Quality Management systems Coca-cola Company Assignment

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 1
Quality Management Systems: Coca-Cola Company
Student
Institution
Professor

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 2
Executive summary
Operations and quality management are key aspects that define organizational
competitiveness. This report has presented an analysis of Quality and operations management
systems in Coca-Cola Company. The company strives to ensure that only high quality and safe
products reach the market through its quality management system dabbed as KORE.
Furthermore, the report has analyzed the role of QMS and OPS in ensuring that an organization
achieves its objectives. About Coca-Cola Company, the company uses SAP software to manage
its inventory. However, this system has some weaknesses making the organization unable to
track its products. Therefore, the report has suggested that the company should implement RFIDs
to help it in tracking its products in the stores and transit. Besides, the report has presented the
change implementation and evaluation plan for Coca-Cola Company and how different
resources, tools, and systems impact on the change management plan. In the final parts of this
report, an analysis of how a quality culture can be incorporated in Coca-Cola Company, the
outcomes of the strategic quality change and recommendations for improvement have been
provided. The recommendations for improvement relate to different gaps that exist in the
strategic quality change that has been implemented.

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 3
Table of Contents
Executive summary.......................................................................................................................2
Introduction....................................................................................................................................4
Importance of effective operations management and quality management in achieving
organizational objectives...............................................................................................................5
The success of the existing quality and operations management processes in achieving
Coca-Cola’s strategic management objectives............................................................................8
Need for Quality Change.............................................................................................................10
Factors Driving Change..............................................................................................................11
Implications for ignoring the change requirements.................................................................12
Change Implementation Plan.....................................................................................................13
Nature of the Change...............................................................................................................13
Change Perspective..................................................................................................................13
Change Management Model...................................................................................................14
Implementation process...........................................................................................................15
Phase One: Prepare for change...........................................................................................16
Resources Tools and Systems..............................................................................................21
Phase Two: Managing change.............................................................................................22
Resource tools and systems needed.....................................................................................30
Phase Three: Preparing for the change..............................................................................30
Resources, tools and Processes needed...............................................................................31
How the proposed plan will impact on the RTS outlined in each Phase................................32
Resources:.................................................................................................................................32
Tools and Systems....................................................................................................................32
The quality culture of Coca-Cola Company.............................................................................34
Effective Quality Culture that May enable Coca-Cola Company to ensure a continuous
Monitoring and progress.............................................................................................................35
Summary......................................................................................................................................37
Evaluation of the outcomes of the Strategic Quality change...................................................38
Gaps in the change Process.........................................................................................................39
Recommendations: Areas of improvement...............................................................................40
References.....................................................................................................................................41

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 4
Introduction
The Coca-Cola is an international beverage manufacturer, marketer, and retailer based in
Atlanta, Georgia. The Firm is best recognized for its original brand Coca-Cola, established in
1886 by Pemberton John (Hymson, 2011, p. 2). Since its inception, the company has operated a
franchised distribution system which has seen it rise the ladders to become the world's leading
beverage manufacturer and seller. In its business model, the Company only produces the
concentrate which is then sold to different bottlers worldwide. With the stiff competition and the
global nature of the beverage market, Coca-Cola system has installed the highest processes and
standards to ensure a sustained quality in its entire value chain, ranging from its syrup production
to its bottling and distribution.
Ideally, a Quality Management System (QMS) entails a formalized system that dictates
the procedures, processes, and responsibilities for attaining quality objectives and policies. To
achieve a sustained quality and safety, Coca-Cola has stringent manufacturing sales and
distribution procedures and policies, specifications and requirements which are maintained by an
integrated quality management system termed as “Coca-Cola Operating Requirements (KORE).”
KORE creates an integrated quality management plan for the company which holds on its
system-wide operations (Journey Staff, 2012). With support from leadership throughout the
Company, KORE: integrates preventive actions when introducing new products, integrates
business quality goals and aligns them with the relevant metrics to closely monitor performance,
incorporates critical control points and hazard analysis (HACCP), risk management in the
organization's bottling activities and entire supply chain system, outlines problem-solving
approaches to enhance sustained quality advancements (Journey Staff, 2012). Besides, the

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 5
company conducts unannounced audits in its manufacturing facilities and regular inspections to
ensure that its ingredients, are safe, of high quality and sourced from trusted sources.
Importance of effective operations management and quality management in achieving
organizational objectives
As defined by Weinmann (2015, p. 5), operations management entails management
activities and processes that enable a firm to transfer various resources like energy, raw
materials, information, finance and consumer needs into final outputs that transfer the firm’s
primary services and products to the final consumer. Furthermore, Brown & Bessant (2013, p.
12), insist that different factors like supply and logistics, inventory management, design
decisions on capacity planning, management of processes, quality assurance and human capital
act as fundamental components of an effective operations management system. Active OM is
critical in ensuring that the organization achieves its desired objectives. Also, the nature of how
the strategic goals management is designed is largely dependent on the type of organization such
as a wholesale or manufacturing business, an agency or a retail enterprise and a government
authority. As explained by Brown & Bessant (2013, p. 13), the importance of effective
management of operations in achieving organizational strategic goals may be severed into three
primary classes- tactical, strategic and operational decisions.
Strategic decisions: Effective operations management assists the top-level managers in
making different strategic decisions. Strategic decisions may relate to the major problems being
faced by the firm or major strategic and competitive programs being installed by the firm. These
may include acquisitions and merger decisions.
Tactical Decisions: Operations management assists the management to schedule the
available resources effectively and manage its staff members under the legal constraints and

