Handout to print on a3 - Toyota kata puzzle experience Lean Digital Summit Lisbon 2018 10-19

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Handout for the Toyota kata puzzle experience workshop

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Baseline
Experiment 1 Experiment 2 Experiment 3 Experiment 4
Before
3) What will you do? 7, 3) What will you do? 7, 3) What will you do? 7, 3) What will you do?
4) What do you expect?
Time:______
8, 4) What do you expect?
Time:______
8, 4) What do you expect?
Time:______
8, 4) What do you expect?
Time:______
After
5) What was the result? 5) What was the result? 5) What was the result? 5) What was the result?
6) What did you learn? 6) What did you learn? 6) What did you learn? 6) What did you learn?
KataintheClassroom/katatogrow.com
Teamname:
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Experiment 5 Experiment 6 Experiment 7 Experiment 8 Experiment 9
7, 3) What will you do? 7, 3) What will you do? 7, 3) What will you do? 7, 3) What will you do? 7, 3) What will you do?
8, 4) What do you expect?
Time:______
8, 4) What do you expect?
Time:______
8, 4) What do you expect?
Time:______
8, 4) What do you expect?
Time:______
8, 4) What do you expect?
Time:______
5) What was the result? 5) What was the result? 5) What was the result? 5) What was the result? 5) What was the result?
6) What did you learn? 6) What did you learn? 6) What did you learn? 6) What did you learn? 6) What did you learn?
KataintheClassroom/katatogrow.com
5) Change5
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5) Change5
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Lean and Agile software development can help your organisation deliver early and often, but this is not sufficient. Without clear and transparent alignment on a strategy, the organisation might still just end up keeping itself busy and not achieving the desired results. Making your strategy happen involves two major, symbiotic components: strategy alignment and strategy execution. Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organisation. Organisations also need to become laboratories: constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy. In this session, you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.

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Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Building on the power of habits, Toyota Kata helps build a daily continuous learning and improvement culture – a kaizen culture. In this session, Håkan Forss will introduce two main kata* of Toyota Kata – improvement kata and coaching kata. You will learn how the improvement kata and coaching kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive toward your state of awesomeness in small experiments focused on learning. The improvement kata will form the habits of doing small daily experiments focused on learning and improving. The coaching kata will form the habits of leaders in an organization to help the learners learn and improve. It’s time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A kata is something you practice over and over, while striving for perfection. If the kata itself is relatively static, the content of the kata, as we execute it, is modified based on the situation and context in real-time as it happens. A kata is different from a routine in that it contains a continuous self-renewal process.

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“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don’t seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata! Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture. In this intense and interactive 90 min session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. We will experience the fundamental behavior patterns at the core of the Toyota Kata methodology: the rapid experimental cycles and the Coaching Dialog. You will gain direct insight into the power of the Improvement Kata and Coaching Kata through repeated personal practice. You will experience how these daily habits or routines will help you to strive towards a state of awesomeness in small experiments focused on learning. Small teams will work together striving to achieve ever higher levels of awesomeness using the Improvement Kata and Coaching Kata, thereby gaining practical hands-on familiarity with Toyota Kata. Learning outcomes: · Provide an introduction to the core routines, mindset, and behavioral practices of Improvement Kata and Coaching Kata. · Allow you to experience the core routines of the of the Improvement Kata and Coaching Kata through interactive, hands-on exercises Who should attend? The target audience are Lean/Agile Coaches, Scrum Masters, managers and anyone interested in continuous learning and improvement methods. Anyone can attend. Prerequisites No prior knowledge needed. If you want to prepare the following two books are highly recommended: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother and Lean Enterprise: How High Performance Organizations Innovate at Scale by Jez Humble, Joanne Molesky, Barry O’Reilly Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

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Learn how to build a Lean learning culture at every level of your organisation. In this presentation from the LEGO enthusiast and Agile Coach at King Hakan Forss, you will discover how the Improvement Kata and Coaching Kata can form the foundational habits of a Lean learning organisation. You will be introduced to two core habits and how they will help you to create an organisation of learners that will improve your business.

KATA - Habits for lean learning Agile Australia 2016

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Most of today's knowledge work is almost exclusively done digitally. If you would step into an office and try to observe the process you will most likely find it hard to understand what is really happening. Most of the work is as ones and zeros hidden in many different digital repositories. To create a common and shared understanding in knowledge work we often need to make the invisible visible. During this session Håkan Forss will share his experiences of creating common and shared understanding of the invisible knowledge work using visual management.

