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Manufacturing · Operations

Plant Manager & Production Supervisor Training That Builds OEE Discipline, TPM, and a Safety Culture

Plant managers and production supervisors in Indonesia carry three pulling accountabilities: production output, cost, and safety. The Neksus program installs daily OEE discipline, JIPM-style TPM, 5S as the foundation, DMAIC problem solving, and SMK3 + ISO 45001 compliance — so the plant produces predictably, economically, and safely.

  • 4.9/5 · 287 reviews
  • 300+ clients nationwide
  • 2,000+ trainers
  • 1 to hundreds of participants
  • Standard · Premium · Private 1-on-1
Target audience
Plant Manager · Production Supervisor · Shift Leader · Maintenance LeadTarget audience
Typical duration
10–14 week cohort + on-shift coachingTypical duration
Core focus
OEE, TPM, 5S, SMED, Lean Six Sigma, SMK3 / ISO 45001Core focus
Format
Hybrid: workshop + gemba walk + on-shift coachingFormat

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4.9 out of 5

287 participant reviews.

300+ clients nationwide and 180,000+ private training sessions completed. Among them: MPR RI, Akademi Militer Magelang, DPRD Provinsi Jawa Timur.

One person to hundreds

Private coaching for one participant, a class for one team, or several cohorts at once.

Three budget levels

  • Standard: core class, material fitted to the participants’ work
  • Premium: senior trainer, deeper material design
  • Private 1-on-1: one participant, one trainer, schedule set by the participant
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Quick answer

The Neksus plant manager program builds six pillars: OEE (Availability × Performance × Quality), JIPM-style Total Productive Maintenance, 5S visual foundation, SMED setup-time reduction, Lean Six Sigma DMAIC problem solving, and safety compliance with PP 50/2012 SMK3 + ISO 45001:2018. Delivered as a 10–14 week cohort with weekly gemba walks and on-shift coaching on live production lines.

Role Context

Why plant manager is the most complex three-way-pull role in a corporation

Plant managers and production supervisors hold three-way accountability: production output (volume, quality, on-time delivery), cost (material, energy, OT, scrap), and safety (zero LTI / lost time injury). Every operational decision pulls these three differently. OEE (Overall Equipment Effectiveness, popularized by Seiichi Nakajima at JIPM in 1988) gives a single composite metric of Availability × Performance × Quality that becomes the universal language of plant productivity. Total Productive Maintenance (TPM, JIPM) shifts maintenance from reactive to predictive across eight pillars (autonomous, planned, focused improvement, etc.). 5S (Seiri-Seiton-Seiso-Seiketsu-Shitsuke) is the visual foundation that precedes everything. SMED (Single-Minute Exchange of Die, Shigeo Shingo) cuts setup time below 10 minutes. Lean Six Sigma DMAIC (Define-Measure-Analyze-Improve-Control) installs structured problem-solving discipline. On the regulatory side, Indonesia mandates PP 50/2012 SMK3, Permenaker 5/2018 (Workplace Safety Environment), and many companies layer in ISO 45001:2018 (Occupational Health & Safety Management System). The Neksus program weaves all these frameworks into the plant manager's daily operating system.

  • Global average plant OEE sits at 60% (JIPM benchmark) — World Class is 85%
  • TPM JIPM Award implementations have lifted OEE by 20–40 points in plants that committed fully
  • SMED setup-time reduction has cut changeover from 4 hours to <10 minutes
  • PP 50/2012 SMK3 is mandatory for companies with ≥100 employees or in high-risk industries
Trading safety for production targets mortgages the future

A plant manager who pressures supervisors to chase production targets by skipping SMK3 briefings, JSA (Job Safety Analysis), or LOTO (Lockout-Tagout) wins two-three quarters. After that one LTI or fatality closes the plant for days, the Permenaker audit triggers fines + STOP operations, and team trust collapses. The cost of a single fatality in Indonesia averages IDR 5–15 billion (compensation + fines + business interruption + reputation).

Reference frameworks

Neksus modules integrate OEE + TPM (JIPM Award), 5S + Visual Management, SMED (Shingo), Lean Six Sigma DMAIC (ASQ), Kaizen (Imai), plus compliance with PP 50/2012 SMK3, Permenaker 5/2018, ISO 45001:2018. Adapted to Indonesian context: 3-shift dynamics with night work, multi-generation operators, and Dinas Tenaga Kerja regional oversight.