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 6
regulations established by the enterprise's strategic plan. For instance, some tactical decisions
made by a firm may entail scheduling raw material delivery and operational shift planning.
Operational Decisions: Following the explanations, given by Mahadevan (2015, p. 20),
OM enables the management to plan properly, control and monitor operational decisions with
regards to the constraints and problems defined by the tactical decisions. Such decisions are
closely related to primary departmental goals and targets and are short-term. Examples of such
decisions entail individual daily operational decisions established by the team managers in an
organization such as planning and defining daily activities and goals.
Apart from effective operations management, quality is an important aspect in firms like
Coca-Cola. Being in the processing and manufacturing sector adds to the firm's responsibility to
manufacture and distribute safe and high-quality products so that it wins the trust and loyalty of
the customers. Furthermore, a Quality Management System plays a pivotal role in ensuring that
the firm's production system is effective. Besides, quality is not related to the manufacturing of
goods alone, but rather it also relates to the quality of different services offered by the firm to the
consumers.
According to Joseph Juran (quality guru), quality management entails three parts-
assurance, planning, and control. To attain excellence, sustained quality management and
improvement should for part of these three roles (Goetsch & Davis, 2014, p. 14). Unreasonable
society and industry behaviors may be corrected by an accurate application of TQM (Total
Quality Management).
Quality management helps an organization to achieve its objectives in two ways- meeting
the requirements of the customers and fulfilling organization's requirements. When an
organization can satisfy the needs of its clients, then the customers will develop confidence in the

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 7
firm which in return may lead to more sales, a large customer base and more repeat business
(Sabella, Kashou & Omran, 2014, p. 1488). Also, effective quality management enables an
organization to meet its requirements such as compliance with regulations and provision of
services and products in the most resource and cost-effective way, creating an opportunity for
growth, expansion, and profitability.
The success of the existing quality and operations management processes in achieving
Coca-Cola’s strategic management objectives.
Quality Quality Checks to meet
competencies
Speed Use of global
Bottling
Partners
Safety Use of
Trusted
suppliers
Use of trusted
Cost Price-Pack
architecture
strategy
Refranchising its bottling
operations
Flexibility Use of global
sourcing in
collaboration
with bottling
partners
Manufacturing of a variety of
products to adjust to changing
consumer preferences
Dependability Use of
different
varieties and
stable prices
Capacity Supply
Network
Processes and Technology
Operations Decisions Shape
Competencies and Constraints
Performance Objectives

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 8
Quality and safety: To maintain its competitive advantage in the global beverages
industry, Coca-cola has tried to observe quality (KORE), safety, speed, low costs and
dependability in its operational processes (Loison, Foch & Boyer, 2014, p. 6). Ideally, through
global sourcing efforts, in partnership with numerous bottling companies, the company has
contracted to source millions of raw materials for its manufacturing processes at lower prices
(Albert, Werhane & Rolph, 2014, p. 4). For instance, in 2016, the company collaborated with
different bottling partners to source one million tons of more sustainable sugar. This achievement
was aimed at positioning the firm at an estimated 15-20% towards its goal to sustainably source
100 percent of its sugar by 2020, hence reducing operational costs.
Cost: Cost-cutting has enabled the company to operate sustainably and make more
profits. Costs entail prices tied to products and services. It may also refer to operational,
manufacturing and overhead expenses incurred by a firm in manufacturing specific products.
Coca Cola’s primary target is to achieve 3 billion US dollars in annual savings in expenses by
2019 and at the same time boost sales by increasing prices and promoting smaller pack sizes
(Journey Staff, 2012). To attain this, the company has adopted a price-pack architecture approach
in the US, whereby it promotes the 8-ounce glass bottle and the mini cans.
Speed: Coca-Cola Company only manufactures the concentrate (Baah & Bohaker, 2015,
p. 17). This concentrate is then distributed to different bottling partners located globally.
Therefore, enabling its customers to gain access and purchase its products from different
locations without delays. Speed is a major consideration for a supply chain system to be
considered as effective (Stadtler, 2015, p. 4). There should be no delays in supplies. Furthermore,
the customers should readily access the products whenever they need them. This is what Coca-
Cola strives to do. The bottlers have stores at strategic places worldwide, where the consumers,

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 9
retail stores, restaurants and entertainment organizations can purchase the products without
delays.
Flexibility and dependability: Flexibility can be defined as the ability of a firm to
respond and adapt to the changes in the operational environment (Mir & Pinnington, 2014, p.
202). Dependability, on the other hand, is the ability of a business to maintain a proper customer
focus that can translate into profitability (Mir & Pinnington, 2014, p. 203). Coca-Cola Company
collaborates with different global partners to achieve global sourcing of its raw materials such as
sugar. The Firm also manufactures a variety of products to respond to different customer
requirements.
Need for Quality Change
Change encompasses the transition that takes place when something’s normal status is
altered. Change is the basis for development (Hornstein, 2015, p. 293). Change can be
administered with regards to different aspects of an organization. These may include global
competition, technology, customer needs, global competition, demographics, market
fluctuations, stakeholder pressure and privatization (Jacobs, Van-Witteloostuijn & Christe-
Zeyse, 2013, p. 774). Specifically, there are two factors that necessitate a change in Coca-Cola
Company- Global competition and technology.
Different companies have adopted sophisticated software, to manage their business
processes and operations in the beverages industry. Such soft wares enable the companies to
integrate their supply chain systems and operational strategies so that they become more
competitive (Davis et al., 2018, p. 10). In relations to Coca-Cola Company, it runs different ERP
and supply chain management implications which include SAP’s R/3 production and material
planning applications. These systems enable the company to automate its supply chain processes

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 10
and achieve efficiency. However, a major weakness of these systems is that they do not connect
store deliveries with back-end systems. As explained by Culey (2012, p. 42), there is need to
improve the Company’s supply chain visibility to allow for improved planning and reduce the
cases of unwanted supplies and deliveries.
Another factor that creates the need for change is global competition. Coca-Cola is an
international company, hence exposed to the global competition (Bremmer, 2014, p. 103). It
must, therefore, devise certain strategies to remain competitive. The company has tried to
achieve global competition by automating most of its processes and activities. However, the
company has experienced challenges in data integration, especially about vendor management.
Therefore, there is a need for the company to adopt electronic tracking technologies like radio
frequency identification tagging.
Factors Driving Change
The beverages market is a competitive market with many players. Therefore, there is a
need for firms to constantly adjust to different environmental factors. Some factors that may
drive change in this industry include economic, political, budgetary constraints, loss of market,
new markets, new technology, cut in funds and restructuring among other factors (Nair &
Selover, 2012, p. 336). With the rapidly changing international political situation between states,
the global economy is equally relaying some challenges before organizations in the beverage
industry in the form of changes in rules and regulations.
Besides, Eskandari et al. (2015, p. 185), explains that economic forces may influence an
organization's change management approach by either presenting challenges or opportunities in
the form of growing competitive pressures or economic uncertainties. In the beverage industry,

