BUSINESS PROCESS CHANGE PLAN
GB560 Designing, Improving and Implementing Processes
Session # (5)
Leilani Ryan
Kaplan University
January 10, 2012
.Q#1 Provide the name of the organization (this must be a real organization and you may use the organization where you currently work; describe the organization’s size and summarize the primary mission of the organization. Don’t simply copy from the organization’s mission statement:
The organization is Jewell Osco stores, which are actually a part of the larger
organization which is Supervalu. There are 140,000 employees with the entire organization, and
the organization has union employees. There are 1,114 retail stores and 805 pharmacies, and
2,700 stores in the independent business segment. There are 1,280 hard-discount stores.
According to the focus of the customer retention project being conducted by The
Northern Illinois University College of Business Experiential Learning Center (ELC) the grocery
store wants to concentrate on retaining their thirty year customers as a primary grocery store for
most grocery shopping of the household. (niuelc.blogspot.com). This is only a part of their
overall mission which is to bring high quality items to the customer at an affordable price. The
non-brand option offers low price items but name brand items are carried in the store.
Q#2 From your research of the organization, identify a single Business Process Change that the organization will need to contemplate and undertake in the coming year. These changes can result from new technologies, economic issues, or changes in the marketplace.
It appears that the business needs to be more competitive in their price structure, and may
be losing market share due to the low cost items that are being purchased elsewhere, with items
left on the shelf longer than expected, giving the appearance to shoppers that their items are
overpriced. Every item at the store appears to be around $1 more than other stores, adding to
the cost of the entire grocery amount at checkout. The business process change that would need
to be used to address this issue would be information technology, perhaps a new inventory
system to monitor what is selling, along with some ways to analyze the prices of other stores
around the area to determine what the prices and sales are for the competition.
As a grocery shopper myself, we are forced to go to three different stores in the area with
the latest Jewell competitor now Super Walmart, which may also affect the price structure in
order to remain competitive. The quality is great at Jewell yet every item seems to be marked up
higher than what can be found at other stores such as a local store Butera, and Aldi, a discount
store, and neither were mentioned in their report for competitors in the Chicago area. If retention
is one of their goals, then information technology can help determine what percentage of
groceries are being purchased at the store of a household, and if the customers are new or long-
term customer based.
Q#3 Utilizing the Capability Maturity Model (CMM) outline briefly what changes need to be undertaken at each of the 5-stages (pages xxxiii-xxxiv).
Stage 1 (Level 1: Initial). One person may need to pull off the shelf outdated material to
make sure the customer does not notice it. The employee or manager may make it known how
outdated materials on the shelf appear. Most of the stage identifies the problem exists. For IT,
(the Information Technology department), perhaps just making sure the inventory is accounted
for and the price structure identified for each item.
Stage 2 (Level 2: Repeatable). Processes are established to make sure the inventory is
checked for outdated materials. Items are stacked on the shelves, pulled forward and other
methods to make sure the items that are oldest leave the store before newer items are sold.
Stage 3 (Level 3: Defined). Outdated materials removed and quantified, levels of stock
are adjusted for demand. Customers are kept track of in a database on what they are spending
and they track what percentage of their grocery bill the purchase represents.
Stage 4 (Level 4: Managed). Ways to adjust the pricing is looked at due to competition in the
area to see what can be done about moving the inventory so that it is not left aging on the
shelves. Determine what would be more attractive options, which items to omit or carry only in
small quantities.
Stage 5 (Level 5: Optimized). The items are ordered again in a system using point of service or
another system to make sure the shelves are stocked as items leave the store. This can be
addressed as part of their IT, Information Technology changes, which the company refers to, “As
part of our Business Transformation, we are augmenting our capabilities with new tools and
analytics to improve corporate decision-making and instore efficiency. (Supervalue 2011 Fact
Book).”
Q#4 Evaluate Porter’s three-phase process (page 32, figure 2.1) for defining a company strategy and create a simple chart of the recommended change addressing issues in each phase.
What is the company doing
now?
Current strategy is just beginning
to explore IT strategies
Assumptions : We may not
understand all of the issues
What is happening in the
environment?
Identify issues: Economy,
competition
Changes: Price Structure, buying habits, cost issues
What should the company do
next?