Shop-floor change roots in daily gemba walks, with meeting rooms as a supporting layer

A plant manager spending 6 hours/day in the office reading reports loses to one spending 4 hours on the shop floor (gemba walk). The Neksus program installs morning and afternoon gemba walks with a 5S + OEE board + safety observation card checklist as a daily discipline, with events as a supporting layer.

Typical outcome: OEE lift of 8–15 points within 6 months

Cross-client pattern from plants running daily OEE discipline + autonomous maintenance + rolling DMAIC projects: OEE climbs 8–15 points, setup time falls 30–50% (SMED), LTI / lost time injury drops to zero or ≤1 per year, and operator kaizen ideas rise 3–5x.

Starting Point

The TNA pattern we most often find on plant manager + production supervisor teams

Diagnostic results from Neksus manufacturing clients — consistent across FMCG, automotive, chemical, and metals.

Gap
OEE is measured, with daily decisions made separately

Symptom: OEE is reported monthly to directors; the number sits stable at 50–60%; per-shift downtime root cause goes unanalyzed; the OEE board is absent on the line, or present and unfilled.

Business impact: Improvement loses direction; new-equipment capex gets approved when existing-equipment OEE could rise 15 points with operating discipline alone.

Gap
Maintenance still reactive (run-to-failure)

Symptom: Machines are repaired only after breakdown; the planned maintenance window goes unrespected; autonomous maintenance (cleaning, daily inspection by operators) is absent.

Business impact: MTBF (Mean Time Between Failures) stays short; spare-part costs run high; unpredictable downtime breaks delivery commitments.

Gap
5S becomes an annual event, with daily discipline as a casualty

Symptom: 5S audits run 1–2 times a year with dramatic preparation; standards (Seiketsu) go undocumented; Shitsuke (self-discipline) fails to form; post-audit conditions degrade rapidly.

Business impact: Visual-management foundation collapses; defects from missing / contaminated parts rise; safety risk from cluttered floors stays high.

Gap
Setup time / changeover stays long and variable

Symptom: SKU changeover takes 2–4 hours; no written setup SOP; setup time variation across teams ±40%; SMED is unknown.

Business impact: Large lot sizes (to amortize setup) → high inventory → low market-response agility.

Gap
'Hammer-and-nail' problem solving — DMAIC / 8D absent

Symptom: Recurring problems get patched with temporary workarounds; root-cause analysis (5-Why, fishbone) rarely runs structurally; no Control phase after fixes.

Business impact: Problems recur monthly; the team feels they 'handled it' with sustainable countermeasure unbuilt.

Gap
Safety treated as compliance, with competency as a separate concern

Symptom: Pre-shift safety briefings become a formality; JSA stays unwritten for new tasks; near-misses go unreported due to fear of punishment; SMK3 documentation exists yet Permenaker audits always find gaps.

Business impact: Frequency Rate (accidents per million working hours) runs high; a single LTI can halt operations and bring Disnaker inspectors.

Everyday Problems

Pain points plant managers + supervisors feel in the field

Daily production targets get pulled by directors with machine availability unconsidered

Root: Vertical communication from production to directors does not use OEE language; directors see output, plant managers see machine constraint; no joint discussion.

What we do: The 'OEE Communication for Executives' module trains plant managers in executive briefings with the OEE waterfall (planned production time → run time → ideal output → actual output) so target ↔ reality gaps become transparent.

Senior operators reject autonomous maintenance: 'that's maintenance's job'

Root: A silo culture between operators and maintenance; no cleaning-inspection-lubrication training for operators; no recognition for operators who catch early defects.

What we do: The 'TPM Autonomous Maintenance Introduction' workshop runs benchmark-plant visits (sites already implementing), a reward system for early defect detection, and cleaning-as-inspection SOPs.

Night shift becomes a 'ghost shift' — low productivity, hard-to-control supervision

Root: Night shift leaders are untrained as leaders; no real-time OEE visual board; quality control runs looser at night.

What we do: The 'Night Shift Leadership' module is dedicated to night shift leaders: pre-shift briefing discipline, autonomous quality control, ergonomics & fatigue management.