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 11
such factors include inflation, interest rates, tax structures and increase in consumer confidence
towards the country’s economic conditions.
About Coca-Cola Company, technological advancements in the global marketing
environment, pose to the company a major challenge to conform (Zawislak et al., 2012, p. 15).
Therefore, there is need to make its supply chain system more efficient. The company has
adequate resources regarding IT experts, partners like SAP, finances and able management
which it can utilize to administer change, by using electronic tracking technologies to improve its
vending machine management.
Competitive pressures relate to the increase in global competition. In the beverages
industry, there are several competitors like Pepsi (Tanwar, 2013, p. 11). Therefore, there is a
need for companies to diversify their product portfolios to become more competitive. Coca-Cola
also deals with a variety of soft drink brands. To better control its inventory, the company should
attach RFID tags to these products so that they can be tracked.
Implications for ignoring the change requirements.
Reduced supply chain visibility: Supply chain visibility is the ability of an organization
to track the parts, components or products in transit from the stores to their final destinations.
Therefore, if RFID will not be installed, then Coca-Cola company will not be able to improve
and strengthen its supply chain system.
Incorrect deliveries: Ignoring the change may lead to an increase in instances of
incorrect deliveries. This is because the company will not be able to track its deliveries from the
stores to the points of destination. This may in return lead to inefficiencies and time wastage.
Decreased profitability: The main goal of most companies is to gain competitive
advantages against their market competitor. Profitability is one of the aspects of competitiveness

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 12
(Williams et al., 2013, p. 543). When Coca-Cola Company ignores installation of RFIDs, then
there may be inefficiencies in the supply chain system which may lead to time wastages. This
may translate to reduced profitability in the long-run.
Change Implementation Plan
Nature of the Change
Coca-Cola should implement an evolutionary change. This is a type of change that is
administered gradually into the organization without interfering with the status quo and tradition
of the firm (Tanwar, 2013, p. 12). Coca-Cola Company already has an integrated supply chain
system. It used an integrated SAP to manage and control its inventory. However, the main
weakness of this system is that it is unable to achieve supply chain visibility (Computer Weekly,
2012). Therefore, the company while installing the change should discuss with the relevant
employees and IT partners on the best install the RFIDs and tag its products so that their
movement can be monitored. However, it is expected that every employee in the IT department
will have the desired approach to adopt. The managers should, therefore, be able to consolidate
these opinions and come up with the best approach to adapt to ensure that the change is
successfully implemented.
Change Perspective
Coca-Cola Company should adopt a contingency perspective to administering the
change. Ideally, technological improvements are unpredictable, and the only best way to address
the challenges that they pose is by adopting the changes as they appear. A contingency approach
to change implementation explains how an organization breaks down an elaborate task into
simple activities and then integrate them to achieve the organizational purpose (Battilana &
Casciaro, 2012, p. 382). The main aim of the change implementation is to give Coca-Cola

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 13
Company more information at the account and store level to enhance its retail customer
relationships.
Change Management Model
There are many models of change management that may be adopted by companies. In
this case, the Coca-Cola Company will adopt the Prosci ADKAR Model. This is a goal-oriented
model that can be used to guide organizational and individual change (Parker et al., 2013, p.
407). It was established by Jeff Hiatt and consists of an acronym that represents the five results a
person must attain for a change to be successful: Awareness, Knowledge, Desire, Ability, and
Reinforcement.
Awareness: An organization must make the relevant stakeholders aware of the need for
change (Lewis, 2012, p. 6). In the case of Coca-Cola Company, it should communicate with the
stores' management department concerning the limitations of the current system and the need to
customize it and introduce the RFIDs so that they can track their inventory. At the awareness
stage, the main objective of change implementation must be communicated. For instance, Coca-
Cola Company, by implementing this change, will improve its supply chain visibility. When
proper awareness is created, then resistance to change will be weakened.
Desire: The Company should show the commitment to engage and participate in the
change. Desire relates to the results of sponsorship and management of resistance to change
(Nasiri, Ansari & Fathi, 2013, p. 3). The management of Coca-Cola should ensure that the
employees develop the desire to participate in the change. This is because if the employees have
no desire, they may not be interested and develop resistance. In ensuring the employees develop
the desire for change, the management should explain to them the benefits of increasing supply

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 14
chain visibility. Supply chain visibility will help the firm to know what particular place the
products are during transit and reduce cases of wrong deliveries.
Knowledge: The Company should knowconcerning how to implement the change
(Knechtges & Decker, 2014, p. 1126). Knowledge may be viewed as the goal of coaching and
training. After achieving the milestones of awareness and desire, the management of Coca-Cola
should resort to knowledge-building. At this point, the employees should be given proper
training on how to use the RFIDs. Furthermore, every employee should be given training that is
relevant to his/her role in the change to ensure that the training investment is optimized.
Ability: This outlines the ability of a firm to implement the change to achieve the
required performance level (Boca, 2013, p. 246). It is the outcome of practice, time and
additional coaching. After training the employees on the change, Coca-Cola Company should
identify the gaps between the employee knowledge and their abilities to apply them. This is
because it is the employees who will be responsible for using the RFIDs to track the products.
Therefore, to escape a scenario whereby the employees are unable to understand how the RFIDs
work, the management must make attempts to bridge the gap between the employees’ knowledge
and abilities.
Reinforcement: The Company should have the ability to ensure that the change sticks.
This is the outcome of adoption, evaluation, recognition and corrective action (Kazmi &
Naarananoja, 2013, p. 44). At this stage, Coca-Cola Company should introduce the RFIDs in its
supply chain management system and then analyze the response of the employees. If the
employees are unable to use the system, then they should be retrained.

