Project on A STUDY ON TOTAL QUALITY MANAGEMENT OF THE COCA COLA COMPANY

Masters of Commerce (Banking and Finance) Semester I 2012-2013

Submitted In partial fulfillment of the requirements for the award of the degree of master of commerce-banking and finance.

By: Chitra Salian (235)

MODEL COLLEGE, DOMBIVLI (EAST).

MUMBAI UNIVERSITY

DECLARATION BY THE STUDENT

I, Chitra Salian student of M.Com. Part-I Banking & Finance, Roll No.235 hereby declare that the project for the Paper Strategic Management titled, A Study Total Quality Management Of The Coca- Cola Company submitted by me to University of Mumbai, Semester I examination during the academic year 2012-2013, is based on actual work carried by me under the guidance and supervision of Prof. Pramila Patil

I further state that this work is original and not submitted anywhere else for any examination.

(Signature of student)

ACKNOWLEDGEMENT

At the beginning, I would like to thank GOD for his shower of blessing. The desire of completing this project was given by my guide Prof. Pramila Patil. I am very much thankful to her / him for the guidance, support and for sparing her / his precious time from a busy schedule.

I would fail in my duty if I dont thank my parents who are pillars of my life. Finally I would express my gratitude to all those who directly and indirectly helped me in completing this project.

(Signature of the student)

EXECUTIVE SUMMARY The Coca-Cola Company expands beverage portfolio and supplier base to meet the increasing demands of growing and developing markets around the world, customer and consumer expectations and regulatory scrutiny continue to rise. The global nature of business requires that the Coca-Cola system has the highest standards and processes to ensure consistent quality -- from our concentrate production to our bottling and product delivery. To ensure such consistency and reliability, the Coca-Cola system is governed by the Coca-Cola Operating Requirements (KORE), a new management system which replaced The Coca-Cola Management System (TCCMS) in January 2010. KORE enables the Coca-Cola system to address the changing business landscape while supporting our Company's strategic growth plans by creating an integrated quality management program which holds all of operations, system wide, to the same standards for production and distribution of our beverages. KORE guarantees the highest standards in product safety and quality, occupational safety and health and environmental standards across the entire Coca-Cola system by outlining clear requirements for the policies, specifications and programs that guide our operations. With endorsement from leadership throughout the Coca-Cola system, KORE integrates business and quality objectives and aligns them with consistent metrics to monitor performance; integrates preventive action as a management tool with more rigorous demands when introducing new products and services; incorporates Hazard Analysis and Critical Control Points (HACCP) into our system standards; manages risk in our Company, bottling operations and across r supply chain; and defines problem-solving methods and tools to drive consistent quality with improvements. To establish a governance process, each business within the Coca-Cola system implements, documents and maintains a safety and quality system in accordance with KORE requirements. Compliance to KORE requirements and guidelines is monitored system wide to further support the integrity of products.

CONTENTS Chapter No. 1. 2. 3. 4. 5. 6. 7. 8. 9. TOPICS PAGE NO

INTRODUCTION COCA 8 COLA COMPANY SWOT ANALYSIS OF 9 COCA COLA COMPANY QUALITY EVOLUTION 18 COCA COLA QUALITY 23 STATEMENT MANAGEMENT SYSTEM 24 QUALITY STATEMENT MATERIAL ,PRODUCT INTEGROTY DESIGN AND DEVELOPMENT INCIDENT MANAGEMENT &CRISIS RESOLUTION (IMCR) CUSTOMER RESPONSE CUSTOMER PROCESS CONCLUSION 27 31 33 37

10. 11. 12. 13.

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RELATED 46 48 49

WEBLIOGRAPHY AND BIBLIOGRAPHY

DESIGN OF STUDY

The main objective to choose this topic This is very practical and interesting topic To know company implement TQM system To observe the outcome of such system To understand the solution for

Scope of study

The Indian scenario has been presented The Quality system ,management review ,material integrity and SWOT analysis of the company The primary research that is the survey conducted has been concentrated on Coca Cola

 METHODOLOGY

PRIMARY DATA Primary data are collected for the first time by the investigator for her own use. I have used the observation method for collecting primary data. Observation is generic method that involves the collection, interpretation and The information provided in this project has been collected from various books Newspapers either articles, programs, or advertisements etc

SECONDARY DATA Secondary data are those data which are collected by the other person and which are used by the researcher for his present study. For this project I have also used secondary data. I have used the secondary data from various journals, websites of COCA COLA and various news channels etc. to understand the quality managed by the company

INTRODUCTION. THE COCA -COLA COMPANY

Established in 1886, The Coca-Cola Company operates in more than 200 countries and markets more than 500 brands and 3,300 beverage products. These products include sparkling beverages and still beverages, such as waters, juices and juice drinks, teas, coffees, sports drinks and energy drinks. They have four of the worlds top five nonalcoholic sparkling beverage brands: Coca-Cola, Diet Coke, Sprite and Fanta. The Coca-Cola Company is the worlds leading manufacturer, marketer and distributor of non-alcoholic beverage concentrates and syrups, which aroused by a network of bottling partners to produce more than 400 beverage brands. Their corporate headquarters is in Atlanta, Georgia, with operations in more than 200 countries worldwide. They serve in local markets with a wide variety of beverages, spanning the entire spectrum of tastes and beverage-serving occasions. Understanding local cultures, including preferences in work, recreation, and relaxation activities, inessential for developing sustainable global business growth.

