Charting Training v01

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Sales of Groglets have doubled in the last five years

McKinsey standard elements

Source: McKinsey

Message Title

Interpretation ofdata (handoutonly)

SourceAllows use ofother sources

FootnoteComments onparticularelements ofexhibits

Exhibit TitleDescription ofexhibit content

LegendDefinition ofshadings/colors

StickerQualification ofcontents


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Whats to be achieved

Source: McKinsey

Sales are steadily increasing

4

Workin

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SALES

$ Millions

Source: McKinsey

0

100

200

300

400

500

Jan Feb Mar Apr May Jun Jul Aug

One clearmessage per

exhibit

Simplicityand consistency

in format

"Less isalways more"

Messageand contents

conform

Readability


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Component

Comparison

... the size of in-dividual componentsmaking up the total(share of , percent of )

Shows ...

Our company has a marketshare of less than 10%

Example

Pie

Bar

Column

Line

Dot

Compo-nent Item

Fre-quency

Correla-tion

Timeseries

The process in action

Which chart type for which comparison?

Source: McKinsey


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Comparison

Shows ...

Example

Item

... ranking of individualitems in a group by size(biggest/smallest, bigger/smaller than, equal to, inn-th position)

In terms of RoI ourcompany is in fourth place



Source: McKinsey

Pie

Bar

Column

Line

Dot

Compo-nent Item

Fre-quency

Correla-tion

Timeseries


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Comparison

Shows ...

Example

Time series

... change over time(rising, growing, falling,changing, fluctuating,remaining steady, sinking)

Sales have increasedconstantly since January



Source: McKinsey

Pie

Bar

Column

Line

Dot

Compo-nent Item

Fre-quency

Correla-tion

Timeseries


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Comparison

Shows ...

Example

Frequency

... how often a specifiedobject appears in anumber of consecutive,equally sized categories(concentration, distribution,

frequency, range)

The salary level is highestin the age group of 51 to 55



Source: McKinsey

Pie

Bar

Column

Line

Dot

Compo-nent Item

Fre-quency

Correla-tion

Timeseries


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Rules for creating charts

Source: VMS

Design rules Consistency (same elements for same

meaning, same elements should be samesize, should be placed the same, etc.)

Balanced layout (optimum white spaceand font size) Central position of chart content (relative

to slide)Accuracy (alignments, double check titles,

activate spell checker)


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Agenda

Instructions for VGI and Team

Template

Appendices

Sample charts

Other Avoid two lines per bullet

in table of contents Make box wider to make

sure one line only

Appendices in italics andnot in bold


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Colors used in this format keep if client hard color set, apart from thatMcKinsey U-Template applies

1st fill

2nd

fill

3rd fill

4th fill

Fill colors

Do not forget to change font color to whiteor it will not show correctly when printednor on an onscreen slideshow


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Sample exhibit page with sample charts

Note: National Health and Nutrition Examination Survey

Source: If you do not have a source for a page add placeholder as reminder

Legend follows typicalMcK format

Prevalence and trends, U.S.Percent

Footnotes are 12 point fontsize or smaller; 1 point fontsize smaller than main bodytext on page

Legend 1

Legend 2

Legend 3

Legend 4

3

5

4

22

5

2

5

3

20052003 04

Use 2nd fill color if you want tohighlight part of chart

19

2457

C

BA

Unit of measure is 16

point font size, leftaligned, sentence case

STICKERSStickers above legend


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An example of how we will number the groups and align their top-level and also footnote alignment

* Business Rationalization Program was executed after San Miguel Corporation (SMC) took over CCBG with primary mission of reducingFTE

** Based on bottom-up payroll data for regular and casuals and estimated split of labor vs. non-labor cost for third party contractors

Source: Client data; client interviews; team analysis and estimates

ESTIMATES

From unclear due diligence findings to a more transparent view post-acquisition

B BLabor costs unclear at ~USD60-100m

Various sources during due diligence wereinconclusive as to real FTE labor costs

Total labor cost estimated at ~USD98m**

CCBPI regular employees account for morethan 70% of the cost

34% of labor cost resides in sales (despite30% decrease of sales volume)

27% in logistics

A AIdentified ~7,000 headcount

No clear picture regarding core vs.non-core activities

In-house vs. outsourced unknown

Identified total >19,000 FTE

Almost 3 times as many FTEs compared todue diligence

No net FTE reduction since 2002 despite SanMiguel BRP restructuring initiative*

Annual sales volume dropped by ~30% from2001 to 2006, while FTEs increased by 4%

C CNo clear perspective on org structure

Layers of hierarchy and span of control athead office or in the field were not clear

More transparent view on FTE distribution

between HO and field

417 FTEs in HO (~2% of total FTE)

PhilBev HO oversized relative to revenues:

12% of revenue, 35% of HO FTE


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19

25

37

10

14

2 19-21

25-35

37-51

This is an example of how we will layout data, with the headers bold andunits in normal font

Headcount savingsestimateUSD millions

* Range of percentage reduction applied to different people-related cost bases/payroll mix

Source: HR database; 2006 MOR; team analysis

Benchmarkingapproach

Merger synergy

Step-wise

changes

Global bottler

productivity

benchmark

Description

Apply percentage savings by function,based on bottle merger experience

Uses bottling benchmarks from Europe,Africa, and Latin America

Apply 4-step improvement based onglobal experience Pure fat removal Processes improvement Manager to staff ratio rationalization Network optimization

Conduct benchmarking exercise usingsales volume per FTE as the driver torationalize the number of FTE functionby function

Use benchmarks from three bottlers

Potential FTEreductionPercent

20-22

25-36

53-63

1

2

3

Further detail providedPercent, USD millions


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KEY CSAG TOPICS

Key topics Decisions/support needed

1. Performance update

2. Friday kickoff meeting

3. DSL trouble index metrics

N.A.

N.A.

Provide inputs

Diff t k f tifi ti ill th ti d l t f


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Transformation improvement expert MasterBlack Belt

In-depth, value stream design knowledge Improvement is their only/main task Provide advices and knowledge management

Change agent Green Belt

Lean knowledge and experience Core basic improvement skills Project management and instruction skills Sub stream owner

Team member Yellow Belt

Team member of specific projects Understanding improvement skills Have relatively strong subjective initiative

Top management

Mid-levelmanagement

District head

Supervisor

Technician

Expert

Change agent

Project leader

Team member

Transformation project leader Black Belt

In-depth, professional lean knowledge

project owner Professional instructor with training andcoordination skills

Different ranks of certification will ensure the continuous development ofpractical lean talents


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Charting Training v01

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