FIELD STUDY REPORT

On
TOTAL QUALITY MANGEMENT OF COLA COLA

Towards partial fulfillment of

BACHELOR OF BUSINESS MANAGEMENT (PROFESSIONAL)

School of Management, Babu Banarasi Das University, Lucknow

Submitted by
JAI SINGH
IVth Semester
Roll No- 1140676013
Session 2015-2016

School of Management

Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India

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 PREFACE

As a part of our course curriculum I had to go under Field Study and prepare a project
report on any topic to get the right exposure to the practical aspects of business
management.

I want to express my gratitude for the experience and practical knowledge that I earned
during the field study at COCA COLA (Lucknow). In this report I had presented my great
experience in the form of words. In making the project report theoretical knowledge was
needed more than the practical which was given to us by my professors in my institutes.
In the market the experience relating to the practical knowledge was very good which
realized me about the real conditions of the marketing.

The project flows logically consisting of a questionnaire. I hope that the findings and the
suggestions will help the company, confidently to formulate its strategy in comparison to
its competitors. I am please to work in this esteemed organization. I have tried my level
best to make this report a reader friendly & also did my level best to fulfill the objective
of the field study.

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 CONTENT

SR.NO. INDEX PG.NO.

1. INTRODUCTION 7

2. METHOLOGY 9

3. SWOT ANALYSIS 12

4. KAIZEN THEORY 14

5. 5S THEORY 16

6. THE COCA COLA QUALITY 18

SYSTEM

7. THE COCA COLA QUALITY 22

STATEMENT

8. EXPLANATION TO TCCQS 23

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 SR.NO. INDEX PG.NO.

9. AWARDS AND ACHIEVEMENT OF 34

COCA COLA

10. FINDING 36

11. RECOMMENDATION 37

12. CONCLUSION 38

13. BIBLEOGRAPHY 39

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 Declaration

I hereby declare that the project work entitled of TOTAL

QUALITY MANAGEMENT OF COCA COLA
submitted to the BABU BANARASI DAS UNIVERSITY, is a record
of an original work done by me under the guidance of Mr. ASHOK
BAJPAI Of COCA COLA LTD.and this project work is submitted in the
partial fulfillment of BACHELOR OF BUSINESS MANAGEMENT .

JAI SINGH
BBM 4th Sem

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ACKNOWLEDGEMENT

No project report ever reflects the efforts of a single individual. The report owes its
existence to the constant support and guidance of a number of people. I am grateful to all
of them.

I owe a never-ending debt of gratitude to RASHMI MAM for his expert guidance and
support.

I would like to thank all the respondents for giving their valuable time and providing
useful insight into finer aspects of retailing and the latest trends.

I am also grateful to all those who have either directly or indirectly contributed towards
the completion of the project, for their support and encouragement.

JAI SINGH
BBM 4th Sem

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INTRODUCTION

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 INTRODUCTION
As the global economy slowly turns itself around and begins its long-term recovery
driven by rapid growth in Asia, greater stability in the United States and the Middle East,
tempered somewhat by Europes continuing economy troubles. INDIA today stands on
the verge of success and prosperity.
With the permanent peace to the country in May 2009, the INDIAN Government has
accelerated economic progress through a series of measures such as control of inflation,
Reduction of interest rates, encouragement of tourism sectoretc.
As mentioned above, with this globalized world, organizations should have to maintain
their businesses in a marketing oriented way. It doesnt matter whether the organization is
large scale or small but almost all the organizations have to achieve their best not because
they have to but to survive in the market. In order to survive in the market they have to
provide quality for customers which is better than the competing organizations. So
therefore every organization need to have a quality oriented businesses for their survival.
During the module Quality Management we have been asked to fulfill a report and a
presentation as the semester assignment.
We have chosen Coca-Cola which is the leader in beverage industry for our
assignment. As the leading beverage brand in INDIA they have good quality strategies
within their organization. So its one of the best chances weve got to study the quality
oriented strategies of this company as they have reached their best level.
So with that, we are pleased to present the quality management system of Coca-Cola on
behalf of the Quality Management module. By studying this report you would be able to
understand what are the quality management strategies that Coca-Cola use and how do it
work in the global business village.

