《質(zhì)量風險管理》

1、.Global Industrial Operations.介紹風險管理系統(tǒng)要求和指南的來源背景GSK/GSK Bio 風險內(nèi)部控制和框架GSKBS 風險管理方法概況Global Industrial Operations.英國Turnbull指南公司丑聞 Enron, WorldCom, Parmalat, etc.美國塞班斯法案backgroundGlobal Industrial Operations.在應該對公司的監(jiān)管，通過一系列的委員會審核和報告，變得愈來愈嚴格:-1992 Cadbury report （建立公司財務監(jiān)管標準）Use of board committeesSepar

2、ate roles of Chairman and Chief Executive1995 Greenbury report（對高管薪酬進行管理）Disclosure of directors remuneration and compensation in company reports 1998 Hampel committee and report （要求公司制定內(nèi)部控制體系保障股東利益）Reviewed the Cadbury Code and its implementation, followed up on matters arising from Greenbury repor

3、tAddressed the role of shareholders and auditors in corporate governance issues1998 UK Listing Authority Combined Code14 Code Principles and 45 Code provisionsKey principle relates to boards maintenance of a sound system of internal controlCode provision references risk management 1999 Turnbull repo

4、rt Provides guidance on the internal control and internal audit provisions of the 1998 Combined Code Risk based approachbackgroundGlobal Industrial OperationsMay 2007.Companys internal control system should: be embedded within its operations and not be treated as a separate exercise be able to respo

5、nd to changing risks within and outside the company enable each company to apply it in an appropriate manner related to its key risksRequires companies to identify, evaluate and manage their significant risks and to assess the effectiveness of the related internal control systemBoard directors are t

6、o regularly review and annually assess on internal controls.backgroundGlobal Industrial OperationsMay 2007.Corporate MisstepsbackgroundGlobal Industrial OperationsMay 2007.The Sarbanes-Oxley Act provides a comparable rule in the US Management must assess annually the internal controls and procedures

7、 for financial reporting CEO must certify quarterly and annually that financial statements are fairly presented Independent auditors must attest to and report on managements assessment of internal controls.backgroundGlobal Industrial OperationsMay 2007.公司的響應公司的響應:內(nèi)部的控制模式內(nèi)部的控制模式GSK RM overviewGlobal

8、Industrial OperationsMay 2007.控制的氛圍控制的氛圍風險管理風險管理政策和規(guī)程政策和規(guī)程信息和溝通信息和溝通監(jiān)控監(jiān)控Five interrelated componentsGlobal Industrial OperationsMay 2007.控制的氛圍控制的氛圍風險管理風險管理政策和規(guī)程政策和規(guī)程信息和溝通信息和溝通監(jiān)控監(jiān)控控制的氛圍控制的氛圍人人 正直誠信正直誠信 職業(yè)道德職業(yè)道德 能力能力運營環(huán)境運營環(huán)境Global Industrial OperationsMay 2007.控制的氛圍控制的氛圍風險管理風險管理政策和規(guī)程政策和規(guī)程信息和溝通信息和溝通監(jiān)控監(jiān)

9、控政策、規(guī)程和標準政策、規(guī)程和標準公司公司 法律合規(guī)法律合規(guī)ITGMPGSK RM overviewGlobal Industrial OperationsMay 2007.控制的氛圍控制的氛圍風險管理風險管理政策和規(guī)程政策和規(guī)程信息和溝通信息和溝通監(jiān)控監(jiān)控信息和溝通信息和溝通運營、財務和合規(guī)報告運營、財務和合規(guī)報告溝通流程溝通流程教育和培訓教育和培訓Global Industrial OperationsMay 2007.控制的氛圍控制的氛圍風險管理風險管理政策和規(guī)程政策和規(guī)程信息和溝通信息和溝通監(jiān)控監(jiān)控監(jiān)控監(jiān)控管理者審核管理者審核審計審計Global Industrial Operatio

10、nsMay 2007.Control EnvironmentRisk ManagementPolicies and ProceduresInformation and CommunicationMonitoring風險管理風險管理組織框架組織框架Global Industrial OperationsMay 2007.3.1 GeneralAll managers have responsibility and accountability for managing the risks arising intheir areas of responsibility.The focus of t

