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
Mission

 To Refresh the World

 Inspire moments of optimism and happiness
 Create value and make a difference

1
 IntroductionIntroduction…

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.

Vision, Mission and Values

• To be the best Sales & • Enriching lives across the • PASSION

Distribution Company for country by building a • LEADERSHIP
consumer products in India consumer-driven, • ACCOUNTABILITY
connecting people and the customer-focused,
• CITIZENSHIP
product of their choice employee-friendly,
profitable, sustainable and • EMPOWERMENT
socially responsible • INTEGRITY
business in India • TEAMWORK

Vision Mission Values

2
 Product : Packs and Brands

Carbonated Returnable
Soft Drink Glass
Bottles

PET Bottles
Juice
Products
Packs

Tetra Pack
Water
Life Style
Beverages
Cans

Coke Value Chain : How do we Serve our Customers?

Coke
RGB Distributor

PET

Coke Depot Retail Outlet

Key Accounts

Glass Bottle Lines

Concentrate
PET lines DSD
Sugar & Pulp
Tetra Pack Lines Distribution
Preform Supplier
Cans line

Coke Supplier Coke Bottling Plants Coke Depot Route to Market Customers

3
 7

HCCB - OE Strategic Roadmap – Picture of Success

4
 Operation Excellence – Strategic Blocks

Section : 1
Project & Team Selection

All the numbers are represented are masked considering business confidentiality
10

5
1.1.1 Who was responsible for selecting the Project ? (1/2)

Global Vision 2020

HCCBPL - National Steering Committee

Project selection Committee

Project
Improvement
Business Execution – Leadership Certification,
Opportunities
Diagnostic Training and Report Out R&R
Identification
OE tool usage

Voice of Voice of Profit & Loss KPI Trend & Idea Generation
Customer Business Analysis Benchmarking workshop
SCOR Model
Customer Channel &
Supply Chain Transformation
Plan Plan Plan

Product Line Reqm’ts

Suppliers
Suppliers

Internal
Suppliers
Components
Components

Components
Components
Laurel,
Laurel, MS
MS
Door
Door Group
Group Customers
Customers

Competitors
• ??

Defining the Performance Gaps – Big “Y’s”

• ?? • ??
• ??

Specialty:
Specialty:
Brampton,
Brampton, Ont.
Ont.
Distribution: 2-Stepper
• ??
• ??

External Exterior
Exterior Doors
Doors
Suppliers Dickson,
Dickson, TN
TN Distribution: 1-Stepper
• ?? • ??
• ?? • ??

Interior
Interior Doors:
Doors:
Haleyville,
Haleyville, AL
AL
Retail
• Home Depot
• Lowes

DorFab:
DorFab:
Lawrenceville,
Lawrenceville, GA
GA

Cohesive Supply Chain View Eliminates Disconnects

11

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)

Low Per Capita

Consumption

Chilled Ready to
Splash Bar
Beverage drink

RGB Decline over the years Splash Bar Transactions

Sales Summary
report review
on Monthly
basis in
National
Steering
Committee

12

6
1.2.1 How was the Gap or Opportunity brought to the attention of the project
Identification group? (1/3)

RGB Decline over the years Transactions Trend

National Steering Committee members has identified a huge variation in

transaction trends in sales from splash bar

13

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

Problem Solving Approach

Low per capita consumption

Top Declining Immediate
Low PCC
Leadership Consumption Packs low brand coke
salience

Overdependence on Largest sku

Front-end Non-sustainable
highly price not
Team Sensitive entry level packs entry level pack
sustainable
and Consumer
Slow off recruitment
Declining incidence level
Retailer takes from stagnant
and gross earning thereof
counter

Affordability
Consumer Price barrier for trial
issue

14

7
1.2.1 What area of the organization had the gap or the opportunity? ( 3/3 )

Business Gap Impact

process

• No Focus on retailer H
Sales
•
retention
No dedicated task H Low Per
force for SB
L Capita
• Limited availability
of flavors M Consum
Distribution • Retailer margin is
not communicated H ption
properly
• Focus SB outlet visit
H
Finance plan H
• No specific scheme
for SB H
• Availability and H HIGH Impact
handling of SB H M Medium Impact
Commercial L Low Impact

15

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

Data Generated Splash Bar Transactions

Sales reporting

Trend Analysis

Per Capita Loss

16

8
1.2.2 What method and /or tool were used to assess or prioritize the need for
the Project? ( 2/3 )

Project Evaluated as per Strategic Criteria

Methods / tools

Brainstorming

Project
selection matric

SWOT

JDI Kaizen Workshop Six Sigma method

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

17

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

Methods / tools Why?