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 15
Implementation process
The change implementation process entails all the steps and procedures followed to bring
the proposed change into action (Rafferty, Jimmieson & Armenakis, 2013, p. 110). The process
starts with the introduction of the proposed change through installation and ends with change
evaluation and administration of corrective actions. Change can be implemented with regards to
the following phases:
Phase One: Prepare for change
Before, implementing a specific strategy, a company should take steps to understand and
prepare for change. Below are some activities that can be undertaken by Coca-Cola Company to
prepare for the change:
Readiness Assessments: Before administering the change, the management should
conduct a self-evaluation to validate their intuition concerning how ready the organization is for
change (Rafferty, Jimmieson & Armenakis, 2013, p. 115). After this, it should hand out the
assessment to employees to analyze their readiness to change through team discussions and
workshops. This assessment enables the organization to solicit the opinions of the staff members
concerning the proposed change. The following table can be used to evaluate readiness for
change among the employees and management:
Readiness - Getting people ready to adapt to the changes by
ensuring they have the right information and toolsets.
Response:
(Enter a
Number
between 1
and 6)

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 16
1
6
A structured change approach has been adopted and communicated to
the staff members 6
1
7
The organization has identified the change management team
6
The management and staff members have been trained on change
management 6
1
8
The change management team can track the progress of the change and
can resolve any issues through a well-established management process 6
A project plan has been formulated and integrated with the change
implementation plan 6
1
9
The organization has acquired the resources for the change project
based on the project plan. 6
2
0
Feedback systems have been installed to monitor how effectively the
change is being implemented 6
Total Readiness Score / 6 = Average Score 6
Training - Training the appropriate resources on the change.
2
1
The organization recognizes and supports behaviors and skills required
to implement the change. 6
2
2
Knowledge and Skills required for transition have been elevated.
6

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 17
2
3
Skills assessments are continually conducted for change projects, and
gaps are identified for the transition. 6
2
4
Flexible approaches are adopted for training (classes, workshops)
6
Total Training Score / 6 = Average Score 6
The responses are interpreted as follows: 1- strongly disagree, 2- disagree, 3- neutral, 4-
somewhat agree, 5- agree, 6- strongly agree.
Risk Analysis: A risk analysis should be performed following pre-defined risk operating
procedures. Normal practice is that risk potential is estimated, then its severity is estimated. The
two estimates of risk probability and severity can be put together to determine the total risk
rating (Schaffer, Sandau & Diedrick, 2013, p. 1197). In the case of Coca-Cola Company, it is
also important to determine the risk detectability. From the risk severity, detectability, and
probability, the priority number for the risk can be evaluated as follows: P*S= RPN or S*D*P =
RPN. The change risk assessment for Coca-Cola can be analyzed as in the table below:
Risks Probability
(High/Moderate/Low
)
Detectability
(High/Moderate/Low)
Severity
(high/Moderate/Low)
Resistance- passive
and active
Low High High
Unavailable
resources (Finance,
Low High High

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 18
expertise)
Unexpected obstacles Low Moderate Moderate
The project is wholly
abandoned
Low High High
Special Tactics: Tactics refer to procedures which can be used to ensure that the change is
implemented successfully. In the case of Coca-Cola Company some tactics that can ensure that
the implementation process is successful include:
Build management support: Management support is key to ensuring successful change
implementation (Meyers, Durlak & Wandersman, 2012, p. 462). Therefore, it is critical to
lobbying management support in every step of the implementation process. This can be done by
explaining to them the need for change and demonstrating how the implementation can be done
so that they develop the desire for change.
Creating inclusivity: All the relevant stakeholders should be involved in the change process
(Meyers, Durlak & Wandersman, 2012, p. 462). For example, the opinions of the employees
should be taken into consideration when administering the change. This will help in reducing the
cases of resistance.
Budget and timing: For the change implementation process to be successful, enough resources
should be allocated to support the change. These may include qualified personnel and finances.
Furthermore, proper timing should be done to ensure that enough time is allocated for
administering the change.
Survey: A survey should be conducted among the expected users of the system to
understand whether they will be able to adopt it (Li et al., 2013, p. 613). For example, in this

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 19
case, the IT department should be asked for their opinions concerning the system before an
implementation process is executed.
Competent change implementation team: A competent team should be listed to
conduct the change implementation process. This should consist of experts who are conversant
with the system.
Anticipated resistance: The store managers and employees in the stores' department are
the expected users of the RFIDs. However, it is expected that they may resist the idea of
introducing this system due to some reasons. Some reasons why the employees may resist the
change include- lack of trust, fear of the unknown, loss of jobs and poor engagement.
Poor engagement- when the employees are not engaged in the change implementation
process, they may feel sidelined and develop resistance (Burnes et al., 2015, p. 92). Therefore,
the change should adequately be communicated within the organization and the views of all the
employees incorporated.
Fear of the unknown- some employees may fear the uncertainties that may be brought
by the change (Burnes et al., 2015, p. 92). Some may feel that they may lose their jobs while
some may feel that the new system may be complex for them to use. However, this can be
handled by communicating the benefits of the new system to the employees.
Poor timing and loss of jobs: When the change is poorly timed, then the employees
involved may oppose it (Burnes et al., 2015, p. 93). Therefore, the change process should
coincide with the organizational calendar and implemented at the right time. Also, some
employees may feel that the change may make them lose their jobs. This is especially when they
feel that they may not be able to grasp the system. However, assurance of proper training of
employees concerning the system will be able to handle such a resistance.