In addition to providing top-quality beverages, They contribute to communities around the world through our commitment to programs for education, health, wellness, the environment and diversity. They strive to be a good neighbor, consistently shaping business decisions to improve the quality of life in the communities where they do business.

SWOT ANALYSIS OF COCA COLA COMPANY

SWOT ANALYSIS The Coca-Cola Company (Coca-Cola) is a leading manufacturer, distributor and marketer of Non-alcoholic beverage concentrates and syrups, in the world. Coca-Cola has a strong brand name and brand portfolio. Business-Week and Interbrand, a branding consultancy, recognize Coca-Cola as one of the leading brands in their top 100 global brands ranking in 2006. The Companys strong brand value facilitates customer recall and allows Coca-Cola to penetrate markets. However, the company is threatened by intense competition which could have an adverse impact on the companys market share

Strengths

Worlds leading brand Coca-Cola has strong brand recognition across the globe. The company has a leading brand value and a strong brand portfolio. Business-Week and Interbred, a branding consultancy, recognize. Coca-Cola as one of the leading brands in their top 100 global brands ranking in2006.The Business Week-Inter brand valued Coca-Cola at $67,000 million in 2006. Coca-Cola owns a large portfolio of product brands. The company owns four of the top five soft drink brands in the world: Coca-Cola, Diet Coke, Sprite and Fanta. Strong brands allow the company to introduce brand extensions such as Vanilla Coke, Cherry Coke and Coke with Lemon. Over the years, the company has made large investments in brand promotions. Consequently,
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Coca-cola is one of the best recognized global brands. The companys strong brand value facilitates customer recall and allows Coca-Cola to penetrate new markets and consolidate existing on large scale of operation With revenues in excess of $24 billion Coca-Cola has a large scale of operation. Coca-Cola is the largest manufacturer, distributor and marketer of nonalcoholic beverage concentrates and syrups in the world. Coco-Cola is selling trademarked beverage products since the year 1886 in the US. The company currently sells its products in more than 200 countries. Of the approximately 52b i ll i o n b e v e r a g e s e r v i n g s o f a l l t yp e s c o n s u me d w o r l d wi d e e v e r y d a y, b e v e r a g e s b e a r i n g trademarks owned by or licensed to Coca-Cola account for more than 1.4 billion.

The companys operations are supported by a strong infrastructure across the world. Coca-Cola owns and operates 32 principal beverage concentrates and/or syrup manufacturing plants located throughout the world. In addition, it owns or has interest in 37 operations with 95 principal beverage bottling and canning plants located outside the US. The company also owns bottled wa t e r p r o d u c t i o n a n d s t i l l b e v e r a g e f a c i l i t ie s a s w e l l a s a f a c i l i t y t h a t ma n u f a c t u r e s j u i c e concentrates. The companys large scale of operation allows it to feed upcoming markets with relative ease and enhances its revenue generation capacity.

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Robust revenue growth in three segments

Coca-colas revenues recorded a double digit growth, in three operating segments. These three segments are Latin America, East, South Asia, and Pacific Rim and Bottling investments. Revenues from Latin America grew by 20.4% during fiscal 2006, over 2005. During the same period, revenues from East, South Asia, and Pacific Rim grew by 10.6% while revenues from the bottling investments segment by 19.9%. Together, the three segments of Latin America, East, South Asia, and Pacific Rim and bottling investments, accounted for 34.8% of total revenues during fiscal 2006. Robust revenues growth rates in these segments contributed to top-line growth for Coca-Cola during 2006.

Weaknesses

Negative publicity The company received negative publicity in India during September 2006.The company was a c c u s e d b y t h e C e n t e r f o r S c i e n c e a n d E n v i r o n me n t ( C S E ) o f s e l l i n g p r o d u c t s c o n t a i n i n g pesticide residues. Coca-Cola products sold in and around the Indian national capital region contained a hazardous pesticide residue. These pesticides included chemicals which could cause cancers, damage the nervous and reproductive systems and reduce bone mineral density. Such negative publicity could adversely impact the companys brand image and the demand for Coca-Cola products. This could also have an adverse impact on the companys growth prospects in the international markets.
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Sluggish performance

Coca-Colas performance in North America was far from robust. North America is Coca-Cola score market generating about 30% of total revenues during fiscal 2006. Therefore, a strong performance in North America is important for the company.

