THE COCA-COLA COMPANY (TCCC)...3 Packs Returnable Glass Bottles PET Bottles Tetra Pack Cans Products...

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 differenceM

issi

on

2

2

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

3

• 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

4


3

Packs

Returnable Glass Bottles

PET Bottles

Tetra Pack

Cans

Products

Carbonated Soft Drink

Juice

Water

Life Style Beverages

Product : Packs and Brands

5

Concentrate

Sugar & Pulp

Preform Supplier

Coke Depot

Glass Bottle Lines

PET lines

Tetra Pack Lines

Cans line

RGB

PET

Coke

Distributor

DSD

Distribution

Retail Outlet

Key Accounts

Coke Supplier Coke Bottling Plants Coke Depot Route to Market Customers

Coke Value Chain : How do we Serve our Customers?

6

http://www.google.co.in/url?q=http://www.theguardian.com/business/gallery/2010/sep/16/1&sa=U&ei=8lI6U6_DD4WWrAex94HYDg&ved=0CDUQ9QEwBA&usg=AFQjCNFjLuZlsRXl2I9fEqpbEmmvaKdEuA

http://www.google.co.in/url?q=http://www.sugarauthority.com/&sa=U&ei=uVM6U6_oLsfirAey94BQ&ved=0CC8Q9QEwAQ&usg=AFQjCNH2K6XjVR-a_9F4p6ctuen3XfcoSQ

http://www.google.co.in/url?q=http://www.kwikjava.net/index.php?cPath=74_429_461&sa=U&ei=4FM6U7a_IIiFrAeBxoDADw&ved=0CDcQ9QEwBQ&usg=AFQjCNEGq88dL4ESfWeDMXm0o5_E-iWkwA

http://www.google.co.in/url?q=http://www.worldpackagingnews.com/2012/02/coca-cola-amatil-unveils-15m-investment-in-new-zealand/&sa=U&ei=p4I6U6OHLImLrQfCp4HwAQ&ved=0CDcQ9QEwBQ&usg=AFQjCNE9RxnsVHThRiLtRXixIU2I5PDyEQ

http://www.google.co.in/url?q=http://www.progressivegrocer.com/top-stories/special-features/beverages/id36919/raising-the-bar-high/&sa=U&ei=J4o6U_S_GMaUrgeRy4G4CA&ved=0CD8Q9QEwCQ&usg=AFQjCNEb748jaDxQVL6E9GsEHSwxxT1N4g

4

7

HCCB - OE Strategic Roadmap – Picture of Success

8

5

Operation Excellence – Strategic Blocks

9

Section : 1

Project & Team Selection

10


6

1.1.1 Who was responsible for selecting the Project ? (1/2)

HCCBPL - National Steering Committee

Global Vision 2020

Business Diagnostic

Improvement Opportunities Identification

Project Execution –Training and

OE tool usage

Leadership Report Out

Certification, R&R

Voice of Customer

Voice of Business

Profit & Loss Analysis

KPI Trend & Benchmarking

Project selection Committee

Supply Chain TransformationDefining the Performance Gaps – Big “Y’s”

Idea Generation workshop

SCOR Model

PlanPlan PlanCustomer Channel &

Product Line Reqm’tsComponentsComponents

Components

Laurel, MS

Components

Laurel, MS

Interior Doors:

Haleyville, AL

Interior Doors:

Haleyville, AL

Specialty:

Brampton, Ont.

Specialty:

Brampton, Ont.

Exterior Doors

Dickson, TN

Exterior Doors

Dickson, TN

DorFab:

Lawrenceville, GA

DorFab:

Lawrenceville, GA

Door GroupDoor GroupSuppliersSuppliers CustomersCustomers

Cohesive Supply Chain View Eliminates Disconnects

Retail• Home Depot

• Lowes

Competitors• ??

• ??

Distribution: 1-Stepper• ??

• ??

Distribution: 2-Stepper• ??

• ??

Internal

Suppliers• ??

• ??

External

Suppliers• ??

• ??

11

1.1.1What Background Information on the Company or those who selected the

project was provided to better Understand the context of the project? (2/2)

Fuel – 35%Driver 25%EMI – 25%

Insurance, Registration & Permit – 15%

Approx 65% Cost is Fixed Cost. Only

TAT can reduce this cost

Indian Freight Industry is operating at 50% of Efficiency of global Benchmark

12

7

1.2.1How was the Gap or Opportunity brought to the attention of the project

Identification group? (1/3)

13

x

4xThroughput per location [PC MM]

Yr 2015 Yr 2019-20

UPSIZE

- Leverage 100K above 38% volume contributing customers to upsize from 9MT to 16 MT

- Maximize IU movements from 16MT manual to 40” trailer Palletized

PALLETIZE

- Cover untapped areas like ROM, East, Karnataka, Rajasthan, MP

- Move to 100% in key locations like Mumbai

- Transform IU movements from manual to Palletized through automation / 2-Way

IMPROVIZE TAT

- Reduce Distributor delivery TAT from 46 hours to 24 hours

- Move to staging at all locations with single-piece-flow loading

- Maximize transport visibility to have better controls

1.2.1What is the Gap ( Problem Solving ) or Opportunity? ( 2/3 )

Business Case:

Our freight costline consists of ~72% two-way dispatch volume which has

Fixed & Variable cost components. If we want to impact our freight cost,

reducing fixed component becomes paramount. Hence reducing Fixed component

by reducing TAT of vehicles is important

14

Opportunity:Vehicles TAT of ~2.5 to 3 days

6067

42

72

44

7262

G U J A R A T O R I S S A W U P D E L H I H Y D W A D A B A N G A L O R E

G U J A R A T E A S T N O R T H A P M A H K T K

TAT

IN H

RS

VEHICLE TAT HISTORY

2015

8

1.2.1What area of the organization had the gap or the opportunity? ( 3/3 )

15

Manufacturing Excellence – Engineering & Packaging Innovations to drive competitive advantage

Planning – Nimble Supply Chain nurturing Emerging product categories

Logistics & Distribution – Single Touch, Scale Logistics in a GST environment

Stewardship – Anticipate & act ahead of time to evolving Regulatory & Environmental framework

Leverage Technology – Digitization to drive Visibility, Productivity & Efficiencies

A Future Ready Supply Chain Architectures - Consolidation with reduced Complexity

Lean Supply Chain Cost Structure that remains ‘Flat-to-Prior’

1.2.2What data was generated to help select the project? ( 1/3 )

16

15 1514 14

13

11

7

9

11

13

15

17

2010 2011 2012 2013 2014 2015

NO OF TRIPS IN A MONTH

74

39

0

5

10

15

20

25

30

35

40

45

Plant TAT Depot TAT DistributorTAT

TAT at Three stages in Hrs

4 2.5

58.5

0

10

20

30

40

50

60

70

Plant TAT Depot TAT Distributor TAT

2015 Situation

Huge Trip reduction in last 2 years due to

Distribution Model change

From 2010 to 2015 it has been observed that pan India Distributor and Enroute TAT was increasing resulting in detention at various points and thus

huge Total TAT

9

1.2.2What method and /or tool were used to assess or prioritize the need for

the Project? ( 2/3 )

Kaizen JDI Workshop Six Sigma method

Strategic Criteria Methods / tools

Brainstorming

Project selection matric

Complexity Analysis

Quick win / Replications Simple in nature Complicated 3-4 months

17

Attribute

Criteria

Weight

Percent of Total

Criteria

Is the project aligned with business

priorities? (Aligned with Finance,

business impact, key measures,

KPIs, RPN? A must-do projecr not a

nice-to-do)

1.0 0.2 1.0 0.2 0.1 2.50 3.5%

Can benefits be credibly quantified?

(intangible benefits = 1, INR 50MM =

2, 100MM = 3, 150MM = 4,

200MM=5)

1.0 0.1 1.0 0.2 1.0 3.30 4.6%

Can t

he p

roje

ct

transfe

rable

to o

ther

are

as,

functions o

r busin

ess u

nits?

Can w

e involv

e t

he n

ecessary

span o

f

sta

kehold

ers

needed t

o g

ain

accepta

nce a

s w

e c

onduct

the p

roje

ct?

Will

the a

ppro

pro

ate

level of

managem

ent

invest

its t

ime &

budget

on r

evie

win

g,

support

ing &

ensuring t

he

success o

f th

is p

roje

ct?

Is t

he p

roje

ct

alig

ned w

ith b

usin

ess

priorities? (

Alig

ned w

ith F

inance,

busin

ess im

pact,

key m

easure

s,

KP

Is,

RP

N? A

must-

do p

roje

cr

not

a n

ice-t

o-

do)

Can b

enefits

be c

redib

ly q

uantified?

(inta

ngib

le b

enefits

= 1

, IN

R 5

0M

M =

2,

100M

M =

3,

150M

M =

4,

200M

M=

5)

Is a

data

& m

easure

ment

syste

m

availa

ble

, and if

no,

would

gett

ing it

be

cost-

eff

ective?

Prioritization Matrix

Priority Bubble chart

ACTION ITEM CODE DATA BENEFIT (Rev. Order)

COMPLEXITY

Reduce TAT of Vehicle A 20 3,200,000 50

Reduce Detention B 20 1,048,576 50

BBD Reduction C 31 759,375 5

Blow ing P2 pressure reduction D 1 1,419,857 20

Yield Improvement E 31 2,476,099 50

SLE Improvement F 1 1,889,568 20

Checker Reduction G 31 537,824 20

1.2.2Why these methods / tools are used to select the project? ( 3/3 )

Methods / tools

Brainstorming

Complexity Analysis

▪ Understand the internal/external Customer pain area

▪ Indirect impact on our own people & customer may be much higher than cost impact

Why?