 Understand the internal/external Customer

pain area
Brainstorming  Indirect impact on our own people &
customer may be much higher than cost
impact

Project
selection matric  Based on the impact on Business
 Replicable across the organization quickly

 Understand the future Risk & requirements

SWOT  Proactive actions to be more competitive

18

9
1.2.3 What Goals ( organizational and / or local) , performance measures, and
/or strategies were the project expected to impact ? ( 1/3 )

Organizational Measure

RGB Decline over the years Local Measures

Sales • Total sales Target –

Improvement 500MM Transactions

• Splash bar number 50K by

# of Splash Bar 2016

19

1.2.3 What was the relationship between the stated measure & perceived gap
in 1.2.1 ? ( 2/3 )

Areas Perceived Gap Stated Measure

Feet on Street
 Price barrier for trial
Plans his day as
 Presence of GT outlet in
per PJP
nearby area
 Sensitive entry level
Makes Sales packs
Pitch at outlet  Low Interest of retailer
in splash bar Low
 Overdependence on number of
highly price
transactions
Productive Call  Consumption Packs low
brand coke Salience
 Less Flavors
 Consumer profile (Labor,
RTM plans
College students etc..)
Vehicle Routes

20

10
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 )

21

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

Corporate
OE

Core Team
Commercial Capability
Zonal Developm
Stakeholder Group Leadership Sales ent
Team
OE Team
CDE

OEM

22

11
1.3.1 What or who were the stakeholder group? ( 2/2 )

Stakeholder groups Designations Roles

Front End Management Director Operation I

Team

Zonal Vice President

Zonal Operation Head C
Steering Committee Zonal Commercial Head
Zonal Finance Head

Splash Bar SME

Sales Manager
Core Execution Team Area Sales Manager
R&A
Capability Development
Manager

Operational Excellence
OE Team Team R R – Responsible
A – Accountable
C- Consult
I – Inform

23

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

successful completion of the project? ( 1/3 )

Determined Skills Set

 Analytical Skills

 Design Thinking
Skills/
Knowledge/  Problem Solving skills
Abilities
 Change management Skills

 Functional Knowledge

 Product Knowledge

 Technical skills

24

12
 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
Change Management Low High CAP tool Training
Manager
Design Thinking & LSS & Analytics
OE Member Medium High
Business intelligence training

25

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

Coaching & Mentoring

People Participation
Training Level

 Change Acceleration process Training

Certification Levels

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

13
1.3.3 Before project started what was done to prepare the team to work
together as a team? ( 2/2 )

Set
Engagement
objectives

Measure and Identify and

Report assess
progress stakeholders

Develop
Respond to
engagement
engagement
plan and
results
technique

Assess the Implement

engagement engagement
process plan

27

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

What Who Purpose When Type

Status Reports Sponsor, Champion, Update stakeholders Bi – Monthly Mail
Members, Leaders, on progress of the
MBB project.

Team Meetings Leaders and Internal reviews/Update Bi-Weekly Meeting

Members on projects/Change
Management Issues

Project Reviews & Toll Leaders, Members, Project Reviews Monthly Meeting
Gate MBB, Champion

OE Reviews Sponsor, Champion, Project Review – Monthly Meeting

Leaders, MBB Status Update and
direction

OE Tollgate Sponsor, Champion, Tollgate Monthly Meeting

Leaders, MBB

Presentations to Project Leader To update external As needed As applicable

Special Interest groups to promote
Groups communication/create
awareness of project
interdependencies.

