QUALITY MANAGEMENT SYSTEM

QUALITY MANAGEMENT SYSTEM

NATIONAL INSTITUTE OF BUSINESS MANAGEMENT

HIGHER DIPLOMA IN BUSINESS MANAGEMENT_____________________________________________________________________ HDBM 13.1QUALITY MANAGEMENT (HDBM 2423)_____________________________________ GROUP ASSIGNMENT Submitted To: Mrs. Pavithra Wickramasuriya Submitted by:Kushara M.H.J. - HDBM-G-13117Liyanage D.R.U. - HDBM-G-13118Medagoda T.M. - HDBM-G-13122Maduwanthi A.W.N. - HDBM-G-13124Ruwangi H.A. Tharushika- HDBM-G-13135Withanawasam A.S.U. - HDBM-G-13149

Submission Date: 29 July 2014_____________________________________

NATIONAL INSTITUTE OF BUSSINESS MANAGEMENT

CONTENTIntroduction....Error! Bookmark not defined.MethodologyError! Bookmark not defined.Introduction to the companyError! Bookmark not defined.What Is a Quality Management System..Error! Bookmark not defined.Kaizen Theory...Error! Bookmark not defined.5S Theory................................Error! Bookmark not defined.The Coca Cola Quality System.Error! Bookmark not defined.The Coca-Cola Quality Statement...........Error! Bookmark not defined.Explanation to TCCQS.Error! Bookmark not defined.Awards and Achievements of Coca-Cola....Error! Bookmark not defined.Findings.....Error! Bookmark not defined.Recommendatins....Error! Bookmark not defined.Conclusion..................................................Error! Bookmark not defined.

ACKNOLEDGEMENTThe success and final outcome of this project required a lot of guidance and assistance from many people and we are extremely fortunate to have got this all along the completion of our project work. Whatever we have done is only due to such guidance and assistance and we would not forget to thank them.We respect and thank Mrs. Pavithra Wickramasuriya, Quality Management consultant at NIBM for giving us an opportunity to do the project work in Marketing Management subject area and her unlisted encouragement and more over for her timely support, suggestions and guidance during this project work. We are extremely grateful to her providing such a nice support and guidance.Also, we would like to take this opportunity to thank to the Division of Management Development of National Institute of Business Management for offering this module, Marketing Management. It gave us an opportunity to participate in industry visit and learn about the marketing process of selected company. In addition, we would also like to thank to Mr. Hemantha Balasuriya at Human Resource department and staff of Coca-Cola Beverages Sri Lanka Ltd. (CCBSL) which provide us valuable information as the guidance of our project.We are thankful to and fortunate enough to get constant encouragement, support and guidance from all teaching staffs of National Institute of Business Management which helped us in successfully completing our project work. Also we would like to extend our sincere regards to all the non-teaching staff of NIBM for their timely support.Our thanks and appreciations also go to our colleague in developing the project and people who have willingly helped us out with their abilities. Finally, we are forever indebted to our parents for their understanding, endless patience and encouragement when it was most required.

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. Sri Lanka today stands on the verge of success and prosperity. With the permanent peace to the country in May 2009, the Sri Lankan 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 Sri Lanka 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.

Methodology

Our report is a depth analysis of the quality management system of a well-established company in Sri Lanka. The company we choose is Coca-Cola Sri Lanka 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 Sri Lanka at Biyagama.On 21st of July 2014, we visited the factory and office situated in the Biyagama. Mr. Hemantha Balasooriya warmly welcomed us, and we were directed to the Ms.Theekshani, 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.

Introduction to 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. 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 ColaCokes 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 colaThe 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.

Coca Cola Sri LankaCoca Cola Beverages Sri Lanka Ltd (CCBSL), located in Biyagama, is the only Coca Cola bottling plant in Sri Lanka. 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 Sri Lanka 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.

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 pillarsThe three pillars of Kaizen are summarized as follows: House keeping Waste elimination StandardizationTo 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 organizationAnother 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 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 thingsKaizen 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.

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 out2. Standardize and share information3. Set in order4. Sustain the improvements made5. Shine and inspect through cleaning. Sort (Seiri) Separating the wanted and unwanted

Junk & WasteRepairableWanted Items

Repair

No Use

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.

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 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; 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 ControlEach 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 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 ModelThe 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 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 PlanningEach 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 PlanningTop 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.

2) Management Responsibilities Management CommitmentTop 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.

ResourcesTop 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 StatementTop 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;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.

CommunicationTop 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 ReviewTop 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;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 ControlEach 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 systemb. Protocols for creation and approval of documents prior to issuec. Review, updating as necessary, and preapprovals of documentsd. Identification of changes and the current revision statuse. 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 ManualEach 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 exclusionb. The documented procedures established for the quality management system, or reference to themc. A description of the interaction between the processes of the quality management system

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

Process Monitoring and ControlEach 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;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 EnvironmentEach 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 PlanningThe 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 stagesb. Review, verification, and validation those are appropriate to each design and development stagec. Responsibilities and authorities for design and development.

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 andCrisis 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;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) TrainingEach 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) AuditEach 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 RequirementsEach 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 activitiesb. Requirements not stated by the customer but necessary for specified or intended use, where knownc. 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 SatisfactionEach 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 ImprovementEach 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 ActionEach 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 nonconformitiesc. 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 actiond. Determining and implementing action needede. Tracking the status of action until completionf. Records of the results of action taken;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 ActionEach 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 Sri Lanka Ltd. (CCBSL) has been honored with the prestigious National Quality Awards 2013, in the Large Scale Manufacturing Category.

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 Sri Lanka National Quality Award is an annual award to recognize Sri Lankan organizations that excel in quality management and quality achievement.

Certifications Coca-Cola Sri Lanka has been certified with, FSSC 22000:2010 (Food Safety System) 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 Companys production facility in Biyagama has been awarded by the Coca-Cola India & South West Asia Business Unit (INSWABU) as being amongst the top 60 plants in The Coca-Cola System worldwide.

The Coca-Cola plant in Sri Lanka has a state-of-the-art electronic empty bottle inspectors and bottle washer equipmentto 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 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. 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 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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