▪ Based on the impact on Business▪ Replicable across the organization quickly

▪ Understand the future Risk & requirements▪ Proactive actions to be more competitive

Project selection matric

18

ACTION ITEM CODE DATA BENEFIT (Rev. Order)

COMPLEXITY

Reduce TAT of Vehicle A 20 3,200,000 50

Reduce Detention B 20 1,048,576 50

BBD Reduction C 31 759,375 5

Blow ing P2 pressure reduction D 1 1,419,857 20

Yield Improvement E 31 2,476,099 50

SLE Improvement F 1 1,889,568 20

Checker Reduction G 31 537,824 20

10

1.2.3What Goals ( organizational and / or local) , performance measures, and

/or strategies were the project expected to impact ? ( 1/3 )

•Identify and build vendor base to help migrate to the destination

•Upsize to the right truck type for the right movement type

•Increase Palletized Transportation to multiply dock productivity & throughput

•Loading & Unloading Solutions to minimize casual labor

Handling Productivi

ty

Increase Throughp

ut

Build Capable Vendors

Reduce Transactio

ns

Destination Truck Type for Customer

Destination Truck Type for IU

Supply Chain Strategy - Scale Logistics

Consumer Centric Supply Chain

19

1.2.3What was the relationship between the stated measure & perceived gap

in 1.2.1 ? ( 2/3 )

Where we are? What we are working on? Future Plan ~ Destination

48 hours

36 hours

30 hours

Track & Trace

Slot Planning

Day+1

Order Staging,

Pool Sizing

RFID

Dynamic Scheduling

Double Drivers

Reduced

Demand

Variability

Reduced Unloading Detention

Night Unloading

110-120 INR MM 25-30 INR MM50 -60 INR MM

20

11

1.2.3What was the problem / project objective statement that express where

the organization want to be at the end of the project ( 3/3 )

21

Project Name: Project #: Project Start/End Dates:

Vehicle TAT Reduction

Project Lead: Umesh Madhyan Executive Sponsor: Dinesh Jadhav

Team Members: Project Costs: (include required capital, expenses)

BN Sarkar, Shivanana Prabhu, B Sriram, Rajeev Singh, Tarun Sawhney, Sanjay Sahai, Kunal Sharma, Prashant Sinha, Akansha Tyagi, North Team, KTK Team, AP Team,

Gujarat Team, East Team

- Capital:Novire software

- Expenses:Maintenance Charges

Mission/Project Overview:

Total Freight consists of 80% two-way volume out of which variable freight consists of

And Fixed cost consists of fixed vehicles. If we are able to impact the Fixed cost of Freight costline, then reducing TAT of vehicles is paramount

- KPI's:Vehicle TAT – Gate Exit to Trip End

P&L Line Impact

Freight Cost

Objectives: (include beginning & ending KPI's) Net Benefits:Beginning TAT – 72 hrs

Target TAT – 24 hrs for <150km36 hrs for >150km

Saving Opportunity2017 - ~ 3-4 Cr

In Scope: OE Tools to be used: Out of Scope:Transportation, Warehouse, Distributor Model, Finance

processes

KPI measurement, Process Mapping

Control Chart, Pareto,

Assumptions: Risks & Constraints:Seasonality

Project Milestones: Dependencies:Phase 1: 2016Phase 2: 2017

Define : Feb 2017-Mar 2017Measure : Mar 2017 – Apr - 2017Analyse: Apr 2017 – May 2017Improve: May 2017 – Jun 2017Control : Jul 2017- Aug 2017

Order Cut off time Novire

Project Lead Time: (Total time required to implement would be one full financial year

) Other Key Stakeholders & Areas Affected:6 months Sales

1.3.1How were the stakeholder groups identified? ( 1/2 )

Stakeholder Group

Core Team

Supply Chain

Transportation

Shipping

OE

Corporate OE

Capability Developm

ent

Team

OEM

Zonal Leadership

Team

22

S I P O CSupplier Input Process Output Customer

RTM Team Novire integration Report Dynamic time slot planning TAT Reduction HCCB

Transportation Team FMS data Vehicle Pool Size optimitation Freight Cost Reduction RTM Team

Shipping Team Distributor unloading time Detention reduction Detention Reduction Supply Chain

Operations Team No Entry Exit time Order Staging

RFID

Day+1

Night Unloading

12

1.3.1What or who were the stakeholder group? ( 2/2 )

Supply Chain HeadBack End management

Team

Core Execution Team

Steering Committee

Stakeholder groups Designations Roles

Zonal Vice President Zonal Supply Chain Head HeadFactory ManagerZonal Finance Head

Transportation ManagerShipping ManagerRTM FE/ BE Manager

OE Team Operational Excellence Team

C

R & A

I

R R – ResponsibleA – AccountableC- ConsultI – Inform

23

1.3.2What knowledge or skill sets were determined to be necessary for

successful completion of the project? ( 1/3 )

Skills/ Knowledge/

Abilities

Determined Skills Set

▪ Analytical Skills

▪ Design Thinking

▪ Problem Solving skills

▪ Change management Skills

▪ Functional Knowledge

▪ Product Knowledge

▪ Technical skills

24

13

1.3.2To what extend did the existing stakeholder groups have the required knowledge or skills? ( 2/3 )

What additional knowledge and skills were brought to make the project successful ? ( 3/3 )

Stakeholder Gaps Identified Current Desired Skill Brought

Director Supply Chain None None

Zonal Vice President None None

Zonal Supply Chain Head Design Thinking Low Medium Champion Training

Zonal RTM Head Design Thinking Low Medium Champion Training

Zonal Finance Head Design Thinking Low Medium Champion Training

Transportation Manager Change Management Low High CAP tool Training

Shipping Manager Change Management Low High CAP tool Training

RTM Manager Front End Change Management Low High CAP tool Training

RTM Manager Back End Change Management Low High CAP tool Training

OE MemberDesign Thinking &

Business intelligenceMedium High

LSS & Analytics training

25

1.3.3Before the Project started, what specific training was done? ( 1/2 )