11、his policy is on risks of failing to comply with legal requirements (e.g.,quality/GMP requirements in manufacturing, or anti-competitive laws in sales andmarketing ); and financial, operational and reputational risks which could be significantto GSK (e.g., a recall or supply failure of a major produ

12、ct). These are referred tocollectively as “Significant Risks.”Policy Excerpts:Policy HighlightsGSK Policy POL-GSK-500 Risk Management and Legal ComplianceApproved in 2001GSK RM overviewGlobal Industrial OperationsMay 2007.Policy Excerpts:Policy HighlightsGSK Policy POL-GSK-500 Risk Management and Le

13、gal ComplianceApproved in 2001GSK RM overviewGlobal Industrial OperationsMay 2007.3.3 Internal Control FrameworkWhile line management has responsibility for implementing effective internalcontrols for risk management and legal compliance, GSK has also established anInternal Control Framework to ensu

14、re that Significant Risks are reviewed andmonitored and that specific issues and incidents (e.g. a compliance failure) arefollowed up and corrected.Policy Excerpts:Policy HighlightsGSK Policy POL-GSK-500 Risk Management and Legal ComplianceApproved in 2001GSK RM overviewGlobal Industrial OperationsM

15、ay 2007.董事會審計委員會風險監(jiān)管和合規(guī)委員會商業(yè)風險管理和合規(guī)組合規(guī)和風險管理團隊運營團隊監(jiān)控和審核內(nèi)部控制體系的有效性和充分性。包括合規(guī)控制和風險管理。匯報給董事識別所有重大風險.監(jiān)控實施風險控制的有效性.確保為管理層的年度審核提供信息和報告 建立和實施重大風險審核流程，以及確保風險控制管理的有效性建立內(nèi)部控制系統(tǒng)： 標準, 政策, 規(guī)章 流程. 提供建議和實施審計和調(diào)查識別評估潛在風險.消除、監(jiān)控和報告風險確保重大風險通過內(nèi)部管理框架被迅速溝通Global Industrial OperationsMay 2007.鼓勵新技術的應用資源和優(yōu)化管理理解流程，例如驗證建立面對審計的信心

16、但不是為了幫偏離和缺陷找理由Global Industrial OperationsMay 2007.Global Industrial OperationsMay 2007.This is cute, butGlobal Industrial OperationsMay 2007.風險：是能通過可能性和后果衡量的，一個事件發(fā)生后的可感知的后果?？赡苄裕罕┞对谖ｋU下的可能性。后果：一個事件的結果重大風險：給公司帶來重大影響的違法（規(guī)）風險，和財務、運營和合規(guī)的風險法律風險：有法規(guī)問題的風險（如：潛在的違法、違規(guī)，承擔潛在法律責任）What is risk?Global Industrial O

17、perationsMay 2007.輕視風險不能完全消除風險應該被:降低改變接受控制風險不可能被:忽略風險無處不在風險定義風險定義Global Industrial OperationsMay 2007.預算運營計劃工廠戰(zhàn)略審工廠戰(zhàn)略審核核評估部門風評估部門風險險評估工廠評估工廠風險風險Top Down 更新計劃預算更新計劃預算 實施實施計劃計劃BCP工廠驗證主計劃風險清單優(yōu)先級分類STP 重大風險風險記錄工廠戰(zhàn)略ISHIKAWA外部風險輸入過程輸出流程清單ISHIKAWA風險臺帳工廠戰(zhàn)略部門戰(zhàn)略STP 重大風險風險管理方式Global Industrial OperationsMay 200

18、7.風險管理工具風險管理工具:工藝流程清單初步危害分析 Preliminary Hazard Analysis (PHA)Hazard Analysis of Critical Control Points (HACCP)Hazard Operability Analysis (HAZOP)Fault tree analysis (FTA)Failure Mode Effects and Analysis (FMEA)Failure Mode Effects and criticality Analysis (FMECA)Risk ranking and FilteringInformal r

19、isk managementGlobal Industrial OperationsMay 2007.Areas for likely impactNo.ProcessRisk NameDescription of Potential Risk Impact FinanceSupplyEHSQAPeopleCICurrent Control MechanismsConsequence 1-5Likelihood 1-5Risk Index ValueDate last reviewedEscalate ToRisk OwnerRisk TreatmentConsequence 1-5Likel

