Coca-Cola
2019Productivity plan performance 2018: This plan was introduced in 2012 and expanded a couple of times since then to extend up to 2019. It focuses on restructuring the Company’s global supply chain; implementing zero-based work, an evolution of zero-based budget principles, across the organization; streamlining and simplifying the Company’s operating model; and further driving increased discipline and efficiency in direct marketing investments. The new productivity plan has been extended its previous productivity plan to save $3 billion in annual savings by 2019 to achieve an additional incremental savings of about $800 million, bringing its current program to $3.8 billion in productivity savings. If the $500 million of productivity that is planned to be transferred to Coca-Cola’s bottling partners in 2019, the program extends to $4.3 billion in productivity savings by 2019.
https://www.forbes.com/sites/greatspeculations/2019/02/13/how-much-will-refranchising-boost-coca-colas-margins-in-2018/
21 October 2014
Coca Coal is expanding its current successful productivity program by targeting annualized savings of $3 billion per year by 2019. This productivity program will focus on four key areas:
• Restructuring the Company’s global supply chain, including manufacturing in North America;
• Implementing zero-based budgeting across the organization;
• Streamlining and simplifying its operating model; and
• Driving increased discipline and efficiency in direct marketing investments.
15 October 2013
During the three and nine months ended September 27, the company recorded charges of $97M and $312M, respectively, related to its productivity and reinvestment program.
The first component of this program is a global productivity initiative focused around four primary areas: global supply chain optimization;
global marketing and innovation effectiveness;
operating expense leverage and operational excellence; and
data and information technology systems standardization.
The second component of its productivity and reinvestment program involves an integration initiative in North America related to acquisition of Coca-Cola Enterprises' former North America business.
The company has identified incremental synergies in North America, primarily in the area of its North American product supply operations, which will enable the company to better serve customers and consumers.
As a combined productivity and reinvestment program, the company anticipates generating annualized savings of $550M-$650M which will be phased in over time. Coke said it expects to begin fully realizing the annual benefits of these savings in 2015, the final year of the program.
http://finance.yahoo.com/news/coca-cola-sees-annualized-savings-114425655.html
Feb 2012
The company says productivity is a “core pillar” of its “2020 Vision”, which sets out its target to double revenue in the next eight years.
http://www.marketingweek.co.uk/coca-cola-to-reinvest-productivity-savings-into-brand-building-marketing/3033862.article
New PET Bottling Plant at Bidadi, India
Five to six people are operating the line and the plant now produces an average of 720,000 x 600 ml
bottles per day. The new line is performing fully as expected: bringing savings in the consumption of energy and water and producing light-weighted bottles.
The new Sidel's line is flexible. HCCBPL is currently bottling products in three different formats: 600ml ('on-the-go' size) at an output of 36,000 bottles per hour, 1250ml at 22,000 bph, and the larger 2000ml at 18,000 bph.
http://www.sidel.com/about-sidel/global-references/coca-cola,-india
http://www.sidel.com/media/2246866/sidel_hindustan_coca_cola_india_flyer_en.pdf
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The Traditional Channel Productivity Senior Manager
Coca - ColaThe Traditional Channel Productivity Senior Manager is responsible to:
Define the pipeline of DMI productivity projects for the traditional channel
Provide analysis and recommendations to maximize the ROI of the commercial and marketing initiatives to be implemented in the traditional channel
Support the implementation of the DMI productivity initiatives
Promote a productivity mindset in the system
Drive talent development/recruitment for the productivity analysts team
1. Project Pipeline Management (10%)
Identify and prioritize productivity initiatives. Alignment of objectives, reach, and time restrictions with clients and other relevant areas. Lead management routines with key stakeholders to review the status of the projects and the update of the pipeline
2. Provide analysis and recommendations to maximize the ROI of the commercial and marketing initiatives to be implemented in the traditional channel (35%)
Create models to measure the effectiveness of the marketing and commercial initiatives. Prepare business cases and recommendations to optimize the ROI of the initiatives Present business cases and recommendations to the key stakeholders
Define KPI#s to measure the success of the initiatives Provide post analysis and scorecards to follow up the ROI of the initiatives
3. Support the implementation of the initiatives (35%)
Design and implement processes to assure that the preparation of the business cases, analysis and recommendations are align with the market execution requirements. Support with specific analysis and business cases to be presented to bottlers, customers and providers
4. Promote a productivity mindset in the system (10%)
Provide a knowledge management platform containing business cases, recommendations, post analysis and scorecards of
each of the projects
5. Drive talent development/recruitment for the productivity analysts team (10%)
Manage development and carrier plan of the productivity analysts
http://www.linkedin.com/jobs2/view/10271428
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Pepsi Cola
Process Improvement Engineer
PepsiCo - Cedar Rapids, IowaPosted 25 November 2014
Job description
PURPOSE AND KEY RESULTS OF THE POSITION
The RTE Process Improvement Engineer is responsible for ensuring productivity goals for current year are met through coordinating existing projects, analyzing current practices and recommending improvements, and tracking cost management activities. In addition, the position is responsible for developing a healthy pipeline of productivity projects for years two and three.