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 20
Document strategy: A change implementation plan should be well-documented. All the
steps should be communicated so that all the employees understand the process (Bhasin, 2012, p.
440). This will help in reducing any instances of resistance and enable the organization and the
change sponsors to gain support from the employees. It will also help in alleviating confusions
and time wastages that may result from improperly planned change processes.
Change Management Team: Preparation of the change management team is a major
step in the change implementation process because it is the change management team which is
responsible for handling every step to execute the change (Bhasin, 2012, p. 442). A desirable
team for Coca-Cola Company must be ready to be involved in implementing the change, have
the required expertise, experience, skills and leadership to make the change process a success.
The team should be trained on the dynamics of change. Ideally, the change Management team
for Coca-Cola should be consistent with IT experts, who are well-conversant with RFIDs.
Change sponsorship: A sponsorship model shows people responsible for offering the
desired support for the change to be implemented (McAlister et al., 2012, p. 5). In Coca-Cola
Company, the system change mainly involves the logistics and distribution department. The
Chief executive officer will be the ultimate sponsor of the project and all other managers affected
by the change project will report to him/her. Other sponsors of the change project entail the
employees and managers in the logistics, sales, and distribution, finance and manufacturing
departments. The finance department will be responsible for availing the right amount of funds
to execute the change, the manufacturing, distribution and logistics departments will be
responsible for communicating the change and ensuring that desirable outcomes are achieved.
Resources Tools and Systems
Processes Resources Tools and systems

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 21
Assessing readiness
Risk Assessment
Sponsor preparation
Financial Resources
Human Resources
Technological resources
Buy-in-index
Risk Assessment
Change Readiness
Assessment
Phase Two: Managing change
For proper change management to be achieved, the activities of the organization should
be customized to coincide with the strategic analysis of the proposed change. This will enable the
employees to follow all the outlined processes to ensure that the change process is successful
(Gobble, 2013, p. 62). Furthermore, the change management team should prepare the
communication plans, coaching plans, sponsorship roadmaps, training plans and plans for
managing resistance.
Change Communication plan: This is a plan designed by the change management team
to address the needs of front-line workers, executives and supervisors (Gobble, 2013, p. 62).
Each of these groups have different information needs based on their roles in the implementation
process. In developing the communication plan, the change management team should clarify
how the change will impact on different interested groups, select credible individuals to deliver
the message, develop preference to face to face communication and develop an accurate
feedback system. Coca Cola’s communication plan with the executives may be designed as
follows:
Message
Timing
Message
content
Message
Delivery mode
Message Sender Date and time

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 22
First
indications of
change
The employees
accept and
recognize the
change
Face-to-face Change
Management
Team
June 2018
Early stages of
the project
Readiness
assessment, risk
assessment,
analysis of any
resistance
Face-to-face Change
Management
Team
July 2018
During the
design of the
change
An appropriate
change design
has been adopted
Face-to-face Change
Management
Team
August 2018
Before
implementation
Training and
Coaching on
change
Face-to-face Change
Management
Team
September 2018
During
implementation
Identification of
gaps and any
resistance,
compliance
audits
Face-to-face Change
Management
Team
October 2018
Post-
implementation
Identification of
any deviations
Face-to-face Change
Management
November 2018

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 23
from the
expected results
Team
Sponsor roadmap: For the strategy to be successfully implemented, business executives
and leaders must offer support and finance the change process. This is because they act as critical
sponsors of the change management (Gobble, 2013, p. 64). Therefore, the change management
team must establish a plan for sponsor roles. The groups directly impacted by the change in
Coca-Cola Company entail Logistics, Manufacturing, and finance. This sponsorship model can
be developed as follows:

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 24
From above diagram, the Chief executive officer is the overall sponsor of the change
project. The sponsors are tasked with the role of participating actively in the project, building a
coalition and managing any resistance and communicating the change directly with the
employees.
Coaching Plan: This plan defines how the change management and implementation
team will support the supervisors and managers during the change and how they will relate with
the front-line employees (Gobble, 2013, p. 64). This enables the managers and supervisors to
support their employees in the change process, sponsor change and support their workers in the
new changed environment. The ADKAR model can be used to develop the coaching plan for
Director Sales and
Logistics
CHIEF EXECUTIVE OFFICER
Operations Director
Finance
Manager
Logistics Manager Sales and Distribution
Manager
Manufacturing
Manager
Logistics
Department
Sales and
Distribution
Department
Manufacturing
Department
Finance
Department

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 25
Coca-Cola Company's change implementation. This tool will help the company to evaluate at
what stage the employees are in the change process and guide the employees through the
process. The following is the coaching plan for Coca-Cola Company:
Employee A D K A R Notes/actions
Assistant
IT
Manager
Aware
of the
change
Have
desire
for the
chang
e
Have
knowledge
for the
change
Have
the
ability
to
execute
the
change
Does not
know
how the
change
can
properly
be
reinforced
The assistant IT manager
needs to be notified on the
most appropriate change
reinforcement process
Logistics
Manager
Aware
of the
change
Have
the
desire
for the
chang
e
Have
knowledge
of the
system
Does
not have
the
ability
to use
the
system
Knows
how to
reinforce
the
system
The Logistics manager
should be trained on how
to use the new system
Stores
Manager
Is
aware
of the
system
Have
desire
for the
system
Have
knowledge
of the
system
Does
not have
the
ability
Knows
how the
system
can be
The Stores manager
should be trained on how
to tag products to be
detected by the system

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 26
to use
the
system
to tag
products
reinforced
Training Plan: After coaching the employees, the change implementation team will be
able to determine their training needs (Clardy, 2013, p. 33). A training program should,
therefore, be formulated to enable the employees to understand different concepts regarding the
project that they may doubt. Training also equips the employees with the relevant skills to adopt
the change and execute their roles in the change process. The training plan for Coca-Cola
Company can be presented as follows:
Employee ADKAR
profile:
Actions to take: Follow up:
Logistics
manager
Does not have
the ability to use
the system
Retraining on the
system use
The implementation team will monitor
how the logistics manager uses the RFID
Assistant
IT
Manager
Does not know
how the change
can properly be
reinforced
Training on
reinforcement
The Assistant manager should show
knowledge about the updates to be
installed in the system
Stores
Manager
Is unable to tag
the products
Training on
tagging
The store’s manager should tag the items
appropriately using RFID tags

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 27
Resistance management plan: Employees can develop resistance to the change at any stage of
the implementation process (Clardy, 2013 p. 35). Therefore, the change implementation team
should come with a plan to handle any forms of resistance. Coca-Cola Company's resistance
management plan can adopt the following format:
Type of
resistance
Anticipated
How the
resistance
will be
identified
Resistance
management
process by
management
level
Targeted material and schedule for
training
The uncertainty
of effects of the
change
Project
team issues
Senior
managers
The change implementation team is ready to
train the employees on the positive impacts
of the change and offer face-to-face coaching
Fear of Risk Employee
feedback
and
supervisor
input
Senior
managers
The Coaching team is prepared to conduct a
risk assessment to identify any potential risks
that the change may bring forth
Fear of Losing
Jobs
Employee
feedback
Employees The change management team is ready to
give more insights on employees’ job
security issues
Inability to
comply with
Compliance
audits
Supervisors The Change implementation team is ready to
conduct compliance audits and take