20、ihood 1-5Risk Index ValuePlanned Risk ReductionACTIONSTATUS/HISTORY風險管理流程圖風險管理流程圖風險識風險識別別風險評風險評估估消除評消除評估估修改和制定修改和制定風險消除計風險消除計劃劃實施計實施計劃劃觸發(fā)觸發(fā)審核和監(jiān)審核和監(jiān)控控風險記錄清單格式Global Industrial OperationsMay 2007.1-風險識別風險識別 (編號編號 + 流程流程 + 風險名稱風險名稱+ 風險描述風險描述):通過魚骨圖對各個流程的風險進行系統(tǒng)識別通過魚骨圖對各個流程的風險進行系統(tǒng)識別:Numbering principle:F

21、inance (No: start with 1, 1.1, 1.2, . )Supply (No: start with 2, 2.1, 2.2, . )QA (No: start with 3, 3.1, 3.2, . )EHS (No: start with 4, 4.1, 4.2, . )People (No: start with 5, 5.1, 5.2, . )CI (No: start with 6, 6.1, 6.2, . )Process: refer to process list-level 3影響可能性評估影響可能性評估編號編號流程流程風險名稱風險名稱風險描述風險描述影

22、響后果影響后果財務財務供應供應EHSQA人員人員持續(xù)改進持續(xù)改進當前控制措施當前控制措施嚴重性嚴重性 1-5可能性可能性 1-5風險系數(shù)值風險系數(shù)值更新日期更新日期上報上報風險所有者風險所有者分險處理分險處理嚴重性嚴重性 1-5可能性可能性1-5風險系數(shù)值風險系數(shù)值計劃風險系數(shù)值降計劃風險系數(shù)值降到到行動狀態(tài)、歷史行動狀態(tài)、歷史風險管理流程圖風險管理流程圖風險識風險識別別風險評風險評估估消除評消除評估估修改和制定修改和制定風險消除計風險消除計劃劃實施計實施計劃劃觸發(fā)觸發(fā)審核和監(jiān)審核和監(jiān)控控Global Industrial OperationsMay 2007.編號編號 + 流程流程 + 風險

23、名稱風險名稱+ 風險描述風險描述失去商業(yè)利益失去商業(yè)利益和長期生存能和長期生存能力力合作者合作者 環(huán)境環(huán)境政治政治TheftEarthquakeFloodDistributorsSuppliersContractorsFireSabotage社會、經(jīng)濟社會、經(jīng)濟政府機構政府機構InspectionsRegulatorsTaxesPopulation Profile Policies, LawsPrice controls商務商務 Competitor activityShift in customer Power Technological changeAccidental Disaster

24、eg crash , environmental, loss of power lines, infrastructure .Epidemics外部風險外部風險Just for your referencesGlobal Industrial OperationsMay 2007.編號編號 + 流程流程 + 風險名稱風險名稱+ 風險描述風險描述領導力、戰(zhàn)略、聲譽領導力、戰(zhàn)略、聲譽 可能影響可能影響沒有增長沒有增長失去聲譽失去聲譽訴訟訴訟 虧損虧損銷售市場下降銷售市場下降股東利益受損股東利益受損 無效率的管理模式無效率的管理模式業(yè)務發(fā)展無法滿足發(fā)展需要業(yè)務發(fā)展無法滿足發(fā)展需要無效率的文化和工作氛

25、圍無效率的文化和工作氛圍失去聲譽、相關人失去信心失去聲譽、相關人失去信心Poor PR management Irregular risk management Unclear decision making responsibilities Lack of opennessQuality / Risk management not considered important Insufficient action and Resolution follow up No regular governance meetings/ agendas No, wrong or not communica

26、ted strategy, vision No or wrong volume forecasts No external sensing of needsPoor Shadow of the leaderNo consistency of messageMiss the big pictureNo proactive involvement With stakeholdersDont keep up with New requirements/ policiesPoor employee relationships Peoples needs not take into account Hi

27、gh stress / accidents Blame culture Issues hidden Poor communication Poor morale motivation Lack of marketing intelligenceScope for future Business opportunities not considered Poor Reward / recognition IE not embeddedDont walk the talkPoor feedback Lack of accountabilityActions not followed upPoor

