INDEX INTRODUCTION OF INCENTIVE PLANT ITRODUCTION OF COCACOLA COMPANY Objective of incentive plan Eligibility for incentive plan

Incentive Plans of coca cola company Plant Efficiency Mechanical Effeciency Total Productive Maintenance (TPM) Forklift Daily Check List

INTRODUCTION OF INCENTIVE PLANS

Incentive plans are part of an employee's compensation or pay. The incentive plan gives an employee the opportunity to increase his annual pay based upon either company performance or individual performance. Incentive plans are a way for companies to keep employees motivated to perform to the best of their abilities, thus increasing company profit. The company follows 2 types of incentive plans:Individual incentive plans Companies use individual incentives as a means to motivate employees by providing them the opportunity to earn additional income. Incentives often take the form of cash, but they can also be paid in the form of a product or a family vacation. In some cases, incentives can make up the bulk of an employee's income, such as a salesperson who is compensated on a commission basis. Individual incentive plan in coca cola company is depends upon the presenty of employees i.e. if an employee attends the whole month without failure i.e. 26 days then he will be able to get the incentive of Rs. 500/If he is absent only for 1 day in a month then he will be able to get the incentive of Rs.300/-

Group incentive plans Group incentive programs are award programs that deliver lumpsum cash payments, timeoff awards, and/or informal recognition items to groups of employees who meet or exceed preestablished levels of organizational performance. Designing effective group incentive programs can be key to achieving organizational goals. Group incentive programs can cover groups of employees as large as an entire agency or as small as a work unit or team.

Introduction of coca-cola company

The Coca-Cola Company, incorporated in September 1919, is a beverage company. The Company owns or licenses and markets more than 500 nonalcoholic beverage brands, primarily sparkling beverages but also a variety of still beverages, such as waters, enhanced waters, juices and juice drinks, ready-to-drink teas and coffees, and energy and sports drinks. It owns and markets a range of nonalcoholic sparkling beverage brands, which includes Coca-Cola, Diet Coke, Fanta and Sprite. The Companys segments include Eurasia and Africa, Europe, Latin America, North America, Pacific, Bottling Investments and Corporate. On December 30, 2011, the Company acquired Great Plains Coca-Cola Bottling Company (Great Plains) in the United States. During the year ended December 31, 2011, the Company acquired the remaining interest in Great Plains and Honest Tea, Inc. (Honest Tea). In December 2011, the Company acquired an additional minority interest in Coca-Cola Central Japan Company (Central Japan). In September 2012, it acquired approximately 50% equity in Aujan Industries beverage business. In January 2013, Sacramento Coca-Cola Bottling Company announced that it had been acquired by the Company. The Company markets, manufactures and sells beverage concentrates, sometimes referred to as beverage bases, and syrups, including fountain syrups, and finished sparkling and still beverages. Outside the United States, it also sells concentrates for fountain beverages to its bottling partners. The Company sells sparkling beverages and a variety of still beverages, such as juices and juice drinks, energy and sports drinks, ready-to-drink teas and coffees, and certain water products, to retailers or to distributors, wholesalers and bottling partners who distribute them to retailers. In addition, in the United States, it manufactures fountain syrups and sells them to fountain retailers, such as restaurants and convenience stores who use the fountain syrups to produce beverages for immediate consumption, or to authorized fountain wholesalers or bottling partners who resell the fountain syrups to fountain retailers. The Companys core sparkling beverages include Coca-Cola, Sprite, Fanta, Diet Coke / CocaCola Light, Coca-Cola Zero, Schweppes, Thums Up, Fresca, Inca Kola, Lift and Barq's. Its energy drinks include Burn, Nos and Real Gold. Its juices and juice drinks include Minute Maid, Minute Maid Pulpy, Del Valle, Simply, Hi-C, Dobriy and Cappy. The Companys other still beverages include glaceau vitaminwater and Fuze. The Companys coffees and teas include Nestea teas, Georgia coffees, Leao / Matte Leao teas, Sokenbicha teas, Dogadan teas and Ayataka teas. Its sports drinks include Powerade and Aquarius. The Companys waters include Ciel, Dasani, Ice Dew, Bonaqua / Bonaqa and Kinley.

The Company competes with PepsiCo, Inc., Nestle, Dr Pepper Snapple Group, Inc., Groupe Danone, Kraft Foods Inc. and Unilever.