Trai

ning

Lev

el

Peop

le P

artic

ipat

ion

Coac

hing

& M

ento

ring

Cert

ifica

tion

Leve

ls

✓ Change Acceleration process Training

for selected group members

✓ Design thinking module introduced in

champion training and steering

committee member got trained

✓ 5 days LSS and analytics session was

conducted for OE members

26

14

1.3.3Before project started what was done to prepare the team to work

together as a team? ( 2/2 )

Set Engagement

objectives

Identify and assess

stakeholders

Develop engagement

plan and technique

Implement engagement

plan

Assess the engagement

process

Respond to engagement

results

Measure and Report

progress

27

1.3.4What roles & expectations were determined ahead of the project? ( 1/3 )

What Who Purpose When Type

Status Reports Sponsor, Champion,

Members, Leaders,

MBB

Update stakeholders

on progress of the

project.

Bi – Monthly Mail

Team Meetings Leaders and

Members

Internal reviews/Update

on projects/Change

Management Issues

Bi-Weekly Meeting

Project Reviews & Toll

Gate

Leaders, Members,

MBB, Champion

Project Reviews Monthly Meeting

OE Reviews Sponsor, Champion,

Leaders, MBB

Project Review –

Status Update and

direction

Monthly Meeting

OE Tollgate Sponsor, Champion,

Leaders, MBB

Tollgate Monthly Meeting

Presentations to

Special Interest

Groups

Project Leader To update external

groups to promote

communication/create

awareness of project

interdependencies.

As needed As applicable

28

15

1.3.4What deadlines & deliverables did the team have to consider ahead of

actually starting the project? ( 2/3 )

Phase Start date End Date # Days OE ReviewStakeholders

Review

Define 5 – Feb - 17 28-Feb-17 23 Completed Completed

Measure 28-Feb-14 31 - Mar – 17 33 Completed Completed

Analyze 31-Mar-17 30-Apr-17 30 Completed Completed

Improve 30-Apr-17 31-May-17 31 Completed Completed

Control 31-May-17 31-Jul-17 60 Completed Completed

29

1.3.4Before the project started, what team routines, including communications

, were established? ( 3/3 )

Name FunctionMeeting

1Meeting 2 Meeting 3 Meeting 4 Meeting 5 Meeting 6 Meeting 7 Meeting 8 Meeting 9 Meeting 10 Present %

BN Sarkar RTM manager P P P P P P P P P P 100%

Amer Hussain Supply Chain P P P P P P P A P P 90%

RalinsTransportationManager

P P P P A P P P P P 90%

B Sri Ram RTM Manager P P P P P A P P P P 90%

Tarun Sawhney RTM Manager P P P P P A P P P P 90%

SdeveshTransportation Manager

P P P P A P P P P P 90%

Rajeev RTM Manager A P P P P P P P A P 80%

Akansha Tyagi OE Manager P P P P P P P P P P 100%

Kunal Sharma OE AVP P P P P P P P P P P 100%

No of People Present 8 9 9 9 6 7 9 8 8 9 100%

Weekly - Compliance 89% 100% 100% 100% 67% 78% 100% 89% 89% 100%

Overall Compliance (%) 91%

30

16

Section : 2Current situation and root cause / improvement opportunity analysis

31


2.1.1What specific goals and / or measures was the team trying to achieve

with the project? ( 1/2 )

Project Deliverables: Reduce the TAT of vehicles

from 2~3 days to ~1day

Key Performance Indicators:

a) Vehiclee Efficiency

b) Vehicle Pool Size

c) TAT <24hrs for <150km

distance

TAT < 36 hrs for distance >150km

32

17

2.1.1What additional potential benefit, other than specific goals and /or

measures, was the project expected to impact? ( 2/2 )

Additional Potential Benefits:

Additional Benefits Metrics

Customer Detention Reduction

% increase delivery time compliance

Vehicle TAT Improvement TAT KPIs

Customer delivery time reduction

% Increase in customer satisfaction

Better transport controls Novire report accuracy

33

Tools:

Process Mapping – SIPOC, Flow Chart, Measurement System Analysis, Brainstorming, Fish Bone Analysis, Customer Surveys

2.2.1What method and /or tools were used to identify possible root causes /

improvement opportunities? ( 1/2 )

Methodology: Six Sigma DMADV

Understanding and analyzing current & future state VSM

Identification of possible root cause

34

S I P O CSupplier Input Process Output Customer

RTM Team Novire integration Report Dynamic time slot planning TAT Reduction HCCB

Transportation Team FMS data Vehicle Pool Size optimitation Freight Cost Reduction RTM Team

Shipping Team Distributor unloading time Detention reduction Detention Reduction Supply Chain

Operations Team No Entry Exit time Order Staging

RFID

Day+1

Night Unloading

2 31

18

2.2.1Why were these methods and /or tools selected

How was the team prepared to use these methods and/or tools ( 2/2 )

Tools Used Why How

Process MappingCommon understanding

of process by teamCross functional team

and process walkthrough

Brainstorming Generating Ideas Cross functional meeting

Fish Bone Analysis Idea generationIdentifying factors

impacting Big Y with project team members

Customer SurveysUnderstanding Voice of

customer

Interaction with customer through

market survey

35

2.2.2What data was generated and how was the data analyzed to identify the

possible root cause/improvement opportunities? ( 1/2 )

