THE COCA-COLA COMPANY (TCCC) - asq.org.in · PDF fileConsumption Packs low brand coke salience ... Trend Analysis Per Capita Loss Data Generated Splash Bar Transactions 16 . 9

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All the numbers are represented are masked considering business confidentiality

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 M

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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Packs

Returnable Glass Bottles

PET Bottles

Tetra Pack

Cans

Products

Carbonated Soft Drink

Juice

Water

Life Style Beverages

Product : Packs and Brands

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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?

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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

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HCCB - OE Strategic Roadmap – Picture of Success

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Operation Excellence – Strategic Blocks

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Section : 1

Project & Team Selection

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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 Transformation Defining the Performance Gaps – Big “Y’s”

Idea Generation workshop

SCOR Model

PlanPlan PlanCustomer Channel &

Product Line Reqm’ts ComponentsComponents

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• ??

• ??

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

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

Chilled Beverage

Splash Bar Ready to

drink

Sales Summary report review on Monthly

basis in National Steering

Committee

Low Per Capita Consumption

RGB Decline over the years Splash Bar Transactions

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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

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

Identification group? (1/3)

Transactions Trend

National Steering Committee members has identified a huge variation in transaction trends in sales from splash bar

RGB Decline over the years

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

Problem Solving Approach

Low per capita consumption Declining Immediate

Consumption Packs low brand coke salience

Overdependence on highly price

Sensitive entry level packs

Declining incidence level and gross earning thereof

Price barrier for trial

Front-end Team

Top Leadership

Low PCC

Largest sku not

sustainable

Slow off takes from

counter Retailer

Affordability issue

Consumer

Non-sustainable entry level pack and Consumer

recruitment stagnant

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

Business process

Gap Impact

Sales

Distribution

Finance

Commercial

• No Focus on retailer retention

• No dedicated task force for SB

• Limited availability of flavors

• Retailer margin is not communicated properly

• Focus SB outlet visit plan

• No specific scheme for SB

• Availability and handling of SB

Low Per Capita

Consumption

HIGH Impact Medium Impact

Low Impact

H M L

H

H

H

L

M

H

H

H

H

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

Sales reporting

Trend Analysis

Per Capita Loss

Data Generated Splash Bar Transactions

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

the Project? ( 2/3 )

Kaizen JDI Workshop Six Sigma method

Project Evaluated as per Strategic Criteria Methods / tools

Brainstorming

Project selection matric

SWOT

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

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

Methods / tools

Brainstorming

SWOT

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

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

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

Organizational Measure

Local Measures

• Total sales Target – 500MM Transactions

Sales Improvement

• Splash bar number 50K by 2016

# of Splash Bar

RGB Decline over the years

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

in 1.2.1 ? ( 2/3 )

Feet on Street Plans his day as

per PJP

Makes Sales Pitch at outlet

Productive Call

RTM plans Vehicle Routes

Areas Perceived Gap Stated Measure

Low number of

transactions

Price barrier for trial Presence of GT outlet in

nearby area Sensitive entry level

packs Low Interest of retailer

in splash bar Overdependence on

highly price Consumption Packs low

brand coke Salience Less Flavors Consumer profile (Labor,

College students etc..)

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

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

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

Stakeholder Group

Core Team

Commercial

Sales

OE

CDE

Corporate OE

Capability Developm

ent

Team

OEM

Zonal Leadership

Team

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

Director Operation Front End Management

Team

Core Execution Team

Steering Committee

Stakeholder groups Designations Roles

Zonal Vice President Zonal Operation Head Zonal Commercial Head Zonal Finance Head

Splash Bar SME Sales Manager Area Sales Manager Capability Development Manager

OE Team Operational Excellence Team

C

R & A

I

R R – Responsible A – Accountable C- Consult I – Inform

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1.3.2 What 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

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1.3.2 To 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 Operations None None

Zonal Vice President None None

Zonal Operation Head Design Thinking Low Medium Champion Training

Zonal Commercial Head Design Thinking Low Medium Champion Training

Zonal Finance Head Design Thinking Low Medium Champion Training

Splash bar SME Change Management Low High CAP tool Training

Sales Manager Change Management Low High CAP tool Training

Area Sales Manager Change Management Low High CAP tool Training

Capability Development Manager

Change Management Low High CAP tool Training

OE Member Design Thinking &

Business intelligence Medium High

LSS & Analytics training

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1.3.3 Before 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

