Process-based approach

The process-based approach is one of the main principles behind the

normISO 9001. So the first step before moving forward is a
certification is to identify the processes that take place within our
organization.
We call a process a set of interrelated activities or
that interact with each other and transform inputs into products. That set of
activities require the allocation of a series of resources such as
people and materials.
We can divide the most common processes in an organization into three groups:

Basic and Support Processes: processes that provide added value, to

through which we create the products that meet the needs of the
client.
Management Processes: processes of planning and provision of resources
necessary to carry out the Basic and Supporting Processes as well as the
monitoring and measuring the overall performance of the management system of the
quality and customer satisfaction.
Outsourced Processes: processes that are necessary for the system of
quality management of an organization and plays an external part.
Identifying the processes within an organization: the first step to
certify #ISO9001
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To better understand what those might besprocesses, let's see some
examples of some that are common to many organizations:
Basic and Support Processes

Within this group of processes, we can identify processes such as:

Sales Process. Selling also involves carrying out a process and a

sequence of activities that in its most simplified version go from the
introduction in our system of a customer's order until delivery of
product/service.
R&D process. It is the process of designing and developing a new
product/service according to the requirements of our clients or to a
market research.
Supply Process of Products and Services. It is the main process for the
that we create value for our clients, for which we produce a good or service
intended to meet the needs of our customers.
Procurement Process. The process we carry out to acquire or
gather all the necessary resources to be able to carry out the different processes of
Supply of Products and Services.
Storage Process. Process we follow to store both the
finished products as well as the necessary raw materials for production.
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Management Processes

Responsibility of Management. It is the process through which it is defined

responsibilities, policies and strategies of the organization.
Resource Management. It is the process by which the management responsible for
high level provide financial resources and other resources (for example,
human resources) in order to ensure that other processes are carried out.
Measurement, analysis, and improvement. Processes through which those responsible for
Management or Administration of the organization validates the requirements of the
product/s, the processes that take place within the organization, the
system that is followed to manage quality and the procedures in place
to ensure continuous improvement.
Outsourced Processes

The following are processes that organizations frequently outsource:

Marketing and Market Research. Processes that are followed to discover

new customer needs and how to provide them with a solution.
Transport. Process of delivering products to a customer.
Accounting. Processes that collect activities related to
to record the incoming and outgoing money in an organization or company.
Equipment maintenance. Processes and procedures that are implemented.
with the aim of maintaining and repairing the equipment used in production and
prevent it from being affected by a malfunction.
Software for NCH ISO 9001

Once we have identified which processes take place within

from our organization, it can be of great use to us when managing
an ISO certification requires a Quality Management System based on
NCH ISO 9001 standard as theSoftware ISOTools Excellence.
DEVELOPMENT
SUPPORT ACTIVITIES: STRUCTURE.
The Coca-Cola company uses the global geographical structure to carry out
cabin a multidomestic strategy. The multidomestic is a type of strategy in
the decisions of the company are decentralized, in this way, it
they can face cultural differences. The company operates using a
structure of management consisting of five geographic groups, these are:

North America (USA and Canada)

Latin America (Central and South America)

Middle and Far East (countries of the Middle East up to India, China, Japan)
Australia

Europe (from Greenland to Russia)

Africa (including 50 countries in Africa) Through this multidomestic strategy, the

Coca Cola company can run a global business while maintaining an approach
multilocal. At the heart of this approach lies the system of
bottlers, in which the company produces beverage concentrates and
The bottlers manufacture the final product. The company also distributes its
products to independent bottlers