28

14
 1.3.4 What deadlines & deliverables did the team have to consider ahead of
actually starting the project? ( 2/3 )

Stakeholders
Phase Start date End Date # Days OE Review
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

29

1.3.4 Before the project started, what team routines, including communications
, were established? ( 3/3 )

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

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%

30

15
 Section : 2
Current situation and root cause /
improvement opportunity analysis

All the numbers are represented are masked considering business confidentiality
31

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

32

16
 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

% increase in Single serve

Single Serve Transactions
Transaction in year

Consumer Recruitment Per Capita Consumption

Customer Experience Customer Feedback

Competitive advantage IC pack market share

33

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 & Identification of possible

equipment installation/ pull out process root cause

Tools:
Process Mapping – SIPOC, Flow Chart, Measurement System Analysis, Brainstorming, Fish Bone
Analysis, Customer Surveys
34

17
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

Common understanding Cross functional team

Process Mapping
of process by team and process walkthrough

Brainstorming Generating Ideas Cross functional meeting

Identifying factors
Fish Bone Analysis Idea generation impacting Big Y with
project team members

Interaction with
Understanding Voice of
Customer Surveys customer through
customer
market survey

35

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

36

18
2.2.2 What were possible root cause/improvement opportunities? ( 2/2 )

All identified reasons are S. N Root Cause

classified in broad 6 categories 1 Low RED

2 Retailer interest

3 PJP / PCP frequency for splash bar outlet

Classification of X’s 4 Activation of outlets

5 Consumer preference of brand
6 Temporary closed
Geographical / population related 7 Factors within channel impacting transaction

8 Wrong PJP

9 Poor Visibility
Process / Policy Related
10 Consumer profile

11 GT Product Presence
Product & Channel
12 Stock availability

13 Cup availability
Equipment 14 Pull Out & Right Sizing

15 Sub reasons within Pop strata

16 Channel split of splash bar out

Market Visibility
17 Activation status of all splash bar outlet

18 Pop Strata impact on transaction

Consumer Related 19 Sales Awareness /compliance

20 Product Stock Out

37

2.3.1 What 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
Potential Cause

Pop Strata impact on transaction

Sales Awareness /compliance Cause & Effect

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
ANOVA
Poor Visibility

Activation of outlets

Consumer preference of brand

Temporary closed

Consumer profile FMEA

GT Product Presence

38

19
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 Why How

• To prioritize vital • Training on OE
Cause &
few from trivial
Effect tools and
many
methodology to
team members
• To identify the • Weekly team
ANOVA specific factor
meetings &
impacting BIG Y
working sessions
• Monthly review
with Champion/
• To Filter the
FMEA potential causes sponsor
using high RPN no

39

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 )

14 were identified as Brainstorming Fishbone

potential root cause
Potential Cause

Pop Strata impact on transaction

Sales Awareness /compliance

Product Stock Out

Pull Out & Right Sizing

Sub reasons within Pop strata FMEA Moods Median Test

Channel split of splash bar out

Factors within channel impacting transaction

Wrong PJP

Poor Visibility

Activation of outlets

Consumer preference of brand Regression Multi voting

Temporary closed

Consumer profile

GT Product Presence

40

20
 2.3.2 What are specific examples of data analysis that led to the final root
causes? ( 2/3 )

All the numbers are represented are masked considering business confidentiality

41

2.3.2 What was (were) the final root cause(s) / improvement opportunity (ies) ?
( 3/3 )

Cause Validated Cause Validated

Pop Strata impact on

Wrong PJP
transaction

Sales Awareness /compliance Poor Visibility

Product Stock Out Activation of outlets

Final
root Pull Out Consumer preference of brand
cause
Sub reasons within Pop strata Temporary closed

Channel split of splash bar out Consumer profile

Factors within channel

GT Product Presence
impacting transaction

42

21
2.3.3 How was (were) the final root cause(s) / improvement opportunity (ies)
validated? ( 1/2 )

14 were identified as 4 were validated

potential root cause How – Tools used root cause
Potential Cause

Pop Strata impact on transaction Brainstorming Cause

Sales Awareness /compliance
Product Stock Out

Pull Out & Right Sizing

Fish Bone Analysis Pull Out
Sub reasons within Pop strata

Channel split of splash bar out

Moods Median test
Factors within channel impacting transaction Factors within channel
impacting transaction
Wrong PJP

Poor Visibility ANOVA

Activation of outlet Poor Visibility

Consumer preference of brand Multi voting

Temporary closed
Activation of outlets
Consumer profile FMEA
GT Product Presence

43

2.3.3 What evidence showed that the final root cause(s) / Opportunity (ies)
were validated prior to solution development ? ( 2/2 )