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Developing games for the high demand, fast moving mobile market, is truly a challenge. Creating moments of magic is the art of finding the right trade-off between polish and time to feedback. King have developed over 190 games, including the world famous Candy Crush. In this session, we will share our recent experience in how to use evolutionary and experimental approaches in order to deliver disruptive innovation as well as continuous improvements. We will share insights in why Culture is King when you want to create an ever learning and evolving organization.

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“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don't seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata! Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your state of awesomeness in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the agile leaders for creating a culture of continuous improvement, adaption, and innovation. In this session, Toyota Kata will be taken out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context as a compliment or a replacement of the agile retrospective. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

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Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks. If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where: * Red = Non value adding waiting time * Yellow = Non value adding activates required due to how work is organized * Green = Value adding activities of real customer value How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks. In this session, you will be see how flow efficiency can be drastically improve in two concrete examples from two different domains. First, you will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks. In the second example, you will see how a Product Development Test Organization reduced lead-time and created time for improvements by focusing on improving flow efficiency. We will take a close look at the three laws that define the performance of all processes: * Little’s Law * Law of bottlenecks * Law of variation By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency. When time is gone, it is gone. Time to start removing the red and yellow bricks

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Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement? Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your vision, your state of awesomeness, in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. In this session, we will take Toyota Kata out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context tomorrow. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process. Ideas for now •How Toyota Kata can become the catalyst for creating a culture of continuous learning and improvement, a kaizen culture. •How Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. •How the Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. •How small daily experiments lower the resistance to change and builds a kaizen culture. •How to use the great power of habits to build a new culture. •How to apply the Improvement Kata and Coaching Kata in a software development context Read more at http://hakanforss.wordpress.com/tag/toyota-kata/

Toyota kata – habits for continuous improvements MIX IT 2014-04-29

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“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement? Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your vision, your state of awesomeness, in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. In this session, we will take Toyota Kata out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context tomorrow. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

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Time is valuable, and when it is gone, it is gone. Are you focusing on flow or just keeping yourself busy? How much has the red brick cancer spread in your processes? In this session we will talk about time. We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. We take a look at how to remove the red brick cancer in your processes. You will learn how to understand and improve the end to end flow in your system.

The red brick cancer - Modern Management Methods UK 2013 11-01

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Toyota Kata – habits for continuous improvements Lean IT Summit 2013

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Time is valuable, and when it is gone, it is gone. Are you focusing on flow or just keeping yourself busy? How much has the red brick cancer spread in your processes? In this session we will talk about time. We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. We take a look at how to remove the red brick cancer in your processes. You will learn how to understand and improve the end to end flow in your system.