Value Chain of Coca Cola Company 4

Supply Chain
keeps a group of bottlers in THE COCA
COLAENTERPRISES, of which he owns 42% of the shares.
R&D and product designs.
With the invention of Coca-Cola in 1886, a product was created with
unique characteristics, which has allowed it to endure over time and differentiate itself from
the other soft drinks. Due to the unique flavor and quality characteristics it has
Coca Cola consumers pay an extra. The Coca-Cola Company also
its flagship brand also has other recognized brand products, such as
son Fanta, Sprite, Fruitopía. A clear example of research into new
The products are Diet Coke, which was developed after losing market share to Coca-
Pepsi's support at the end of the 70s. Diet Coke was launched in 1982.
and a year later it was the best-selling light drink. Although The Coca-Cola
The company has successfully developed new products, we have a clear example of
failure in the development of the New Coca-Cola in the mid-80s, which,
having passed the tests, when presenting it to the public, the reaction of the
consumers was against expectations and had to be resold
Traditional Coca-Cola, known as Coca-Cola Classic.
HUMAN RESOURCES.
According to the company, its employees are a very important resource and are
the ultimate responsible ones in the company. The Coca-Cola Company has a
continued commitment to training and the creation of a free workplace
of discrimination and fatigue. In this way, their employees can provide to the
product the desired quality. The company provides the training and
necessary tools to face a changing market and to
better meet the needs of customers.

Value Chain of Coca Cola Company 5

Supply Chain
ADDRESS.
The Coca-Cola Company has always had a leadership that pursues the
identification of their products with quality, to differentiate themselves from their competitors.
competitors. In addition, Coca-Cola's management always seeks to be a leader and has
a broad view of the market, taking total consumption as the target market
of fluids of the human race. An example of this is in Project Infinity that
try to make the most of the endless growth opportunities of
market. This phase of the value chain, The Coca-Cola Company
It is supplied with quality raw materials, which impacts the final quality.
of the product.
PRIMARY ACTIVITIES PRODUCTION.
As has been said before, at the heart of the multifocal approach is
find the bottling system used by The Coca-Cola Company.
The company is dedicated to manufacturing beverage concentrates and bottlers.
they manufacture the final products (approximately 68% of the production)
concentrates are sold to bottlers, the rest is sold to the hospitality industry.
DISTRIBUTION.
The products are distributed by bottlers or, as is the case in a large part
from Europe, distributors are used. It must be said that not all products of
The Coca-Cola Company is in all countries, as the bottlers
they determine availability based on consumer demand and others
market factors, such as culture.
SALES.
With the Infinity project, The Coca-Cola Company aims to make the most of
the sales possibilities of its products and market growth. And
as a consequence of this, the final consumer has the possibility of
acquire Coca-Cola products anywhere.

Value Chain of Coca Cola Company 6

Supply Chain
MARKETING.
One of the company's greatest resources (if not the most important) is
your brands. And to maintain them, The Coca-Cola Company has been one of
the precursors of large-scale advertising and today invests large sums
money worldwide to record your brand and product image of
quality in people's awareness.

We can summarize the differentiating elements as follows:

Multilocal approach.

Product and brand of Coca-Cola.

Design of new products.

Search for quality, through:-

the address

the employees

the production

the supply.

Advertising that enhances brand image and product quality.

Ease of acquisition of products by the end consumer.

Value Chain of Coca Cola Company 7

Supply Chain
APPLICATIONS Conclusion.
In conclusion, the Value Chain is presented as a systematic approach and
scientific approach and representation of reality and, at the same
time, as a guidance towards a stimulating practice for forms of
multidisciplinary work of critical, reflective, analytical, dynamic thinking and
permanent construction.
Bibliographic References.

[Link]
Quality manual of the company Coca Cola FEMSA.

1. Company presentation. Coca-Cola FEMSA (KOF) is the largest public bottler.

of Coca-Cola products worldwide in terms of sales, representing one out of every

ten Coca-Cola products sold worldwide. Serves over 346 million consumers

in nine countries of Latin America and the Philippines, through a network of over 2.9 million

points of sale and over 100 brands of soft drinks and non-carbonated beverages.