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Methodology

Our report is a depth analysis of the quality management system of a well-established

company in INDIA. The company we choose is Coca-Cola INDIA a subsidiary of the
world famous Coca-Cola Enterprises. Coca-Cola Company is the worlds leading
manufacturer, marketer and distributor of non-alcoholic beverage concentrates and
syrups, used to produce nearly 400 beverage brands. The Coca-Cola Company consists of
a factory located in INDIA at KAMTA,CHINHAT .
On 10th of march 2016, we visited the factory and office situated in the KAMTA . Mr.
Hemlata Singh warmly welcomed us, and we were directed to the Ms.neha misra, then
she conducts a brief seminar about the company and the companys quality management
system.
Other than that we browsed internet for the definitions and to find out the history of
Coca-Cola.
Finally we analyzed the information we collected with the theory of quality management
we have learnt at the university and here we have presented the relevant information with
the examples as it is helpful for you to get clear knowledge about the Quality
Management System of Coca-Cola Company.

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Overview of the company

Coca Cola is one of the most recognized brands in the United States and throughout the
world. Although there are several products in the Coca Cola line, its cola drink is its
flagship beverage and still its most popular product. The original recipe for the drink,
which has been altered over the years, was created at the Eagle Drug and Chemical
Company in Columbus, GA. It was created by John Pemberton as a coca wine and was
originally called Pembertons French Wine Coca. Pembertons goal was to create a non-
alcoholic beverage option during prohibition. Coke was first sold at Jacobs Pharmacy in
Atlanta in 1886. Pemberton claimed the drink cured diseases and was ideal as a morphine
replacement. It was also said to cure impotence and headaches.
The 1980s were an exciting time for Coke. The companys marketing made some of the
biggest impacts in industry and managed to incorporate iconic images such as Santa
Claus and its polar bears onto the scene. In 1985, Coke decided to change the formula of
its drink and introduced New Coke to the market. Unfortunately, New Coke was not well-
received. The public preferred the taste of the beverage to competitors, but did not like
the traditional drink undergoing change. Within a year, Coca Cola reintroduced a
variation of the old recipe to the market and called it Coca Cola Classic. By 2011, the
world classic had been removed from all packaging and New Coke was no longer
produced anywhere in the world. Today, the classic recipe of Coca Cola shares the market
shelves with Diet Coke, caffeine free Coke, Coke with lime, and several variations of the
classic cola drink.
The Coca-Cola Company and its network of bottlers comprise the most sophisticated and
pervasive production and distribution system in the world. More than anything, that
system is dedicated to people working long and hard to sell the products manufactured by
the Company. This unique worldwide system has made The Coca-Cola Company the
worlds premier soft-drink enterprise. From Boston to Beijing, from Montreal to Moscow,
Coca-Cola, more than any other consumer product, has brought pleasure to thirsty
consumers around the globe. For more than 128 years, Coca-Cola has created a special
moment of pleasure for hundreds of millions of people every day.

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The Company aims at increasing shareowner value over time. It accomplishes this by
working with its business partners to deliver satisfaction and value to consumers through
a worldwide system of superior brands and services, thus increasing brand equity on a
global basis. They aim at managing their business well with people who are strongly
committed to the Company values and culture and providing an appropriately controlled
environment, to meet business goals and objectives. The associates of this Company
jointly take responsibility to ensure compliance with the framework of policies and
protect the Companys assets and resources whilst limiting business risks.

The Mission of Coca Cola

Cokes roadmap starts with their mission, which is enduring. It declares their purpose as a
company and serves as the standard against which coca Cola company weigh their
actions and decisions.
To refresh the world.
Ti inspire moments of optimism and happiness.
To create value and make a difference.

The Vision of coca cola

The vision of Coca Cola serves as the framework for their roadmap and guides every
aspect of their business by describing what they need to accomplish in order to continue
achieving sustainable, quality growth.
People: Be a great place to work where people are inspired to be the best they can
be.
Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate
and satisfy people's desires and needs.
Partners: Nurture a winning network of customers and suppliers, together we
create mutual, enduring value.
Planet: Be a responsible citizen that makes a difference by helping build and
support sustainable communities.
Profit: Maximize long-term return to shareowners while being mindful of our
overall responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.
SWOT ANALYSIS

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Coca Cola INDIA

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Coca Cola Beverages INDIA Ltd (CCBSL), located in KAMTA , is the only Coca Cola
bottling plant in INDIA. It has 443 employees.
While it has been a partner in the Coca Cola Sabco group since 2004, its origins go back
to 1955, when it was formed under the name pure beverage Co Ltd., through the
acquisition of the Ceylon Fruit Drinks and Table water company. Its journey with Coca
Cola started in 1960, when a franchise agreement was signed with the Coca Cola Export
Corporation.
Coca Cola Beverage INDIA produces and sells over 10 million unit cases of carbonated
soft drinks (both still and sparkling) per annum. It operates through a countrywide
distributor network, consisting of about 128 distributors.

