1 1 All the numbers are represented are masked considering business confidentiality Copyright of this project belongs to HCCBPL as per IPR THE COCA-COLA COMPANY (TCCC) • Coca-Cola was formulated in 1886 by John F Pemberton • We Operate In more countries than UN • “Coke” is the most Recognized word after “OK” • One of the Most valued Brands in the world To Refresh the World Inspire moments of optimism and happiness Create value and make a difference Mission 2
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All the numbers are represented are masked considering business confidentiality
Copyright of this project belongs to HCCBPL as per IPR
THE COCA-COLA COMPANY (TCCC)
• Coca-Cola was formulated in 1886 by John F Pemberton• We Operate In more countries than UN• “Coke” is the most Recognized word after “OK”• One of the Most valued Brands in the world
To Refresh the World Inspire moments of optimism and happiness Create value and make a differenceM
issi
on
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HCCBPL is the largest bottling partner of The Coca-Cola Company in India. It is a part of The Coca-Cola
Company’s Bottling Investments Group (BIG) and responsible for the manufacturing, packaging, sales and
distribution of beverages under the trademarks of The Coca-Cola Company.
Introduction…Introduction
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• To be the best Sales & Distribution Company for consumer products in India connecting people and the product of their choice
Vision
• Enriching lives across the country by building a consumer-driven, customer-focused, employee-friendly, profitable, sustainable and socially responsible business in India
Mission
• PASSION
• LEADERSHIP
• ACCOUNTABILITY
• CITIZENSHIP
• EMPOWERMENT
• INTEGRITY
• TEAMWORK
Values
Vision, Mission and Values
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All the numbers are represented are masked considering business confidentiality
All the numbers are represented are masked considering business confidentiality
3.1.1What methods and /or tools were used to identify the possible solutions / improvements? How was the
team prepared to use these methods and / or tools (to identify the possible solutions / improvements)?
Why were these methods and/ or tools selected ( to identify possible solutions / improvements )?
Method:- DMADV Methodology
Candidate X'sInsufficient space at Distributor/
CFA/ WH
Stock not available
Insufficient forklift/ manpower
at distributor point
Detention
Delay at checkpoints
No Entry exit timings
Distributor preferable unloading
time
Absence of transport
coordinator
No night unloading
Delay in Plant
Multiple touch points
Volume skew
Low visibility of truck
movement
No proper time slot planning &
allocation process
Tool Used Why Who How
Brainstorming Develop the list of solution P
r
o
j
e
c
t
T
e
a
m
Team Review
FMEA To identify preventive measures
Team Meeting
Solution selection Matrix
To select the possible solution
Team Meeting/review
Pilot Testing To gauge the results in controlled environment
Team Work
HypothesisTesting
To validate the results Minitab
P
o
s
s
i
b
l
e
S
o
l
u
t
i
o
n
s
Step 1
Step 2
Step 3
Generation of possible solution
Prioritization of possible solution
Validation of possible solution
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3.1.2What data was generated and how was the data analyzed to determine
the possible solutions / improvements? ( 1/3)
Analysis
DATA Door Analysis
Process Door Analysis
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__________
Process
Number
__________Observer
1
2
3
4
5
8
(Gate in
at Dasna)
Average Time
TAT Process
2
(Gate In
At
3
(Gate out
at Jhilmil
4
(Gate In
at
5
(Gate out
at
6
(Vehicle
reporting
7
(Vehicle
out
Truck No. Vehicle No
Transport
er
Name
Truck
Type
(Two
Vehicle
Rounds(1
st/2nd)
1
(Gate
Out
Time Measurement Sheet
Analysis Date
Analysis Time
__________
Analysis Shift __________
VEHICLE NO.