In North America the sale of unit cases did not record any growth. Unit case retail volume in North America decreased 1% primarily due to weak sparkling beverage trends in the second half of 2006 and decline in the warehouse-delivered water and juice businesses. Moreover, the company also expects performance in North America to be weak during 2007.Sluggish performance in North America could impact the companys future growth prospects and prevent Coca-Cola from recording a more robust top-line growth.

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Decline in cash from operating activities.

The companys cash flow from operating activities declined during fiscal 2006. Cash flows from operating activities decreased 7% in 2006 compared to 2005. Net cash provided by operating activities reached $5,957 million in 2006, from $6,423 million in 2005. Coca-Colas cash flows from operating activities in 2006 also decreased compared with 2005 as a result of a contribution of approximately $216 million to a tax-qualified trust to fund retiree medical benefits. The decrease was also the result of certain marketing accruals recorded in 2005.Decline in cash from operating activities reduces availability of funds for the companys investing and financing activities, which, in turn, increases the companys exposure to debt markets and fluctuating interest rates.

Opportunities

Acquisitions

For the last one year, Coca-Cola has been aggressively adopting the inorganic growth path. Du r i n g 2 0 0 6 , i t s a c q u i s i t i o ns i n c l u d e d K e r r y B e v e r a g e s , ( KB L) , wh i c h wa s s u b s e q u e n t l y, reappointed Coca-Cola China Industries (CCCIL). Coca-Cola acquired a controlling shareholding in KBL, its bottling joint venture with the Kerry Group, in Hong Kong. The acquisition extended Coca13

Colas control over manufacturing and distribution joint ventures in nine Chinese provinces. In Germany the company acquired Apollinaire which sells sparkling and still mineral water in Germany. Coca-Cola has also acquired a 100% interest in TJC Holdings, a bottling company in South Africa. Coca-Cola also made acquisitions in Australia and New Zealand during 2006. These acquisitions strengthened Coca-Colas international operations. These also give Coca-Cola an opportunity for growth, through new product launch or greater penetration of existing markets. Stronger international operations increase the companys capacity to penetrate international markets and also gives it an opportunity to diversity its revenue stream.

Growing bottled water market Bottled water is one of the fastest-growing segments in the worlds food and beverage market owing to increasing health concerns. The market for bottled water in the US generated revenues of about $15.6 billion in 2006. Market consumption volumes were estimated to be 30 billion litersin 2006. The market's consumption volume is expected to rise to 38.6 billion units by the end of 2010. This represents a CAGR of 6.9% during 2005 -2010. In terms of value, the bottled water market is forecast to reach $19.3 billion by the end of 2010. In the bottled water market, there venue of flavored water (water-based, slightly sweetened refreshment drink) segment is growing by about $10 billion annually. The companys Dasani brand water is the third best-selling bottled water in the US. Coca-Cola could leverage its strong position in the bottled water segment to take advantage of growing demand for flavored water.
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Growing Hispanic population

H i s p a n i c s a r e g r o wi n g r a p i d l y b ot h i n n u mb e r a n d e c o n o mi c p o w e r . As a r e s u l t , t h e y h a v e b e c o me mo r e i mp o r t a n t t o ma r k e t e r s t h a n e v e r b e f o r e . I n 2 0 0 6 , a b o u t 1 1 .6 m i l l i o n US households were estimated to be Hispanics.

This translates into a Hispanic population of about 42million. The US Census estimates that by 2020, the Hispanic population will reach 60 million or almost 18% of the total US population. The economic influence of Hispanics is growing even f a s t e r t h a n t h e i r p o p u l a t i o n .

N i e l s e n M e d i a R e s e a r c h e s t i ma t e s t h a t t h e b u yi n g p o we r o f Hispanics will exceed $1 trillion by 2008- a 55% increase over 2003 levels. Coca-Cola has extensive operations and an extensive product portfolio in the US. T h e c o mp a n y c a n b e n e f i t f r o m a n e x p a n d i n g H i s p a n i c p o p u l a t i o n i n t h e U S , wh i c h wo u l d translate into higher consumption of Coca-Cola products and higher revenues for the company.

Threats

I n t e n s e c o mp e t i t io n C o c a - C o l a c o mp e t e s i n t h e n o n a l c o h o l i c b e v e r a g e s s e g me n t o f t h e commercial beverages industry. The company faces intense competition in various markets from r e g i o n a l a s w e l l a s g l o b a l p l a ye r s . A l s o , t h e c o mp a n y f a c e s c o mp e t i t io n f r o m v a r i o u s nonalcoholic sparkling beverages including juices and nectars and fruit drinks. In many of the countries in which Coca-Cola operates, including the US,
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PepsiCo is one of the companys primary competitors. Other significant competitors include Nestle, Cadbury Schweppes, Group DANONE and Kraft Foods. Competitive factors impacting the companys business include pricing, advertising, sales promotion programs, product innovation, and brand and trademark development and protection. Int ense competition could impact Coca-Colas market share and revenue growth rates.