Determine what sells, why it sells,
implement inventory analysis
Implement best ideas for change,
monitor and adjust results
The change process starts with identification of the issues that are in need of change, and
the assumptions here are that we may not understand all of the issues. What is driving the
changes in market share and why are so many items left to rot on the shelves? The changes
needed involve getting to know the price structure in each of the areas where the stores are not
running optimally, to find out what the items are that are not selling, take a look at the buying
habits of the customers which is being collected with point of sale information, but to go further
to understand why a customer would come to the store for only certain items and not other items.
Implementation will involve putting the best ideas in place, for example having a way to
track all inventory for outdated items, to keep the out dated items off the shelf for appearance
sake, and for best control of stock. The offering of items to the customers may need to be
adjusted to buy other items in bulk to bring prices down for the consumer. The results will be
monitored and adjusted based on findings and analysis of the information.
Q#5 Prepare two general process diagrams (see figure 9.2) for the Business Process Change you identified in question #2 in Unit 1.
5a. Diagram the current process steps taken by the organization for the process.
Current Process Steps
5b. Diagram any adaptations to the process steps after the change process is approved.
Q#6 Evaluate and address the importance of the existing and future diagrams and how they assist the organization in determining the validity of the suggested change (your response to this question should be 3-5 paragraphs in length).
Inve
ntor
y Check in
Spot check expiration dates
S
cann
ed Checkout tracks outgoing stock
Tra
ckin
g Hand count
Restocking
Vendors
Most items scanned for tracking from entry to exit Reports generated Inventory control and count
Inventory handling
Review job descriptions to make sure inventory is a priorityCleaning and restocking
Job descriptions
Report generationWaste reduction Customer feedback
Inventory review
The existing steps do not encompass a good way to get the items off the shelves that are
not selling well, with customers noticing that the product is old or stale, or is close to the
expiration date, which makes the customer suspicious that this store is overpriced. The current
process of inventory is automated only to check what is leaving the store but is not taking into
account outdated or close to outdated stock. When a customer sees dust on boxes of hair dye, this
seems to be an indication that this is not an item that is often sold at this store, possibly because
there is not enough customers purchasing it. The items are spot checked for expiration when
there is restocking of the shelves, or items may be found at checkout or referred to management
by a customer. At checkout, there is a scanned loyalty card that is used to track customer
purchases but this does not track inventory that is contained in the store. Current process does
have an inventory performed hand count that is subject to human error, with vendors tracking
their own stock. (Harmon 2007).
The new process would begin to track the inventory coming from the vendors in more of
an automated process, which would allow a report to be generated to be able to see what is
selling in the store, along with help to position the inventory in the most optimal locations. The
marketing information shows that customers have remained loyal for many years so many of the
key places for items need to remain the same to help long-time customers. (www.phx.corporate-
ir.net ). The process will involve a small tag placement to code the stock which will show when
the product leaves the store. Another benefit to this is the items that are coded will also trigger an
alarm for shoplifting to prevent and address this problem for the stores. Initially the fresh items
will not be able to be coded in this way, and certain low cost items will not warrant the cost and
time involved in placement of the tags.
To begin the process, there will be an adjustment process that will involve a complete
inventory count within the store. (Harmon 2007). This information can be compared and
contrasted with what has sold in the last season, and a report can be run of sales for the past year
for a reference. Job descriptions will be reviewed to make sure that the accountability for the
inventory has been included, with a focus on the presentation of the inventory. The items needs
to be clean, pulled forward for presentation on the shelves and kept fully stocked, especially
when other stores in the area are doing a better job. At the beginning and end of a shift, all areas
are cleaned, outdated items are removed, and restocking is done. With constant attention to this,
the shelves stay full with current stock.
With the report of the items that leave the store, these are compared with the check in
times of the inventory, and suspected old stock is searched out and pulled from the shelves. By
taking a proactive approach, the chance of outdated stock becomes less likely. The items that are
pulled off the shelves may be donated if the items can still be used by non-profit beneficiaries
such as a food shelf or homeless shelter. Leftover meat items may be able to be used by animals,
and these areas will be addressed. Better buying based on turnover within the store will reduce
waste but there will be a learning curve and this can be a philanthropy point to show in our
annual report which shows goodwill in the community. (Californiawatch.org). The customer is
often pleased to hear their grocery store is doing good things for the community. The customer
may give feedback and management can review if this process is better for the customers who
purchase their groceries from the store.