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 28
the system
requirements
necessary remedies for non-compliance,
which may include training
Change Integration into the overall project management plan: Prosci outlines five
tactical dimensions which can be used to integrate change into the overall project management of
the organization- people, tools, process, results and outcomes and methodologies (Clardy, 2013
p. 38). People management dimension outlines who is doing the change and project management
work and the way the relationship is being created. Ideally, change management process may sit
support the project team externally or sit on the project team. Therefore people roles should be
integrated into the project management and change management team by evaluating the nature of
change, defining clear roles and responsibilities, get all the employees involved and ensuring
sponsorship (Clardy, 2013 p. 35). A primary assumption is that both project management and
change management aims to improve organizational performance. Therefore, the two processes
should bring the same results to the organization.
Process dimension mainly addresses the way different activities of change management
and project management are brought together in the project lifecycle (Clardy, 2013 p. 37). Coca-
Cola Company should begin the change management process early in the project lifecycle
especially at the project planning stage to alleviate overlapping of activities. It should also use
the project-driven model with accurate deliverables for change management. The change
management should be structured, actively identify key points for integrating roles like risk
identification, system testing, and solution design and establish string deliverables (Clardy, 2013
p. 37). The company should also come up with a standard approach and methodology to project
delivery that combines the reject management and change management approaches. Different

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 29
tools which make sense for integration should be identified and incorporated in the process. In
ensuring that the change management is congruent to project management, the change
management team should work with what the project management team has already done and
ensured clear ownership.
Execution of the change management plan: Once all the change requirements have
been met, and the employees trained on how to adopt the change, Coca-Cola Company should
execute the change. At this stage, it should consider employing the adoption management
strategies to ensure that the change is successfully adopted by the firm. These strategies may
encompass metrics to measure the performance gaps, incentive programs, reinforcement tools
and a schedule for retraining.
Resource tools and systems needed
Processes Resources Tools and systems
Communication and
engagement
Training and coaching
Resistance identification
Financial Resources
Human Resources
Technological resources
“What’s in it for me."
Stakeholder analysis
Brainstorming
Phase Three: Preparing for the change
At this stage, change implementation teams should collect and evaluate feedback from
the employees, diagnose and manage any resistance and gaps and implement appropriate
corrective actions. In the Case of Coca-Cola Company, it should collect feedback from the
employees using employee surveys, team meetings, suggestion boxes and regular performance
reviews. This will enable it to determine whether the employees have adopted the change (Too &

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 30
Weaver, 2014, p. 1382). The change implementation team should also listen to the employees’
suggestions and complaints as bases of improvements.
Compliance audits should regularly be conducted to examine whether the change is being
complied with (Too & Weaver, 2014, p. 1382). Besides, the management should identify any
gaps and areas of resistance among the employees to allow for accurate adjustments and
corrective actions.
When change is implemented accurately in an organization, then it may translate to
improved organizational performance (Too & Weaver, 2014, p. 1384). Likewise, Coca-Cola
Company will celebrate success when the RFIDs are successfully installed as it will help in
improving the supply chain visibility and reducing cases of lost stocks and incorrect deliveries.
After all the adjustments have been made, the use of RFIDs to track inventory should form part
of Coca-Cola Company's supply chain management system.
However, if there are some areas of difficulties, especially when the employees are
unable to use the system effectively, then corrective actions should be implemented. These may
include, customizing the system to be simpler to use, retraining the employees and administering
incentives to encourage the employees to use the system.
Resources, tools, and Processes needed
Processes Resources Tools and systems
Assessing impact
Meetings and feedback
collection
Financial Resources
Human Resources
Technological resources
Focus groups
The process, showcase and
technical walk-throughs

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 31
How the proposed plan will impact on the RTS outlined in each Phase
Resources:
For the proposed plan to be implemented, Coca-Cola Company must avail the required
financial, human and technological resources (Weinmann, 2015, p. 12). For example, Risk
assessment requires the services of a risk expert, which is a human resource. Therefore, the
proposed plan may not be successful if a risk expert is not consulted. Also, some actions like
training and coaching require the services of a competent change implementation team (human
resources). The change relates to automation and technology. Therefore, the firm must sort the
services of a software dealer like SAP to obtain a customized system. This is a technological
resource.
Tools and Systems
Buy-in-index: This is a short survey that attempts to track the change initiative attitude.
The results from this tool are always used to compare with the results attained during the
baseline analysis of change readiness (Too & Weaver, 2014, p. 1300). The index is important to
the plan as it asks participants to answer a range of questions and then grade them on a scale of
1-5 (5 is the highest possible score). If most scores are less than 5, then it means that the
employees do not understand the role of the new system, do not know how to operate it or are
not ready for the change.
Risk Assessment: This is a tool utilized in comparing the potential benefits and the risks
of a proposed change (Too & Weaver, 2014, p. 1300, p. 1300). In Coca-Cola Company, this tool
will help it to clarify what constitutes the acceptable risk levels with regards to the business goals
and impact on stakeholders. It will enable the change management team to prioritize, classify and
handle risk. It will also assist them in identifying proactive risk mitigation procedures,