New SKU changeover takes 3 hours and runs inconsistently

Root: No written setup SOP; tools are disorganized (weak 5S); internal setup (machine off) has yet to be separated from external setup (machine still running).

What we do: The SMED workshop runs video analysis of existing changeover, separation of internal vs external setup, and staged reduction targets (4 hours → 2 hours → 45 minutes → <10 minutes).

The same defect repeats monthly even after being 'fixed'

Root: Quick fixes (containment) get executed without root-cause analysis; no DMAIC Control phase; no poka-yoke (mistake-proofing).

What we do: The 'DMAIC Problem Solving' module sets a Lean Six Sigma Green Belt capstone project — each participant completes one DMAIC project on a real plant problem.

Disnaker SMK3 audits always find gaps despite complete documentation

Root: PP 50/2012 implementation runs as documentation with practice as a separate concern; JSA goes unused daily; HIRADC (Hazard Identification, Risk Assessment, Determining Control) stays outdated; behavior-based safety is absent.

What we do: The 'SMK3 in Practice' workshop runs a gap analysis against PP 50/2012 + ISO 45001:2018 (parallel) and installs behavior-based safety (BBS) with safety observation cards.

Skill Ladder

The plant manager + production supervisor capability ladder — 12 months

Four stages with core competencies and the KPI signal that the next stage is ready.

1
Months 1–3: 5S foundation + daily OEE
12 weeks
  • Implement 5S as a daily discipline (with events as supporting layer)
  • Install OEE boards on every line with per-shift updates
  • Lead morning gemba walks (briefing) and afternoon walks (review) daily
  • Identify the 6 big losses (breakdown, setup, idling, reduced speed, defect, startup loss)
5S audit score ≥80% consistently for 3 months; OEE board filled 100% of shifts; at least 6 downtime root causes identified per week
2
Months 4–6: TPM autonomous + SMED
12 weeks
  • Implement autonomous maintenance first 4 steps (initial cleaning, eliminating sources, cleaning standards, general inspection)
  • Cut setup time with staged SMED
  • Lead focused improvement teams on bottleneck lines
  • Optimize the planned maintenance window with MTBF / MTTR data
Autonomous maintenance steps 1–4 complete on at least 2 lines; setup time down ≥40%; MTBF up ≥20%; OEE up 5–10 points
3
Months 7–9: Lean Six Sigma DMAIC + safety
12 weeks
  • Complete one DMAIC project per participant (Green Belt level)
  • Implement behavior-based safety with daily safety observation cards
  • Maintain JSA updates for every risk-bearing task
  • Manage PP 50/2012 SMK3 + ISO 45001:2018 audit readiness
DMAIC project per participant with measurable financial benefit; LTI Frequency Rate down to ≤1; PP 50/2012 audit gap <10 items
4
Months 10–12: Plant leadership + culture
12 weeks
  • Lead an integrated daily management system (OEE + safety + quality + cost board)
  • Build a Kaizen idea system with ≥80% operator participation
  • Develop one supervisor into an assistant plant manager
  • Read the financial impact of OEE improvement on the plant P&L
Daily management board operational on all lines; ≥3 kaizen ideas per operator per year; one assistant plant manager ready for promotion
KPI Targets

Operational KPIs that should move while the program runs

Pick 5–7 KPIs before kickoff; measurable impact with an honest baseline.

Overall Equipment Effectiveness (OEE)
Up 8–15 points within 6 months

Composite plant productivity metric (JIPM standard); World Class is 85%+.

Setup time reduction (SMED)
Down 30–50% on focus lines

Adds availability + enables smaller batch sizes + market responsiveness.

MTBF (Mean Time Between Failures)
Up ≥20%

Indicator of autonomous + planned maintenance effectiveness.

LTI Frequency Rate (per million working hours)
Down to ≤1 (world-class target)

Primary safety KPI; <1 = aligned with global operational safety culture benchmark.

PP 50/2012 SMK3 audit gap
<10 gap items (external audit ready)

National regulatory compliance; >50 items = Disnaker warning risk.

Defect rate / FPY (First Pass Yield)
Up 5–10 points

Production-quality indicator; directly impacts scrap + rework cost.