Q#7 Assess one specific activity to be performed within the process change. From the assessment, identify the task being evaluated. Where would that activity be performed within the organization? Who would perform the task and who would manage, measure, and evaluate task completion? Make sure you separate out the information requested (don’t place the information in a large block paragraph).
Task: The activity that would need to be a key part of the process change is the duty of
restocking the shelves, since part of this activity will involve making sure outdated stock, one of
our main concerns, is taken off the shelf. As part of the stocking process, the inventory needs to
be quickly scanned in and entered into the computer system for tracking before it is placed on the
shelves so the items must be tagged, a brief entry, and scanned so that it is in the system at
purchase. (Harmon 2007).
Location: This activity is performed both in the back room for the scanning and entry
process, and on the shelf that is directly accessed by the customer. (Harmon 2007).
Personnel: The stock person performs the task of scanning and entry in order to get the
items on the shelves, and at the same time needs to be aware and constantly checking the
expiration dates of stock, making the oldest items pulled to the front, and newer items in the back
to make sure there is less outdated stock. (Harmon 2007).
Evaluation: The store manager will generate a report that reflects expiring stock to
actively search for items to be pulled from the shelves. On a daily basis, a report is generated of
outdated items that are on the shelf and need to be removed. Failure to comply with the
information of the generated reports will show on later reports, so the efficiency of stock
employees is apparent and failures will be discovered. (Harmon 2007).
There is a great deal of energy to prepare the stock for store placement and reports are
generated to see how much stock should be added based on sales but the delivery of the stock
will require new inventory to get priority, with items that are in greatest need of restocking first
on the list, to prevent customers from the disappointment in their shopping experience, since not
having the items that are needed will drive customers away from a store. The items that have a
short shelf life are also given a high priority. (Harmon 2007).
Management will evaluate the stocking staff based on the goal which is to not have any
items that are past the due date that can be found by a customer. The supervision will be to spot
check the shelves to ensure compliance by the stockers. Performance objectives will be on a
store wide basis, with everyone accountable for store presentation. Monthly inventory will also
show the items on the shelves, which includes the expiration dates and problems are then
identified, with monthly objectives measured by percentage of stock that is acceptable to be
expired on the shelf, with a goal of 99% current, with the items pulled prior to the count.
Management will also do a report of how much waste there is of outdated stock and will find
appropriate methods of disposal to evaluate if the stock is being displayed appropriately so there
is not as much waste and will evaluate the amount of stock that is needed for sale. The report of
delivered items and what needs to be placed on the shelves will be an important part of inventory
and staff management. (Harmon 2007).
Q#8 Delineate and describe the differences between measuring human performance and task completion.
There is difference between measuring the human performance and the completion of the
task because while the overall goal has been described, the staff person is accountable to perform
the task itself, and if the person is found to not perform the tasks, this is an individual
performance issue rather than reviewing the process as an overall objective. The stock person
has other duties, mainly to put items on the shelves but needs to keep this important part of their
job in mind. (Harmon 2007).
The manager can determine if the current process is working based on the numbers at the
end of the month. If there appears to be more than normal expired inventory, the manager can
determine if there is a problem with the process or find out if there is an individual not
performing well. Should the supervisor have them do the spot checking of inventory before any
shelves are restocked, or depend on the individual to check as they go along? If a manager goes
behind a worker who has expired inventory left on the shelf there would be a performance issue
rather than finding that because of the workload that overall all workers were forgetting to check
as they went along. (Harmon 2007).
Q#9 Explore Six Sigma as a method used to evaluate, measure, and encourage continuous improvement. From this exploration create a fishbone diagram that addresses one risk, a potential defect, or a problem that may result from the change which may impact goal attainment.
Six Sigma is used as a way to analyze a problem in the organization, and in this case
overall the problem is the inventory being outdated and found on the shelves. Through a new
system, this should be resolved with inventory that can be tracked, reports that can be generated
to show items left on shelves and items that are needed to be stocked on the shelves, to make the
stocking system timely and relevant. There is a three step process of analyzing the problem with
Six Sigma, (Harmon 2007) with:
(1) The “open stage as more of a brainstorming session (Harmon 2007)”, to find the causes of
the problem, which refers to why can we find outdated stock on the shelves?
(2) The “narrow stage narrows down the causes (Harmon 2007)”, in this case we narrowed it
down to the stocking position and handling of inventory.