Ce

rtifi

catio

n Le

vels

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

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1.3.3 Before 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

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1.3.4 What 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

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

actually starting the project? ( 2/3 )

Phase Start date End Date # Days OE Review Stakeholders

Review

Define 9-Jun-14 20-Jun-14 10 Completed Completed

Measure 20-Jun-14 10-Jul-14 15 Completed Completed

Analyze 10-Jul-14 25-Jul-14 14 Completed Completed

Improve 25-Jul-14 20-Aug-14 19 Completed Completed

Control 20-Aug-14 30-Aug-14 8 Completed Completed

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

, were established? ( 3/3 )

Name Function Meeting

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

Ankit banerjee Commercial P P P P P P P P P P 100%

Dilip Shah Commercial P P P P P P P A P P 90%

Gaurav Raizada CDE P P P P A P P P P P 90%

Rupesh Bhagat, Sales P P P P P A P P P P 90%

Kuldeep Pandit Commercial P P P P P A P P P P 90%

Sanjay CDE P P P P A P P P P P 90%

Pallavi Sinha Sales A P P P P P P P A P 80%

Gargee Ghosh OE Manager P P P P P P P P P P 100%

Jainender OE Manager 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%

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

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

with the project? ( 1/2 )

Project Deliverables: Increase in no of transactions

in splash bar outlets by 50%

Key Performance Indicators:

a) No of transactions from

splash bar outlets in a year

b) No of splash bar outlets

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

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

Additional Potential Benefits:

Additional Benefits Metrics

Single Serve Transactions % increase in Single serve

Transaction in year

Consumer Recruitment Per Capita Consumption

Customer Experience Customer Feedback

Competitive advantage IC pack market share

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Tools:

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

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

improvement opportunities? ( 1/2 )

Methodology: Six Sigma DMADV

1 2 3

Understanding and analyzing current sales & equipment installation/ pull out process

Identification of possible root cause

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2.2.1 Why 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 Mapping Common understanding

of process by team Cross functional team

and process walkthrough

Brainstorming Generating Ideas Cross functional meeting

Fish Bone Analysis Idea generation Identifying factors

impacting Big Y with project team members

Customer Surveys Understanding Voice of

customer

Interaction with customer through

market survey

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2.2.2 What 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

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

S. N Root Cause

1 Low RED

2 Retailer interest

3 PJP / PCP frequency for splash bar outlet

4 Activation of outlets

5 Consumer preference of brand

6 Temporary closed

7 Factors within channel impacting transaction

8 Wrong PJP

9 Poor Visibility

10 Consumer profile

11 GT Product Presence

12 Stock availability

13 Cup availability

14 Pull Out & Right Sizing

15 Sub reasons within Pop strata

16 Channel split of splash bar out

17 Activation status of all splash bar outlet

18 Pop Strata impact on transaction

19 Sales Awareness /compliance

20 Product Stock Out

Classification of X’s

Geographical / population related

Process / Policy Related

Product & Channel

Equipment

Market Visibility

Consumer Related

All identified reasons are classified in broad 6 categories

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

improvement opportunity (ies)? ( 1/3 )

Potential Cause

Pop Strata impact on transaction

Sales Awareness /compliance

Product Stock Out

Pull Out & Right Sizing

Sub reasons within Pop strata

Channel split of splash bar out

Factors within channel impacting transaction

Wrong PJP

Poor Visibility

Activation of outlets

Consumer preference of brand

Temporary closed

Consumer profile

GT Product Presence

14 were identified as potential root cause Method: Six Sigma

Cause & Effect

ANOVA

FMEA

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2.3.1 Why were these methods and /or tools selected

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

Tools

Cause & Effect

ANOVA

FMEA

Why How

• To prioritize vital few from trivial many

• 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

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

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

Potential Cause



Product Stock Out





Wrong PJP

Poor Visibility



Temporary closed

Consumer profile

GT Product Presence

14 were identified as potential root cause

Brainstorming Fishbone

FMEA Moods Median Test

Regression Multi voting

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

causes? ( 2/3 )


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

( 3/3 )