Data was generated through Fish bone and market research for secondary data collection

36

19

2.2.2What were possible root cause/improvement opportunities? ( 2/2 )

S. N Root Cause

1 Insufficient space at Distributor/ CFA/ WH

2 Stock not available

3 Insufficient forklift/ manpower at distributor point

4 Detention

5 Delay at checkpoints

6 Temporary closed

7 Vehicle Breakdown

8 No Entry exit timings

9 Distributor preferable unloading time

10 Absence of transport coordinator

11 No night unloading

12 Driver behavior

13 Unavailability of driver

14 Delay in Plant

15 Multiple touch points

16 Volume skew

17 Low visibility of truck movement

18No proper time slot planning & allocation

process

19 Credit not available

20 No order cut off point

Classification of X’s

Geographical / population related

Process / Policy Related

Freight Related

Track & trace

Customer delivery

Consumer Related

All identified reasons are classified in broad 6 categories

37

2.3.1What methods and /or tools were used to identify the final root cause(s)/

improvement opportunity (ies)? ( 1/3 )

14 were identified as potential root cause Method: Six Sigma

Cause & Effect

ANOVA

FMEA

38

S. N Potential Causes



3Insufficient forklift/ manpower at distributor

point

4 Detention






10 Delay in Plant


12 Volume skew



process

20

2.3.1Why were these methods and /or tools selected

How was the team prepared to use these methods and /or tools ( 2/2 )

Tools

Cause & Effect

Scatter Plots/ Summary/ ANOVA/

Mann Whitney Test

& CI

Factors Validation &

FMEA

Why How

• To prioritize vital few from trivialmany

• Training on OE

tools and

methodology to

team members

• Weekly team

meetings &

working sessions

• Monthly review

with Champion/

sponsor

• To identify the specific factor impacting BIG Y

• To Filter the potential causes using high RPN no

39

2.3.2What data was generated and how was the data analyzed in order to

identify the final root cause(s) / Opportunity ( ies)? ( 1/3 )

14 were identified as potential root cause

Brainstorming Fishbone

FMEA Mann Whitney Test & CI

Regression Multi voting

40





point

4 Detention






10 Delay in Plant


12 Volume skew



process

Nu

mb

er

of

tou

che

s

95% Bonferroni Confidence Intervals for StDevs

3

1

5045403530252015

Nu

mb

er

of

tou

che

s

TAT

3

1

350300250200150100500

F-Test

0.000

Test Statistic 0.14

P-Value 0.000

Levene's Test

Test Statistic 37.99

P-Value

Test for Equal Variances for TAT

21

2.3.2What are specific examples of data analysis that led to the final root

causes? ( 2/3 )


41

Num

ber

of t

ouch

es

95% Bonferroni Confidence Intervals for StDevs

3

1

5045403530252015

Num

ber

of t

ouch

es

TAT

3

1

350300250200150100500

F-Test

0.000

Test Statistic 0.14

P-Value 0.000

Levene's Test

Test Statistic 37.99

P-Value

Test for Equal Variances for TAT

Mann Whitney Test & CI

1501209060300

Median

Mean

15.012.510.07.55.0

A nderson-Darling Normality Test

V ariance 401.658

Skewness 4.0196

Kurtosis 21.5835

N 629

Minimum 0.040

A -Squared

1st Q uartile 2.165

Median 6.090

3rd Q uartile 14.850

Maximum 167.420

95% C onfidence Interv al for Mean

11.148

73.20

14.287

95% C onfidence Interv al for Median

5.224 7.030

95% C onfidence Interv al for StDev

18.992 21.215

P-V alue < 0.005

Mean 12.717

StDev 20.041

95% Confidence Intervals

Summary for DC TAT in hours

Mean (TAT) 14

hours

Median (TAT) 7 hours

TAT

Pe

rce

nt

4003002001000-100

99.99

99

95

80

50

20

5

1

0.01

Mean

<0.005

60.07

StDev 43.70

N 993

AD 57.955

P-Value

Probability Plot of TATNormal

2.3.2What was (were) the final root cause(s) / improvement opportunity (ies) ?

( 3/3 )

Cause Validated Cause Validated

Customer Detention Insufficient space

Distributor Preferable unloading timing

Stock not available

No Entry exit timing Delay at checkpoints

Order availability Absence of Transport cordinator

Night Unloading Delay in plant

Truck pool size Multiple touch points

No Slot planning Volume skew

Final

root

cause

42

22

2.3.3How was (were) the final root cause(s) / improvement opportunity (ies)

validated? ( 1/2 )

14 were identified as potential root cause How – Tools used

Mann Whitney Test & CI

ANOVA/ Summary

FMEA

Cause

Detention

No time slot planning

No night unloading

Volume skew

4 were validatedroot cause

Brainstorming

Multi voting

Fish Bone Analysis

43





point

4 Detention






10 Delay in Plant


12 Volume skew



process

2.3.3What evidence showed that the final root cause(s) / Opportunity (ies)

were validated prior to solution development ? ( 2/2 )