What Is a Quality Management System?

A quality management system is a management technique used to communicate to

employees what is required to produce the desired quality of products and services and to
influence employee actions to complete tasks according to the quality specifications.

What Purpose Does a Quality Management System Serve?

Establishes a vision for the employees.
Sets standards for employees.
Builds motivation within the company.
Sets goals for employees.
Helps fight the resistance to change within organizations.
Helps direct the corporate culture.

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As one of the largest and well experienced business over 125 years, Coca Cola has their
own developed quality management system that perfectly matches with all of their
operations. They implements 5S and Kaizen theories inside the frame of their own quality
management system to smooth overall quality.

Kaizen Theory

Kaizen means improvement, continuous improvement involving everyone in the

organization from top management, to managers then to supervisors and to workers. In
Japan the concept of kaizen is so deeply engrained in the minds of both managers and
workers that they often do not even realize they are thinking kaizen as a customer-driven
strategy for improvement.
From such a perspective, kaizen is not only and approach to manufacturing
competitiveness but also everybodys business because its premise is based on the
concept that every person has an interest in improvement.
Kaizen- The three pillars
The three pillars of Kaizen are summarized as follows:
House keeping
Waste elimination
Standardization

To be ensured success on activities on those three pillars three factors have also to be
taken account.
Visual management
The role of the supervisor
The importance of training and creating a learning organization

Another key aspect of kaizen is that it is an on-going, never-ending improvement process.

It is not too difficult to introduce something new into an organization. The difficult part is
how to keep it going and maintain the momentum once it has been introduced. Many
companies have tried to introduce such projects as quality circles, reengineering and lean
production. While some of them have been successful, most have failed to make such a
project a going concern. For instance, many companies introduced quality circles by

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involving employees but most companies have simply given up the idea of quality circle
activities by now as away to improve quality, cut cost and speed products to market.
The message of kaizen philosophy is that not one single day should go by in the firm
without some type of improvement being made in some process in the company. Kaizen
is everyones job, it requires sophisticated problem-solving expertise as well as
professional and engineering knowledge and involves problem form different
departments working together in teams to solve problem.
Focusing on small things
Kaizen means many things including; focusing on small improvements first rather than
on the big ones, utilizing everyones potential and knowledge rather than depending on a
few experts, having a philosophy that all problems have a solution and that nothing is
impossible, rather than presuming that there are some unchangeable factors,
implementing a continual stream of small improvements at a steady pace rather than
some big changes once in a while, and done at every place where some work is done.
This is very different to the so called big bang approach which focuses on big or very
significant improvements once in a while.
According to Masaaki Imai, the success of many Japanese methods such as Total Quality
Management (TQM), Quality Circles (QCC), Total Productive Maintenance, Zero
Defects etc. owes its success to the underlying kaizen philosophy. In a traditional
organization the Top management and to a lesser extent the Middle management will
concern themselves with innovation, the Supervisors and Workers are expected be
concerned with maintaining the status quo and ensuring that all work happens according
to the standard operating procedures. In the Japanese model however there is a layer of
kaizen between Innovation and pure maintenance of standard operations, and that is
kaizen where there is a role for all.