(3) With the “final close stage, this is when the methods are determined for the handling of the
problem (Harmon 2007)”, and how to gauge the results. This is also a way to measure which
"causes in fact are showing the most deviation from the mean. (Harmon 2007)."
When a company uses Six Sigma, a method which involves continuous change in the
organization, (Harmon 2007), the company encourages and allows resources within that allow
continuous change to occur to improve the product or service, keeping in mind what is important
to the customer. One problem that can occur in the new process of tagging the stock, getting the
information into the computer, and onto the shelves would be the delay in getting the stock onto
the shelves so this process is going to also affect the stock personnel. There will be a time delay,
and an importance given to getting the inventory onto the shelves. The solution will be to make
the process run as smooth as possible, likely adjusting staff levels through the process to make
the process as smooth as possible. The use of technology to run a report of what is needed to be
stocked on the shelves is a tool that can be used to prioritize the workload. (Harmon 2007).
The copy of the fishbone diagram, cause and effect is a separate template attachment.
(www.isixsigma.com).
Q#10 Address the value of your fishbone diagram as a visual representation.
The fishbone diagram appeared to be a place to gather thoughts and to make sure all of the
aspects of the change were addressed in the planning stages, and to think of what types of
problems would be encountered when making the change. (Harmon 2007). The restocking
process is going to be more complicated when the items need to be scanned and entered into a
computer before being placed on the shelves and the job may need to be separated due to the
additional equipment. By putting the information in this format it made potential problems
clearer. (Harmon 2007). For example, upon analysis, the managerial staff may determine that
perhaps a managerial assistant could be hired or a separate entry position to cover the delivery
times by truck. Teamwork would need to be different to get the stock out to the floor in a timely
basis. The importance of the overall look of the store, the absence of outdated stock and keeping
the items fresh will be noticed by the customer.
Six Sigma is a method that requires changes to be made only that affect what is important
to the customer. For example, the grocery staff may want to make sure there are items in the
store that hardly anyone has heard of, but if the customer is not interested in these items, putting
this as a priority does not make sense. If there were a group in the area or a number of customers
asking for an item, such as cactus in the produce section, it would make sense to stock this item
if customers would purchase the product.
Q#11 Discover and describe at least 3 key performance indicators (KPI) for the suggested process change that must be continuously measured to ensure success.
The key performance indicators or KPI refer to the items that the company has found to be
of greatest importance and should be measured. These indicators are decided by management to
be the ones that will be measured and need to be carefully decide upon because what is measured
is what the employees will strive to meet. (Harmon 2007).
To do this, Jewell had to go back to the goal at the time which is to make sure the store
overall has fresh and timely product with no expired product on the shelves. The first key
performance indicator then would be in the form of Overall Store Quality, then the Efficiency of
the stock delivery, and Product Sales prior to expiration.
KPI#1 Overall Store Quality: This is customer driven and will be measured through
customer feedback and management inspection. The product must be fresh and it needs to
be current on the shelves. The produce needs to be displayed in an attractive manner.
Placement of product needs to be arranged so that the first product in the store is the first
out of the store rather than allowing customers to take the newest product first, leaving
older product.
The look of the store in the eyes of the customer is what management is measuring,
subject to inspection and survey of customers. Complaints are a serious matter and
management is accountable to investigate and repair problems that are uncovered to make
the store appear in the best quality. Customers have the option to go to lower priced stores
and the impression of getting more for their money is included in overall impression of the
quality. Clean store windows, bathrooms, isles, and shelves are important and supervision
is accountable for this measure.
KPI#2 Efficiency of the stock delivery: The products that are brought out at appropriate
intervals are going to make the stock delivery process work better, and measurements of
time to restock the shelves and to take expiring product from the shelves will support this
effort. The measurements on the reports will show how smoothly the process is working
and will reflect in the reports that are run.
Management will be accountable to supervise and problem solve to increase the
efficiency of the stock delivery process and will include staff in the discovery process, and
will explore ways to increase the efficiency. Frequency of restocking efforts, timing of
delivery and storage and shelf life are all considered. The amount of items ordered will
also be considered to eliminate waste and inefficiency of product placement.
