Professional Documents
Culture Documents
Source: McKinsey
Whats to be achieved
SALES
$ Millions
500
400
Readability
300
200
100
0 Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Source: McKinsey
Source: McKinsey
Item
Time series
Frequency
Correlation
Shows ... ... the size of individual components making up the total (share of , percent of )
Bar
Column
Line
Example
Our company has a market share of less than 10%
Dot
Source: McKinsey
Item
Time series
Frequency
Correlation
Shows ... ... ranking of individual items in a group by size (biggest/smallest, bigger/ smaller than, equal to, in n-th position)
Bar
Column
Line
Example
In terms of RoI our company is in fourth place
Dot
Source: McKinsey
Item
Time series
Frequency
Correlation
Shows ... ... change over time (rising, growing, falling, changing, fluctuating, remaining steady, sinking)
Bar
Column
Line
Example
Sales have increased constantly since January
Dot
Source: McKinsey
Item
Time series
Frequency
Correlation
Shows ... ... how often a specified object appears in a number of consecutive, equally sized categories (concentration, distribution, frequency, range)
Bar
Column
Line
Example
The salary level is highest in the age group of 51 to 55
Dot
Source: McKinsey
Item
Time series
Frequency
Correlation
Shows ... ... the relationship between two groups of variables (rises/falls with, changes in parallel with, correlates with, reflects)
Bar
Column
Line
Example
Value of insurance policy reflects the level of income of the insured people
Dot
Source: McKinsey
Design rules Consistency (same elements for same meaning, same elements should be same size, should be placed the same, etc.) Balanced layout (optimum white space and font size) Central position of chart content (relative to slide) Accuracy (alignments, double check titles, activate spell checker)
Source: VMS
Agenda
Exhibit title is 19 point font size, bold, left aligned, sentence case
Text is 16 point font size or smaller and follows this hierarchy format; all main body text on page should be same font size
Footnotes are 12 point font size or smaller; 1 point font size smaller than main body text on page
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Source: If you do not have a source for a page add <___________> placeholder as reminder
Colors used in this format keep if client hard color set, apart from that McKinsey U-Template applies
Fill colors
3rd fill
4th fill
Do not forget to change font color to white or it will not show correctly when printed nor on an onscreen slideshow
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Legend 4
57
2003
04
2005
Footnotes are 12 point font size or smaller; 1 point font size smaller than main body text on page
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Note: National Health and Nutrition Examination Survey Source: If you do not have a source for a page add <___________> placeholder as reminder
We would like the pages to follow this format*, with the header breaking just before the stickers and legends
FTEs
Numbers are always right aligned with each other, but left aligned with column headers Current HC FTEs Improvement opportunity Percent** Total reduction FTEs
DISCUSSION DRAFT
Legend 1
Legend 2 Legend 3
Working Draft - Last Modified 9/11/2008 4:07:32 PM Printed 07.07.2005 19:02:28
Plant
Other notes 19 34 18 36 107 43 62 30-50% 20-30 30-50 20-30 23-37 50-70 30-50 6-10 7-10 5-9 7-11 25-40 22-30 19-31
Inventory analyst
General accounting analyst
Sales office
25
42 46 218 325
50
30-50 50 41-54 35-49%
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13-21 23 90-118 115-158
Double-check totals
* Footnote 1 (Align all footnotes and also cross-check all *) ** We want the unit symbol to be displayed on the topmost and bottommost rows Source: Mark-out missing source if we did not provide
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An example of how we will number the groups and align their toplevel and also footnote alignment
From unclear due diligence findings
A Identified ~7,000 headcount No clear picture regarding core vs. non-core activities In-house vs. outsourced unknown
ESTIMATES
Labor costs unclear at ~USD60-100m Various sources during due diligence were inconclusive as to real FTE labor costs
Total labor cost estimated at ~USD98m** CCBPI regular employees account for more than 70% of the cost 34% of labor cost resides in sales (despite 30% decrease of sales volume) 27% in logistics
Layers of hierarchy and span of control at head office or in the field were not clear
More transparent view on FTE distribution between HO and field 417 FTEs in HO (~2% of total FTE) PhilBev HO oversized relative to revenues: 12% of revenue, 35% of HO FTE
* Business Rationalization Program was executed after San Miguel Corporation (SMC) took over CCBG with primary mission of reducing FTE ** Based on bottom-up payroll data for regular and casuals and estimated split of labor vs. non-labor cost for third party contractors Source: Client data; client interviews; team analysis and estimates
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This is an example of how we will layout data, with the headers bold and units in normal font
Percent, USD millions
Further detail provided
Benchmarking approach
1
Description
Merger synergy
based on bottle merger experience Uses bottling benchmarks from Europe, Africa, and Latin America 20-22
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2 19-21
Step-wise changes
37-51
* Range of percentage reduction applied to different people-related cost bases/payroll mix Source: HR database; 2006 MOR; team analysis
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Full McK U-template style applies (black and white but original colors if a softcopy
Deck instructions
is sent through) Provide alternate layouts if there are better ideas but clearly mark them as such and put right behind the original slide Spell check all documents (US dictionary) before sending back and check that numbers add up in tables and waterfalls, and that footnotes match Main body text must have same font size Deleted slides should be moved to back of pack and mark as such Rename file to next version, e.g., Progress review V1.8 and NOT VGI-style NYOXX All abbreviations should be spelled out upon first use Spell out First, Second, Third, etc. Commas after e.g., Abbreviate billions to B, millions to M and thousands to K Space between currency and the amount, e.g., $50 M Dates to be: XX Month 2007 format Use Thinkcell whenever possible so sender can make last minute adjustments Mark if any slide is missing a source
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Key topics
Decisions/support needed
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Different ranks of certification will ensure the continuous development of practical lean talents
Transformation improvement expertMaster Black Belt
In-depth, value stream design knowledge Improvement is their only/main task Provide advices and knowledge management
Expert
Transformation project leaderBlack Belt
Project leader
In-depth, professional lean knowledge project owner Professional instructor with training and
coordination skills Change agentGreen Belt
Lean knowledge and experience Core basic improvement skills Project management and instruction skills Sub stream owner
Team member of specific projects Understanding improvement skills Have relatively strong subjective initiative
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MOST REPEAT COMPLAINTS AT QCY BUSINESS ZONE ARE DUE TO TESTED OK (TOK) ON DIAGNOSTICS AND CUSTOMER-RELATED ISSUES
PRELIMINARY
Diagnostic related
Root cause diagnosis for repeat complaints handled by QCY business zones (~68% of complaints) 100% = 97 tickets analyzed
Coordination related
Tested OK by Infocom/Fulfilment Tested OK by BZ Root cause identified 6 repair not OK 2 Root cause identified 12 cant repair Root cause not identified 7 repair on symptom 8 BZ lack knowledge of 2 14 ticket history Advice to customer not clear Customers meddle or refused with equipment
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Others
40
Examples of diagnostics related root causes Fulfillment tested OK but customer reported the same symptom the following day Technician tested OK but an equipment found to be defective the following day Examples of customer related root causes Technicians not allowed to test when connection was (temporarily) back to normal Customer, despite the advice given, tinkered with modem configurations
* QCY team prioritizes repeat complaints to be analyzed, resulting on disproportionally large Source:PLDT project team bottom-up analysis (June 24 July 8, 2008); NMOSS report
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