14 were identified as potential root cause Validation of Root cause as

pilot

4 were validatedroot cause

44

50 71 10514947 63 87 103145119

0

200

May 1st WeekMay 2nd WeekMay 3rd WeekMay 4th WeekJune 1st WeekJune 2nd WeekJune 3rd WeekJune 4th WeekJune 5th Week

Avg Vehicle Requirement vs Regular vehicle

Avg Vehicle Requirement

Vehicle in the system





point

4 Detention






10 Delay in Plant


12 Volume skew



process

Cause

Detention

No time slot planning

No night unloading

Volume skew

23

2.4.1How was the correctness of the initial project scope, deliverables, and

Training Confirmed (or what changes were made )? ( 1/4)

45

Financial Impact

uScope:

nIn-Scope/Out-of-Scope - GPS

Vehicles/ Non- GPS Vehicles

n(Process Start/Stop)

uState financial impact of project -

24Cr in 3yrs

nExpenses

nInvestments (inventory, capital, A/R) -

GPS

nRevenues

Team

uPES Shipping Project Executive Sponsor (if different

from PS)

uPS Supply Chain Head Project Sponsor/Process Owner Toll Gate Review Schedule

uDC RTM Deployment Champion Tollgate ScheduledRevised Complete

uGB/BB Akansha Tyagi Green Belt/Black Belt Define : Feb 2017-Mar 2017 15/02/17 - 15/02/17

uMBB Kunal Sharma Master Black Belt Measure : Mar 2017 – Apr - 2017 20/03/17 20/03/17

Core Team Role % Contrib. LSS Training Analyse: Apr 2017 – May 2017 17/04/17 19/04/17 19/04/17

uDevesh Malik Transportation

Manager

SME XX Improve: May 2017 – Jun 2017 29/05/17 30/05/17 30/05/17

uTarun Sawhney RTM Manager 20% GB Control : Jul 2017- Aug 2017 13/06/17 13/06/17

uB SriRam RTM Manager 25% PS

Extended Team uReview high-level schedule

milestones here:

uMohit RTM 15% Not Trained nPhase Completions

uRalins RTM 15% Not Trained nTollgate Reviews

Problem/ Goal Statement

Problem: Reduce the Vehicle TAT to 24hrs for <150km & <36hrs for <36hrs

Goal: Before Overall TAT - 60hrs, Target - 36hrs overall

nShift mean, variance, or both

nShould impact cost, time, quality dimensions

uExpress goals using SMART criteria

nSpecific, Measurable, Attainable, Resource Requirements, Time Boundaries

uExplain leverage and strategic implications - Vehicle Pool Reduction

2.4.1How were stakeholder involved and /or communicated with during the

root cause / improvement opportunity phase of the project? ( 2/4)

Obtain the Voice of CustomerBE Management Team

Core Execution Team

Steering Committee

Stakeholder groups How

Monthly review with National & Zonal Committee

Help Prepare the selection criteriaMonitoring and validating the pilot test results

OE Team Mentor project team with DMADV approachDrive the project time lines and project meeting

One on One meeting, Email & Con Calls

Communication Mechanism

Review Meetings and Regular emails

Weekly/Fortnightly, Monthly reviewSharing the status of validated resultsParticipating in project toll gates

Toll Gates Publishing MIS & progress Reports

46

24

2.4.1

01

What stakeholder resistance was identified and/or addressed in this

phase of the project? ( 3/4)

NoneFE Management Team

Core Execution Team

Steering Committee

Stakeholder groups Resistance

None

Why do I need to collect data on the causesI need to focus on my current business

OE Team The longevity of the retained & new outlets

Impact

H

M

None

None

Initial data collection reveals some of the mythsTeam alignment was done before initiating the projectNecessary R&R was put in place

Tracking mechanism put in place


47

2.4.1How was the appropriateness of the initial team membership and

management routines confirmed ( or what changes were made)? ( 4/4)

Expectation establishmentCommon GoalTeam ContactTrust

Achieving resultsFinding solutionsCaringEstablishing unique identity

Agreement on roles & ideasDuring projectNegotiationsConsensus building

Roles & ResponsibilityExpressing IdeasInterdependentReacting

Skill set Mapping+Training+Engagement

Forming PerformingNormingStorming

ManagementSupply Chain TeamRTM TransportationShippingFinance

C

o

r

e

T

e

a

m

Management Routine Confirmation

SC Head

Steering Committee

Sales &Ops Head

Monthly Review

Monthly to Fortnightly

Weekly

✓

✓

✓

48

25

Section : 3Solution / Improvement Development

49


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

50

26

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

51

__________

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

52

27

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

53

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

54

28

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

55

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


56

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

29

3.2.2What was (were) the final solution(s) / Improvement(s)? ( 2/2)

57

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


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

58

30

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

59

50

71

105

149

47

63

87

103

145

119

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 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

60

31

3.2.4Were the additional potential benefit anticipated prior to implementation ?