28、process measuresUnethical practices Adverse eventFailure to meet regulatory complianceGlobal Industrial OperationsMay 2007.可能后果可能后果資產(chǎn)流失資產(chǎn)流失公司資源被誤用公司資源被誤用 壞帳壞帳1.3 公司資產(chǎn)沒有很好管理公司資產(chǎn)沒有很好管理1.1 信息慢，不準信息慢，不準1.2 不合規(guī)不合規(guī)Poor credit controlchanges in business lawchanges in tax lawAsset register / managementLow l

29、iquidityDebt collectionCorruption FraudNon existent employees, suppliers . Deliveries, customers , expensesCustoms & exciseLong cash to cash cycleData and information maintenanceInaccurate project costingPoor project cost controlBudget process /controlForecast accuracyLost sales - tenders Costs of m

30、aterials not understood by usersPay roll / Pensions -contractorsSupport of businessDecision makingDivision of dutiesUnder insuredTheft or assets used for non business use財務財務Monthly closing Stock taking accuracy編號編號 + 流程流程 + 風險名稱風險名稱+ 風險描述風險描述Share serviceInventory controlShare serviceShare serviceG

31、lobal Industrial Operations.供應供應 計劃計劃Critical Parameters not understood可能后果可能后果供應能力不能滿足需求供應能力不能滿足需求物料、人無法完成生產(chǎn)計劃物料、人無法完成生產(chǎn)計劃由于加班造成成本增加由于加班造成成本增加外包服務造成成本增加外包服務造成成本增加2.3 供應、訂單能力沒有平衡，或不能滿足成本、供應、訂單能力沒有平衡，或不能滿足成本、服務要求服務要求2.1 客戶要求沒有轉為生產(chǎn)指令客戶要求沒有轉為生產(chǎn)指令2.2 不清楚供應能力不清楚供應能力Demand not levelledBottlenecks not iden

32、tified, managedLong lead timesPlans not based on demonstrated capacity materials High /low inventoryForecast demand not Visible/ highly variableLong lead timesPatient, Doctor HospitalLogistics, Wholesaler,Retailer Brand strategyPromotionsCSAsService levelsNot agreedDisruptive/Unsuccessful tendersInf

33、lexible supplyToo high /low Contingency stocks/safety stock levelsHigh overtimeInaccurate BoMFinished goods, WIPWrite offsStock outsUnsupported plansBOM rationalisationNo scenario planningSource changes (SUPPLIER)Increasing complexityProduct mixInsufficient capacityHigh utilisation編號編號 + 流程流程 + 風險名稱

34、風險名稱+ 風險描述風險描述Global Industrial OperationsMay 2007.可能后果可能后果 產(chǎn)品質(zhì)量差造成返工、產(chǎn)品質(zhì)量差造成返工、召回召回不合規(guī)造成不好的政府不合規(guī)造成不好的政府關系：產(chǎn)品收回、推遲關系：產(chǎn)品收回、推遲批準批準. 改進措施沒有效果造成改進措施沒有效果造成成本提高成本提高. 3.1 產(chǎn)品質(zhì)量和服務差產(chǎn)品質(zhì)量和服務差 3.2 不合規(guī)不合規(guī) Poor validationLow quality/ high variability of materialDeviation from SOPRework Insufficient knowledge Poor

35、 quality culture / leadership does not put quality firstCritical to quality parameters not understoodEquipment failurePoor materialsTrainingSOP not in use SOPsSpecs, MethodsToo manyOut of datepoorInadequate resource Specification failure3.3 質(zhì)量基礎流程質(zhì)量基礎流程Slow or incorrect Batch releaseSlow or poor CAP

36、As Poor document controlNon approval of new product Adverse audits or inspections Complaints RecallsFailed or wrong material usedPPRs poor quality does not improve process capability Validation - high cost / status not maintained Uncontrolled changes to material, process, equipment Product not made

37、in line with filingDeviations not root causedQMS in place not in useSlow feedback when processMoving out of control limits質(zhì)量質(zhì)量編號編號 + 流程流程 + 風險名稱風險名稱+ 風險描述風險描述Global Industrial OperationsMay 2007.環(huán)境Energy usageUse of non-sustainable resourcesNew legislation eg carbon taxWaste managementReduce, Reuse,

38、recycle,Water usageEmissionsAirWaterHazardous materialsinformationContaminationGroundwaterLandAsbestosPCBsRadiation OdoursNoiseFire water.Environmental accidentsBio diversity Land usage Erosion , infringement of historic areas, Wild lifeSafety Accidents:- at work , travellingAlcohol / drug abuse4.2