ESSENTIAL FUNCTIONS
Analyze, identify, recommend and implement methods to reduce waste, inefficiencies and non-value added activities.
Develop annual operating plan, yield, cullage, and fixed budgets for RTE.
Coach and train others on variable labor costs, yields, cullage and fixed budgets.
Facilitate brainstorming meetings with RTE natural work teams and salaried team members for purposes of identifying cost improvement projects. Coordinate the development of timelines and action step accountabilities (RACI charts).
Assist in the development of the RTE capital plans to support the respective business unit objectives.
Manage/lead operational projects.
Coordinate and complete cost studies, providing FOB buildups, impact to fixed budgets, and work with the project study team to identify capital requirements.
Analyze component and total system (process/equipment/ methods) capabilities; identify, develop, and execute improvement opportunities.
Educate department employees on KPI's (key performance indicators) and other business information. Coach and train your work team on the costs of the operation and how their actions can impact these costs.
Demonstrate exemplary problem solving skills; coach and lead others to execute problem solving
Demonstrate good oral and written communication skills through leading meetings, facilitating meetings and preparing written plant communications.
Assist in plant initiatives and direct line supervision as needed.
Coach and lead an Autonomous Maintenance team within the assigned area of responsibilities
Responsible for Centerline Compliance and Minor Stop losses for assigned area. Identifying opportunities and working with AM teams to resolve issues using Focused Improvement Tools.
Leading and facilitating Simple Root Cause (SRC) and 7 Steps
Other job duties as required.
Ensure financial commitments and targets are achieved or exceeded in the areas of operating income and invested capital to ultimately contribute to the net profitability of the RTE business. This is achieved through management of capital plans, cost improvement goals, variable costs, fixed costs (including maintenance), quality, high performance work system development, and other miscellaneous areas.
Develop long range plans, goals and strategies in order to ensure net profitability of the unit using TPM and LSS .
To establish/maintain departmental programs which assure full compliance with pre-established Federal, State, Corporate and Plant sanitation and safety standards.
To establish and adhere to department variable and fixed budgets; to establish and adhere to yield, cullage, and over-pack standards; to direct the department in such a manner to ensure the highest level of efficiency while meeting these budgeted costs and standards; to continue to push the organization to attack leading financial losses.
To keep abreast of new developments affecting the RTE department, including new products, modifications, and processes.
METRICS :
Ten packaging assets
Ten processing assets
REQUIRED SKILLS AND KNOWLEDGE :
TPM - Sustain a culture of continuous improvement
Prioritization
Problem Solving
Lean Six Sigma
Financial Accounting/Analysis
Project Management
Long-Range Operations Planning
Communication Skills
Working Knowledge of:
Operations
Engineering
Industrial Engineering (Methods and Costing)
Labor Relations
Regulatory Requirements
Statistics
Maintenance
Quality Assurance
Natural Work Teams/High Performance Work System
Minimum Job Requirements :
The RTE department consists of highly automated and complex machinery. The candidate must be knowledgeable concerning sophisticated processing and packaging machinery and materials being used. The RTE Process Improvement Engineer must coordinate daily activities with the RTE Operations Manager, other operating departments, staff groups, and/or suppliers. The RTE Process Improvement Engineer is expected to develop, recommend, and implement productivity improvements.
PepsiCo is an equal opportunity employer and gives consideration for employment to qualified applicants without regard to race, color, religion, sex, national origin, disability or protected veteran status.
https://www.linkedin.com/jobs2/view/12426733?trk=jserp_seo_page
Supply Chain Senior Analyst (Industrial Engineer)
PepsiCo - Plano, TexasPosted 21 November 2014
Job description
Position will be responsible for performing industrial engineering time studies to validate and maintain Warehouse Labor Management System.
Position will update LM system at each site after appropriate time sampling and auditing processes have been completed.
Position will perform floor observations of the work space to analysis the business and look for new streams of productivity
Position will routinely meet with field Business Unit Leaders and shift managers to address and review Labor Management program opportunities.
Position will work closely with field LM experts to address issues, concerns, watch-outs.
Qualifications:
Degree in Industrial Engineering is required.
1-3 yrs, Industrial Engineering experience
Experience performing time and motion studies, preferrably in a warehousing environment.
Thorough understanding of warehouse systems and processes.
Ability to influence across different levels of the organization.
Ability to work independently, setting own work plan and priorities.
July 2008
Director of fleet procurement, Pepsi Cola, Pete Silva has helped PepsiCo achieve substantial cost and time savings, including:
Helping produce more than $1.1 million total fleet savings for PepsiCo in 2007 by improvements in purchasing processes across the supply chain.
Testing hybrids in 2005, eventually leading the company to convert its company car fleet to hybrids.
Supporting Frito-Lay efforts to redesign its delivery trucks, leading to significant capital savings over the past two years.
PepsiCo is one of the world’s largest producers of convenience snacks, foods, and beverages, with revenues of more than $39 billion and more than 185,000 employees. The PepsiCo and bottler fleets number more than 48,000 U.S. vehicles.
http://www.fleetfinancials.com/article/story/2008/07/silva-delivers-productivity-and-sustainability-for-pepsico-in-2007.aspx
Updated on 15 October 2019
30 November 2014
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