( 2/2)


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

61

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)


5 Justified Solutions

5 Validated Solutions

11 Shortlisted Solutions

Solution Selection Metrics, Brainstorming & Multi-Voting

Validation CriteriaPilot Run

market feasibility

Stakeholders approvals

Customer centricity

Data Analysis output

Process Analysis output

Justification Criteria

Implementation Feasibility

Cost Benefit analysis

Market acceptability

62

32

3.2.5What evidence showed that justification was performed prior to

implementation ?( 2/2)

Pilot Run

Management Buy-in

63

5071

105

149

4763

87103

145119

0

20

40

60

80

100

120

140

160

May 1stWeek

May 2ndWeek

May 3rdWeek

May 4thWeek

June 1stWeek

June2nd

Week

June 3rdWeek

June 4thWeek

June 5thWeek


Avg Vehicle Requirement Vehicle in the system

3.3.1How was the correctness of the initial or updated project scope,

deliverables, and timing confirmed (or what changes were made)?( 1/4)

64

Financial Impact

uScope:

nIn-Scope/Out-of-Scope - GPS

Vehicles/ Non- GPS Vehicles

n(Process Start/Stop)

uState financial impact of project -

24Cr in 3yrs

nExpenses

nInvestments (inventory, capital, A/R) -

GPS

nRevenues

Team

uPES Shipping Project Executive Sponsor (if different

from PS)

uPS Supply Chain Head Project Sponsor/Process Owner Toll Gate Review Schedule

uDC RTM Deployment Champion Tollgate ScheduledRevised Complete

uGB/BB Akansha Tyagi Green Belt/Black Belt Define : Feb 2017-Mar 2017 15/02/17 - 15/02/17

uMBB Kunal Sharma Master Black Belt Measure : Mar 2017 – Apr - 2017 20/03/17 20/03/17

Core Team Role % Contrib. LSS Training Analyse: Apr 2017 – May 2017 17/04/17 19/04/17 19/04/17

uDevesh Malik Transportation

Manager

SME XX Improve: May 2017 – Jun 2017 29/05/17 30/05/17 30/05/17

uTarun Sawhney RTM Manager 20% GB Control : Jul 2017- Aug 2017 13/06/17 13/06/17

uB SriRam RTM Manager 25% PS

Extended Team uReview high-level schedule

milestones here:

uMohit RTM 15% Not Trained nPhase Completions

uRalins RTM 15% Not Trained nTollgate Reviews

Problem/ Goal Statement

Problem: Reduce the Vehicle TAT to 24hrs for <150km & <36hrs for <36hrs

Goal: Before Overall TAT - 60hrs, Target - 36hrs overall

nShift mean, variance, or both

nShould impact cost, time, quality dimensions

uExpress goals using SMART criteria

nSpecific, Measurable, Attainable, Resource Requirements, Time Boundaries

uExplain leverage and strategic implications - Vehicle Pool Reduction

33

3.3.1How were stakeholders involved and /or communicated with during the

solution / improvement phase of the project ?( 2/4 )

Obtain the Voice of CustomerBE Management Team

Core Execution Team

Steering Committee

Stakeholder groups How

Monthly review with National & Zonal Committee

Help Prepare the selection criteriaMonitoring and validating the pilot test results

OE Team Mentor project team with DMADV approachDrive the project time lines and project meeting

One on One meeting, Email & Con Calls


Review Meetings and Regular emails

Weekly/Fortnightly, Monthly reviewSharing the status of validated resultsParticipating in project toll gates

Toll Gates Publishing MIS & progress Reports

65

3.3.1What stakeholder resistance was identified and /or addressed in this phase

of the project ? ( 3/4 )

01

NoneBE Management Team

Core Execution Team

Steering Committee


None

Why do I need to collect data on the causesI need to focus on my current business


Impact

H

M

None

None

Initial data collection reveals some of the mythsTeam alignment was done before initiating the projectNecessary R&R was put in place



66

34

3.3.1How was the appropriateness of the initial or updated team membership

and management routines confirmed (or what changes were made)? ( 4/4 )

Expectation establishmentCommon GoalTeam ContactTrust

Achieving resultsFinding solutionsCaringEstablishing unique identity

Agreement on roles & ideasDuring projectNegotiationsConsensus building

Roles & ResponsibilityExpressing IdeasInterdependentReacting

Skill set Mapping+Training+Engagement

Forming PerformingNormingStorming

ManagementSales & Operations TeamCapability DevelopmentDistributionMarketingLegal

C

o

r

e

T

e

a

m

Management Routine Confirmation

SC Head

Steering Committee

Sales &Ops Head

Monthly Review

Monthly to Fortnightly

Weekly

✓

✓

✓

67

Section : 4Implementation and Result Verification

68


35

4.1.1How were stakeholder involved in planning the solution / improvement

implementation ? ( 1/2 )

SC - DirectorSC Management Team

Core Execution Team

Steering Committee

Stakeholder groups who How

Zonal Vice PresidentZonal Supply Chain HeadZonal Operation HeadZonal RTM Head Zonal Finance Head

Sales ManagerArea Sales ManagerCapability Development Manager

BU Team Operational Excellence Team

Obtaining Customer Voice

Approving solution, involving in strategic decisionReview solution implementation progressLeading change management

Providing expert adviseResolving cross functional inter linkageAligning team with their functionsImplementing new processes

SWOT analysis of the solutionsImplementation of solutionsProject Plan and internal reviewBusiness Analytics & Improvement validation

69

4.1.1How were stakeholder involved in implementing the solution / improvement

implementation ? ( 2/2 )

