In the Lean management system, Value Stream mapping is used to identify visually the

flow of data and processes that is involved in meeting the customer’s needs or in some cases

completing an overall process within an organization, that helps to meet the customers needs.

Being such a large company, Coca Cola has quite a number of processes and sub processes

involved in its grand scheme of operations, however, we will asses and map one of the key points

in the structure. From the point the customer makes the order to the point the customer receives

the order.

As shown in the Value Stream Map (VSM) below, in the current state that we are

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investigating, the process is initiated by the customer’s request for product. The request is

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received by the account manager who enters the order into the system as is. Once entered, the

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order then flows to the route planner who then optimizes the orders and attempts to remove
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duplicates and finally creates routes based on delivery location. At this point the planned routes

are sent to the warehouse. The warehouse has 2 major tasks, first is build the orders per
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customer, based on the planners build and second load the routes according to the planners build.
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The second task also involves removing and re-warehousing returns from the previous route.

Once built and loaded, the information then goes to the distribution team that schedules the
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routes. Once scheduled the drivers then choose and deliver the route to the customer.
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  Over production – was identified in the route planning process, routes were being planned

heavier than the capabilities of the driver. To rectify this, future state will include a limit on

the size of the route or stop.

 Inappropriate Processing – was identified in the ordering process, current state, the account

manager acts as a middle man. Using modern technology, customers will put their order in

direct through the internet that allows the route planner to see and download all routes

without the account manager.

 Waiting – was identified in the driver/route selection process. Current state – drivers must

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wait until the day of to pick routes, future state will eliminate this through technological

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advancement.

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 Transportation – wastes identified in the size of the routes; this prevents all customers
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scheduled for the day to receive their product.

 Motion - wastes identified in the warehouse process; routes are picked first then loaded after.
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 Inventory - wastes identified in the warehouse; products stored are not entirely based on
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customer demand. Future state will ensure demands and productions are cohesive, more

proactive supply will minimize overstock inventory issues.

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 Defects - wastes identified in the communication of verbally orders from customer to account

manager and finally to the planner

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 Underutilization of Employees – waste identified with account managers re-entering orders

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that have been already entered by customers.

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 The implementation for the future state mapping includes 1 major operational segment;

Processes. Essentially, we will use the elimination of redundant processes and improvement of

processes to optimize the value to the customer.

The first plan is to eliminate the account manager’s role in the process. Using modern online

product ordering technology, the customer’s orders will go directly to the SAP system, so that the

planner can access, this reduces the risk of order defects due to break down in communication.

This also inadvertently can significantly reduce or eliminate the time the warehouse spends on

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returns before loading. If customers are imputing their orders themselves, then there should

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consequently be less returns due to incorrect order or delivery times. Those employees can now

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be repurposed to other points in the process that more so require employee involvement.
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The second implementation plan is to reduce the wait time using technology. This will be

done by implementing a process that make routes available as soon as they are completed by the
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warehouse. Reducing the time spent on delivery day selecting routes.

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Finally, there will be a change in the warehouse process, we will combine both

warehouse processes into one, orders per route will be built and loaded simultaneously, ensuring
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route completion before moving on to the next route.

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