Question

Analyze its operations management activities of Coca Cola company

A written report must include the following

A i. Reasons choosing Coca cola company ( explain at least three reasons + supporting details)

A ii. Current financial status of the Coca Cola company

A iii. Number of workers

A iv. The competitors

A v. The suppliers

A vi. List of Coca Cola Company Product

A vii. Descriptions of Operations System – inputs, conversion process, output and the control   system (i.e. what are the actions taken if something happens unexpectedly?) of the company. Provide a sketch/diagram of the layout. From your viewpoint as a customer, what do you think of the layout? + supporting details (cite and quote references)

A viii. Suggestions

Provide any recommendations for the improvement + supporting details (cite and quote references).

Answer 1

Operation management is on the major part of the organization that runs the organization activities accordingly. In the context of manufacturing business raw material is converted into finished goods through the operational activities done by the management. Efficient allocation of resources approach is gained to the organizational performance in achieving the targets of the organization. The operational activity includes accounting, human resource and engineers who perform the activities.

A i. Reasons choosing Coca cola company are as follows-

1; The coca is one of the largest drinks who deals in beverage industry and are expanding globally worldwide. (

130+years of refreshing the world

200+countries offer our products

500+brands worldwide

800+drink varieties in the U.S )

2;The company also have strong brand name in the minds of the customer and most prefer brand of consumer. ( Brands of Coca Cola Company are Sprite , Coca Cola , Fanta ,Dasani ,Smartwater, Minute Maid , Innocent, Simply , Georgia Coffee , Costa , Fuze Tea ,Honest Tea, Fairlife, Powerade,Ciel , Zico etc . All the brands of Coca cola company have a strong brand name in the market and are the most prefered brand of the consumers across .

3; Highest Standards and Processes for ensuring consistent product safety by Coca Cola Managment system ( TCCMS)-

At Coca Cola Company the safety comes always the very first .They have ensured always that there will be no compromise in the safety standards of their Product .

ii. Current financial status of the Coca Cola company-

• Net Revenues Grew 16% for the Quarter and 9% for the Full Year; Organic Revenues (Non-GAAP) Grew 7% for the Quarter and 6% for the Full Year
• Operating Income Grew 19% for the Quarter and 10% for the Full Year; Comparable Currency Neutral Operating Income (Non-GAAP) Grew 23% for the Quarter and 13% for the Full Year
• Fourth Quarter EPS Grew 134% to $0.47 and Comparable EPS (Non-GAAP) Grew 1% to $0.44; Full Year EPS Grew 38% to $2.07 and Comparable EPS (Non-GAAP) Grew 1% to $2.11
• Cash from Operations Was $10.5 Billion for the Full Year, Up 37%; Full Year Free Cash Flow (Non-GAAP) Was $8.4 Billion, Up 38%
• Company Provides 2020 Financial Outlook

Coca-Cola Reports Strong Growth in Fourth Quarter and Full Year 2019 as The Coca-Cola Company today reported another quarter of strong growth, along with achieving or exceeding all guidance for the full year 2019. The company continued to execute its growth strategy, allowing it to deliver strong revenue and profit growth for the quarter and full year while gaining value share globally.

Number of workers - 86200 Approx workers work for Coca Cola Company as per the company report in 2019 .

iv. The competitors -

The Coca-Cola Company's competitors

The Coca-Cola Company's top competitors include Britvic, Pepsico, Fever-Tree, Red Bull, Monster Beverage and Tropicana Products. The Coca-Cola Company is a company that manufactures and distributes various nonalcoholic beverages. Britvic is a British producer of soft drinks.

v. The suppliers -

Archer Daniels Midland , Alico , AdvanSix , AptarGroup, Inc. , Balchem Corporation , Berry Global Group , BioAmber , Ball Corporation , Bemis Company , Brady Corporation , Cabot Corporation , Crown Holdings , Celanese , Compass Minerals, Eastman Chemical Company , Limoneira etc are the major suppliers of Coca Cola.

vi.List of Coca Cola Company Product-

Sprite , Coca Cola , Fanta ,Dasani ,Smartwater, Minute Maid , Innocent, Simply , Georgia Coffee , Costa , Fuze Tea ,Honest Tea, Fairlife, Powerade,Ciel , Zico

vii. Descriptions of Operations System – inputs, conversion process, output and the control   system-

The elementary process consists of three components: Input, Conversion, and Output.

Input~ Conversion~ Output

Input is that which the process receives to execute the conversion. It has five components in its own right. These are (1) material, (2) machine or equipment, (3) method, (4) environment, and (5), people. The material is that which one receives from a supplier. The supplier can be an outside source or it can be the department preceding the one under consideration. The material may be a physical item such as a steel bar or it may be non-tangible such as a piece of information from a database. Machine or equipment refers to the tools used to process the material to transform it into the output. These tools can be as sophisticated as computers or computer driven machinery and as simple as a telephone, pen or form. The method is the manner in which we process the material to convert it into output. Management often outlines the methods in the form of blueprints, formularies, or procedures. At other times management assumes that workers have a basic skill set which they will apply to convert the material into output. Because this assumption is not always true, the ISO 9000 procedure requires the implementation of training in operations and that workers qualify to perform the task. The environment is twofold: (1) physical and (2) managerial. The physical environment deals with issues of space, cleanliness of surroundings, temperature, and other similar factors that can have an impact on the performance of the worker and the output. The managerial environment deals with the worker management interaction. Management can be far more effective if they understand Deming's (1992) fourteen points and their application than if they do not understand these issues. Last and actually least influential is the input of people. As Heero Hacquebord (2008) points out in a recent article there is a strong interaction between the worker and the system. This means that while workers that deliver mistakes, most of these are only possible because the system was not fail safe. Deming maintained that 96 or more percent of all problems arise from the system, not the people in the system.