I. Plan Objective

The purpose of the Performance Incentive Plan of The Coca-Cola Company is to promote the interests of The Coca-Cola Company (the Company) by providing additional incentive for participating officers and other employees who contribute to the improvement of operating results of the Company and to reward outstanding performance on the part of those individuals whose decisions and actions most significantly affect the growth and profitability and efficient operation of the Company. The Company intends for the Awards payable to certain Executive Officers under this Plan to be performance-based compensation under Code Section 162(m). 2. Eligibility.

Eligibility for participation in the Plan is limited to those Employees who can make an appreciable contribution to the attainment of overall business objectives of the operating unit for which they work as determined in the sole discretion of the Compensation Committee or the Management Committee. An Employee is eligible to participate in the Plan if 1) the Employee is compensated in an amount at least equal to the minimum salary grade guideline established annually by the Management Committee, and 2) the Employee is recommended for participation in the Plan by his or her immediate superior and is approved for such participation by the operating head of the Employees unit.

INCENTIVE PLANS OF COCA COLA COMPANY

Incentive plans are imperative to the success of an organization because a well-designed employee incentive plan will help motivate employees to reach high levels of performance for the organization. This paper will analyze the incentive plans offered by The Coca-Cola Company. The paper will also evaluate how the incentive plans help the organization achieve its goals and objectives. Functions The Coca-Cola Company is a global company with more than 92,000 employees (The Coca-Cola Company, 2011). The Coca-Cola Company recognizes that its employees are the most valuable

asset and continuing to look for new ways to reinforce performance level. To retain talented employees and officers, the company has numerous effective incentive plans designed to motivate employees to reach higher levels of performance. The company has a written policy for its performance incentive plans identifying the purpose of the plans, eligibility, participation, performance criteria and goals, and the method of payments of awards. According to the CocaCola Company (2011), the purpose of the performance incentive plan is to promote the interests of the company by providing incentives to employees and officers who contribute to the profitability and growth of the company. The company has different methods of awards such as cash (bonus, merit pay), stock option, and stock ownership. Cash awards are awarded to all employees, however, stock options and stock ownership awards are for salaried employees at grade level 10 and above. Another incentive plan proven successful at the company is called the Red Tag Program. The Red Tag Program is a reward and recognition program that recognizes performances (outside of normal day-to-day duties) of employees by giving redeemable points for merchandise. The Red Tag program is a favorite among employees because not every employee outside of the sales department contributes to gross profit or net revenue. In the program, employees are sometimes awarded for recognizing a potential safety hazard instead of increasing profit. The incentive plans are communicated to employees in writing, face-to-face with managers, and the human resources department.

Mechanical efficiency Mechanical efficiency measures the effectiveness of a machine in transforming the energy and power that is input to the device into an output force and movement. Efficiency is measured as a ratio of the measured performance to the performance of an ideal machine:

Because the power transmission system or mechanism does not generate power, its ideal performance occurs when the output power equals the input power, that is when there are no losses. Real devices dissipate power through friction, part deformation and wear. The ideal transmission or mechanism has an efficiency of 100%, because there is no power loss. Real devices will have efficiencies less than 100% because rigid and frictionless systems do not exist. The power losses in a transmission or mechanism are eventually dissipated as heat.

Mechanical Advantage and Efficiency of Machines

By means of a machine, a small force, or effort, can be applied to move a much greater resistance, or load. In doing so, however, the applied force must move through a much greater distance than it would if it could move the load directly. The mechanical advantage (MA) of a

machine is the factor by which it multiplies any applied force. The MA may be calculated from the ratio of the forces involved or from the ratio of the distances through which they move. Ideally, the two ratios are equal, and it is simpler to calculate the ratio of the distance the effort moves to the distance the resistance moves; this is called the ideal mechanical advantage (IMA). In any real machine some of the effort is used to overcome friction. Thus, the ratio of the resistance force to the effort, called the actual mechanical advantage (AMA), is less than the IMA. The less the breakdowns in the machinery the more will be the incentive rate. It incentive rates are flexible depending upon the breakdowns of machinery. The efficiency of any machine measures the degree to which friction and other factors reduce the actual work output of the machine from its theoretical maximum. A frictionless machine would have an efficiency of 100%. A machine with an efficiency of 20% has an output only one fifth of its theoretical output. The efficiency of a machine is equal to the ratio of its output (resistance multiplied by the distance it is moved) to its input (effort multiplied by the distance through which it is exerted); it is also equal to the ratio of the AMA to the IMA. This does not mean that low-efficiency machines are of limited use. An automobile jack, for example, must overcome a great deal of friction and therefore has low efficiency, but it is extremely valuable because small effort can be applied to lift a great weight. Although most machines are used to multiply an effort so that it may move a greater resistance, they may have other purposes. For example, a single, fixed pulley merely changes the direction of the applied force; the pulley may make it easier to lift the load, since a person can pull down on a rope, thus adding his or her own weight to the effort, rather than simply lifting the load. In a catapult an effort greater than the load moves through a short distance, causing the load to be moved through a large distance before being released. As the load is being moved, it picks up speed so that it is traveling at a considerable velocity when it leaves the catapult.