DASNA TO DEPOT TRAVEL
TIME
WAITING TIME AT DEPOT
DEPOT TO DISTRIBUTOR TIME
TOTAL TIME
SPENT AT DISTRIBUT
OR
TIME FROM DIST. TO DEPOT
DIST./DEPOT TO DASNA
TAT
Hours
Days Hours
Days Hours
Days Hours
Days Hours Days Hours Days Hours
HR38M6479
11:21
0.47 1:23 0.06 1:12 0.05 02:20
0.097
15:09:00
0.63 64:00:00
UP86B9810
11:29
1.48 1:19 0.05 2:21 0.10 01:05
0.045
5:50 0.24 57:28:00
2.39 109:27:00
HR38H2183
9:09 0.38 1:40 0.07 2:20 0.10 02:00
0.083
4:28 0.19 56:00:00
2.33 82:47:00
HR55Q6813
6:50 0.28 5:03 0.21 2:36 0.11 01:35
0.066
2:57 0.12 153:14:00
6.38 181:51:00
HR38N5687
23:36
0.98 13:54
0.58 9:06 0.38 02:59
0.124
61:42:00
2.57 161:04:00
Collected DATA
DATA Collection Plan
3.1.2What are the possible solutions / improvements? ( 2/3)
Possible Solutions
Day+1dispatch/ delivery compliance
Dynamic Scheduling & Time slot Planning
Right vehicle pool sizing
GPS Implementation & correct reporting
Novire GPS reports utilization
Reducing distributor detention
Initiate night unloading
Reduce Volume skew-ness
Bar on Order cut off time
Install RFID
Order staging at bay locations in Plant
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3.1.2What evidence showed that the solutions / improvements identified were
possible instead of final? ( 3/3)
Each of possible solution was identified through data door or process analysis
Brainstorming Session
Brainstorming Session
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3.2.1
01
What method and / or tools were used to identify the final solution(s) /
improvement(s)? ( 1/3)
• Day+1dispatch/ delivery compliance
• Dynamic Scheduling & Time slot Planning
• Right vehicle pool sizing • GPS Implementation & correct
reporting • Novire GPS reports utilization • Reducing distributor detention• Initiate night unloading • Reduce Volume skew-ness• Bar on Order cut off time • Install RFID• Order staging at bay locations in
Plant
Selection Criteria
CTQ ImpactProject Performance Indicators
Time ImpactImplementation time
Cost ImpactImplementation Cost
EaseSimplicity of Implementation
Top 11 Possible Solution
HIGH ImpactMedium Impact
Low Impact
HML
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3.2.1Why were these method and / or tools were selected (to identify the final solution(s) /
improvement(s)? ( 2/3) How was the team prepared to use these method and / or tools (to identify
the final solution(s) / improvement(s)? ( 3/3)
13 Possible Solutions How
Refresher Training on the tool utilizationHighlighting benefit of the tool in identifying the root causeTeam meeting and brainstorming sessionAnalysis of stakeholders MatrixExpert opinion of champion & SponsorWar room setup for free flow discussion
Sigma Impact
Maximum Impact on CTQ
Time Impact
Cost Impact
Ease Implementation &
replication
To meet budges
To meet deadlines
Why
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3.2.2How were the methods and / or tools used to determine the final
solution(s) / Improvement(s)? ( 1/2)
11 Possible Solutions
Step 2 Prioritization of possible solution
CTQ Impact
Ease Cost
ImpactTime
Impact
Solution Selection Priority Number
Final Solutions
All the numbers are represented are masked considering business confidentiality
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Possible Solutions Before AfterTAT
improvementDay+1dispatch/ delivery compliance 0.85 0.9 Medium
Dynamic Scheduling & Time slot Planning 0 0.6 High
Right vehicle pool sizing x
50%
reductio
n
High
GPS Implementation & correct reporting 0 850 high
Novire GPS reports utilization 0 0.6 medium
Reducing distributor detention 15hrs 7-8 hrs medium
Initiate night unloading 0
5%
distribut
ors
medium
Reduce Volume skew-ness 65% medium
Bar on Order cut off time no time8pm
timemedium
Install RFID 0 1 medium
Order staging at bay locations in Plant 0 5 medium
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3.2.2What was (were) the final solution(s) / Improvement(s)? ( 2/2)
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Final Solutions
Right Pool Sizing
Dynamic Time slot planning
GPS Installation & tracking
Night Unloading
Distributor Detention Reduction
Improvement
3.2.3How were the final solution(s) / Improvement(s) validated ? ( 1/2)
Final Solution validated through pilot testing
How
13 Possible Solutions
Brainstor
ming
Solution
Selectio
n Matric
Motivating
PotentialSolution
Prioritized Solutions
Pilot & Implemented
6 Final Solutions
PotentialSolution
Prioritized Solutions
Pilot & Implemented
Result
Validated
Non Validated
RCAModified Solutions
Validation Process
We need to Put some
evidence
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3.2.3What evidence showed that the validation was performed prior to
implementation ? ( 2/2)
A pilot run was conducted in natural environment to gauge the actual out put of suggested change in process. After pilot team observed a downward trend in vehicle requirement
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105
149
47
63
87
103
145
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95
0
20
40
60
80
100
120
140
160
May 1st Week May 2nd Week May 3rd Week May 4th Week June 1st Week June 2nd Week June 3rd Week June 4th Week June 5th Week
Avg Vehicle Requirement vs Regular vehicle
Avg Vehicle Requirement Earlier Veh pool Current Vehicle Pool
3.2.4What additional potential benefits were anticipated from the final
solution(s) / improvement(s) ? ( 1/2)
Monthly Availability Index
Customer satisfaction Index
Novire reports waiting time
Weekly TAT Report
Product Availability
Customer Satisfaction
Reduction in detention
Improvement in TAT
MetricsPotential Benefits
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3.2.4Were the additional potential benefit anticipated prior to implementation ?