Kaizen ideas per operator per year
≥3 implementable ideas

Signal of continuous-improvement culture; world-class JIPM is ≥10.

Decision Aid

Three-day OEE workshop versus 10–14 week cohort versus embedded lean consultant

Three intervention shapes for manufacturing operations. The cohort + on-shift coaching is the default for plant discipline transformation.

CriterionThree-day workshop10–14 week cohort
★
Embedded consultant
Budget levelStandardStandard or PremiumPremium, consultant on the floor
Implementation on live production linesNo — generic casesYes — DMAIC projects on real problemsYes — daily accompaniment
On-shift coachingNoYes — weekly gemba walksYes — daily
DMAIC project capstone (Green Belt)NoYes — one project per participantYes — multiple projects
Best fitOEE / TPM awareness, management refreshDefault production-team transformationLarge plants with multiple lines, TPM Award target
Engagement Path

The 10–14 week engagement flow — diagnostic to DMAIC capstone

  1. 1

    OEE diagnostic + 5S audit + SMK3 gap analysis

    Weeks 0–1

    Five-day onsite operational audit by the Neksus team + the plant manager. OEE measurement per line, 5S audit, gap analysis against PP 50/2012 + ISO 45001:2018. Output: KPI baseline, 6 big losses map, and three improvement priorities.

  2. 2

    Three-day onsite kickoff workshop

    Week 2

    Day 1: OEE concept + TPM 8 pillars JIPM + benchmarking. Day 2: 5S + visual management + gemba walk discipline. Day 3: SMED introduction + DMAIC framework + selection of capstone project per participant.

  3. 3

    Weekly gemba walks with Neksus coach

    Weeks 3–13

    Every Monday and Thursday (alternating shifts), the Neksus coach joins the plant manager + supervisor gemba walk. 5S inspection, OEE board updates, safety observation. Real-time coaching on the floor.

  4. 4

    Bi-weekly DMAIC project tracking (Green Belt)

    Weeks 3–13

    Every other week, 90 minutes, participants present DMAIC project progress. The Neksus coach reviews Define-Measure-Analyze-Improve-Control phases. Toolkit: SIPOC, value stream map, Ishikawa, FMEA, control plan.

  5. 5

    Monthly thematic workshop (3 hours live)

    Weeks 4–12

    Rolling topics: Autonomous Maintenance 4-step Implementation, SMED Deep Dive, JSA & HIRADC Practical, Behavior-Based Safety, Daily Management Board Design, OEE Communication for Executives. Each session ends with a two-week practice assignment.

  6. 6

    Mid-program check-in with COO / Operations Director

    Week 7

    A 90-minute session with the Neksus coach, plant manager, and COO. Review OEE trend, DMAIC project status, SMK3 compliance gaps, organizational support.

  7. 7

    Capstone — DMAIC project presentation + audit readiness

    Weeks 13–14

    Each participant presents the Green Belt DMAIC project: measurable financial benefit, control plan, sustaining mechanism. The plant manager presents PP 50/2012 + ISO 45001:2018 audit readiness. Audience: COO + directors + Disnaker observer (optional).

  8. 8

    Sustaining: operations alumni + quarterly TPM review

    Month 4 → 12

    Access to an alumni channel for cross-company plant-manager peer-coaching, plus a 90-minute quarterly review with the Neksus coach to work through advanced Black Belt projects.

Who Decides

Decision-makers in a plant manager program

Five stakeholder rings that must align before the program moves the shop floor.

Chief Operating Officer / Operations Director
Primary sponsor

Accountability for OEE, production cost, and delivery to the CEO/board.

Head of Manufacturing / Plant Director
Program co-owner

Operating discipline consistency across plants; multi-year TPM roadmap.

Head of Maintenance / Engineering
TPM co-design

Integration of autonomous maintenance with planned maintenance; MTBF/MTTR data.

Head of Quality / QA
Project validator

Impact of DMAIC projects on FPY, defect rate, control plan post-improvement.

EHS Manager / Safety Officer
Safety modules co-design

PP 50/2012 SMK3, ISO 45001:2018, Permenaker 5/2018 compliance; LTI Frequency Rate.

HR / Training Manager
Program owner

Program logistics, Kirkpatrick evaluation, LMS integration and competency development.