Dependence on bottling partner Coca-Cola generates most of its revenues by selling concentrates and syrups to bottlers in whom it doesnt have any ownership interest or in which it has no controlling ownership interest. In2006, approximately 83% of its worldwide unit case volumes were produced and distributed by bottling partners in which the company did not have any controlling interests. A s independent companies, its bottling partners, some of whom are publicly traded companies, make their own business decisions that may not always be in line with the companys interests. In addition, many of its bottling partners have the right to manufacture or distribute their own products or certain products of other beverage companies. If Coca-Cola is unable to provide an appropriate mix of incentives to its bottling partners, then the partners may take actions that, while maximizing their own short-term profits, may be detrimental to Coca-Cola. These bottlers may devote more resources to business opportunities or products other than those beneficial for Coca-Cola. Such actions could, in the long run, have an adverse effect on Coca-Colas profitability. In addition, loss of one or more of its major customers by anyone of its major bottling partners could indirectly affect Coca -Colas business results. Such d e p e n d e n c e o n t h i r d p a r t i e s i s a we a k l i n k
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i n C o c a - C o l a s o p e r a t i o n s a n d i n c r e a s e s t h e companys business risks.

Sluggish growth of carbonated beverages

U S c o n s u me r s h a v e s t a r t e d t o l o o k f o r g r e a t e r v a r i e t y i n t h e i r d r i n k s a n d a r e b e c o mi n g increasingly health conscious. This has led to a decrease in the consumption of carbonated and other sweetened beverages in the US. The US carbonated soft drinks market generated total revenues of $63.9 billion in 2005, this representing a compound annual growth rate (CAGR) of o n l y 0 .2 % f o r t h e f i v e - ye a r p e r i o d s p a n n i n g 2 0 0 1 - 2 0 0 5 . Th e p e r f o r ma n c e o f th e ma r k e t i s forecast to decelerate, with an anticipated compound annual rate of change (CAGR) of -0.3% for the five-year period 2005-2010 expected to drive the market to a value of $62.9 billion by the end of 2010. Moreover in the recent years, beverage companies such as Coca-Cola have been criticized for selling carbonated beverages with high amounts of sugar and unacceptable levels of dangerous chemical content, and have been implicated for facilitating poor diet and increasing childhood o b e s i t y. M o r e o v e r , t h e U S i s t h e c o mp a n y s c o r e m a r k e t . C o c a - C o l a a l r e a d y e x p e c t s i t s performance in the region to be sluggish during 2007. Coca-Colas revenues could be adversely affected by a slowdown in the US carbonated beverage market

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QUALITY EVOLUTION

Coca-Cola debuted at the soda fountain of Jacobs Pharmacy in Atlanta in 1886. The world was introduced to Coca-Cola in glass bottles in 1899. In 1916, multiple bottle designs were unified to the now-universally recognized contour shape. And thats how Coke business remained through 1955 one product, available at soda fountains and in glass bottles. Gradually , The CocaCola Company diversified its family of brands.

By the1980s, the Company added powerful brand extensions such as Diet Coke, Cherry Coke, and caffeine free Coke. In the 1990s, was an unprecedented expansion of products.

TCCQS is the Coca-Cola systems branded quality management system. It helps coordinate and guide activities to ensure quality in everything to do.

The Coca-Cola Company have realized that quality sets us apart from our competitors .For many years, approach to managing quality was prescriptive and centrally controlled. But by the mid-1990s, the realities of the marketplace sparked changes, and approach to managing quality began to evolve. The business need to please local tastes, coupled with the need to maintain consistent quality while quickly introducing new products, led to the first iteration of The Coca-Cola Quality System (TCCQS) in 1995. No longer prescribing what to do, how to do it, and when to do it, TCCQS featured quality and environmental standards that defined the results worldwide manufacturing operations were expected to achieve. Accountability for achieving those results shifted to the local business units, and, after 109 years, our approach to managing quality decentralized. In 1999, an increased emphasis was placed on quality planning, management review,
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and safety. Further refinements added standards to address business goals and objectives , safety, maintenance, and the environment.

Overview of The Coca-Cola Quality System

The following improvements to managing quality and accelerating quality system implementation:

A simplified, streamlined, modular structure; Alignment with externally recognized standards; and A provision to leverage external resources such as training and auditing, while addressing the unique requirements of the Coca-Cola system. This evolution further enables improved quality performance and business Integrating and aligning business and quality objectives with metrics to monitor performance; Demonstrating top managements active involvement in quality management at each business unit; Integrating preventive action as a management tool; Including more rigorous demands when planning new product/service introductions; Incorporating Hazard Analysis and Critical Control Point (HACCP) into the Quality Management System Standard; and, Defining problem solving methodologies and tools to drive continuous
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improvement.