KPI#3 Product Sales prior to expiration: The product sales should increase as timely
products and improved, store quality improves and handling times are implemented. This
measurement will be an important indicator of the process, and customers that only have
the appropriately timed products will not be able to get around the older product for newer
expiration dates. The measurement will also take into account the amount of waste, and the
improved system should alleviate the amount of food and product that has to be disposed
of, and the best ways of disposal will also be explored.
This measurement also goes along with concern for the amount of product
ordered for the store, with each store accountable for the items it needs. The distribution
methods may need to be redistributed perhaps with several stores going in on orders for
some products to make the inventory more efficient, preventing the need to order extra
stock to get a discount or due to minimal orders or other constraints.
Q#12 Conduct research (using the Kaplan Library or the Internet) to compare and contrast Six Sigma, the Balanced Scorecard, and ISO9000/9001 as different methods of preparing performance and completion metrics. Metrics are performance markers, utilized at different intervals during the process timeline, to measure adherence to schedule and attainment of goals.
Six Sigma, Balanced Scorecard and ISO9000/9001 are all ways to measure the
production of a company, and a BPM (Business Process Management) group may
incorporate a little bit of each. Both the Balanced Scorecard and the Six Sigma approach
support continuous change. The Balanced Scorecard was developed to allow the
company to track both production and operational metrics, and may be used for some
companies as a tool for performance reviews. The ISO 9000/9001 is a standardized
approach to follow the quality policy established with ISO9000/9001 and is good for a
company that has reason to be able to show how it complies with the standards of the ISO
for quality and it lends a great deal of credibility to a company.
Six Sigma: Six Sigma is a good way to allow the managers to gain the skills
needed to allow them to be able to continuously improve their processes
(www.isixsigma.com ), With Six Sigma, “Use of metrics unlike anything ever used
before. These metrics not only tie in customer Critical to Quality (CTQ) needs with what
is measured by the company, but they also allow processes within the company to be
compared with each other using a single scale called DPMO (Defects Per Million
Opportunities) isixsigma.com.” There are six standard deviations that are measured.
(www.isixsigm.com).
Balanced Scorecard: The Balanced Scorecard allows for a customized approach
to be developed within a company, with the metrics developed by those familiar with the
business operations. (www.balancedscrorecard.org). The business can decide what to
measure and needs to caution what it is measuring, since using the quote “You measure
what you get. Harmon 2007,” the employees and management are going to focus on what
is being measured and it could affect other areas. There are four areas that apply for a
balanced approach in this method, with business process perspective, customer
perspective, financial perspective, and learning and growth perspective.
For example, if the operations manager puts out a measure of a standard of twelve
transaction per hour, and an employee is capable of more than that there is a chance that
the employee will not exceed the twelve per hour since this may raise expectations. If the
employees did not have a constant awareness of their production and if they did not know
of an expectation of a quota, there is a chance that production would increase or decrease
based on what is being measured but with the twelve per hour standard there is a chance
that the company will get at least close to that on transactions.
ISO9000/9001: ISO9000/9001 follows the International Organization for
Standardization (ISO) which states that “A desired result is achieved more efficiently
when activities and related activities are managed as a process. www.iso.org .” The key
with ISO is standardization of process to make products that are of quality and by using
standards which ensure quality and the ISO certification which is of an international
scope. ISO follows important quality standards for safety and consumer products that are
manufactured and is an important quality standard for government and private industries.
A company goes through a process to become ISO certified and needs to maintain
its quality standards. The ISO Standards contribute to the ability to make items more
universal, with their example of screw threads, which ensures safety and ability to
interchange parts and to introduce universal standards. The standards apply to a variety
of products and processes, for example warning labels on products and standards for
measurements to allow for disabilities, which allows a coordinated effort to allow
consistency to happen. This organization offers a great deal of support for its members.
(www.iso.org).
Q#13 Recommend one of the three methods evaluated in question #12 as the best one for your change process. Be sure to thoroughly support and defend your recommendation.
Jewell would work best with the Balanced Scorecard approach, since the company needs
to begin to customize its process by starting with changes as needed. There is a need for a person
that is familiar with the way things are currently run to facilitate the change process, in order to
allow the changes to be made in order of importance to the company, with the goal in mind of
the delivery of the groceries to the store for the benefit of the customer. There is no need for
elaborate measurements other than the reports that are going to be run, and improvements are to
be expected. More reports to track incremental changes would not be beneficial in this case.