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 32
monitoring and reporting any progress in risk reduction and defining the responsibilities of
management in reducing risk.
“What’s in it for me?” This is a tool that enables the management to consider various
needs and attitudes of individual employees and teams who act as key stakeholders in the change
initiative (Too & Weaver, 2014, p. 1301). It will help the change management team to identify
how the employees perceive change and their roles in the change process. Furthermore, the
company will be able to understand the reactions of the employees, what they can do to prevent
or support the change and their actions that may prevent or encourage non-compliance.
Stakeholder analysis: This is the process of categorizing the stakeholders into groups
based on different considerations which may encompass geographic boundaries, institutions,
income groups or perceived views (Too & Weaver, 2014, p. 1301). Stakeholders are the main
executors of change. Therefore, stakeholder analysis enables the company to understand who the
stakeholders are, what they can do and their significance in the change process. Primarily,
stakeholder analysis will enable Coca-Cola Company to practice inclusivity by ensuring that
every interest group is included in the change implementation process.
Brainstorming: Brainstorming can be used to identify the views of different
stakeholders about the change (Too & Weaver, 2014, p. 1302). The six thinking hats developed
by Edward De Bono can be used in the brainstorming process to identify creative ideas within a
group of employees. The method will impose a great influence on Coca Cola's strategy because it
is revolutionary and releases the employees from the argumentative notion.
Rather than arguing with each other, the six thinking hats should enable the employees to
argue by creative ideas which may be used to modify or further improve the system (Weinmann,
2015, 28). The six thinking hats consists of the white hat which focused on the background data,

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 33
the red hat which discusses individual thoughts and feelings, the yellow hat which looks at the
benefits and feasibility of the change, the black hat which looks at the weaknesses, problems and
risks associated with the change, the green hat which generates alternative approaches that may
be adopted in the change process and the blue hat which coordinates and consolidates the
opinions of the employees.
Focus groups: This is a tool that enables the change implementation team to conduct
open forums with the relevant stakeholders to solicit their ideas concerning the change
(Weinmann, 2015, p. 29). It will enable the Company to achieve real-time collaboration,
information sharing, and relationship creation to help in successfully implementing the change.
The process, showcase and technical walk-throughs: When introducing the new
system, the change implementation team should hold forums for demonstrating to the employees
how the system works. A process walk-through is an approach used to train employees whereby
a qualified instructor demonstrates to the employees the practical aspects of the system
(Weinmann, 2015, p. 32). This system will enable the change management team to identify
training gaps among the employees and support them through the training process.
The quality culture of Coca-Cola Company
A quality culture can be defined as the ability of an organization to offer and maintain
high-quality products and services continuously. Quality can be evaluated by efficiency, safety,
time, dependability, and effectiveness. Coca-Cola Company has maintained a culture of quality
throughout its operations over the years; it sources products from trusted suppliers to ensure that
they are of high quality and safe (Journey Staff, 2012). Furthermore, the company has installed
into its culture the practice of conducting unannounced audits to monitor compliance level
among its employees. To ensure that its syrup is of high quality, the company uses KORE

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 34
standards which offer guidelines to its employees in conducting all the organizational roles
(Journey Staff, 2012). The company has installed high-end technology in its manufacturing,
marketing, and distribution process which ensures faster manufacturing and distribution of
orders. However, the company uses SAP system which does is unable to track its products.
Therefore, to ensure the quality of its services, the company should install RFIDs to improve its
supply chain visibility.
Effective Quality Culture that May enable Coca-Cola Company to ensure a continuous
Monitoring and progress
According to Srinivasan & Kurey (2012), a quality culture begins with leadership that has
an understanding and belief in the impacts of the systems view and recognizes the need to serve
customers to succeed. Some successful approaches that can be used by Coca-Cola Company to
establish and monitor quality adequately may include promoting an open and honest
communication, ensuring accessibility of information, focusing on processes, promoting a
togetherness mentality and promoting learning in the organization. Srinivasan & Kurey (2012)
explains that when a mentality of togetherness is promoted in a firm, then a win-win goal can be
achieved by the company, its suppliers, and the customers. This will enable Coca-Cola Company
to better understand and monitor its quality culture.
An open and honest communication channel in the organization is vital in ensuring
quality. Besides the best way of encouraging truth-telling in the firm is by establishing a culture
where individuals listen to and understand each other (Safty, 2012). This is a culture which
should be adopted by Coca-Cola Company to enhance information flow in the organization
which will in return make it easy for the firm to communicate and monitor its quality progress.

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 35
The third ingredient is the accessibility of information. All the employees in an
organization should have access to information. In the same way, Coca-Cola Company should
ensure that its quality information is always accessible by the relevant stakeholders. According to
Safty (2012), business managers should encourage open information sharing to guide the
employees on what to do next and how to ensure quality.
Quality can also be achieved through adopting a culture of prevention. Smith (2015),
insist that quality has to be forced upstream to make it more robust and to limit the procedures of
continuous appraisal. If Coca-Cola Company adopts this culture, then it will be able to detect any
potential deviations from quality standards and prevent them from happening.
Furthermore, Smith, (2015) suggests that quality should be measured by the cost of
nonconformance. It is apparent that if Coca-Cola Company decides not to monitor its quality
conformance levels, then it may lead to an increase in the cases of non-conformance. Non-
conformance may cost the organization in many ways like loss of customers, inefficient
production, loss of profitability and high employee turnover. These effects can only be prevented
if the company adopts proper quality management and monitoring process and embeds the cost
of non-conformance in its monitoring process.
When an organization adopts a culture of zero defects, then it may be able to produce
high-quality products and services. Mehta (2018) examines the culture of zero defects by using
Scout's Law of zero non-conformance. Allowing the members of an organization to be
untrustworthy may compromise on the credibility and integrity of the organization. Therefore,
Coca-Cola Company should embed this strategy on its quality management procedures to ensure
high quality remains its priority.