The Modular Framework

The framework of TCCQS - is much like: multifaceted with Quality at its core. In addition to Quality, has Environmental and Safety facets. The TCCQS framework allows other business units to seamlessly align with it. The model has four layers, starting with The Promise at the pinnacle. The other layers are:

Policy Assurance Control

Each of the pyramid facets has the same component parts. For example, there is an Environmental Management System Standard supported by environmental performance requirements as well as a Safety Management System Standard supported by safety performance requirements. Each facet for Quality, Safety and Environment has the same four layers. Those layers are:

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The Promise. The Coca-Cola Company exists to benefit and refresh everyone it touches. This is The Coca-Cola Promise. Regardless of business function, each facet of the framework supports The Promise.

Policy. As the pyramid model illustrates this layer consists of a Policy Statement. The Environmental Policy and the Safety Policy are found on their respective sides of the pyramid, just as the Quality Statement appears on the Quality side of the model. Assurance. This layer contains the management systems designed to ensure that control/compliance activities are consistent and effective; ultimately making sure performance requirements are met In the pyramid model, notice that on the Quality side, the management system features the Quality Management System Standard, which meets the requirements of the ISO Standard 9001:2000

Control Controls, or performance requirements, are not new to the Coca-Cola system. Testing and inspection requirements have been part of the Companys day-to-day operations for more than 100 years. However, todays requirements differ from the historical, prescriptive requirements because
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they focus on the results that must be achieved. Although each local operation must achieve the same end results, exactly how they do so varies from location to location and from process to process.

QUALITY STATEMENT

The Coca-Cola Company exists to benefit and refresh everyone it touches. Quality is more than just something we taste or see or measure. It shows in every action. They relentlessly strive to exceed the worlds ever-changing expectations because keeping Quality promise in the marketplace is highest business objective and enduring obligation. More than a billion times every day, consumers choose brand of refreshment because Coca-Cola is...

The Symbol of Quality Customer and Consumer Satisfaction A Responsible Citizen of the World

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QUALITY MANAGEMENT SYSTEM

Each organizational unit must establish, document, implement, and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this Standard.

Business Planning

Each organizational unit must develop a business plan that addresses its objectives and which promotes continual improvement of the organization and the effectiveness of the quality management system. This includes the determination of metrics that allow for the monitoring of performance against objectives. Objectives and metrics must be documented. Top management of each organizational unit is responsible for ensuring that the business plan is communicated to all employees. All employees are responsible for understanding the business plan, its objectives and metrics in order to assist with the achievement of the plan. Progress against the objectives and metrics must be communicated to all employees on a routine basis and must be an input to management review.

The business planning procedure must consider the following at minimum:

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 Determination of the factors of success for the organizational unit

An assessment of financial, economic, environmental, safety, and other current factors that bear on the organizational units success

An assessment of the risks posed by internal and external factors that could affect the organizations ability to meet its objectives and the assets that it needs to manage.

Human resource capabilities and needs

Quality capabilities and needs, including resource availability Objectives and metrics. Top management of each organizational unit must ensure that objectives and metrics,

System Planning

Top management of each organizational unit must ensure that a. Planning of the quality management system is carried out in order to meet the requirements of The Coca-Cola Company, as well as its objectives b. The integrity of the quality management system is maintained when changes are planned and implemented.

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Management Commitment

Management of each organizational unit must develop a quality statement suited to its own methods of operation and unique concerns. Top management must demonstrate support and commitment to the development, implementation, and continual improvement of the quality system by:

a. Ensuring the availability of appropriate resources; b. Establishing a quality statement and ensuring that key objectives and metrics established; c. Communicating to the organization the importance of meeting customer as well as applicable food law requirements;

Resources

Top management of each organizational unit must determine and provide the resources needed to

a. Effectively achieve the organizations objectives, as defined in the business plan b. Implement and maintain the quality management system and continually improve its effectiveness; c. Implement, and maintain a program in all manufacturing and distribution operations that produce and
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Quality Statement

Top management of each organizational unit must establish and document its quality statement. Management of each organizational unit must develop a quality statement suited to its own methods of operation and unique concerns. The quality statement must:

a . Be appropriate to the purpose of the organizational unit

b. Include a commitment to comply with requirements and to continually improve the effectiveness of the quality management system c. Include a commitment to food safety

d. Provide a framework for establishing and reviewing key objectives and metrics

e. Be communicated and understood within the organization

f. Be reviewed regularly for continuing suitability.