Program Design Notes

Design notes — why we built it this way

  • Hybrid format (workshop + on-shift coaching)
    40% live workshop, 40% gemba walk + on-shift coaching, 20% DMAIC project tracking
    Plant discipline grows on the shop floor, with theory as the foundation. Coaching at gemba is the only way to keep the OEE board filled consistently.
  • Cohort size
    10–18 participants per cohort (plant manager + production supervisor + shift leader + maintenance lead)
    A role mix keeps TPM autonomous + planned maintenance connected; safety becomes a shared responsibility.
  • Total duration
    10–14 weeks
    Enough for one complete Green Belt DMAIC cycle (Define through Control), audit gap closure, and adoption of gemba walk discipline.
  • Facilitator profile
    Facilitators with 15+ years of plant operations + Lean Six Sigma Black Belt credentials + Ahli K3 Umum / ISO 45001 Lead Auditor
    Plant managers only respect facilitators who have led a shift / plant. K3 credentials grant the safety authority.
  • DMAIC project capstone (Green Belt)
    Each participant completes one DMAIC project on a real problem with annual financial benefit ≥IDR 100 million
    DMAIC becomes habit when practiced end-to-end. Projects with concrete financial benefit validate program ROI to the board.
  • Effectiveness measurement
    Kirkpatrick L1–L4 + business outcomes: OEE, setup time, MTBF, LTI Frequency Rate, FPY, DMAIC project financial benefit
    OEE and LTI are the lagging plant indicators boards trust most. Quarterly review with the COO ensures impact is documented.
Training Topics

Neksus topics most often paired with a plant manager program

Picked for this role

Leadership for First-Line Managers

Shift leaders and production supervisors transitioning from senior operator to team leader; coaching gemba walks that build shift discipline.

See detail
Picked for this role

Organizational Change Management

TPM and 5S implementation is a major cultural change touching operators, supervisors, and maintenance; ADKAR / Kotter aids adoption.

See detail
Picked for this role

Executive Communication & Presentation

Plant managers presenting the OEE waterfall + DMAIC financial benefit to the COO / board: Minto Pyramid, data storytelling.

See detail
Picked for this role

Data Literacy & Business Analytics

Plant managers + engineers building real-time OEE dashboards, Pareto downtime analysis, and SPC control charts.

See detail
Picked for this role

Project Management

DMAIC plant projects require project-management discipline; PMBOK 7 + agile elements for the Improve phase.

See detail
Procurement Info

Procurement information

  • Contract format
    Inhouse fixed cohort (10–14 weeks), multi-cohort continuous annual program (for multi-plant), or embedded lean consultant (12 months with 6–8 visits per month).
  • Location
    Onsite at the client plant, regional onsite (Bekasi, Karawang, Surabaya, Cilegon, etc.), hybrid (onsite kickoff + weekly online sessions), or fully online for remote plants.
  • Language of delivery
    Bahasa Indonesia (default) or bilingual ID/EN for multinational corporates with expat engineers.
  • Participant materials and certificate
    Modules, DMAIC Green Belt workbook, 5S audit template, SMED checklist, JSA template, 12-month access to the alumni resource hub, Neksus participation certificate + optional Lean Six Sigma Green Belt certification.
  • Tax documentation and e-procurement
    VAT (PPN) tax invoice, official receipt, BAST. Support for BUMN/government e-procurement (SPSE LKPP) available.
  • Payment terms
    A down payment at contract signing, a milestone payment after kickoff, the balance after the capstone DMAIC presentation. The size of each payment is agreed in the contract under the client's procurement rules.
  • Optional add-ons
    JIPM TPM Award readiness audit by the Neksus team, PP 50/2012 + ISO 45001:2018 gap analysis audit before external audit, and Lean Six Sigma Black Belt certification for high-potential participants.

Frequently Asked Questions

PP 50/2012 SMK3 is Indonesian national regulation, mandatory for companies with ≥100 employees or in high-risk industries (audited by bodies appointed by Kemnaker). ISO 45001:2018 is the international Occupational Health & Safety Management System standard (audited by accredited certification bodies like DNV, Bureau Veritas, SGS). PP 50/2012 is mandatory; ISO 45001 is voluntary yet often required by multinational clients or for export. Parallel implementation is efficient because 80% of requirements overlap; combined gap analysis is the optimal approach.