2. Statement of the direction. Our goal is customer satisfaction; therefore, the high

management wishes to establish a quality policy through the implementation of a system

of quality that enables us to meet the required standards in the

ISO-9001-2005 standard and also by the client.

Josh Alberto Jures RojasDirector06/07/14

3. Scope and Applicability.

The quality system of Coca Cola FEMSA applies to:

Packaging of the 10 different types of soft drinks in the industry in general

Chapter 7.3 of the ISO-9000-2005 standard Product Design and Development is excluded due to

that the Coca Cola Company provides us entirely with the product design.

3.1 Reference and terminology. Client Worker, company, employer, internal client (within

from the training organizations themselves), organization or group of companies that requests

a training service. The Competent Authority can also be seen as a

client. Labor Competence Ability of a person to perform activities

what constitutes a job function, in a real work context, according to the standards and

quality expected by the productive sector. These are defined by the productive world, it

refer to knowledge, skills, and attitudes, and are evaluated in the workplace. Skills

Skill and precision necessary to carry out the tasks specific to an occupation,

agreement to the degree of accuracy required.

Process A set of mutually related or interacting activities to transform

supplies in results. Service result of activities or processes.

Quality management system.
4.1 General requirements

4.1.1 Process Approach

The management of Coca Cola FEMSA has analyzed all management systems.
the quality of the company and has determined the following distribution of processes:
[Link] Operational Processes

The general processes for the proper functioning of the company are:
Production process
Commercial process
Purchasing process
Logistics process
[Link] strategic processes

The following processes are processes that fall under the direction of the
company and its improvement
Continuous improvement process
Quality process
Engineering process
Environmental process.

[Link] Help processes

Training process
Maintenance process

4.1.2 process map

In this diagram, the interrelationship in the different processes can be seen.
listed in the previous part. 4.1.3 supplement In the case of subcontracting
completely some of the previous processes, Coca Cola FEMSA does not remain
exemption from the responsibility of meeting customer requirements.
4.1.3 Supplement
In the case of fully subcontracting some of the previous processes, Cica
Coca-Cola FEMSA is not exempt from the responsibility to meet the requirements of
client

4.2 Documentation Requirements

.4.2.1 Generalities
Coca Cola FEMSA has developed the documentation of the SGC, which includes:

Documented statements of the policy and Catalog of Objectives.

Documented procedures required by the standard
Necessary documents to ensure planning, or
Effective operation and control of processes.
Required records by the standard

4.2.2 Quality manual.

Coca Cola FEMSA has developed a quality manual that includes:
The scope of the quality manual

Exclusions
Established and documented procedures that meet the requirements
from the ISO 9001-2008 standard.
A description of the interaction between its processes
4.2.3 document control.
The organization has established a documented procedure called
Document and Record Control Procedure that defines the controls
necessary for:

A) approve the documents regarding their suitability before their issuance,

b) review and update the documents when necessary and approve them
again)
C) ensure that changes and the current review status are identified
the documents
,d) ensure that the relevant versions of the applicable documents are
they are available at the points of use
e) ensure that documents remain legible and easily
identifiable
F) ensure that external source documents are identified and
controls its distribution,
g) prevent the unintentional use of obsolete documents, and apply a
Proper identification in case they are maintained for any reason

.4.2.4 control of records Coca Cola FEMSA with the purpose of ensuring that the
records are established and maintained clearly and that allow
providing objective evidence of the requirements of the standard, has developed
the Procedure for Document and Record Control. This procedure allows
that the records remain legible, easily identifiable, and recoverable,
through a storage control, portion, identification, time of
retention and disposition of them