14 were identified as 4 were validated

potential root cause Validation of Root cause as root cause
Potential Cause pilot
Pop Strata impact on transaction Cause
Sales Awareness /compliance
Transaction Transaction
Product Stock Out Action Plan Remarks
Before After
Pull Out & Right Sizing Pull Out
PP enhances
Splash
Sub Barwithin
reasons brought out in Prime Position
Pop strata 40 48
incidence
Channel
Splashsplit
Barofpullout
splash bar outGrocery outlet and reallocated to Low end
from Low end E&D a
33 44
E&D winner channel
Factors within channel impacting transaction Factors within channel
Industrial Area a
impacting transaction
Wrong PJP
Splash Bar pullout from Residential area and reallocated to industrial area 36 49 clear go to
Poor Visibility place

Activation ofdone
outlets Activation drives
Activation in outlet 50 60 Visibility
Poor
population
Consumer preference of brand Price
In RURAL, Splash Bar pulled out from GT outlet and redeployed in
30 42 Compliance is
new outlet
Temporary closed higher in Rural
Activation of outlets
Dairy to be
Splash Bar
Consumer pullout from Dairy outlet and reallocated to Tea-Selling stall
profile 39 48
avoided
GT Product Presence

44

22
2.4.1 How was the correctness of the initial project scope, deliverables, and
Training Confirmed (or what changes were made )? ( 1/4)

Tollgate Review - DEFINE

Project Title: Increase in no of transaction per day from BOP vertical

Project
CEO South Asia Review Date: 23-Jun-2014
Champion:

Green Belt: Ankit Banerjee Black Belt: Jainender Jain

Tollgate Completion Check-list

1 Project Agreement Form signed-off with all signatories Yes

2 Project kick-off done Yes
3 Teaming done for project team Yes
4 Loss-Opportunity Matrix Acceptable
5 Elevator Speech Acceptable

Tollgate Decision

(Tick what applies)

Some items not
All items completed PASSED
completed satisfactorily

45

2.4.1 How were stakeholder involved and /or communicated with during the
root cause / improvement opportunity phase of the project? ( 2/4)

Communication
Stakeholder groups How
Mechanism
Obtain the Voice of One on One meeting,
FE Management Team Customer Email & Con Calls

Monthly review with

Review Meetings and
National & Zonal
Steering Committee Committee
Regular emails

Weekly/Fortnightly,
Help Prepare the
Monthly review
selection criteria
Sharing the status of
Core Execution Team Monitoring and
validated results
validating the pilot test
Participating in project
results
toll gates

Mentor project team

Toll Gates
OE Team with DMADV approach
Publishing MIS &
Drive the project time
progress Reports
lines and project meeting

46

23
2.4.1 What stakeholder resistance was identified and/or addressed in this
phase of the project? ( 3/4)

Communication
Stakeholder groups Resistance Impact
Mechanism

FE Management Team None None

None None
Steering Committee

Why do I need to Initial data collection

collect data on the reveals some of the
causes myths
Core Execution Team H Team alignment was
I need to focus on my
current business done before initiating
the project
Necessary R&R was put
in place
OE Team The longevity of the
retained & new outlets M Tracking mechanism put
01
in place

47

2.4.1 How was the appropriateness of the initial team membership and
management routines confirmed ( or what changes were made)? ( 4/4)

Forming Storming Norming Performing

Expectation Roles & Agreement on Achieving results

establishment Responsibility roles & ideas Finding solutions
Common Goal Expressing Ideas During project Caring
Team Contact Interdependent Negotiations Establishing
Trust Reacting Consensus unique identity
building

Skill set Mapping+Training+Engagement

Management Routine Confirmation Management
Sales & Operations C T
SC Head Monthly Review  Team
o e
Steering Monthly to Capability Development
 Distribution r a
Committee Fortnightly
Marketing e m
Sales &Ops Head Weekly 
Legal