“The balanced scorecard includes financial measures that tell the results of actions
already taken. And it complements the financial measures with operational measures on
customer satisfaction, internal processes, and the organization’s innovation and improvement
activities—operational measures that are the drivers of future financial performance.
www.balancedscorecard.org. ”
Change Management Plan Steps
Identify
Overall store presentation review.Inventory review.
Breakdown
Identify the tasks.Job descriptions and procedures reviewed.Explore ways to monitor the product. using IT reports.Find new ways to identify the inventory. Document the current processes.
Implementation
Begin making changes in inventory. Implement inventory changes.Implement scanning procedure. Change restocking procedures.
DefineNew database IT tools.Job descriptions defined.Inventory process improved.
Monitor
Inventory levels monitored and adjusted.Store management and display. Current workflows and processes.
Change Management Plan Steps:
1. Identify the problem that requires change. 2. Break down the tasks. 3. Implementation of initial changes.4. Define the process and new workflows. 5. Monitor and make adjustments.
Summary
This is a summary of the change process proposed for Jewell Stores in order to eliminate
some of their problems with outdated inventory and general store appearance. As a result of
using a team that functions as a committee review or business process change management team
which requires use of input from all areas of the company including front line staff the store
should enjoy some relief from these problems and perhaps change some of their customers
thoughts that Jewell is overpriced and shopping should be in other stores for the majority of
their items which appears to be a trend.
Identify
The change process begins with an awareness and identification of the problem that has
been discovered. There is an initial review of the overall store presentation and appearance, and
the inventory process. The part of the problem is that inventory has been detected expired on the
shelves and the solution to this may include a better inventory and distribution process,
improvement in job duties and clarification of job duties.
Breakdown
The tasks are identified to see what the current job duties are involved and to redefined
and change as needed to help determine what is contributing to the problems in the store. The
job descriptions and procedures are identified and reviewed. The breakdown in the way the
inventory comes in to the store and distributed is broken down into steps, and the decision to
implement a scanning procedure for most inventory and the steps to make that work is explored
and decided upon. There is a creation of inventory reports to monitor and control the inventory
and what these need to accomplish and the IT department is consulted.
Implementation
The changes are implemented and the use of a report for the inventory distributions and
product tracking is implemented, aided by the IT department which allows new ways to monitor
the product inventory. The new scanning procedure implemented for inventory to better track
what has been sold, how the product is restocked and how quickly the inventory is unloaded.
Reports generated from this information eliminate expired product being left on the shelf with a
proactive approach to searching for outdated product, and placement of product on the shelves is
timed to eliminate waste.
Define
The job descriptions are defined. The use of the reports and what they are accomplishing
is defined using the expertise of the information technology division of the company. The job
processes are scrutinized and defined and rewritten as needed.
Monitor
As a result, the monitoring process finds inventory levels monitored and adjusted. There
is continual monitoring of the store display indicating improvement which will be ongoing. The
current workflows and processes continue to be critically assessed for improvement and are
adjusted as needed.
References
California watch retrieved December 10, 2011: http://californiawatch.org/health-and-welfare/food-waste-remains-persistent-problem-
farms-grocery-stores-and-restaurants
Harmon, P. (2007). Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals, (Second Edition). Morgan Kaufman Publishers, an imprint of Elsvier Publishing.
International Organization for Standardization (ISO) retrieved December 30, 2011:http://www.iso.org
Kaplan, R. & Norton, D. (2005) The Balanced Scorecard Measures that Drive Performance. Harvard Business Review.
The Basics of ISO 9001: An Outline for a Quality Management System retrieved December 29, 2011:
http://the9000store.com/demos/basics-iso/requirements_11.html
Northern Illinois University College of Business Experiential Learning Center retrieved December 3, 2011:
http://niuelc.blogspot.com/2011/03/jewel-osco.html
Six Sigma retrieved December 30, 2011:http://www.isixsigma.com/new-to-six-sigma/how-is-six-sigma-different/what-makes-six-sigma-work/
Six Sigma retrieved December 17, 2011:http://www.isixsigma.com/index.php?option=com_k2&view=item&id=1416:the-cause-and-effect-aka-fishbone-diagram&Itemid=155
Supervalu 2011 Fact Book retrieved December 3, 2011:http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9MTAxODQ5fENoaWxkSUQ9LTF8VHlwZT0z&t=1
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