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Klinik_ Apotek Onlin 085657271886 Solusi Menggugurkan Masalah Kehamilan Anda Jual Obat Aborsi Di Jakarta. KLINIK ABORSI TERPEECAYA _ Jual Obat Aborsi Cytotec Misoprostol Asli 100% Ampuh Hanya 3 Jam Langsung Gugur || OBAT PENGGUGUR KANDUNGAN AMPUH MANJUR OBAT ABORSI OLINE" APOTIK Jual Obat Cytotec, Gastrul, Gynecoside Asli Ampuh. JUAL ” Obat Aborsi Tuntas | Obat Aborsi Manjur | Obat Aborsi Ampuh | Obat Penggugur Janin | Obat Pencegah Kehamilan | Obat Pelancar Haid | Obat terlambat Bulan | Ciri Obat Aborsi Asli | Obat Telat Bulan | Pil Aborsi Asli | Cara Menggugurkan Konten | Cara Aborsi Tuntas | Harga Obat Aborsi Asli | Pil Aborsi | Jual Obat Aborsi Cytotec | Cara Aborsi Sendiri | Cara Aborsi Usia 1 Bulan | Cara Aborsi Usia 2 Tahun | Cara Aborsi Usia 3 Bulan | Obat Aborsi Usia 4 Bulan | Cara Abrasi Usia 5 Bulan | Cara Menggugurkan Konten | Kandungan Obat Penggugur | Cara Menghitung Usia Konten | Cara Mengatasi Terlambat Bulan | Penjual Obat Aborsi Asli | Obat Aborsi Garansi | Kandungan Obat Peluntur | Obat Telat Datang Bulan | Obat Telat Haid | Obat Aborsi Paling Murah | Klinik Jual Obat Aborsi | Jual Pil Cytotec | Apotik Jual Obat Aborsi | Kandungan Dokter Abrasi | Cara Aborsi Cepat | Jual Obat Aborsi Bergaransi | Jual Obat Cytotec Asli | Obat Aborsi Aman Manjur | Obat Misoprostol Cytotec Asli. "APA ITU ABORSI" “Aborsi Adalah dengan membendung hormon yang di perlukan untuk mempertahankan kehamilan yaitu hormon progesteron, karena hormon ini dibendung, maka jalur kehamilan mulai membuka dan leher rahim menjadi melunak,sehingga mengeluarkan darah yang merupakan tanda bahwa obat telah bekerja || maksimal 1 jam obat diminum || PENJELASAN OBAT ABORSI USIA 1 _7 BULAN Pada usia kandungan ini, pasien akan merasakan sakit yang sedikit tidak berlebihan || sekitar 1 jam ||. namun hanya akan terjadi pada saatdarah keluar merupakan pertanda menstruasi. Hal ini dikarenakan pada usiakandungan 3 bulan,janin sudah terbentuk sebesar kepalan tangan orang dewasa. Cara kerja obat aborsi : JUAL OBAT ABORSI AMPUH dosis 3 bulan secara umum sama dengan cara kerja || DOSIS OBAT ABORSI 2 bulan”, hanya berbedanya selain mengisolasijanin juga menghancurkan janin dengan formula methotrexate dikandungdidalamnya. Formula methotrexate ini sangat ampuh untuk menghancurkan janinmenjadi serpihan-serpihan kecil akan sangat berguna pada saat dikeluarkan nanti. APA ALASAN WANITA MELAKUKAN ABORSI? Aborsi di lakukan wanita hamil baik yang sudah menikah maupun belum menikah dengan berbagai alasan , akan tetapi alasan yang utama adalah alasan-alasan non medis (termasuk aborsi sendiri / di sengaja/ buatan] MELAYANI PEMESANAN OBAT ABORSI SETIAP HARI, SIAP KIRIM KESELURUH KOTA BESAR DI INDONESIA DAN LUAR NEGERI. HUBUNGI PEMESANAN LEBIH NYAMAN VIA WA/: 085657271886

Jual obat aborsi Jakarta 085657271886 Cytote pil telat bulan penggugur kandun...

Jual obat aborsi Jakarta 085657271886 Cytote pil telat bulan penggugur kandun...

Jual obat aborsi Jakarta 085657271886 Cytote pil telat bulan penggugur kandun...

Zone Chairperson Role and Responsibilities New updated.pptx

Zone Chairperson Role and Responsibilities New updated.pptx

Zone Chairperson Role and Responsibilities New updated.pptx

lionnarsimharajumjf

• For a full set of 390+ questions. Go to https://skillcertpro.com/product/aws-data-engineer-associate-dea-c01-exam-questions/ • SkillCertPro offers detailed explanations to each question which helps to understand the concepts better. • It is recommended to score above 85% in SkillCertPro exams before attempting a real exam. • SkillCertPro updates exam questions every 2 weeks. • You will get life time access and life time free updates • SkillCertPro assures 100% pass guarantee in first attempt.

AWS Data Engineer Associate (DEA-C01) Exam Dumps 2024.pdf

AWS Data Engineer Associate (DEA-C01) Exam Dumps 2024.pdf

AWS Data Engineer Associate (DEA-C01) Exam Dumps 2024.pdf

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Report Writing Webinar Training