Cause Validated Cause Validated


Wrong PJP

Sales Awareness /compliance Poor Visibility

Product Stock Out Activation of outlets

Pull Out Consumer preference of brand

Sub reasons within Pop strata Temporary closed

Channel split of splash bar out Consumer profile

Factors within channel

impacting transaction GT Product Presence

Final

root

cause

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

validated? ( 1/2 )

Potential Cause



Product Stock Out





Wrong PJP

Poor Visibility

Activation of outlet


Temporary closed

Consumer profile

GT Product Presence

14 were identified as potential root cause How – Tools used

Moods Median test

ANOVA

FMEA

Cause

Pull Out


impacting transaction

Poor Visibility


4 were validated root cause

Brainstorming

Multi voting

Fish Bone Analysis

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

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

Potential Cause



Product Stock Out





Wrong PJP

Poor Visibility



Temporary closed

Consumer profile

GT Product Presence

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

pilot

4 were validated root cause

Cause

Pull Out



Poor Visibility


Action Plan Transaction

Before Transaction

After Remarks

Splash Bar brought out in Prime Position 40 48 PP enhances

incidence

Splash Bar pullout from Grocery outlet and reallocated to Low end

E&D 33 44

Low end E&D a

winner channel

Splash Bar pullout from Residential area and reallocated to industrial area 36 49

Industrial Area a

clear go to

place

Activation done in outlet 50 60 Activation drives

population

In RURAL, Splash Bar pulled out from GT outlet and redeployed in

new outlet 30 42

Price

Compliance is

higher in Rural

Splash Bar pullout from Dairy outlet and reallocated to Tea-Selling stall 39 48 Dairy to be

avoided

44

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

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

Project Title:

Project

Champion:Review Date:

Green Belt: Black Belt:

1

2

3

4

5

PASSED

Tollgate Decision

All items completed

(Tick what applies)

Some items not

completed satisfactorily

Yes

Tollgate Completion Check-list

Loss-Opportunity Matrix

Elevator Speech Acceptable

Acceptable

Project Agreement Form signed-off with all signatories Yes

Teaming done for project team Yes

Project kick-off done

Ankit Banerjee Jainender Jain

Tollgate Review - DEFINE

Increase in no of transaction per day from BOP vertical

CEO South Asia 23-Jun-2014

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

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

Obtain the Voice of Customer FE Management Team

Core Execution Team

Steering Committee

Stakeholder groups How

Monthly review with National & Zonal Committee

Help Prepare the selection criteria Monitoring and validating the pilot test results

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

One on One meeting, Email & Con Calls

Communication Mechanism

Review Meetings and Regular emails

Weekly/Fortnightly, Monthly review Sharing the status of validated results Participating in project toll gates

Toll Gates Publishing MIS & progress Reports

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2.4.1

01

What stakeholder resistance was identified and/or addressed in this

phase of the project? ( 3/4)

None FE Management Team

Core Execution Team

Steering Committee

Stakeholder groups Resistance

None

Why do I need to collect data on the causes I 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 myths Team alignment was done before initiating the project Necessary R&R was put in place

Tracking mechanism put in place


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2.4.1 How was the appropriateness of the initial team membership and

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

Expectation establishment Common Goal Team Contact Trust

Achieving results Finding solutions Caring Establishing unique identity

Agreement on roles & ideas During project Negotiations Consensus building

Roles & Responsibility Expressing Ideas Interdependent Reacting

Skill set Mapping+Training+Engagement

Forming Performing Norming Storming

Management Sales & Operations Team Capability Development Distribution Marketing Legal

C

o

r

e

T

e

a

m

Management Routine Confirmation

SC Head

Steering Committee

Sales &Ops Head

Monthly Review

Monthly to Fortnightly

Weekly

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Section : 3 Solution / Improvement Development

49


3.1.1 What 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's

Pop Strata impact on

transaction

Sales Awareness

/compliance Product Stock Out






Wrong PJP

Poor Visibility

Warm Display

Consumer preference of

brand

Temporary closed Consumer profile

GT Product Presence

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

Hypothesis Testing

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

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3.1.2 What data was generated and how was the data analyzed to determine

the possible solutions / improvements? ( 1/3)