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Quality System Champion

Top management of each organizational unit must appoint a member of management as Quality System Champion. This individual must have the responsibility and authority to:

Ensure that processes needed for the quality management system are established, implemented, and maintained

Report to top management on the performance of the quality management system and any need for improvement

Ensure the promotion of awareness of customer and applicable food law throughout the organization.

The term Quality System Champion is equivalent to Management Representative within the ISO 9001:2000framework.

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Communication

Top management of each organizational unit must ensure that appropriate communication processes are established within the organization and that communication takes place regarding the effectiveness of the quality management system. Top management of each organizational unit must confirm that responsibilities and

Management Review

Top management of each organizational unit must review the quality management system at planned intervals to ensure its continuing implementation, suitability, adequacy, efficiency, and effectiveness. A procedure must be established that includes, at minimum, a review and analysis of the following inputs:

a. Customer and consumer feedback, including trends and individual incidents, as appropriate;

b. Process performance and product conformity data;

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c. Status of preventive and corrective actions

d. The current Incident Management and Crisis Resolution (IMCR) procedure;

e. Follow-up actions from previous management reviews f. Changes that could affect quality management system performance;

g. The need for changes to the quality statement (our quality policy), quality

Quality Manual

Each organizational unit must document and maintain a Quality Manual that includes:

a. The scope of the quality management system, including details of and justification for any exclusions;

b. The documented procedures established for the quality management system, or reference to them

c. A description of the interaction between the processes of the quality management system

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Material and Product Integrity Procurement, Outsourcing, and Supplier Management

Each organizational unit must implement a documented procedure for outsourcing, and supplier management controls to ensure effective consistency of material and product. The type and extent of control applied to the supplier and/or outsourcing partner must be dependent on the effect the suppliers material or product has on products of The Coca-Cola Company

a. Documentation of requirements. This will include, as applicable, purchasing information comprising material and product specifications and all other requirements to be met by the supplier and/or outsourcing partner. Requirements must be reviewed for adequacy prior to communication to the supplier and/or outsourcing partner;

b. Defined criteria and procedures for selection, authorization, and reauthorization of suppliers and/or outsourcing partners based on their ability to supply material and/or product in accordance with The Coca-Cola Companys requirements; c. Monitoring, measurement, and analysis of data demonstrating the performance of suppliers and/or outsourcing partners;

d. Purchasing only from authorized suppliers and/or outsourcing partners.

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Material, Product, and Service Integrity

Each organizational unit must implement a documented procedure to ensure that material, product, and service effectively conform to all requirements. The procedure must also prevent the inappropriate use of trademarked material and product. The documented procedure must include: a. Coding and labeling of materials and products with operational status and durability;

b. Demonstration of two-way traceability of material and product, and maintenance of records that facilitate traceability;

d. Preservation of product and material integrity during all stages of processing, handling, packaging, storage, and distribution to the customer and/or consumer. e. Preservation must also apply to the material, constituent parts, and intermediate stages of the product; f. Controlled distribution of trademarked material and product;

g. Identification, verification, protection, and safeguarding of customer property while it is being used or controlled by each organizational unit. This
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must include the recording and reporting to the customer if any property is lost, damaged, or unsuitable for use Verification of purchased material and product by inspection or other activities to specified purchase requirements

h. Monitoring, measurement, and analysis of material and product data to verify conformance with specifications during appropriate stages of processing in accordance with Company requirements i. Records of material and product conformance against acceptance criteria j. Release procedures for material and product including designation of authority for release.

Design and Development Design and Development Planning The organizational unit must plan and control the design and development of product and other process outputs. Design and development planning must determine:

a. Design and development stages

b. Review, verification, and validation that are appropriate to each design and development stage;

c. Responsibilities and authorities for design and development.

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The organizational unit must manage the interfaces between different groups involved in design and development to ensure effective communication and clear assignment of responsibility. The design and development plan must be updated, as appropriate, as the design and development progresses

Design and Development Inputs Inputs relating to product requirements must be determined and records maintained. These inputs must include:

a. Functional and performance requirements; b. Applicable laws and food safety requirements;

c. Information derived from previous similar designs (where applicable); d. Other requirements essential to design and development. These inputs must be reviewed for adequacy. Requirements must be complete, unambiguous and not in conflict with each other.