No. The program adapts to any plant maturity stage. For baseline plants (OEE <60%, undisciplined 5S, TPM unknown), modules focus on 5S foundation + daily OEE + TPM autonomous 4-step. For more advanced plants (OEE >75%, already TPM bronze/silver), modules focus on focused improvement + Black Belt projects + JIPM Award readiness.

Neksus target: each participant completes a DMAIC project with measurable annual financial benefit ≥IDR 100 million. Typical patterns: setup-time reduction, elimination of recurring defect sources, energy consumption optimization, or material savings. For a mid-sized plant, a 10-participant cohort can generate cumulative annual financial benefit of IDR 1–3 billion, often exceeding program investment 3–10x in the first year.

The Neksus coach rotates gemba walks across all shifts including nights and weekends, especially during weeks 3–8. Thematic workshops run in two sessions (morning shift and afternoon shift) to accommodate 3-shift operations. Night shift leaders get a dedicated 'Night Shift Leadership' module covering fatigue management, autonomous quality control, and cross-shift handover communication.

A Neksus completion certificate can be issued to every participant (available on request). The DMAIC curriculum and its capstone prepare participants toward Green Belt level, while the industry-recognized Lean Six Sigma exam and certificate are taken directly with the issuing body.

TPM autonomous + 5S implementation can still proceed, with two adjustments: outsourcing vendor contracts must include 5S + safety training participation; production supervisors (permanent employees) become the consistent discipline anchor while operators rotate. We provide an additional 'Managing Outsourced Operator Discipline' workshop for supervisors.

The plant keeps producing during training, so sessions for 15 plant managers and supervisors follow the shift pattern. Cost is driven by cohort length, plant location (Jabodetabek or remote regional), plant complexity (single line or multi-line), and SMK3 or ISO 45001 gap analysis needs. OEE, SMED, and safety briefings that are uniform across every line are taught at Standard. Coaching on DMAIC projects tied to real plant problems is part of Premium, and a plant manager preparing to lead several sites can take Private 1-on-1. Once you name the budget and the 5-day onsite operational audit is complete, we hand over the program design.

The Kirkpatrick L1–L4 framework paired with operational KPIs: OEE, setup time, MTBF, LTI Frequency Rate, FPY, and DMAIC project financial benefit. A quarterly executive review with the COO uses the OEE waterfall (planned production time → actual output), with estimated annual run-rate financial benefit from improvements. Typical ROI is 4–10x program investment within 12 months.

Yes, with adapted modules. For continuous-process plants, OEE focus shifts to Performance × Quality (Availability is often above 95% by design), with rolling DMAIC projects on yield optimization + energy reduction + spec compliance. For discrete plants, focus shifts toward SMED + line balancing + autonomous maintenance per workstation. Facilitators with matching background are paired.

A 3-day onsite gap analysis audit by a Neksus trainer experienced in occupational safety and ISO 45001 audits is included in the standard package for cohorts with safety modules. Output: a detailed gap report with priorities + closure effort estimate + 6-month audit readiness roadmap. External audits (for formal certification) are conducted by independent accredited certification bodies — Neksus does not perform formal certification audits.

Experienced as Plant Manager / Production Supervisor? We are recruiting trainers in these cities

Neksus is looking for trainers and consultants who have held this role on a production floor. Pick the city you live in or can reach.

Let's design the plant transformation

Share your plant profile (line count, baseline OEE, 12-month LTI history, SMK3 + ISO 45001 certification status), industry (FMCG, automotive, chemical, etc.), and the target cohort start date. The Neksus team runs a 5-day onsite operational audit and prepares a tailored program design + gap analysis audit after the audit.

  • 10–14 week cohort with weekly gemba walks and a Green Belt DMAIC project capstone
  • PP 50/2012 SMK3 + ISO 45001:2018 gap analysis audit included in the package
  • On-shift coaching covering night shifts and weekends
  • TPM 8 pillars JIPM module with visits to benchmark plants that have won the TPM Award
  • Kirkpatrick L1–L4 measurement + measurable DMAIC project financial benefit for ROI justification
  • Optional Lean Six Sigma Green Belt certification as an industry-recognized track

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