Stakeholder groups Approved CommunicateImplementati

on PlanDevelopment

Resource Allocation

SOP Development

Training Validate Results

SC Management Team

Steering Committee

Core Execution Team

BU Team

✓

✓ ✓✓✓✓

✓ ✓

✓✓

✓

✓

✓✓

Stakeholders Involvement

70

36

4.1.2What was done to anticipate resistance before it occurred ? ( 1/3 )

What types of resistance were actually encountered during the course of solution /

improvement implementation? ( 2/3 )

Stakeholders WHO Allegiance ImpactResistance

Encountered

SC Management Team

SC - Director

None None

Steering Committee

Zonal Vice PresidentZonal Supply Chain HeadZonal Operation HeadZonal Commercial HeadZonal Finance Head

None None

Core Execution Team


Will cost benefit analysis justifyI need to focus on my current business

OE Team Operational Excellence TeamThe longevity of the retained & new outlets

H

M

Happy

Neutral

Puzzled

71

4.1.2What types of resistance were actually encountered during the course of

solution / improvement implementation? ( 2/3 )

01

NoneBE Management Team

Core Execution Team

Steering Committee


None

What are the benefits from thisI need to focus on my current business


Impact

H

M

None

None

Pilot implementation helped in taking care of identified resistanceTeam alignment was done before initiating the projectNecessary R&R was put in place



72

37

4.1.2How was the actual resistance identified? ( 3/3 )

Stakeholders WHOResistance

Encountered

SC Management Team

SC - Director

Steering Committee


Core Execution Team


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

73

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

74

38

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


75

4.1.4What was the evidence of stakeholder group buy-in? ( 1/2 )

Stakeholders WHO AcceptanceAcceptance Assurance

SC Management Team

SC - DirectorObtaining Customers Voice

Steering Committee


By obtaining the approval at every stage

Core Execution Team


By involving them in developing and implementing the solutions

BU Team Operational Excellence TeamDeveloping and implementing solutions

H

M

H

H


76

39

4.1.4What evidence showed that buy-in was obtained prior to Implementation?

( 2/2 )

All the numbers are represented are masked considering business confidentiality7777

4.2.1What process (es) or system (s) were changed or created to implement the

solution / improvement? ( 1/2 )

• Day+1dispatch/ delivery compliance tracking

1

• Dynamic Scheduling & Time slot Planning tracking

2

• Right vehicle pool sizing monthly

3

• GPS Implementation & correct reporting continuous

4

• Initiate night unloading ongoing

5

• Order staging at bay locations in Plant

6

78

40

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

79

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


80

41

4.3.1How did the result compare to the specific project goal / measures from

item 2.1.1 ? ( 2/2 )


81

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 )

82


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

42

4.3.2How do the actual additional benefits that were realized compare to

expected additional benefits identified in Item 3.2.4 ? ( 3/3 )

Additional Benefits

Metrics Base Line Expected Achieve

Increase Day+1 Compliance

% increase in next day dispatches

80% 100% 90%

Dynamic Time slot planning

Gate Exit to Gate In time

0 100% 50%

Night Unloading Night dispatches 0% 50% 10%

ReduceDistributor Detention

Vehicle no. 0%

Optimize Vehicle Pool size

Volume based vehicle pool size

0% 50% 30%


83

Section : 5Sustaining and Communicating Result

84


43

5.1.1What was done make sure the process or system changes made during the

implementation (item 4.2.1) continue to be followed? (1/2 )

Final Solution Systemic / Process Changes

Increase Day+1 Compliance1. Weekly Day+1 compliance report flash2. Formula change for Day0 delivery

Dynamic Time slot planning Planning of vehicles and order mapping in advance

Night Unloading HCCBPL & distributors negotiation for night unloading

Reduce Distributor Detention Vehicle exit from plant basis distributor preferable unloading time

Optimize Vehicle Pool size Revision of fixed pool vehicles basis volume skewness

Business Reviews by steering committee on identified actionsPerformance dashboard release by core team to the stakeholders


85

5.1.1What evidence showed that this became part of the Organization’s Culture /

Operating strategy? ( 2/2 )

Day+1 Compliance Report Dynamic Time Slot planning GPS Live Tracking

Culture Change : Key Focus Areas


86

44

5.1.2What was done to make sure that the benefits obtained from the

implementation ( Item 4.2.1) will be maintained ? ( 1/2 )

Governance Reviews

Dashboard

Goals/ KRA

Scorecards

How we measured and monitored the results


87

5.1.2What evidence showed that this became part of the organization’s culture /

operating strategy? ( 2/2 )

Weekly & monthly Reviews Execution Zonal plans


88

45

5.2.1How did the team communicate the results to the various stakeholder

groups? ( 1/1 )

Back End Management Team

Core Execution Team

Steering Committee

Stakeholder groups

Other Stakeholders

Communication Mode

• Business update• Town hall• MIS & Dashboard

• Project Review• Newsletter• MIS & Dashboard

• Project Review• Training• Project Meetings & Concalls• MIS & Dashboard, SMS/Whats app

• MIS & Dashboard, SMS/Whats app• Town hall

89

Powered by

Thank You

90

THE COCA-COLA COMPANY (TCCC)...3 Packs Returnable Glass Bottles PET Bottles Tetra Pack Cans Products...

Documents

Transcript of THE COCA-COLA COMPANY (TCCC)...3 Packs Returnable Glass Bottles PET Bottles Tetra Pack Cans Products...