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Design, and Development The outputs of design and development must be provided in a form that enables verification against the design and development input and must be approved before release. Design and development outputs must:

a. Meet the input requirements for b. Provide appropriate information for purchasing, production and for service provision; c. Contain or reference product acceptance criteria; d. Specify the characteristics of the product that are essential for its safe and proper use. Commercialization Each organizational unit must implement control of commercialization to ensure effective manufacture, distribution, and merchandising of new products and other process outputs. A documented procedure must be established that includes:

a. Planning of commercialization stages, with the appropriate review, verification, and validation for each stage; b. Determination of responsibilities and authorities for commercialization stages; c. Management of the interfaces between groups involved in commercialization,
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ensuring effective communication and clear assignment of responsibility; d. Determination of processing and monitoring requirements based on functional and performance requirements, applicable laws, and information derived from previous designs (where applicable). Records of this activity must be maintained; e. Verification of pre-commercial or first commercial runs against requirements and approved prior to release of commercial runs; f. Development of information and specifications for purchasing of equipment needed for production and analysis; Calibration

Each organizational unit must identify the measuring and monitoring equipment (process and laboratory) used to provide evidence of conformity of product and process to requirements. The organizational unit must uniquely identify each piece of equipment to facilitate traceability of calibration and record keeping. The documented calibration procedure(s) must include:

a. Determination of the accuracy required for each identified instrument and device;

b. A calibration schedule that includes the calibration frequency;

c. Calibration over the full range of use of the equipment or device;

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d. Readily identifiable calibration status;

e. Use of certified reference materials

Incident Management and Crisis Resolution (IMCR)

Each organizational unit must develop and implement an Incident Management and Crisis Resolution (IMCR) procedure to prevent and manage incidents or situations effectively in a manner that protects our consumers, assets, and the image and trademarks of The Coca-Cola Company. The IMCR procedure is a multifunctional procedure not necessarily led by the Technical/QA function of the organizational unit. Where the Technical/QA Manager or equivalent does not lead the IMCR procedure, he/she must be an active contributor and member of the Incident Management Team. The Coca-Cola Quality System requires the existence of an effective IMCR procedure that is to be reviewed every six months, regardless of whether the procedure is or is not led by the Technical/QA function. A documented procedure must be established that includes:

a. A full assessment of the risks to the business unit using accepted TCCC methodology; b. Development and implementation of action plans to manage the risks identified and assessed including business continuity plans, emergency response measures
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in the event of fire, serious injury, civil disobedience, bomb threat, etc; c. The identification and training of an IMCR coordinator and an alternate; d. Identification of a multifunctional Incident Analysis Team or its equivalent that will be responsible for leading the IMCR procedure within the organizational unit and, in the event of an incident, will go through the process of incident analysis; e. The completion of an escalation matrix or similar tool that shows clearly what people or functions need to be contacted in the event of an incident; f. The identification of an Incident Management Team (IMT) that will be responsible for analyzing and communicating information, making decisions, and coordinating action; g. The identification of internal and external stakeholders, consultants, and advisors, as well as appropriate regulatory and other agencies and authorities that the business may need to communicate with in the event of an incident;

Training Each organizational unit must identify and document the skill requirements for each position and competency levels necessary for each employee to perform their job safely and effectively. Competency consists of appropriate education, training, skills and experience. The competency, awareness, and training procedure must include: a. Compliance with applicable laws. Where conflict between Company requirements and applicable laws exists, the most stringent apply;
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b. Determination of competency gaps of employees based on the requirements for their position. Consideration must be given to the necessity for HACCP training; c. Scheduling and conducting of appropriate training based on gaps that are identified; d. Determination of training needs when changes occur to equipment, processes, quality system documents, and/or changes in roles and responsibilities; e. Training on the relevance and importance of activities and how they contribute to objectives and metrics; f. Evaluation of the effectiveness of training or other actions taken; g. Orientation training on commencement of employment for each employee (including contract and temporary personnel).

Consumer Response and Customer Satisfaction Determination of Contractual Requirements

Each organizational unit must identify the requirements of each order or contract. These include: a. Requirements specified by the customer,

Records of the review and actions arising from the review must be maintained. Where the customer provides no documented statement of requirement, the customer requirements must be confirmed by the organization before acceptance.
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Where product requirements are changed, the organization must ensure that relevant documents are amended and that relevant personnel are aware of the changed requirements

Consumer Response Each organizational unit must implement a procedure for monitoring consumer contacts. The consumer response procedure must include:

a. A mechanism to allow consumers easy access to receive product information and communicate complaints, concerns, product questions, or general feedback. This communication mechanism must be available at all times; b. Linkage of consumer complaints/concerns to the IMCR Procedure and the corrective and preventive action system, to allow for proper investigation, action, and resolution; c. Communication to consumers of the status of their complaint/concern, including final resolution; d. Training of customer service representatives

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Customer Satisfaction

Each organizational unit must implement a procedure for measurement and analysis of customer satisfaction data against established customer requirements and expectations and take actions to ensure they are met. The customer satisfaction procedure must include at least one proactive method of the units choosing for capturing customer perceptions.

Continual Improvement

Each organizational unit must continually improve the effectiveness of its quality management system using the business plan, quality statement, objectives and metrics,

1. audit results, analysis of data, corrective and preventive actions, and management review.

2. Continual improvement of the overall performance, efficiency, and effectiveness of the organization demonstrates continual improvement of the effectiveness of the quality management system.