5.
Management responsibility
5.1 Management Commitment
TheGeneraM
l anagementoftheCoca-Coa
lFEMSA(KOF)companyprovd
iesevd
ienceotsfi
commitment to the Quality Management System and continuous improvement through:
• A permanent communication to the organization about the importance of complying with
The client's requirements, applicable legal requirements to the organization's business, thus
as required by the ISO 9001:2008 standard.
Establishing now
Ensuring compliance with the Quality Policy.
•Establishing and ensuring compliance with the Quality Objectives.•Performing
managerial reviews, with a determined frequency and ensuring the
Availability of resources.
5.2 Customer Focus
Managementensuresthatheexpectao
tinsandrequriementsoftsice
ilntsared
i ene
fti d,
analyzed and attended. In addition, CAS conducts direct surveys with its clients to capture
perception of service and improve its processes, with the purpose of creating permanent links
the approach to the client is covered by:
Sales Procedure

5.3 Quality Policy

Themanagemeno
tC
f oca-CoalFEMSA(KOF)hasgenerae
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theorganziao
[Link]
i esaframeworkforourpersonneltoestabsilhand
review the objectives. The policy has been published and communicated to all personnel

Our Quality Policy encompasses the commitments to our clients and ensures that
Our services comply with the Quality Management System (QMS), as detailed.
continuation: Consumers around the world trust that the Coca-Cola Company
At all times, we offer refreshing products of unquestionable safety and high quality.
Quatyilsievdi entn
i eachofouraco
tinsandaccompane i susn i everythn
i gwedo.
We make. Each person within the Coca-Cola system takes on their mission with seriousness and works.
tirelessly to ensure that our system keeps its promise to deliver
quality products and services. We believe that quality is the cornerstone of our success.
because it is an integral part of our legacy; inherent to this belief is our dedication
to our gold standard: "Perfect product, reliable anywhere." The nature
globally our business requires that the Coca-Cola system and its supply chain
they rely on the highest standards and processes to achieve unique products and
consistent quality in the service that ranges from the design of our products and their
packaging until the purchase of our ingredients, going through our bottling,
distribution and marketing of products. Through the implementation of management systems
ofquatiyl,weensurecompa ilncewtihappcilabe
l regua
l to
i ns,aswea l swtihthe
internationally recognized standards and specific requirements of Coca-Cola through
supply chain demonstration, from beginning to end.
5.4 Planning

5.4.1 Quality Objectives to materialize their policy management

Coca-Cola FEMSA (KOF)
hasestabsilhedQuatyilObe
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they were trained and published, these allow us to develop our services according to
[Link] the compliance of this in ourQuality Management System
we have the definition of Quality Objectives with their respective goals to achieve
.
5.4.2 Planning of the Quality Management System
TheManagement
Coca-Cola FEMSA (KOF)
haspa
l nnedtheSGCwth i theam i ofmeen tigthegvienrequriements 4.1 keep it
integrated Quality Management System. 5.5 Responsibility, authority and
communication5.5.1Responsibilityandauthority
Coca-Cola FEMSA (KOF) has defined the responsibilities and functions for each position.
business through cargo profiles and the procedural instructions. These
Responsibilities are known and understood by all personnel. Management also has
define a functional organizational chart of the company, whose objective is to acknowledge the authority
what corresponds to each position.

Representatives of the management

Themanagemeno
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tfecompanyo
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,ndmania
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ThenecessarySGCprocesseshavecreatedtheposo
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f' anagementRepresentavtie.'
who have been assigned responsibilities and authorities to have free access to everyone
the company's levels in terms of quality with the aim of:
•
Ensure that the QMS processes are established, implemented, and maintained.
Inform the management regarding
oth
feperformanceoth
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i,cu
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igtheneedsfom
ri provement.
Maintain the information regarding the needs and requirements of
Client.
5.5.3 Internal Communication
The objective is to ensure adequate internal communication between the different levels.
functions within the organization, and externally with clients and suppliers have been established a
Communication Plan. The minimum elements to communicate internally are the policy,
objectives
5.6 Management review
As part of scheduled formal meetings, Coca-Cola FEMSA (KOF) management carries out
management review of the SGC, in order to ensure the effectiveness and relevance of the policy, the
objectives
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[Link] OF RESOURCES