48

24
 Section : 3
Solution / Improvement Development

All the numbers are represented are masked considering business confidentiality
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 Tool Used Why Who How
Pop Strata impact on
transaction Brainstorming Develop the list of Team S
Sales Awareness
/compliance
solution P Review P
o
Product Stock Out FMEA To identify preventive Team o
Pull Out & Right Sizing measures r Meeting l
Sub reasons within Pop strata T s
u
Channel split of splash bar out Solution To select the possible o Team s
Factors within channel
selection solution e Meeting t
impacting transaction
Matrix j /review i
i
Wrong PJP
a b
Poor Visibility
Pilot Testing To gauge the results in e Team o
Warm Display
Consumer preference of controlled environment m Work
l
n
brand c e
Temporary closed Hypothesis To validate the results Minitab s
Consumer profile
Testing t
GT Product Presence

Step 1 Generation of possible solution

Step 2 Prioritization of possible solution
Step 3 Validation of possible solution
50

25
 3.1.2 What data was generated and how was the data analyzed to determine
the possible solutions / improvements? ( 1/3)

No. of
Times
Training Serviced Last Date
Sanitatio Certificat weekly No. of No. Of No. of On SB Power Sanitatio Suggestiv
Name Of Date Of Avg Cabinet Flange/St n poster e by Weekly Warm Chilled No of sanitizer No. Of system On n Done e Selling
The Installati Sub Transacti Incidenc In Prime Retailers Dealer andee(Y/ Displaye Displaye Warm distribut Visits By Stock In Bottles Cups Pack Nozzles Billed During daily(Y/N Done(Y/
Outlet on Channel Footfall ons e postion Interest Board N) d(Y/N) d Dustbin Display or Mds Units Inside Available Available Available invoice Night ) N)

DATA Collection Plan

DATA Door
Analysis
No. of

Name Of Date Of Sub

Avg
Transaction
Cabinet In
Prime Retailers
Sanitation
poster Training
Dealer Flange/Stan Displayed( Certificate Warm
Times
Serviced
weekly by
No. of
Weekly Warm
Visits By Stock In
No. Of
Chilled
No. of
sanitizer No. Of
Bottles No of Cups Pack Nozzles
Last Date
On system
Billed
SB Power
On Sanitation Suggestive
During Done Selling
Analysis
The Outlet Installation Channel Footfall s
Sk
Mirjawali 12/14 Home 300
Incidence postion Interest

2.5 18.33333333 1 1
Board dee(Y/N) Y/N)

0 0 1
Displayed Dustbin Display

0 0 0
distributor

2
Mds

2
Units

19
Inside Available Available Available

5 150 4 4
invoice Night daily(Y/N) Done(Y/N)

y y y
Process Door
Satya Sai
Xerox
Vijaya
Parlour
12/14 Kirana

2/15 E&D1
400

300
2.5

3
13.75

22
0

0
1

1
1

1
0

0
1

1
0

1
0

0
0

0
2

2
2

2
18

17
5

5
100

350
9

4
11

5 5/5/2015 N
Y Y

Y
Y

N
Analysis
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

Collected DATA

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

26
 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 Brainstorming Session
process analysis

Brainstorming Session

53

3.2.1 What method and / or tools were used to identify the final solution(s) /
improvement(s)? ( 1/3)

• Splash Bar brought out in Prime

Position Selection Criteria
• Splash Bar pullout from Grocery
outlet and reallocated to Low end
E&D
• Splash Bar pullout from Residential CTQ Impact
area and reallocated to industrial Project Performance Indicators
area
• Activation done in outlet Time Impact
• In RURAL, Splash Bar pulled out Implementation time
from GT outlet and redeployed in Top 13
new outlet Possible Cost Impact
• Splash Bar pullout from Dairy outlet Solution Implementation Cost
and reallocated to Tea-Selling stall
• Creating Sales Awareness on
splash bar as a channel Ease
• Correcting the PJP/ PCP of Simplicity of Implementation
Splash bar
• Restructuring splash bar distribution
• Improve on Warm display H HIGH Impact
• Availability of other brands M Medium Impact
• Profit story communication 01
L Low Impact
• Incentive structure working
54

27
 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

Maximu
Sigma m Impact
Impact on CTQ

Refresher Training on Time To meet

the tool utilization Impact deadlines
Highlighting benefit of
Why
the tool in identifying Cost To meet
the root cause
Impact budges
Team meeting and
brainstorming session
Ease Implementa
Analysis of stakeholders
tion &
Matrix
replication
Expert opinion of
champion & Sponsor
War room setup for
free flow discussion