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 36
Coca-Cola Company should also adopt a culture of continuous process improvement.
This helps in identifying the problems in systems and fixing them (Mehta, 2018). For example,
the current supply chain system of the organization does not allow for back-end tracking of
products. If the company adopts a process improvement strategy, then it will be able to fix such
problems in time. During the process improvement, the company should exhibit teamwork and
collaboration. Collaboration enables the firm to achieve quality teams with clearly defined
objectives. The teams should regularly brainstorm implement quality monitoring and control
processes and solve problems.
Last, the above proposals cannot be successfully adopted by Coca-Cola if it does not
practice quality commitment. Senior managers of companies must commit their efforts to
ensuring that the quality management processes are implemented and monitored (Mehta, 2018).
This is because it is the senior management which allocates budgets to quality management
practices. Furthermore, the employees may not care to observe quality standards I cases whereby
the management is passive. Therefore, the management of the Company must commit to quality
to be successful in implementing and monitoring quality.
Summary
This assignment has discussed quality management and operational management in
Coca-Cola Company. Coca-Cola uses trusted suppliers for its materials and uses KORE as a
framework to ensure safety and quality of its products. In its supply chain management, the
Company has partnered with SAP which provides it with a supply chain management software.
However, this has some inadequacies related to tracking of materials. The company is unable to
track its products using its systems, leading to cases of incorrect deliveries and reduced supply
chain visibility. This assignment has therefore proposed a quality change, whereby the company

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 37
should install RFIDs to enable it to track the improvements of its products. The RFIDs will use
tags with codes embedded on its product containers and then use a high-end technology installed
in a hand-held device which scans the code and connects it to the main systems using a
computer. This proposed change will result in the ability of the company to track its products in
transit, making it increase its supply chain visibility and reduce cases of incorrect deliveries.
Evaluation of the outcomes of the Strategic Quality change
Change outcomes refer to the goals that a company may achieve by instituting change in
its processes (Hornstein, 2015, p. 295). Outcome evaluation, on the other hand, entails an
evaluation that is geared towards assessing the reasons why the expected outcomes have been
achieved or not achieved. There are many models that can be used to analyze the results of a
strategic quality change. The outcomes of installing the RFIDs can be analyzed regarding
employee feedback, impact on efficiency, impact on profits and sales and action learning.
Ideally, action learning is a tool that can be used to examine the results of a strategic
change. Using this tool, the staff members of a particular organization should come together and
review their actions in the change implementation process (Hornstein, 2015, p. 296). This should
enable the staff members to improve their efficiency in future. For instance, one of the actions
for quality change by Coca-Cola Company was to increase its supply chain visibility by
September 2018. Therefore, to attain this result, the employees are to work tirelessly by
participating in training forums and actively share their ideas with their colleagues. The ability to
trace the movement of products during transit by the company can be used to demonstrate that
the company has achieved a positive outcome from its change strategy.
The impacts on profits and sales is another tool. The decrease or increase in sales revenue
as a result of the imposition of change can form a basis for evaluating strategic success

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 38
(Hornstein, 2015, p. 296). This is a quantitative analysis approach which examines the numerical
increases in sales returns and profitability. The successful implementation of RFIDs minimizes
the cases of supply chain invisibility. It also minimizes the cases of incorrect deliveries, and
inefficiencies in product delivery as the location of every product will be tracked. Therefore, it is
likely to improve the sales due to accurate deliveries, which may in return improve profitability.
The company can also use feedback from customers and employees. Feedback from the
employees can be used to evaluate the success of a quality change (Hornstein, 2015, p. 297).
Employees can provide positive or negative feedback depending on their experiences with the
system. For example, in Coca-Cola Company, the system implementation can be viewed as
successful when the employees in the stores and logistics departments can use the system to
track the products in the stores and transit. If they are unable to do so, then corrective measures
should be taken such as training them on how to use it. Also, Coca-Cola should derive feedback
from its customers. Customers refer to the recipients and users of the company's products. The
system will be evaluated as successfully implemented when it leads to a decrease in customer
complaints especially relating to incorrect deliveries.
Gaps in the change Process.
Introducing RFIDs will enable the company to improve its supply chain visibility.
However, this is a new system which requires the employees to be trained and coached on how
to use it. Some gaps in the system include:
Need for frequent updates: Systems are prone to updates (Stadtler, 2015, p. 8). Updates
may be installed to fix bugs, improve inefficiency and make the system more robust. Bugs refer
to malware that may make the system unable to function correctly. Robustness of a system can
be evaluated regarding its ability to handle a large volume of tasks without showing any forms of

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 39
failure. Besides, efficiency can be assessed regarding speed and accuracy of the system in
executing its tasks. It is also expected that the system will not be static for a long time. 'SAP'
which is the provider of the system may install updates whenever they feel it is necessary.
Therefore, the company may incur additional costs in installing regular updates.
Complex system: Some employees may find the system complex to use (Stadtler, 2015,
p. 10). This may lead to inefficiencies making the organization to be unable to derive optimal
benefits by using the system. Furthermore, some employees may be slow learners making the
firm to spend heavily on training. This may dilute the profits of the company.
Incompatibility issues: The system may not be compatible with some computers and
systems being used by Coca-Cola Company. Incompatibility is a major problem facing
successful system and software adoption by companies. Therefore, the company may be forced
to replace some of its machines to acquire more compatible machines. This may be expensive.
Also, purchase of new machines may interfere with the company's operations as it may take time
for the company to acquire high-quality machines.
Recommendations: Areas of improvement
Although a change strategy can successfully be implemented in an organization, this is
usually not enough to ensure quality. Therefore, it is recommended that the Coca-Cola Company
should install regular updates to the system, train its staff regularly concerning any system
updates, establish continuous follow-up strategies and install an accurate feedback system. These
recommendations for improvement may be discussed as follows:
Systems are prone to updates. These updates should regularly be installed by the firm to
ensure that bugs, inefficiencies and system error are fixed. The company should, therefore,
install regular updates to the system to ensure that it functions as expected. Furthermore, when

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 40
the company installs any updates to the system, then it should train its employees to ensure that
they are well conversant with the system. As explained by Mir & Pinnington (2014, p. 214),
training enables employees to acquire the relevant skills and knowledge to handle different tasks
in the organization. Therefore, offering training to the employees will make them more equipped
and competent.
The company should also establish accurate follow-up strategies. A feedback system
enables a firm to follow up on the performance of different organizational systems and processes
(Mir & Pinnington, 2014, p. 215). Therefore, when the company establishes a follow-up system,
it will be able to identify any weaknesses in the system and correct them. A follow-up system
and a feedback system work hand-in-hand to enable a firm to monitor the progress of an
implemented system. Therefore, Coca-Cola Company will be able to evaluate feedback from the
users and customers to monitor the system functionality.

QUALITY MANAGEMENT SYSTEMS: COCA-COLA COMPANY 41
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