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5S Theory

5S is the name of a workplace organization method that uses a list of five Japanese words
all starting with the letter S. The list describes how to organize a work space for
efficiency and effectiveness by identifying and storing the items used, maintaining the
area and items, and sustaining the new order. S process can increase morale, create
positive impressions on customers, and increase efficiency and organization. Not only
will employees feel better about where they work, the effect on continuous improvement
can lead to less waste, better quality and faster lead times. Any of which will make your
organization more profitable and competitive in the market place.
5S consists of these five steps:
1. Sort through and sort out
2. Standardize and share information
3. Set in order
4. Sustain the improvements made
5. Shine and inspect through cleaning.
Sort (Seiri)

Separating the wanted and unwanted

Junk & Waste Repairable Wanted Items

No Use Repair

Discard To next step

the first S focuses on eliminating unnecessary items from the workplace. An

effective visual method to identify these unneeded items is called red tagging. A
red tag is placed on all items not required to complete theri job. These items are
then moved to a central holding area. This process is for evaluation of the red tag
items. Occasionally used items are moved to a more organized storage location
outside of the work area while unneeded items are discarded. Sorting is an
excellent way to free up valuable floor space and eliminate such things as broken
tools, obsolete jigs and fixtures, scrap and excess raw material.

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 Set In Order (Seiton) is the second of the 5Ss and focuses on efficient and
effective storage methods. Strategies for effective Set In Order are: painting
floors, outlining work areas and locations, shadow boards, and modular shelving
and cabinets for needed items such as trash cans, brooms, mop and buckets.

Shine: (Seiso) Once you have eliminated the clutter and junk that has been
clogging work areas and identified and located the necessary items, the next step
is to thoroughly clean the work area. Daily follow-up cleaning is necessary in
order to sustain this improvement. Workers take pride in a clean and clutter-free
work area and the Shine step will help create ownership in the equipment and
facility. Workers will also begin to notice changes in equipment and facility
location such as air, oil and coolant leaks, repeat contamination and vibration,
broken, fatigue, breakage, and misalignment. These changes, if left unattended,
could lead to equipment failure and loss of production. Both add up to impact the
companys bottom line.

Standardize: (Seiketsu) Once the first three 5Ss have been implemented, should
concentrate on standardizing best practice in your work area. Allow employees to
participate in the development of such standards. They are a valuable but often
overlooked source of information regarding the work.

Sustain: (Shitsuke) This is by far the most difficult S to implement and achieve.
Human nature is to resist change and more than a few organizations have found
themselves with a dirty cluttered shop a few months following their attempt to
implement 5S. The tendency is to return to the status quo and the comfort zone of
the "old way" of doing things. Sustain focuses on defining a new status quo and
standard of work place organization.

The Coca Cola Quality System

From the very beginning, the leaders of The Coca-Cola Company have realized that
quality sets them apart from their competitors. For many years, Coca-Cola approach to

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managing quality was prescriptive and centrally controlled. But by the mid-1990s, the
realities of the marketplace sparked changes, and their 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 Coca-Colas worldwide
manufacturing operations were expected to achieve. Accountability for achieving those
results shifted to the local business units, and, after 109 years, their approach to managing
quality decentralized. In 1999, an increased emphasis was placed on quality planning,
management review, and safety. Further refinements added standards to address business
goals and objectives, safety, maintenance, and the environment.
TCCQS continuously keep pace with new regulations, quality management methods, and
industry best practices as well as marketplace conditions. There is an increased awareness
of the importance of food safety, not only in manufacturing, but also throughout the entire
supply chain. By refining their requirements, Coke further ensures that TCCQS embodies
the most up-to-date, stringent manufacturing practices. TCCQS concentrates on customer
and consumer satisfaction and TCCQS provides the framework for safety and
environmental stewardship.
Overview of the Coca-Cola Quality System
Now Coca-Cola follows third evolution of TCCQS and this offers 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 excellence
driven by:
Integrating and aligning business and quality objectives with metrics to monitor
performance;

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 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
improvement.

The Modular Framework

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

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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:
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
TCCQS 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 and was constructed with the intent to
embody the management system requirements of the Global Food Safety Initiative
(GFSI) Guidance Document, Third Edition January 2003: (Part II) Requirements for a
conforming Food Safety Standard (Key Elements), and to stay current with the most
stringent, up-to-date global requirements governing food safety. In addition, the Quality
Management System Standard features Company-specific elements such as incident
management and crisis resolution. For those who choose to pursue accreditation, the
Assurance layer also integrates the management system requirements that govern
laboratory operations embodied in ISO Standard 17025
On the Environmental facet, the management system includes the Environmental
Management System Standard, which has a focus similar to the Quality facets
management system. The Environmental Management System Standard meets the
requirements of ISO Standard 14001: 1996 and has additional Company-specific
elements. The Safety & Loss Prevention facet features the Safety Management System
Standard that meets the requirements of OHSAS 18001:1999. SGS-ICS (Socit