55

3.2.2 How were the methods and / or tools used to determine the final
solution(s) / Improvement(s)? ( 1/2)

Step 2 Prioritization of possible solution

13 Possible CTQ Time Cost

Ease
Solutions Impact Impact Impact

Solution Selection Priority Number

Final Solutions

All the numbers are represented are masked considering business confidentiality
56

28
3.2.2 What was (were) the final solution(s) / Improvement(s)? ( 2/2)

Avg Transactions Trend

77
75

63

54

48 49
47
44 45
43 43 42
40 41
39 38
33

57

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

How
Final Solution validated through pilot testing

13 Possible Solutions Potential Prioritized Pilot &

Solution Solutions Implemented

Result
Motivating Validation Process
Brainstor Validated
ming
Solution Non
Selectio Validated
n Matric Modified
RCA
Solutions

6 Final Solutions We need to Put some

evidence
Potential Prioritized Pilot &
Solution Solutions Implemented

58

29
3.2.3 What evidence showed that the validation was performed prior to
implementation ? ( 2/2)

Avg Transactions Trend

60

50
48
43
40 40 41
39 38
33
30

20

10

0
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)

Potential Benefits Metrics

Improvement in Sales Monthly Sales Report

Revenue Growth Yearly P&L

Customer satisfaction
Customer Satisfaction
Index

Monthly Availability
Product Availability
Index

60

30
3.2.4 Were the additional potential benefit anticipated prior to implementation ?
( 2/2)

Additional Benefits Metrics

% increase in Single serve Transaction in

Single Serve Transactions
year

Consumer Recruitment Per Capita Consumption

Customer Experience Customer Feedback

Competitive advantage IC pack market share

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)

Solution Selection
Metrics, Brainstorming
20 Possible & Multi-Voting 13 Shortlisted
Solutions Solutions

6 Justified 6 Validated
Solutions Solutions
Validation Criteria
Pilot Run
Justification Criteria market feasibility
Stakeholders approvals
Implementation
Customer centricity
Feasibility Data Analysis output
Cost Benefit analysis Process Analysis output
Market acceptability

62

31
3.2.5 What evidence showed that justification was performed prior to
implementation ?( 2/2)

Avg Transactions Trend

60
50 48
40 39 40 41 43 Management Buy-in
38
30 33
Pilot Run
20
10
0

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)

Tollgate Review - ANALYZE

Project Title: Increas e in no of trans action per day from BOP vertical

Project
CEO South As ia Review Date: 28-jul-2014
Champion:

Green Belt: Ankit Banerjee Black Belt: Jainender Jain

Tollgate Completion Check-list

Item Description / Value Remarks

Bas eline Proces s Sigm a m ultiple /

1 Bas eline Trans action 33 Acceptable
DPMO / Mean / Variance

Target Proces s Sigm a m ultiple /

2 Increas e by 50% Acceptable
DPMO / Mean / Variance

x1 Pull Out
Factors within channel
Prioritized lis t of x2
im pacting trans action
3 potential root Acceptable
caus es x3 Poor Vis ibility

x4 Activation of outlets

Had MEASURE toll-gate been

4 Yes
s igned-off?

Tollgate Decision
(Tick what applies)
Som e item s not
All item s com pleted PASSED com pleted
s atis factorily

64

32
3.3.1 How were stakeholders involved and /or communicated with during the
solution / improvement phase of the project ?( 2/4 )
Stakeholder groups
FE Management Team
Steering Committee
Core Execution Team
OE Team
3.3.1 What stakeholder resistance was identified and /or addressed in this phase
of the project ? ( 3/4 )
Stakeholder groups
FE Management Team
Steering Committee
Core Execution Team
OE Team
Communication
How
Mechanism
Obtain the Voice of One on One meeting,
Customer Email & Con Calls
Monthly review with
Review Meetings and
National & Zonal
Committee
Regular emails
Weekly/Fortnightly,
Help Prepare the
Monthly review
selection criteria
Sharing the status of
Monitoring and
validated results
validating the pilot test
Participating in project
results
toll gates
Mentor project team
Toll Gates
with DMADV approach
Publishing MIS &
Drive the project time
progress Reports
lines and project meeting
65
Communication
Resistance Impact
Mechanism
None None
None None
Why do I need to Initial data collection
collect data on the reveals some of the
causes myths
H Team alignment was
I need to focus on my
current business done before initiating
the project
Necessary R&R was put
in place
The longevity of the
retained & new outlets M Tracking mechanism put
01
in place
66
33
 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 )