Report Writing Webinar Training

Report Writing Webinar Training

Despite remarkable successes in various domains such as robotics and games, Reinforcement Learning (RL) still struggles with exploration inefficiency. For example, in hard Atari games, state-of-the-art agents often require billions of trial actions, equivalent to years of practice, while a moderately skilled human player can achieve the same score in just a few hours of play. This contrast emerges from the difference in exploration strategies between humans, leveraging memory, intuition and experience, and current RL agents, primarily relying on random trials and errors. This tutorial reviews recent advances in enhancing RL exploration efficiency through intrinsic motivation or curiosity, allowing agents to navigate environments without external rewards. Unlike previous surveys, we analyze intrinsic motivation through a memory-centric perspective, drawing parallels between human and agent curiosity, and providing a memory-driven taxonomy of intrinsic motivation approaches. The talk consists of three main parts. Part A provides a brief introduction to RL basics, delves into the historical context of the explore-exploit dilemma, and raises the challenge of exploration inefficiency. In Part B, we present a taxonomy of self-motivated agents leveraging deliberate, RAM-like, and replay memory models to compute surprise, novelty, and goal, respectively. Part C explores advanced topics, presenting recent methods using language models and causality for exploration. Whenever possible, case studies and hands-on coding demonstrations. will be presented.

Unlocking Exploration: Self-Motivated Agents Thrive on Memory-Driven Curiosity

Unlocking Exploration: Self-Motivated Agents Thrive on Memory-Driven Curiosity

Unlocking Exploration: Self-Motivated Agents Thrive on Memory-Driven Curiosity

ICT role in 21st century education and it's challenges.pdf

ICT role in 21st century education and it's challenges.pdf

ICT role in 21st century education and it's challenges.pdf

Islamia university of Rahim Yar khan campus

SOLID WASTE MANAGEMENT SYSTEM OF FENI PAURASHAVA, BANGLADESH.pdf

SOLID WASTE MANAGEMENT SYSTEM OF FENI PAURASHAVA, BANGLADESH.pdf

SOLID WASTE MANAGEMENT SYSTEM OF FENI PAURASHAVA, BANGLADESH.pdf

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Dreaming Marissa Sánchez Music Video Treatment

Dreaming Marissa Sánchez Music Video Treatment

Dreaming Marissa Sánchez Music Video Treatment

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lONG QUESTION ANSWER PAKISTAN STUDIES10.

lONG QUESTION ANSWER PAKISTAN STUDIES10.

Digital collaboration with Microsoft 365 as extension of Drupal

Digital collaboration with Microsoft 365 as extension of Drupal

Digital collaboration with Microsoft 365 as extension of Drupal

I had the honour of presenting my reflections on the autobiography of Professor Isaac Folorunso Adewole, titled "Uncommon Grace." As someone deeply invested in documentation and history, I found Professor Adewole's decision to narrate his journey from humble beginnings to occupying one of the highest offices in the land both inspiring and invaluable. In this eloquently written memoir, Professor Adewole provides a comprehensive account of his life, from his ancestral roots to his time as Minister of Health in Nigeria. The unique aspect of this autobiography is that he portrayed himself authentically without taking the help of third-party narratives, which is often seen in accounts of high-ranking officials. His upbringing was greatly influenced by his father's commitment to education. He became a prominent figure in advocating for the rights of the underprivileged through trade unionism. His story is one of unwavering determination, resilience, and faith. His experiences, including both successes and struggles, provide priceless lessons on leadership, perseverance, and the alignment of personal values with public service. While reading "Uncommon Grace," I was struck by the deep leadership lessons that are embedded within its chapters. Professor Adewole stresses the importance of inclusivity, servant leadership, and planning, which are all highly relevant in today's complex world. His commitment to accountability, as well as his primary responsibility as a researcher, serves as a guiding light for aspiring leaders across various disciplines. During his tenure as the Vice Chancellor of the University of Ibadan, he led with visionary leadership and transformative impact. His accomplishments have been meticulously documented in the book, which can serve as a blueprint for rejuvenating institutions and promoting academic excellence. In the latter part of his autobiography, Professor Adewole shares his experiences as a Minister, detailing the challenges he faced while serving the public with integrity and courage. His reflections on the complexities of public service, coupled with his commitment to the well-being of the nation, offer practical insights for policymakers and citizens alike. I have carefully read "Uncommon Grace" and it is more than just a memoir. It is a timeless book that is hard to put down once you start reading. While intellectuals may continue to debate whether uncommon grace was made possible by uncommon preparation or the other way around, I applaud Professor Adewole for sharing his ideas, knowledge, and experience with the public. I highly recommend this book to everyone.

Uncommon Grace The Autobiography of Isaac Folorunso

Uncommon Grace The Autobiography of Isaac Folorunso

Uncommon Grace The Autobiography of Isaac Folorunso

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