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Corrective Action

Each organizational unit must implement a corrective action procedure that ensures action is taken to eliminate the cause of nonconformities A documented procedure must be established that includes: a. Review of nonconformities (including customer complaints); b. Determining the causes of nonconformities; c. Evaluating the need for action to ensure that nonconformities do not recur. Not all deviations require action through the corrective action system. The organizational unit must establish criteria to determine what deviations require action; d. Determining and implementing action needed; e. Tracking the status of action until completion;

Preventive Action

Each organizational unit must determine preventive actions, and implement a preventive action procedure that ensures that the actions are taken, to eliminate the cause of potential nonconformities in order to prevent occurrence. Preventive actions must be appropriate to the effects of the potential problems. A documented procedure must be established that includes:

a. Determining potential nonconformities and their causes b. Evaluating the need for action to prevent occurrence of nonconformities;
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c. Determining and implementing action needed. Not all potential deviations require action through the preventive action system. The organizational unit must establish criteria to determine what potential deviations require action;

d. Tracking the status of action until completion;

e. Records of results of action taken;

f. Reviewing effectiveness of preventive action taken;

g. Evaluating the IMCR procedures used to manage all serious incidents and crises, and completion of the incident evaluation form in the Asset Protection and Incident Management (APIM) system.

Audit Each organizational unit must implement an audit procedure to monitor conformance with this Quality Management System Standard and other relevant Company requirements, and to assess the intent, implementation, and effectiveness of its quality system. Audits must be conducted at planned intervals. Each organizational unit responsible for oversight of other organizations contracted to manufacture and distribute trademarked products must implement a procedure for performing external audits on these same organizations. The audit procedure must include: a. Determination of persons responsible for conducting audit activities, including
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required competency; b. Auditors who are independent of the activity audited. Auditors must not audit their own work; c. A documented schedule defining audit frequency. The schedule must take into consideration the results of previous audits and the status and importance of the area or element audited. For internal audits, the audit schedule must ensure that each element of the quality system is reviewed at least once per year; d. A documented procedure defining the responsibilities and requirements for planning and conducting audits, and for reporting results and maintaining records. The audit criteria, scope, and methods must also be defined, either within the documented procedure or elsewhere; e. Investigation and corrective action by management on audit nonconformities in a timely manner; f. Verification of actions taken; g. Management review of audit results and the resulting corrective actions. Records of audits must be maintained.

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Corrective & Preventive Action

A. The departments not only assess the non conformities and take corrective actions against them but they also take preventive action against potential nonconformities and keep a check for them as well. B. The departments review the nonconformities and determine and implement the actions needed. C. Records are maintained of all actions taken. D. The departments also review the results of corrective and preventive actions take

Continual Improvement

a. As the departments are provided with the information i.e. meeting the specified requirements, so fulfilling these requirements and aiming to achieve higher goals along with the monitoring and controlling of activities makes the company to continually improve itself

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Customer Related Processes: Identify Customers Requirements: Customer expectations are determined through survey questionnaires and customer feedback as a way of gaining the customer requirements.

Customer Communication:

Customers are given the companys email address as well as contact number for communicating their problems.

All customer feedback and complaints are documented.

By solving the problems of the customer the company can improve and records can provide an evidence for it. Design and Development

In the first step designing process is completed and documented keeping in mind the customer needs and quality standard requirements.

After getting the plans every department comes with action state. Check is made throughout the process so that goals could be achieved.

The whole procedure is reviewed and corrective measures are taken to ensure continuous improvement of the company.

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Measurement, Analysis & Improvement Audit: Control and compliance to regulations so as to ensure performance is assured within the management system.

Control: The regular control of the entire performance is obligatory for each one of the three faades. In the Quality faade of the pyramid, in accordance with the Quality Management System Standard the management system is in compliance with the principles of the ISO Standard 9001:2000.

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Conclusion

We can conclude from this report that Coca Cola Company is meeting all the requirements of ISO 9001:2000 and is verily certified by it. It is operating using the right procedures and keeping a good control over them to ensure that customer requirements are met properly and wastage is minimum hence involving all the stakeholders in the decision making and continually improving the company performance. To stay current with new regulations, industry best practices and marketplace conditions, Consistently reassess the relevance of our requirements and guidelines not only in manufacturing, but throughout the entire supply chain. Continually refine our requirements to further insure that KORE embodies the most recent and stringent manufacturing processes. To establish a governance process, each business within the Coca-Cola system implements, documents and maintains a safety and quality system in accordance with KORE requirements. Compliance to KORE requirements and guidelines is monitored system wide to further support the integrity of products. It is a huge company performing well enough and satisfying customer needs by providing continuous quality products.

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WEBLIOGRAPHY The data for this project has been taken from the following sites: www.theCoca-Colacompany.com www.google.com www.yahoo.com

BIBLIOGRAPHY Strategic Management

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