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Gnrale de Surveillance - International Certification Services) and LRQA (Lloyds
Register Quality Assurance), internationally recognized registrars, benchmarked TCCQS
against quality (ISO 9001:2000), environmental (ISO 14001:1996), and occupational
health and safety (OHSAS 18001:1999) standards. They found TCCQS to meet the
requirements of all three.
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 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. Notice that the
TCCQS pyramid model depicts a clear separation between Control activities and
Assurance activities. Examples of Control activities include Good Manufacturing
Practices, cleaning and sanitizing methods, and Good Environmental Practices.
Scope. TCCQS evolution brings some changes to the scope of TCCQS. As the
framework illustrates, TCCQS reaches well beyond manufacturing and testing operations.
All requirements of this Standard are generic and are intended to apply to any
organizational unit, regardless of size, type, and output provided. If a requirement of this
Standard does not apply to an organizational unit, the requirement may be excluded.
Exclusions must not affect the organizational units ability or responsibility to provide
outputs that meet the customers requirements, The Coca-Cola Companys requirements
and applicable laws.
To encourage focus on inbound and outbound processes, TCCQS refines the existing
scope of the traditional manufacturing supply chain into three broad categories: inbound
(acquisition of raw materials), transformation (conversion of raw materials into
marketable products), and outbound (warehousing, distribution and marketplace). Process
Model
The Coca-Cola Quality System promotes the adoption of a process approach when
developing, implementing, and improving the effectiveness of the quality management
system. This approach offers ongoing control over the linkage between the individual
processes within Coca-Cola system of processes, as well as over their combination and

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interaction. As a result, the Company is able to meet customer and consumer
requirements and thus, enhance their satisfaction.
Certification to TCCQS
A prerequisite to Certification is that the organizational unit seeking Certification meets
all performance requirements and:
Demonstrates conformance to all relevant Management System Standards through
an audit;
Manufacturing operations must conform to the Quality, Environmental, and
Safety Management System Standards;

Once the organizational unit meets the prerequisites, additional Certification criteria must
be met (such as attaining a minimum product/package Quality Index, demonstrating
improvement trends, and publicly available sources indicating applicable food law
compliance). Certification to TCCQS enables an operation (if they choose) to attain a
host of external certifications, such as ISO 9001:2000, ISO 14001, and OHSAS 18001
saving audit costs, minimizing operational disruptions, and realizing myriad benefits.

The Coca-Cola Quality Statement

The Coca-Cola Company exists to benefit and refresh everyone it touches. For them,
Quality is more than just something the taste or see or measure. It shows in their every
action. Coca-Cola relentlessly strives to exceed the worlds ever-changing expectations
because keeping their Quality promise in the marketplace is their highest business
objective.

Explanation to TCCQS

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

1) Goals & Objectives

Business Planning

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Each organizational unit has 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 have documented.
Top management of each 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 are communicated to all employees on a
routine basis and insert them to management review. The business planning procedure
considers the following at minimum:
Determination of the factors of success for the department or 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 department ensures that objectives and metrics, including those
needed to meet requirements for food safety, are established at relevant functions and
levels within the organization. The objectives are measurable and consistent with the
quality statement. Each organizational unit demonstrates continual improvement of
objectives and metrics.

System Planning
Top management of each organizational unit has ensured that:
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
The integrity of the quality management system is maintained when changes are
planned and implemented.

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2) Management Responsibilities
Management Commitment
Top management has demonstrated support and commitment to the development,
implementation, and continual improvement of the quality system by

Ensuring the availability of appropriate resources;

Establishing a quality statement and ensuring that key objectives and metrics are
established;
Communicating to the organization the importance of meeting customer as well as
applicable food law requirements;
Ensuring a HACCP program is implemented and maintained in all manufacturing
and distribution operations that produce and distribute products of The Coca-Cola
Company and its business partners;
Conducting planned management reviews;
Ensuring customer requirements are understood and consistently met with the aim
of enhancing customer satisfaction.