Plant efficiency
The efficiency of a plant is the percentage of the total energy content of a power plant's fuel that is converted into electricity. The remaining energy is usually lost to the environment as heat unless it is used for district heating. Power ratio:If the employee uses minimum power that below 17.5 kw of electricity for production process then he will get the incentive. The incentive rate is fluctuate.

Total productive maintenance (TPM)

Total productive maintenance (TPM) originated in Japan in 1971 as a method for improved machine availability through better utilization of maintenance and production resources. Whereas in most production settings the operator is not viewed as a member of the maintenance team, in TPM the machine operator is trained to perform many of the day-to-day tasks of simple maintenance and fault-finding. Teams are created that include a technical expert (often an engineer or maintenance technician) as well as operators. In this setting the operators are enabled to understand the machinery and identify potential problems, righting them before they can impact production and by so doing, decrease downtime and reduce costs of production. TPM is a critical adjunct to lean manufacturing. If machine uptime is not predictable and if process capability is not sustained, the process must keep extra stocks to buffer against this uncertainty and flow through the process will be interrupted. Unreliable uptime is caused by breakdowns or badly performed maintenance. Correct maintenance will allow uptime to improve and speed production through a given area allowing a machine to run at its designed capacity of production. One way to think of TPM is "deterioration prevention": deterioration is what happens naturally to anything that is not "taken care of". For this reason many people[who?] refer to TPM as "total productive manufacturing" or "total process management". TPM is a proactive approach that essentially aims to identify issues as soon as possible and plan to prevent any issues before occurrence. One motto is "zero error, zero work-related accident, and zero loss".

INTRODUCTION TO TPM TPM is a management process developed for improving productivity by making processes more reliable and less wasteful.TPM is an extension of TQM(Total Quality Management). The objective of TPM is to maintain the plant or equipment in good condition without interfering with the daily process. To achieve this objective, preventive and predictive maintenance is required. By following the philosophy of TPM we can minimize the unexpected failure of the equipment. To implement TPM the production unit and maintenance unit should work jointly. Original goal of total productive management: Continuously improve all operational conditions, within a production system; by stimulating the daily awareness of all employees (by Seiichi Nakajima, Japan, JIPM)

TPM focuses primarily on manufacturing (although its benefits are applicable to virtually any "process") and is the first methodology Toyota used to improve its global position (1950s). After TPM, the focus was stretched, and also suppliers and customers were involved (Supply Chain), this next methodology was called lean manufacturing. This sheet gives an overview of TPM in its original form. An accurate and practical implementation of TPM, will increase productivity within the total organization, where: (1) .. a clear business culture is designed to continuously improve the efficiency of the total production system (2) .. a standardized and systematic approach is used, where all losses are prevented and/or known. (3) .. all departments, influencing productivity, will be involved to move from a reactive- to a predictive mindset. (4) .. a transparent multidisciplinary organization in reaching zero losses. (5) .. steps are taken as a journey, not as a quick menu. Finally TPM will provide practical and transparent ingredients to reach operational excellence.
Benefits of tpm, in company 1. 2. 3. 4. Improved plant productivity and capacity Lower operating cost Improved equipment lifespan Better ability to satisfy customers

Benefits of tpm for operators and maintenance personnel 1. 2. 3. Increased skills through additional raining Better job satisfaction Operators- more involvement is solving annoying equipment problems Maintenance- more challenging work Better job security Review of tpms benefits:For the company 1. Higher overall equipment effectiveness 2. Less firefighting to repair machines 3. Lower operating costs 4. Better able to meet commitment to customers 5. Improved ability to compete in the world marketplace For employees:1. Less pressure on maintenance for urgent repairs 2. Less pressure on production to recover from breakdown losses.