Conversion is the interaction of the people with the other components of the input to change the material into the output. The conversion into the output can be no better than the input.

Output is the result of the input and the conversion thereof. We measure the output to determine that the process gives us the desired result.

A viii. Suggestions-

1. Develop a long-term strategy.

Efforts to create a national system of industrial assistance to improve the manufacturing performance of smaller companies should recognize the importance of creating a coherent system and not just increasing the number of assistance facilities and service providers. Appropriate elements of centralized coordination and control, in conjunction with decentralized and distributed management and direction, are needed to create an efficient, comprehensive system of assistance resources.

Although many of the elements of a national industrial assistance system exist, and initial steps at coordination and cooperation are developing—for instance, through NIST's State Technology Extension Partnership (STEP) program—the reality of a cohesive national system is a long way off. To be effective, a national system of industrial assistance must become an integral part of the manufacturing community, which requires continued support over many years. A long-term strategy for deploying, operating, and funding a national system, in the context of changing economic and political realities, must be developed. The goal of the system should be to ensure that assistance is available to any company that requests it.

2. Expansion should be governed by ''quality, not quantity.''

A national system of assistance can only be successful if it is supported by and responsive to the customer base, and manufacturers will only support it if they believe the advice they get is high quality. With the long-term objective in mind of providing access to assistance for any manufacturer who wants it, the emphasis must remain on ensuring that high-quality assistance is provided.

Too rapid expansion of the MTC program or other forms of industrial assistance programs risks compromising service quality for two main reasons. First, the complexity and constant change confronting manufacturers means that attempts to anticipate appropriate needs based on present knowledge and understanding will not be effective. Rapid replication of a single uniform model of an assistance center will not work. Second, the number of organizations available and capable of providing high-quality assistance is relatively small. A mechanism is needed to initiate the development of future assistance centers by building on the experience and lessons learned from current MTCs and other programs.

Recognizing these constraints, the committee recommends that expansion of the current MTC program and other federal initiatives should be planned carefully with the aim of developing a comprehensive national industrial extension system within 3 to 5 years, based on a strategy of "learn as we go."

3. A national system of industrial assistance must strive for balance among local responsibility, regional coordination, and national direction, support, and cohesion.

The combination of rapid changes taking place in manufacturing and major differences across industries and localities calls for a system with centralized coordination and decentralized, distributed management and control. To remain responsive to customers in the manufacturing base, local and regional programs must have the ability to implement change and deliver services in the most effective, efficient way for the demands of their local customers. It is critical that any national system of industrial assistance accommodate the complexity, diversity, and economic idiosyncracies for each location served. It must permit the development of alternative models that best address those unique qualities and differences. There is no one model or organizational structure that will suffice as a template suitable for all situations. National goals and objectives must be tempered by the environment of each locale, and regional efforts should respond as appropriate for their predominant industrial sectors, private and public resource base, and real potential for matching funds (Fogarty et al., 1993).

Within this organizational structure, there are clear roles appropriate for federal, regional, and local components of the system.

4. Federal financial support should recognize different needs, abilities, and capacity to apply funds effectively. It should focus on spending modest amounts wisely, with flexibility in the amount of funds for which an organization must apply.

Rigid criteria that constrain competitive awards to high, fixed levels often discourage applications for programs which, appropriately, should be smaller scale efforts. Funding support should fit the abilities of organizations to use the money effectively. Awards should be commensurate with the size of the market for assistance, availability of matching funds, and other resources.

A two-stage funding approach should be adopted to support and encourage strong proposals. Substantial effort is needed to organize properly and present a coherent strategy for local or regional development. "Seed" grants to assist in development of comprehensive plans, identify and catalog resources, determine goals and objectives, design organization structures, and review similar efforts would improve applicants' chances for success in obtaining major funding. Such support may also help stimulate new programs by state and local governments or by private industry groups. The STEP program provides some support for development and implementation of state-wide extension programs, but greater provision is needed to help organizations mobilize the resources and support necessary to operate an MTC effectively prior to receiving a full MTC award.

5. Coherent measures and guidelines should be developed for evaluation of federal, regional, and local assistance efforts. For programs that are not performing, remedial action needs to be taken quickly by a local board of directors.

The set of metrics for evaluating accomplishments of the programs must be tied to their missions, and the connections between those metrics and goals must be clear. Counting the number of projects undertaken— the number of doors knocked on—provides almost no evidence of influence on improved manufacturing capabilities. Evaluation of the services provided to manufacturing clients must be an integral part of the overall judgement process. This evaluation should be administered by a governing or advisory board with broad membership, particularly local industry participation.

The committee believes that a positive evaluation of assistance organizations should reflect financial success by their manufacturing clients. The measures adopted, however, must be informed by the differences in objectives, jurisdiction, and availability of quantitative and qualitative data for each component of the system.

Furthermore, publicly funded assistance organizations should improve the capabilities and infrastructure of the local and regional industrial economy and not compete unfairly with or replace commercial sources of assistance. The success of the assistance organization in accomplishing the development and improvement of private sector capabilities can be measured by the growth in numbers of service providers and the creation of easily identified linkages among groups in the manufacturing community. In fact, a declining demand for public sector assistance can be an indication of private sector self-sufficiency.

The complexity of performing effective evaluations of MTCs and other industrial assistance programs should not be underestimated. Although an independent advisory board with local membership, which is therefore cognizant of local conditions, is the best approach to evaluation, issues such as composition of the board, specific sources of information and questions to be asked, and reasonable expectations all need to be addressed.