Resources
Top management of each organizational unit has determined and provides 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 HACCP program in all manufacturing and distribution
operations that produce and distribute products of The Coca-Cola Company and
its business partners;
d. Ensure and improve customer satisfaction by meeting customer requirements and
applicable laws.

Quality Statement
Top management of each organizational unit has established and documents its quality
statement. Management of each organizational unit has developed a quality statement
suited to its own methods of operation and unique concerns. The Quality Statements are,
a. Appropriate to the purpose of the organizational unit;

24
 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. Communicated and understood within the organization;
f. Reviewed regularly for continuing suitability.

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

Management Review
Top management of each organizational unit has review the quality management system
at planned intervals to ensure its continuing implementation, suitability, adequacy,
efficiency, and effectiveness. A procedure establishes that includes, at minimum, a review
and analysis of the following inputs:
a. Results of audits and HACCP plan validation;
b. Customer and consumer feedback, including trends and individual incidents, as
appropriate;
c. Process performance and product conformity data;
d. Status of preventive and corrective actions;
e. The current Incident Management and Crisis Resolution (IMCR) procedure;
f. Follow-up actions from previous management reviews;
g. Changes that could affect quality management system performance;
h. The need for changes to the quality statement (our quality policy), quality
objectives and the overall quality management system;
i. Progress against objectives and metrics;
j. Recommendations for improvement;
k. Supplier performance.

The output from the management review includes decisions and/or actions related to:

a. Improvement of the effectiveness of the quality management system and its

processes;

25
 b. Development and implementation of effective action plans to manage risks to the
business;
c. Adequacy, suitability, and effectiveness of food safety objectives and the HACCP
program;
d. Improvement of product or service related to customer requirements;
e. Allocation of resources;
f. Establishment of priorities for improvement opportunities. Records of
management review, including all inputs and outputs, must be maintained.

3) Documentation
Document Control
Each organizational unit is controlling all documents required by The Coca-Cola Quality
System. A documented procedure has to be established defining the:
a. Structure and numbering of the documentation system
b. Protocols for creation and approval of documents prior to issue
c. Review, updating as necessary, and preapprovals of documents
d. Identification of changes and the current revision status
e. Use of a master list or equivalent for internal and external documents;
f. Procedure for distribution and retrieval of documents (when physical documents
are used);
g. Assurance that relevant versions of applicable documents are available at the
point of use;
h. Assurance that documents remains legible and readily identifiable;
i. Assurance that external documents are identified and their distribution controlled;
j. Prevention of the unintended use of obsolete documents;
k. Identification of obsolete documents if they are retained for any purpose.

Each organizational unit has design a communication strategy that ensures all appropriate
personnel have access to the current authorized requirements, specifications, programs,
and procedures.

Quality Manual
Each organizational unit is document and maintains a Quality Manual that includes:
a. The scope of the quality management system, including details of and justification
for any exclusion

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 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

4) Process Integrity
Process Orientation & Organizational Structure
Each organizational unit has:
a. Identify the processes and procedures needed for the quality management system
and their application throughout the organization
b. Determine the sequence and interaction of these processes
c. Define and communicate the responsibilities and authorities of all persons
d. Ensure all processes within the quality management system are monitored,
controlled, suitable, and effective by determining, collecting, and analyzing
appropriate data
e. Evaluate the data to determine where continual improvement of the effectiveness of
the quality management system can be made.

Process Monitoring and Control

Each organizational unit is planning, implementing, controlling, monitoring, measuring,
and analyzing its processes, and effectively ensure that new and existing processes
continuously produce material, product, and/ or service within Company specifications;
and which meet applicable laws and this standard. Planning of processes has been
consistent with the overall requirements and objectives of the quality management
system. The process monitoring and control procedure has been documented for
processes that affect the achievement of conformance by material, product, or service to
applicable laws or Company requirements. The process monitoring and control procedure
has included:
a. Compliance to applicable laws;
b. Assurance of required equipment process capabilities;
c. Conformance to Company requirements for process monitoring;
d. Conformance to Company requirements for process approval;

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 e. Implementation of HACCP program and prerequisites:
f. Determination of effectiveness criteria;
g. Designation of the responsibility for process monitoring and control;
h. Determination of applicable statistical techniques and the extent of their use;
i. Specifications and/or other documentation that describes the characteristics of the
product;
j. Work instructions, as necessary;
k. The use of suitable equipment;
l. The availability and use of monitoring and measuring devices;
m. Conformance to Company requirements for release, delivery and post-delivery
activities.
Records of these activities (when they occur) are maintained. Where product or process
performance does not meet Company requirements, appropriate corrective actions are
taken.