Name Of

The

Outlet

Date Of

Installati

on

Sub

Channel Footfall

Avg

Transacti

ons

Incidenc

e

Cabinet

In Prime

postion

Retailers

Interest

Dealer

Board

Flange/St

andee(Y/

N)

Sanitatio

n poster

Displaye

d(Y/N)

Training

Certificat

e

Displaye

d Dustbin

Warm

Display

No. of

Times

Serviced

weekly

by

distribut

or

No. of

Weekly

Visits By

Mds

Warm

Stock In

Units

No. Of

Chilled

Bottles

Inside

No of

Cups

Available

No. of

sanitizer

Pack

Available

No. Of

Nozzles

Available

Last Date

On

system

Billed

invoice

SB Power

On

During

Night

Sanitatio

n Done

daily(Y/N

)

Suggestiv

e Selling

Done(Y/

N)

Name Of

The Outlet

Date Of

Installation

Sub

Channel Footfall

Avg

Transaction

s Incidence

Cabinet In

Prime

postion

Retailers

Interest

Dealer

Board

Flange/Stan

dee(Y/N)

Sanitation

poster

Displayed(

Y/N)

Training

Certificate

Displayed Dustbin

Warm

Display

No. of

Times

Serviced

weekly by

distributor

No. of

Weekly

Visits By

Mds

Warm

Stock In

Units

No. Of

Chilled

Bottles

Inside

No of Cups

Available

No. of

sanitizer

Pack

Available

No. Of

Nozzles

Available

Last Date

On system

Billed

invoice

SB Power

On

During

Night

Sanitation

Done

daily(Y/N)

Suggestive

Selling

Done(Y/N)

Sk

Mirjawali 12/14 Home 300 2.5 18.33333333 1 1 0 0 1 0 0 0 2 2 19 5 150 4 4 y y y

Satya Sai

Xerox 12/14 Kirana 400 2.5 13.75 0 1 1 0 1 0 0 0 2 2 18 5 100 9 11 Y Y Y

Vijaya

Parlour 2/15 E&D1 300 3 22 0 1 1 0 1 1 0 0 2 2 17 5 350 4 5 5/5/2015 N Y N

Bengaluru

Bakery 1/15 E&D1 800 5 13.75 1 1 1 1 1 1 1 0 2 2 16 5 600 8 12 13/5/15 N Y Y

Nellore

Fancy 1/15 Stationery 250 3.5 15 1 1 1 1 1 1 0 1 2 2 15 5 350 5 4 13/5/15 Y Y N

Bismillah

Cakes 1/15 Tea/E&D1 400 6 33 1 1 0 0 1 1 1 1 2 2 16 5 50 10 13 7/5/2015 N Y Y

Rajlaxmi

Provisions 8/14 General 350 4 25.14285714 1 1 1 1 1 1 1 0 2 2 32 5 350 4 4 10/5/2015 N Y Y

Raghavendr

a Foodcourt 4/15 E&D1 150 1.5 22 1 1 1 0 1 1 1 0 2 2 9 5 600 11 13 7/5/2015 N Y N

Vishu

Ladies

Parlour 1/15 General 500 9 39.6 3 3 600 4 6

DATA Collection Plan

Collected DATA

Analysis

DATA Door Analysis

Process Door Analysis

51

3.1.2 What are the possible solutions / improvements? ( 2/3)

Possible Solutions

Splash Bar brought out in Prime Position

Splash Bar pullout from Grocery outlet and reallocated to Low end E&D

Splash Bar pullout from Residential area and reallocated to industrial area

Activation done in outlet

In RURAL, Splash Bar pulled out from GT outlet and redeployed in new outlet

Splash Bar pullout from Dairy outlet and reallocated to Tea-Selling stall

Creating Sales Awareness on splash bar as a channel

Correcting the PJP/ PCP of Splash bar

Restructuring splash bar distribution

Improve on Warm display

Availability of other brands

Profit story communication

Incentive structure working

52

27

3.1.2 What evidence showed that the solutions / improvements identified were

possible instead if 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)