( 2/2)
Additional Benefits Metrics
Increase Day+1 Compliance % increase in next day dispatches
Dynamic Time slot planning Gate Exit to Gate In time
Night Unloading Night dispatches
Reduce Distributor Detention Vehicle no.
Optimize Vehicle Pool size Volume based vehicle pool size
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3.2.5What data was generated and how was the data analyzed to justify why the
chosen final solution(s) / improvement(s) should be implemented?( 1/2)
Sales ManagerArea Sales ManagerCapability Development Manager
Will cost benefit analysis justifyI need to focus on my current business
BU Team Operational Excellence TeamThe longevity of the retained & new outlets
Stakeholder Analysis
Meeting with StakeholdersMeeting with
teamCommunicate
with Core team members
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4.1.3How was the actual resistance addressed? ( 1/2 )
Aligning the team with Big Y and TCCC vision 2020Group discussion with stakeholderOne on One Meeting
One on One meeting conducted with the cross functional SME and SPOC to make them understand the benefit of the project.Splash BAR SME sent a mailer across the org stating the potential of the splash bar business.Zone wise capability development managers met with the zonal management team members for the smooth implementation of the project.
Project team meeting with champions on fortnightly basisProject team cross functional team meeting with the management team on monthly basis
Aligning the Team with Big Y & Vision 2020
Pan India workshop conducted to cascade vision 2020Zone wise meeting conducted to cascade the benefit of touching the customers in bottom of pyramid
Group Discussion with Stakeholders
One on One Meeting
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4.1.3How did the team know it was successful in addressing the resistance ?
( 2/2 )
7585 81
8895
0
10
20
30
40
50
60
70
80
90
100
Define Measure Analyse Design Validate
GRPI Score
GRPI Score
Continuous improvement in GRPI score from start of the project till end
All the numbers are represented are masked considering business confidentiality
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4.1.4What was the evidence of stakeholder group buy-in? ( 1/2 )
4.2.1What systems were changed or created to measure and manage the
performance of the implementation? ( 2/2 )
PAN INDIA
1. Select only the Following Locations :1. HCCB Plants 2. HCCB Depots3. Distributors 4. Anchors (Could be avoided)5. IU Dispatches (Could be Avoided)
2. Select only the Following Vehicles :1. GPS Installed2. Fixed Vehicles 3. Full body Vehicles 4. Half Body Vehicles
3. Select Zones that have GPS installed vehicles and that use Novire GPS Reports4. The Vehicle owner has agreed for GPS installation
DON’T SELECT VEHICLES THAT HAVE NOT GPS INSTALLED AS THEY ARE OUT OF OUR TRACKING SYSTEM
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4.3.1What were the result ? ( 1/2 )
The above chart shows that this project delivered a significant improvement in TAT of vehicles from 2015-2016-2017
WUP & AP have shown a significant improvement
All the numbers are represented are masked considering business confidentiality
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4.3.1How did the result compare to the specific project goal / measures from
item 2.1.1 ? ( 2/2 )
All the numbers are represented are masked considering business confidentiality
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The overall TAT value in 2015 was 72hrs which got reduced to 58hrs in 2016 and 42hrs in 2017The result of KPIs developed are:No. of vehicles doing <24hrs TAT for <150km distance : 75%No. of vehicles doing <36hrs TAT for >150km distamce : 50%
4.3.2What additional benefits were realized from the project? ( 1/3 )
How did the team measure any of the additional benefit that were “soft” ? ( 2/3 )
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Additional Benefits Metrics
Increase Day+1 Compliance % increase in next day dispatches
Dynamic Time slot planning Gate Exit to Gate In time
Night Unloading Night dispatches
Reduce Distributor Detention Vehicle no.
Optimize Vehicle Pool size Volume based vehicle pool size
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4.3.2How do the actual additional benefits that were realized compare to