Infrastructure and Work Environment

Each organizational unit has determined, provide, and maintain the infrastructure needed
to achieve conformity to product and service requirements. Maintenance procedures,
including routine, preventive, and corrective maintenance, needed to achieve product and
process requirements has been documented. Records of maintenance have been
maintained.

5) Design and Development

Design and Development Planning
The organizational unit is planning and controlling the design and development of
product and other process outputs.
Design and development planning has determined:
a. Design and development stages
b. Review, verification, and validation those are appropriate to each design and
development stage
c. Responsibilities and authorities for design and development.

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

6) Incident Management and Crisis Resolution (IMCR)

Each organizational unit has develop and implement an Incident Management and
Crisis Resolution (IMCR) procedure to prevent and manage incidents or situations
effectively in a manner that protects their 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 has been 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 was established and 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
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;

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 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;
h. Review of the IMCR procedure by management for effectiveness at least every
six months. Records of this procedure review must be maintained.

Each level of the organization must maintain a key contact list, which includes 24-hour
per- day phone numbers. The key contact list must be current and must include interfaces
to the next level up and down within the Coca-Cola system.
Management must provide an effective mechanism for incorporating incidents into the
corrective and preventive action system, as appropriate.

7) Training
Each organizational unit has identified and documents 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 include:

a. Compliance with applicable laws. Where conflict between Company requirements

and applicable laws exists, the most stringent apply;
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).

8) Audit

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Each organizational unit has implemented 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 have been conducted at planned intervals. Each organizational unit
responsible for oversight of other organizations contracted to manufacture and distribute
trademarked products has implemented a procedure for performing external audits on
these same organizations. The audit procedure includes:

a. Determination of persons responsible for conducting audit activities, including

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.

9) Consumer Responses and Customer Satisfaction

Determination of Contractual Requirements
Each organizational unit has identified the requirements of each order or contract.
These include:
a. Requirements specified by the customer including the requirements for delivery
and post-delivery activities
b. Requirements not stated by the customer but necessary for specified or intended
use, where known

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 c. Applicable laws related to the product;
d. Any additional requirements determined by the organization. Each organizational
unit has stipulated the communication channels for inquiries, changes, and
amendments to orders and/or contracts.

Customer Satisfaction
Each organizational unit has implemented a procedure for measurement and analysis of
customer satisfaction data against established customer requirements and expectations
and takes actions to ensure they are met. The customer satisfaction procedure has
included at least one proactive method of the units choosing for capturing customer
perceptions.

10) Continual Improvement

Each organizational unit has continually improve the effectiveness of its quality
management system using the business plan, quality statement, objectives and metrics,
audit results, analysis of data, corrective and preventive actions, and management review.
Continual improvement of the overall performance, efficiency, and effectiveness of the
organization demonstrates continual improvement of the effectiveness of the quality
management system.

Corrective Action
Each organizational unit has implemented a corrective action procedure that ensures
action is taken to eliminate the cause of nonconformities in order to prevent recurrence.
Corrective actions have been appropriate to the effects of the nonconformities
encountered. A documented procedure has been 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 has establish criteria to determine what deviations require action
d. Determining and implementing action needed
e. Tracking the status of action until completion
f. Records of the results of action taken;

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 g. Reviewing effectiveness of corrective action taken;
h. 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.

Preventive Action
Each organizational unit has determined preventive actions, and implements 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 have been appropriate
to the effects of the potential problems. A documented procedure has been established
that includes:
a. Determining potential nonconformities and their causes;
b. Evaluating the need for action to prevent occurrence of nonconformities;
c. Determining and implementing action needed. Not all potential deviations require
action through the preventive action system. The organizational unit has
established 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.

Awards and Achievements of Coca-Cola

Coca-Cola Beverages INDIA Ltd. (CCBIL) has been honored with the prestigious
National Quality Awards 2013, in the Large Scale Manufacturing Category.