3. 4. 5. 6.

Better cooperation between maintenance, production, and other departments Reduced chance of accidents Higher job satisfaction Improved job security

Goal: By 2012, improve water efficiency by 20 percent compared with a 2004 baseline.
We believe that our first responsibility is to manage our own water resources in our operations wisely. Our nearly 900 bottling plants around the world rely on water as it is the most important ingredient in our beverages. Water is also used for beverage manufacturing processes such as rinsing, cleaning, heating and cooling. Together with WWF, we developed a plant-level water efficiency toolkit that helps bottling operations to understand how their water use tracks with best practices within the Coca-Cola system and find proven water efficiency practices to implement in their plants. In 2010, we improved our water use efficiency across the Coca-Cola system for the eighth consecutive year. We used 294.5 billion liters of water to make 130 billion liters of product, giving us a water use ratio of 2.26 liters per liter of product. That is a 4 percent reduction over 2009 and a 16 percent reduction since 2004, our baseline year.

SLE
Chapter 7.0 Conclusions and Recommendations

The objectives of this project were to reduce downtime caused by down bottles arriving in or before the filler and to reduce vibrations and noise directly before the filler entry. This was carried out through completing thorough background research to gain an understanding of the bottling process along with testing and analysis of the current situations experienced on the line. This included a down bottle survey, friction, and center of gravity analysis. These efforts lead to designing and installing a new pre-filler rail and a proposal for a new rail system for the Glideliner area. Forklift:A forklift truck (also called a lift truck, a fork truck, a forklift, or a tow-motor) is a powered industrial truck used to lift and transport materials.

Forklift availability:There are 27 forklifts in the factory. If 22 forklifts are available daily then the maintenance department will get incentive of it that is 500 rs.

7.1 Conclusions Through extensive background research and analysis of the current process a baseline understanding of the process was developed to help determine a proper approach for the down bottle problem. When arriving on-site data collection was immediately started to ensure the problem was narrowed down within the first few weeks of being on-site. This lead to an understanding of the primary location for concern, the area contained from the Glideliner to the filler entry. With the project focus defined, design concepts and methods were derived based on the data collection and analysis. Vibrations and increased noise in the pre-filler area was the first area to be addressed with a new rail system. This new rail system was implemented to remove the down bottle trap directly before the filler that was causing all the vibrations and noise and possibly contributing to the down bottle problem in the filler auger. During a weeklong routine maintenance session the prefiller rails were installed with the help of Gallo contractors and the maintenance team leaders. These rails proved immediately to reduce vibration and noise. However, down bottles continued to arrive misaligned in the filler auger.

The second area of concern was the Glideliner area of concern was the Glideliner area, in particular its rail orientation and design. A new rail design was developed based on an equation used for perpendicular rail spacing that was used in the dosing areas leading up to the Glideliner. A straightline taper method was applied to this design to develop a design for two new rails that would try to reduce the number of down bottles passing completely through the Glideliner. With increased vertical spacing between the conveyor chain and the proposed rails, bottle ejection will again be possible in this area. Also with the redesign comes better pressure distributions based on spacing the new rails to help reduce the number of bottles pushing out the top of the flow because of abnormally high-pressure distributions. The design of these rails was handed on to Gallo on completion of the project and implementation of the rails was scheduled to take place shortly after the completion of the WPI project. Drawing reviews were held with the project team and Gallo engineers to wrap up the design before implementation. With the methods discussed here and the recommendations in the following chapter the project team is confident the down time because of down bottles issue will be resolved in a timely manner. Application of these concepts and methods will also result in a lower scrap rate for the line, limiting the rework needed. All the objectives put forth to the project team were completed during the eight-week time frame given for the project and positive feedback was received from operators of Line 11.

Conclusion
Incentive plans are designed to shows appreciation in a way that salary pay, no matter how large, does not convey. An incentive plan that is well -designed incentive can pull employees together, assist in pointing them in the direction management want them to go, and give that extra push that every company needs in today's competitive environment. To ensure that an incentive plan is effective, it is important that a company consider the following factors: recognize that the business strategy process is an ongoing cycle of formulation, implementation and evaluation; therefore, these incentive plans should be tweak and fine-tune on a regular basis