a large British multinationalJournal of Change Management , 6 (2), pp. 181-191. ISSN 1469-7017

2005

Bamford, D. and Daniel, S. (2005) ‘A case study of change management effectiveness within the NHSJournal of Change Management , 5 (4), pp. 391-406. ISSN 1469-7017

Bamford, D. and Greatbanks, R. (2005) ‘The use of quality management tools and techniques: a study of application in everyday situationsInternational Journal of Quality & Reliability Management , 22 (4), pp. 376-392. ISSN 0265-671X

Bamford, D. and Xystouri, T. (2005) ‘A case study of service failure and recovery within an international airlineManaging Service Quality , 15 (3), pp. 306-322. ISSN 0960-4529

2003

Bamford, D. and Forrester, P. (2003) ‘Managing planned and emergent change within an operations management environmentInternational Journal of Operations & Production Management , 23 (5), pp. 546-564. ISSN 0144-3577

Esteem

  • Member of the Editorial Advisory Board of the International Journal of Operations & Production Management. 
  • Multiple reviews of journal papers completed for the following:
    • Production and Operations Management (special issue on Healthcare Operations Management)
    • International Journal of Operations and Production Management
    • International Journal of Quality and Reliability Management
    • International Journal of Productivity and Performance Management
    • The TQM Magazine
  • BBC Greater Manchester Radio, Breakfast Show May 2005, ‘What is Operations Management and how are Manchester Business School using it within the NHS?’, interviewed live on-air during the GMR Breakfast Show ‘Business Slot’
  •  
  • Editorial Board Member, Journal of Change Management (Routledge), 2008 to 2010
  • Book Review Editor for International Journal of Operations and Production Management (IJOPM) – 2004 to 2010, book reviews commissioned and published
  • Healthcare Improvement

    • South West Yorkshire Primary Foundation Trust 2012, invited contribution to Board Away Day -  “University Partnerships with Healthcare
    • National Healthcare Group (Singapore) 2009, invited lecture onHealthcare capacity measurement” provided a lecture for senior directors, medical and management staff
    • National University Hospital (Singapore) 2008, invited lecture onservice improvement in healthcare” provided a lecture for CEO, senior directors, medical staff
    • Institute of Mental Health (Singapore) 2008, invited lecture onlogistics management in healthcare” provided a lecture for CEO, senior directors, medical staff

    Healthcare Logistics

    • NHS Purchasing and Supply Agency (PaSA) 2007, As part of the developing relationship with the Operational Excellence part of Deloitte, provided an Educational Workshop PaSA CEO and senior directors, Topic: application of lean thinking to healthcare purchasing and supply chain, *All expenses paid

    Lean Six Sigma / Quality Improvement

    • Cummins Turbos 2013, Innovation Management in the 21st Century
    • Lean Service Forum 2011, OEE, Topic: The Paradox of Lean Leadership?, *All expenses paid
    • Lean Management Journal Annual Conference 2011, Topic: The Lean Leadership Paradigm, *All expenses paid
    • ERP Connect 2011, SayOneMedia, Coventry, Topic: The Management of ERP –
      Key Leadership Factors for ERP Success, *All expenses paid
    • Lean Directors Seminar 2010, Lean Management Journal, Manchester UK, Topic: Chairman and keynote speaker, Topic: People vs. Task Paradigm,*All expenses paid
    • UK/US Shingo Summit 2009, Manufacturing Institute, Manchester UK, Topic: Crisis Leadership, *All expenses paid
    • Lean Leadership Masterclass 2007, Manufacturing Institute, Manchester UK, Topic: Chairman and keynote speaker, *All expenses paid
    • UK/US Manufacturers Summit 2007, Manufacturing Institute, Manchester UK, Topic: The Strategic Application of Lean, *All expenses paid
    • Lean Leadership Masterclass 2006, Manufacturing Institute, Manchester UK, Topic: People Vs Task Paradigm, *All expenses paid
    • Turnaround Management Association Annual Conference, London, 2005, Topic: Management, Teamwork & Change, *All expenses paid

    Healthcare Capacity and Demand

    • UK/US Manufacturers Summit 2006, Manufacturing Institute, Manchester UK, Topic: Improvement and service delivery in the NHS, *All expenses paid
    • Knowledge Transfer Partnership (KtP) conference in Stirling, Scotland, 2006, Topic: Knowledge transfer Partnerships within the English NHS, *All expenses paid