• Splash Bar brought out in Prime

Position

• Splash Bar pullout from Grocery

outlet and reallocated to Low end

E&D • Splash Bar pullout from Residential

area and reallocated to industrial area

• Activation done in outlet

• In RURAL, Splash Bar pulled out

from GT outlet and redeployed in

new outlet • Splash Bar pullout from Dairy outlet

and reallocated to Tea-Selling stall • Creating Sales Awareness on

splash bar as a channel

• Correcting the PJP/ PCP of

Splash bar • Restructuring splash bar distribution

• Improve on Warm display

• Availability of other brands • Profit story communication

• Incentive structure working

Selection Criteria

CTQ Impact Project Performance Indicators

Time Impact Implementation time

Cost Impact Implementation Cost

Ease Simplicity of Implementation

Top 13 Possible Solution

HIGH Impact Medium Impact

Low Impact

H M L

54

28

3.2.1 Why 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 utilization Highlighting benefit of the tool in identifying the root cause Team meeting and brainstorming session Analysis of stakeholders Matrix Expert opinion of champion & Sponsor War 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

3.2.2 How were the methods and / or tools used to determine the final

solution(s) / Improvement(s)? ( 1/2)

13 Possible Solutions

Step 2 Prioritization of possible solution

CTQ Impact

Ease Cost

Impact Time

Impact

Solution Selection Priority Number

Final Solutions


56

29

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

39 40 38

33

41 43

48 49

43 42 44 45

47

54

63

75 77

Avg Transactions Trend

57

3.2.3 How were the final solution(s) / Improvement(s) validated ? ( 1/2)

Final Solution validated through pilot testing

How


Brainstor

ming

Solution

Selectio

n Matric

Motivating

Potential Solution

Prioritized Solutions

Pilot & Implemented

6 Final Solutions

Potential Solution

Prioritized Solutions

Pilot & Implemented

Result

Validated

Non Validated

RCA Modified Solutions

Validation Process

We need to Put some

evidence

58

30

3.2.3 What evidence showed that the validation was performed prior to

implementation ? ( 2/2)

39 40 38

33

41 43

48

0

10

20

30

40

50

60

March-14 April-14 May-14 June-14 July-14 August-14 September-14


A pilot run was conducted in natural environment to gauge the actual out put of suggested change in process. After pilot team observed a upward trend in transactions.

59

3.2.4 What additional potential benefits were anticipated from the final

solution(s) / improvement(s) ? ( 1/2)

Monthly Availability Index

Customer satisfaction Index

Yearly P&L

Monthly Sales Report

Product Availability

Customer Satisfaction

Revenue Growth

Improvement in Sales

Metrics Potential Benefits

60

31

3.2.4 Were the additional potential benefit anticipated prior to implementation ?

( 2/2)


Single Serve Transactions % increase in Single serve Transaction in

year




61

3.2.5 What data was generated and how was the data analyzed to justify why the

chosen final solution(s) / improvement(s) should be implemented?( 1/2)


6 Justified Solutions

6 Validated Solutions

13 Shortlisted Solutions

Solution Selection Metrics, Brainstorming & Multi-Voting

Validation Criteria Pilot Run

market feasibility

Stakeholders approvals

Customer centricity

Data Analysis output

Process Analysis output

Justification Criteria

Implementation Feasibility

Cost Benefit analysis

Market acceptability

62

32

3.2.5 What evidence showed that justification was performed prior to

implementation ?( 2/2)

39 40 38 33

41 43 48

0

10

20

30

40

50

60


Pilot Run

Management Buy-in

63

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

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

Project Title:

Project

Champion:Review Date:

Green Belt: Black Belt:

Description / Value

1 Baseline Transaction 33

2 Increase by 50%

x1 Pull Out

x2Factors within channel


x3 Poor Visibility

x4 Activation of outlets

4

PASSED

Yes

3

Prioritized list of

potential root

causes

Had MEASURE toll-gate been

signed-off?