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The Coca-Cola
Company takes quality control very seriously and they are committed to manufacturing
all their beverages with world class technology and quality standards. This award is a
testament to their commitment.
The INDIA National Quality Award is an annual award to recognize INDIAN
organizations that excel in quality management and quality achievement.

Certifications Coca-Cola INDIA has been certified with,

FSSC 22000:2010 (Food Safety Standard)
ISO 9001:2008 (Quality Management System),
ISO 14001:2004 (Environment Management System),
BS OHSAS 18001:2007 (Occupational Health & Safety System),
PAS 220, and
TCCQS-E3 quality standards.

The Coca-Cola plant in INDIA has a state-of-the-art electronic empty bottle inspectors
and bottle washer equipment to ensure that no foreign substances enter Coca-Colas
products during the bottling and packaging processes inside the plant. The plant also
ensures high quality checks and robust processes including undergoing Total Productive
Maintenance (TPM) processes and adhering to processes by the Japan Institute of Plant
Maintenance (JIPM) to ensure consistent performance. The plant also uses a fully
equipped water treatment plant using multi barrier technology producing water at highest

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standards which is then used for manufacturing the beverages. The plant also has
stringent process to treat the waste water. The water goes through several cycles of
treatment, such that it meets the companys norm of effluent discharge, which in
evidenced by sustenance of aquatic life as well as local Government norms for discharge.
Further to this, the plant uses ultra-filtration technology followed by scale removal
through Nano technology to use treated waste water for non-production purposes
Sustainable and responsible. The Coca-Cola Company has ensured great taste and quality
in each of its products.

Findings
Coca-Cola has very effective and efficient quality management system.
Since 1995 Coca-Cola maintains their own quality management system. It gives a
better complied quality management for their operations instead of common
quality management principles.
Coca-Cola system has more than 900 bottling plants worldwide under same
quality management system. Place to place variations of human resource behavior
can make disturbances to the uniqueness of TCCQS.
Some stated lines of TCCQS bring additional cost to the organization
At the practical level, company has to implement some points of TCCQS as rules.
Tough regulations and practices can make employee dissatisfaction.

Recommendations

Since they implement their own quality control system, new employees can be
unaccustomed with it. To overcome this every plant should be conduct necessary
programs to make relationship between quality system and fresh employees.
Their globalized quality management system should have extensions to match
with local work conditions. These adjustments should do inside the basic frame of
TCCQS.
Company should get necessary actions to avoid employee dissatisfaction at
implementation of tough points of TCCQS.

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 Company should improve some quality points as a normal quality practices
instead of regulations.
TCCQS made to match with global quality system. At global level organization
plants spends huge cost to maintain quality system regardless of other factors.
Coca-Cola global takes it as values added spend. But at local environment, plant
cannot spend same amount of cost to quality system like as other huge plants in
the world. Local plant should identify and get maximum value from TCCQS at
dependable cost.

Conclusion

Based on the findings of this report, it seems that Coca-Cola has an efficient and
productive quality management system. The global presence that Coca Cola has means
that its quality system needs to maintain a high level of consistent products which meets
the standards expected by its consumers worldwide. This report shows that the system in
place enables Coca Cola to measure all parts of the production process with large success.
This is reflected in the Company's Global Product Quality Index rating which has
consistently reached 94%. The effectiveness of this system allows for the organization to
profit by creating image of world class quality master. Without this quality system in
place, Coca Cola may have found it tougher to penetrate international locations. One
important aspect to Coca Cola is their brand image and this quality system does its best to
promote this image providing checks throughout the production process. Other ways in

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which Coca Cola tries to increase its social standing is by adopting sustainable
approaches to environmental initiatives. These factors are important to maintaining
quality in the design and development of new products, packaging, production processes
and factory facilities. However, the recommendations suggested provide Coca Cola with
some areas to consider. Continuous improvement throughout the organization could offer
some ideas about these issues which could maintain or improve upon the current product
quality index rating. Nonetheless the current system in place seems to be extremely
effective and allows Coca Cola to distribute its products on a global scale producing
consistently high products with rare cases of defection. It is clear that the system has gone
through various transformations that have improved the way in which quality is managed
and without these changes, customer demand would struggle to be achieved.

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 BIBLIOGRAPHY

www.cocacola.com
www.google.com
www.wikipedia.com
Business world
Business today
Times magzine
Economics times News paper
Times of India

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