Forming Storming Norming Performing

Expectation Roles & Agreement on Achieving results

establishment Responsibility roles & ideas Finding solutions
Common Goal Expressing Ideas During project Caring
Team Contact Interdependent Negotiations Establishing
Trust Reacting Consensus unique identity
building

Skill set Mapping+Training+Engagement

Management Routine Confirmation Management
Sales & Operations C T
SC Head Monthly Review  Team
o e
Steering Monthly to Capability Development
 Distribution r a
Committee Fortnightly
Marketing e m
Sales &Ops Head Weekly 
Legal

67

Section : 4
Implementation and Result Verification

All the numbers are represented are masked considering business confidentiality
68

34
4.1.1 How were stakeholder involved in planning the solution / improvement
implementation ? ( 1/2 )

Stakeholder groups who How

SC - Director Obtaining Customer Voice

SC Management Team

Approving solution, involving in

Zonal Vice President
strategic decision
Zonal Supply Chain Head
Review solution implementation
Zonal Operation Head
Steering Committee Zonal Commercial Head
progress
Leading change management
Zonal Finance Head

Providing expert advise

Sales Manager Resolving cross functional inter linkage
Area Sales Manager Aligning team with their functions
Core Execution Team Capability Development Implementing new processes
Manager

SWOT analysis of the solutions

Implementation of solutions
Operational Excellence
BU Team Team
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 )

Stakeholders Involvement
Implementati
Resource SOP Validate
Stakeholder groups Approved Communicate on Plan Training
Allocation Development Results
Development

SC
Management  
Team
Steering
Committee   

Core Execution
Team    

BU Team
    

70

35
 What was done to anticipate resistance before it occurred ? ( 1/3 )
4.1.2 What types of resistance were actually encountered during the course of solution /
improvement implementation? ( 2/3 )

Resistance
Stakeholders WHO Allegiance Impact
Encountered
None None
SC Management
SC - Director
Team

Zonal Vice President None None

Zonal Supply Chain Head
Steering
Zonal Operation Head
Committee
Zonal Commercial Head
Zonal Finance Head
Will cost benefit
Sales Manager
Core Execution analysis justify
Team
Area Sales Manager H I need to focus on my
Capability Development Manager
current business

The longevity of the

OE Team Operational Excellence Team M retained & new outlets

Happy

Puzzled

Neutral
71

4.1.2 What types of resistance were actually encountered during the course of
solution / improvement implementation? ( 2/3 )

Communication
Stakeholder groups Resistance Impact
Mechanism

FE Management Team None None

None None
Steering Committee

What are the benefits
from this
Core Execution Team I need to focus on my
current business
OE Team The longevity of the
retained & new outlets
Pilot implementation
helped in taking care of
identified resistance
H Team alignment was
done before initiating
the project
Necessary R&R was put
in place
M Tracking mechanism put
01
in place

72

36
4.1.2 How was the actual resistance identified? ( 3/3 )

Resistance
Stakeholders WHO
Encountered

SC Management
SC - Director
Stakeholder
Team
Analysis
Zonal Vice President Meeting with
Zonal Supply Chain Head
Steering
Committee
Zonal Operation Head Stakeholders
Zonal Commercial Head
Zonal Finance Head
Meeting with
team
Will cost benefit
Core Execution
Sales Manager
Area Sales Manager
analysis justify Communicate
Team I need to focus on my
Capability Development Manager
current business
with Core team
members
The longevity of the
BU Team Operational Excellence Team
retained & new outlets

73

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

Aligning the team Pan India workshop conducted to

with Big Y and TCCC cascade vision 2020
vision 2020 Aligning the Team with Zone wise meeting conducted to
Group discussion with Big Y & Vision 2020 cascade the benefit of touching the
stakeholder customers in bottom of pyramid
One on One Meeting

Group Discussion with

One on One Meeting
Stakeholders

Project team meeting

with champions on One on One meeting conducted with the cross functional
fortnightly basis SME and SPOC to make them understand the benefit of
Project team cross the project.
functional team meeting Splash BAR SME sent a mailer across the org stating the
with the management potential of the splash bar business.
team on monthly basis Zone wise capability development managers met with the
zonal management team members for the smooth
implementation of the project.