Tollgate Decision

All items completed

(Tick what applies)

Some items not

completed

satisfactorily

Tollgate Review - ANALYZE

Increase in no of transaction per day from BOP vertical

CEO South Asia 28-jul-2014

Acceptable

Ankit Banerjee Jainender Jain

Tollgate Completion Check-list

Acceptable

Acceptable

Item

Baseline Process Sigma multiple /

DPMO / Mean / Variance

Target Process Sigma multiple /

DPMO / Mean / Variance

Remarks

64

33

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

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

Obtain the Voice of Customer FE Management Team

Core Execution Team

Steering Committee

Stakeholder groups How

Monthly review with National & Zonal Committee

Help Prepare the selection criteria Monitoring and validating the pilot test results

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

One on One meeting, Email & Con Calls


Review Meetings and Regular emails

Weekly/Fortnightly, Monthly review Sharing the status of validated results Participating in project toll gates

Toll Gates Publishing MIS & progress Reports

65

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

of the project ? ( 3/4 )

01


Core Execution Team

Steering Committee


None

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


Impact

H

M

None

None

Initial data collection reveals some of the myths Team alignment was done before initiating the project Necessary R&R was put in place



66

34

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

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

Expectation establishment Common Goal Team Contact Trust

Achieving results Finding solutions Caring Establishing unique identity

Agreement on roles & ideas During project Negotiations Consensus building

Roles & Responsibility Expressing Ideas Interdependent Reacting

Skill set Mapping+Training+Engagement

Forming Performing Norming Storming

Management Sales & Operations Team Capability Development Distribution Marketing Legal

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 : 4 Implementation and Result Verification

68


35

4.1.1 How were stakeholder involved in planning the solution / improvement

implementation ? ( 1/2 )

SC - Director SC Management Team

Core Execution Team

Steering Committee

Stakeholder groups who How

Zonal Vice President Zonal Supply Chain Head Zonal Operation Head Zonal Commercial Head Zonal Finance Head

Sales Manager Area Sales Manager Capability Development Manager

BU Team Operational Excellence Team

Obtaining Customer Voice

Approving solution, involving in strategic decision Review solution implementation progress Leading change management

Providing expert advise Resolving cross functional inter linkage Aligning team with their functions Implementing new processes

SWOT analysis of the solutions Implementation of solutions Project Plan and internal review Business Analytics & Improvement validation

69

4.1.1 How were stakeholder involved in implementing the solution / improvement

implementation ? ( 2/2 )

Stakeholder groups Approved Communicate Implementati

on Plan Development

Resource Allocation

SOP Development

Training Validate Results

SC Management Team

Steering Committee

Core Execution Team

BU Team

Stakeholders Involvement

70

36

4.1.2 What 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 Impact Resistance

Encountered

SC Management Team

SC - Director

None None

Steering Committee


None None

Core Execution Team


Will cost benefit analysis justify I need to focus on my current business

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

H

M

Happy

Neutral

Puzzled

71

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

solution / improvement implementation? ( 2/3 )

01


Core Execution Team

Steering Committee


None

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


Impact

H

M

None

None

Pilot implementation helped in taking care of identified resistance Team alignment was done before initiating the project Necessary R&R was put in place



72

37

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

Stakeholders WHO Resistance

Encountered

SC Management Team

SC - Director

Steering Committee


Core Execution Team


Will cost benefit analysis justify I need to focus on my current business

BU Team Operational Excellence Team The longevity of the retained & new outlets

Stakeholder Analysis

Meeting with Stakeholders Meeting with

team Communicate

with Core team members

73

4.1.3 How was the actual resistance addressed? ( 1/2 )

Aligning the team with Big Y and TCCC vision 2020 Group discussion with stakeholder One 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 basis Project 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 2020 Zone 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

4.1.3 How did the team know it was successful in addressing the resistance ?

( 2/2 )

75 85 81

88 95

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

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

Stakeholders WHO Acceptance Acceptance Assurance

SC Management Team

SC - Director Obtaining 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 Team Developing and implementing solutions

H

M

H

H


76

39

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

( 2/2 )

Inclusion of splash bar in input

metrics of Front End business

shows that buy-in was well

obtained

All the numbers are represented are masked considering business confidentiality 77

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

solution / improvement? ( 1/2 )

• Splash Bar brought out in Prime Position

1

• Splash Bar pullout from Grocery outlet and reallocated to Low end E&D

2

•Splash Bar pullout from Residential area and reallocated to industrial area

3

• Activation done in outlet

4

• In RURAL, Splash Bar pulled out from GT outlet and redeployed in new outlet

5

•Splash Bar pullout from Dairy outlet and reallocated to Tea-Selling stall

6

78

40

4.2.1 What systems were changed or created to measure and manage the

performance of the implementation? ( 2/2 )