39、& 4.3 健康安全健康安全Stress / Poor work life balanceHighAbsenceAbsence processProtectiveclothingPoor Ergonomics and Job designEquipment not used/PoorPoor safety Audit processPoor 5S/ housekeepingHigh Sound levelsPoor LightingAir qualityInfectious diseaseFlu Insufficient knowledge Poor EHS culture / leaders

40、hip does not put EHS as priority SOPsSpecs, MethodsInadequate resourceAdverse audits or inspections Too manyOut of datepoor4.1 不合規(guī)不合規(guī)EHS可能后果可能后果 工傷事故工傷事故不合規(guī)造成不好的政府不合規(guī)造成不好的政府關系關系編號編號 + 流程流程 + 風險名稱風險名稱+ 風險描述風險描述Global Industrial OperationsMay 2007.為了進行風險識別，應有風險臺帳來更好為了進行風險識別，應有風險臺帳來更好幫助風險記錄清單的更新流程幫助風險記

41、錄清單的更新流程其中所有可能導致潛在細微風險的危害都其中所有可能導致潛在細微風險的危害都應記錄應記錄. .Global Industrial OperationsMay 2007.風險評估:收集相關歷史數(shù)據(jù) 當前控制評估可能后果和可能的發(fā)生頻率1.評估風險重要性和優(yōu)先性風險管理流程圖風險管理流程圖風險識風險識別別風險評風險評估估消除評消除評估估修改和制定修改和制定風險消除計風險消除計劃劃實施計實施計劃劃觸發(fā)觸發(fā)審核和監(jiān)審核和監(jiān)控控影響可能性評估影響可能性評估編號編號流程流程風險名稱風險名稱風險描述風險描述影響后果影響后果財務財務供應供應EHSQA人員人員持續(xù)改進持續(xù)改進當前控制措施當前控制措施

42、嚴重性嚴重性 1-5可能性可能性 1-5風險系數(shù)值風險系數(shù)值更新日期更新日期上報上報風險所有者風險所有者分險處理分險處理嚴重性嚴重性 1-5可能性可能性1-5風險系數(shù)值風險系數(shù)值計劃風險系數(shù)值降計劃風險系數(shù)值降到到行動狀態(tài)、歷史行動狀態(tài)、歷史Global Industrial OperationsMay 2007.后果嚴重性評估-財務:potential consequences當同一風險造成不同的后果，選高分Global Industrial OperationsMay 2007.potential consequencesWhen one risk has different levels

43、 consequences, go for the higher one后果嚴重性評估-供應:Global Industrial OperationsMay 2007.potential consequencesWhen one risk has different levels consequences, go for the higher one后果嚴重性評估-質(zhì)量:Global Industrial OperationsMay 2007.potential consequencesWhen one risk has different levels consequences, go fo

44、r the higher one后果嚴重性評估-人員Global Industrial OperationsMay 2007.probability of occurrence可能性評估Global Industrial Operations.Risk index value風險系數(shù)值風險系數(shù)值優(yōu)先性高優(yōu)先性高 (Red): risk index value in range 10-25+catastrophic risks中度優(yōu)先中度優(yōu)先(Amber): risk index value in range 5-9低優(yōu)先低優(yōu)先(Green): risk index value in range

45、 1-4后果嚴重性風險系數(shù)值= x 發(fā)生后果可能性Global Industrial Operations.Escalation向上匯報: 2 級- 工廠級別 和 工廠以上級別渠道:從部門向工廠匯報：每月管理會從工廠向總部匯報：月報和風險報告風險匯報風險匯報Global Industrial Operations.消除評估 + 修改和制定風險消除計劃:影響可能性評估影響可能性評估編號編號流程流程風險名稱風險名稱風險描述風險描述影響后果影響后果財務財務供應供應EHSQA人員人員持續(xù)改進持續(xù)改進當前控制措施當前控制措施嚴重性嚴重性 1-5可能性可能性 1-5風險系數(shù)值風險系數(shù)值更新日期更新日期上報