74

37
 4.1.3 How did the team know it was successful in addressing the resistance ?
( 2/2 )

GRPI Score
100
90
80
70
60
50
95
85 88
40 81
75
30
20
10
0
Define Measure Analyse Design Validate
GRPI Score

Continuous improvement in GRPI score from start of the project till end

All the numbers are represented are masked considering business confidentiality
75

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

Acceptance
Stakeholders WHO Acceptance
Assurance

SC Management Obtaining Customers

SC - Director H
Team Voice

Zonal Vice President

Zonal Supply Chain Head
Steering By obtaining the
Zonal Operation Head H
Committee approval at every stage
Zonal Commercial Head
Zonal Finance Head

By involving them in
Sales Manager M
Core Execution developing and
Area Sales Manager
Team implementing the
Capability Development Manager
solutions

BU Team Operational Excellence Team H Developing and

implementing solutions

All the numbers are represented are masked considering business confidentiality
76

38
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 • Splash Bar pullout • Splash Bar pullout

brought out in from Grocery from Residential
Prime Position outlet and area and
reallocated to Low reallocated to
end E&D industrial area

1 2 3
• Activation done in • In RURAL, Splash • Splash Bar pullout
outlet Bar pulled out from Dairy outlet
from GT outlet and reallocated to
and redeployed in Tea-Selling stall
new outlet

4 5 6

78

39
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

40
 4.3.1 What were the result ? ( 1/2 )

Avg Transactions Trend

75 77

63
54
48 49 47
43 43 44 45
40 41 42
39 38
33

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
All the numbers are represented are masked considering business confidentiality
81

4.3.1 How did the result compare to the specific project goal / measures from
item 2.1.1 ? ( 2/2 )

All the numbers are represented are masked considering business confidentiality
82

41
 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 )

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

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
Metrics Base Line Expected Achieve
Benefits

% increase in Single
Single Serve
serve Transaction in 148MM 400MM 440MM
Transactions
year

Consumer Per Capita

14 16 15
Recruitment Consumption

Customer Customer Feedback

8% 5% 7%
Experience (Attrition)

Competitive IC pack market

advantage share

All the numbers are represented are masked considering business confidentiality
84

42
 Section : 5
Sustaining and Communicating Result

All the numbers are represented are masked considering business confidentiality
85

What was done make sure the process or system changes made during the
5.1.1 implementation (item 4.2.1) continue to be followed? (1/2 )

Final Solution Systemic / Process Changes

1. Splash bar as parameter in MD Incentive

Splash Bar brought out in Prime Position
2. Splash bar in the KRA of Sales team

Splash Bar pullout from Grocery outlet and

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

Splash Bar pullout from Residential area and

Splash Bar Productivity parameter inclusion in Green Score
reallocated to industrial area

Activation done in outlet Splash Bar RED Score institutionalized

In RURAL, Splash Bar pulled out from GT

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

Splash Bar pullout from Dairy outlet and

Splash Bar Productivity parameter inclusion in Green Score
reallocated to Tea-Selling stall

Business Reviews by steering committee on identified actions

Performance dashboard release by core team to the stakeholders
All the numbers are represented are masked considering business confidentiality
86

43
 What evidence showed that this became part of the Organization’s Culture /
5.1.1 Operating strategy? ( 2/2 )

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

Splash Bar RED Rewards and Recognitions

All the numbers are represented are masked considering business confidentiality
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 )

How we measured and monitored the results

Governance
Reviews

Goals/ KRA

Dashboard

Scorecards
All the numbers are represented are masked considering business confidentiality
88

44
 What evidence showed that this became part of the organization’s culture /
5.1.2 operating strategy? ( 2/2 )

Installation plan Transactions plan

People KRA’s

All the numbers are represented are masked considering business confidentiality
89

5.2.1 How did the team communicate the results to the various stakeholder
groups? ( 1/1 )

Stakeholder groups Communication Mode

Front End • Business update

Management Team • Town hall
• MIS & Dashboard

• Project Review
Steering Committee • Newsletter
• MIS & Dashboard

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

• MIS & Dashboard, SMS/Whats app

Other Stakeholders
• Town hall

90

45
Thank You

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