Urban Market

1. Select only the Following Locations : 1. Industrial Areas 2. Near Colleges (Without Canteens) 3. Market Location 4. Highways (Could be Avoided) 5. Residential Areas (Could be Avoided)

2. Select only the Following Channels : 1. Outlets In and Out Cinema Halls 2. E&D 3. Jewelry Shops/ Car Showrooms 4. Tea Selling Outlets 5. Pan Masala Selling Outlets 6. Grocery (Could be Avoided) 7. Dairy ( Could be Avoided)

3. Select Outlets that are Non- Cooler Beverage Selling / Non Beverage Selling 4. The Outlet owner should be Ready to place the Splash Bar in Prime Position

DON’T SELECT OUTLETS WHERE OUR COOLERS / STOCKS ARE ALREADY PRESENT DON’T SELECT OUTLETS THAT ARE NOT IN HYGIENIC LOCATION/CONDITION

79

4.2.1 What systems were changed or created to measure and manage the

performance of the implementation? ( 2/2 )

Semi- Urban / Rural Market

1. Select only the Following Locations : 1. Industrial Areas (Labor Canteens etc.) 2. Near Colleges (Without Canteens) 3. Market Location 4. Highways (Could be Avoided) 5. Residential Areas (Could be Avoided)

2. Select only the Following Channels :

1. Outlets In and Out Cinema Halls 2. Jewelry Shops/ Car Showrooms 3. E&D 4. Tea Selling Outlets 5. Grocery 6. Pan Masala Selling Outlets 7. Dairy ( Could be Avoided)

3. Select Outlets that are Non- Cooler Beverage Selling / Non Beverage Selling 4. The Outlet owner should be Ready to place the Splash Bar in Prime Position

DON’T SELECT OUTLETS WHERE OUR COOLERS / STOCKS ARE ALREADY PRESENT DON’T SELECT OUTLETS THAT ARE NOT IN HYGIENIC LOCATION/CONDITION

80

41

4.3.1 What were the result ? ( 1/2 )

39 40 38 33

41 43 48 49

43 42 44 45 47

54

63

75 77


The above chart shows that this project delivered a significant improvement in Splash bar transaction. 100% improvement achieved

No of transaction in the month of Sep-14 and Oct-14 were all time high in Gujarat post implementation of these guidelines

Going Forward, we are planning to Place 3000 Splash Bars in Gujarat in 2015 by Incorporating these Guidelines


81

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

item 2.1.1 ? ( 2/2 )


82

42

4.3.2 What additional benefits were realized from the project? ( 1/3 )

How did the team measure any of the additional benefit that were “soft” ? ( 2/3 )


Single Serve Transactions % increase in Single serve Transaction in year




83

4.3.2 How 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

Single Serve Transactions

% increase in Single serve Transaction in

year 148MM 400MM 440MM

Consumer Recruitment

Per Capita Consumption

14 16 15

Customer Experience

Customer Feedback (Attrition)

8% 5% 7%

Competitive advantage

IC pack market share


84

43

Section : 5 Sustaining and Communicating Result

85


5.1.1 What 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

Splash Bar brought out in Prime Position 1. Splash bar as parameter in MD Incentive

2. Splash bar in the KRA of Sales team

Splash Bar pullout from Grocery outlet and

reallocated to Low end E&D Splash Bar Productivity parameter inclusion in Green Score

Splash Bar pullout from Residential area and reallocated to industrial area

Splash Bar Productivity parameter inclusion in Green Score

Activation done in outlet Splash Bar RED Score institutionalized

In RURAL, Splash Bar pulled out from GT

outlet and redeployed in new outlet Splash Bar Productivity parameter inclusion in Green Score

Splash Bar pullout from Dairy outlet and reallocated to Tea-Selling stall

Splash Bar Productivity parameter inclusion in Green Score

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


86

44

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

Operating strategy? ( 2/2 )

Splash Bar Outlet PicOS Incorporation of Splash Bar in GREEN 2016 SB Org Structure

Splash Bar RED Rewards and Recognitions


87

5.1.2 What 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


88

45

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

operating strategy? ( 2/2 )

Transactions plan Installation plan

People KRA’s


89

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

groups? ( 1/1 )

Front 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

90

46

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91

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