46、上報風險所有者風險所有者分險處理分險處理嚴重性嚴重性 1-5可能性可能性1-5風險系數(shù)值風險系數(shù)值計劃風險系數(shù)值降計劃風險系數(shù)值降到到行動狀態(tài)、歷史行動狀態(tài)、歷史風險管理流程圖風險管理流程圖風險識風險識別別風險評風險評估估消除評消除評估估修改和制定修改和制定風險消除計風險消除計劃劃實施計實施計劃劃觸發(fā)觸發(fā)審核和監(jiān)審核和監(jiān)控控Global Industrial OperationsMay 2007.紅色風險必須有風險消除計劃，目的至少是將風險由紅色降為黃色黃色風險必須有風險消除計劃，目的至少是將風險由黃色降為綠色綠色風險不用有進一步的整改行動，但必須記錄，并且下一輪風險評估時重新評估到. 如何風

47、險后果達到嚴重程度（5分），盡管可能性為罕見，必要在持續(xù)運營計劃中考慮消除評估消除評估 + 修改和制定風險消除計劃修改和制定風險消除計劃:Global Industrial Operations.指定專人負責(accountable)重要風險 (red and amber)必須是部門負責人重大風險必須準備 STP- 每月在部門會議上評估然后，重新評估風險系數(shù)值(Consequence, Likelihood, Risk Index Value)日期日期題目題目形勢形勢目標目標建議建議狀態(tài)狀態(tài)Give reason for escalationEnsure STP is standalone (

48、i.e. it makes sense on its own)Specify what the issue/opportunity isSpecify the risk of doing nothingSpecify what you want to achieveSpecify how you will measure that you have achieved itEstimate anticipated benefitsDefine what will be done, by whom, and by whenEstimate costs and resources requiredS

49、pecify the scope of the proposal and impactSpecify what agreement/support from impacted groups is needed or obtained 原因原因Reason: 問題問題Issue/可能性可能性Opportunity:如果什么都不做風險是什么如果什么都不做風險是什么 Risk of doing nothing:目的目的To achieve:衡量衡量Measure:利益利益Benefits:什么什么What:誰誰Who:何時何時When:成本資源成本資源Costs and resources:范圍和影

50、響范圍和影響Scope and impact:Agreement/support from impacted groups:消除評估消除評估 + 修改和制定風險消除計劃修改和制定風險消除計劃:Global Industrial Operations.實施計劃通過項目管理的方式對風險消除行動計劃進行管理依據(jù)計劃對進展進行監(jiān)控和審核CAPA 監(jiān)控系統(tǒng)風險管理流程圖風險管理流程圖風險識風險識別別風險評風險評估估消除評消除評估估修改和制定修改和制定風險消除計風險消除計劃劃實施計實施計劃劃觸發(fā)觸發(fā)審核和監(jiān)審核和監(jiān)控控Global Industrial Operations.內(nèi)部觸發(fā)內(nèi)部觸發(fā)外部觸發(fā)外部觸

51、發(fā)公司內(nèi)部審計發(fā)現(xiàn)的不符合項新法規(guī)、新藥典來自產(chǎn)品事故審核委員會的要求來自于供應商、分銷商的變更（組織結果，所有者，財務，質(zhì)量法規(guī)）新產(chǎn)品，包括：新文號的申請政府檢查的重要不符合項技術轉移公眾觀念的變化組織結構變更新技術出現(xiàn)定期產(chǎn)品回顧中的重大發(fā)現(xiàn)召回和重大產(chǎn)品事故的原因分析重大投資新廠房、擴建供應鏈變更，分銷商、供應商風險管理流程圖風險管理流程圖風險識風險識別別風險評風險評估估消除評消除評估估修改和制定修改和制定風險消除計風險消除計劃劃實施計實施計劃劃觸發(fā)觸發(fā)審核和監(jiān)審核和監(jiān)控控Global Industrial OperationsMay 2007.當任何觸發(fā)點出現(xiàn)，必須馬上更新風險記錄清

52、單 (risk register).組織/人員Organization/People流程Process流程描述流程描述Process DescriptionProcess SOP Training KPI Risk Resp Material職責描述職責描述JobDescriptions人員目標人員目標People Objectives變更變更Change QA027原因原因Trigger (項目Project, 偏差Deviation, 審計發(fā)現(xiàn)Audit finding, 市場需求Market Request, 數(shù)據(jù)分析KPI Analysis, 新機器New machine, )分類分類Classi