    External examiner

    • University of Bolton - PhD External Examiner, May 2011, Thesis title: ‘The supply chain network of an aerospace OEM: the influence of organisation design upon network performance optimisation’
    • University of Exeter - PhD External Examiner, November 2010, Thesis title: ‘Maximising the outcome of University – Industry Knowledge Transfer’
    • University of South Australia - PhD External Examiner, July 2010, Thesis title: ‘The art of wisdom in leadership practice: Lessons from the Tao Te Ching’
    • Middlesex University - PhD External Examiner, January 2009, Thesis title ‘An empirical study of a Chinese steel producer’
    • Birmingham Business School - PhD External Examiner, June 2006, Thesis title ‘Developing a balanced scorecard model for evaluation of project management and performance’.
    • Lancaster University Management School – External Examiner – Postgraduate Certificate in Management (Aerospace-BCIM); Postgraduate Certificate in Management (Civil-ACIM).  From 2005 to 2009

    Referee for Book Publishers

    • Thomson South-Westerm, Mason, USA
      • Review of complete text and report written for publisher
    • Person Education Limited, Essex, UK
      • Review of book proposal and initial drafts, formal reports written for publisher
    • McGraw-Hill, New York, USA
      • Review of complete text and report written for publisher
    • John Wiley & Sons, Chichester, West Sussex, UK
      • Review of book proposal and report written for publisher
    • Open University Press, UK
      • Review of book proposal and report written for publisher

    Research Degree Supervision

    Knowledge transfer has been at the centre of David’s career strategy. It provides a focus and direction for his research, grant applications, publications, teaching, and major administrative roles. Through it he has a significant involvement in knowledge creation and transfer in conjunction with various partner organisations, such as the NHS, Deloitte, The Manufacturing Institute. David has also led related modules in Executive Education, working with companies such as TATA, SITA, and BP.

    Specific supervision areas:

    • sports operations management
    • the application of Operations Management theories in the service sector
    • strategic organisational change
    • leadership and quality management

    Current PGR Supervision:

    DBA: Transfer of Technology in Nigerian Farming
    PhD: Innovation and the stage gate model in Thailand
    PhD: Servitisation in Jordan
    PhD: MCDA in Healthcare
    PhD: Leadership and supply chain management
    PhD: Knowledge Management in Think Tanks

    Past PGR Supervision

    PhD: Multi-criteria sustainability assessment integrated product quality perspective: A framework for the sugar cane sector
    DBA: Thailand’s basic quality management system requirements for small and medium sized enterprises
    PhD: Measurement of SMEs: The case of Brunei Darussalam
    MPhil: An Empirical Investigation into the Application of Operations Management Principles to Healthcare Delivery
    MPhil: Business and operations strategy development in UK healthcare
    MPhil: Healthcare capacity planning and control within the NHS
    MPhil: Strategic Decision Making in Healthcare

    Specific supervision areas:

    • sports operations management
    • the application of Operations Management theories in the service sector
    • strategic organisational change
    • leadership and quality management

    Enterprise Activities

    • Magnificent Seven Management Training Programme: Led the bid for and am now part of the team delivering the £50k NHS Development programme for South West Yorkshire Primary Foundation Trust
    • Leadership in the NHS Session (delivered twice per year from 2013) Led and facilitated pre, during and post delivery design days with BP senior executives
    • Cummins Turbos 2013, Innovation Management in the 21st Century
    • NHS – Magnificent Seven Progarmme Pilot Leader (March 2013): Module leader for ‘Leadership’ session
    • South West Yorkshire Primary Foundation Trust 2012, invited contribution to Board Away Day - “University Partnerships with Healthcare
    • JCB Ltd, Operational Excellence Module (Dec 2011): Module Leader; one day programme developed for delivery
    • Invited Guest Speaker at Regatta Ltd Annual Conference (December 2010), session on ‘The Challenge of Operational Excellence’
    • ‘Open Programme’ High Value Manager Module on Operational Excellence (multiple deliveries per year from 2008)
    • Pearson VUE, Operational Excellence Module (April 2009): Programme Leader; Two-day programme developed for SITA Ltd, as part of their ‘High Value Managers’ course
    • SITA Ltd, Operational Excellence Module (Jan 2008): Programme Leader; Two-day programme developed for SITA Ltd, as part of their ‘High Value Managers’ course
    • Brunner Mond, Operational Excellence Module (Oct 2006): Programme Leader; Two-day programme developed for Brunner Mond, TATA Group, as part of their ‘High Value Managers’ course

    Teaching and Professional Activities

    BMO0084 Research Methods

    BMO0194 Service Operations Management & Marketing

    BNC5030 Managing Operations and Services

    Last updated Thursday 6 March 2014
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