Distribuition Process Optimisation

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Questionnaire - Management Pillar
Reporting Period:
Facility Name:
Mandator ID Question/Topic Requirement
y
MANAGEMENT PILLA
FUNDAMENTALS
1.0 STRATEGY
R1.1.1 - Empleados capacitados en las
Políticas de Cumplimiento.
R1.1.2 - Línea de ayuda establecida y
debidamente comunicada a todos los
empleados.
Yes 1.1 Conformidad
R1.1.3 - Empleados conscientes del Canal de
Cumplimiento o de cómo pueden escalar
posibles violaciones de cualquiera de las
Políticas Globales de Empresa obligatorias. oportuna (como mínimo, "oportuno" se
R1.1.4 - Las acciones de auditoría Interna y se acuerde lo contrario entre la instalación y
auditoría/visita de Zona o Global se han
completado de manera oportuna.
R1.2.1 - Revisión de DC Dream realizada
anualmente o actualizada si se produjo una Debe revisarse anualmente o actualizarse si
interrupción importante en el negocio.
R1.2.2 - DC Dream con una declaración clara todos los niveles del departamento para
de Dream y un conjunto de KPI definidos.
Definición del R1.2.3 - DC Dream conectado a la estrategia
1.2
Sueño de ABI.
R1.2.4 - DC Dream comunicado a los
empleados.
R1.2.5 - Benchmark definido para Dream KPIs.
Definir los KPI de ensueño, deben ser
aspiracionales y realistas (alineados y
complementarios a los objetivos anuales).
R1.3.1 - Objetivos estratégicos definidos
mediante el análisis FODA.
R1.3.2 - Objetivos estratégicos priorizados
utilizando el Análisis So What.
Definición de
1.3 Objetivos
Estratégicos R1.3.3 - Objetivos estratégicos que abordan
los principales obstáculos para alcanzar el
Sueño.
2.0 BUSINESS AND PROCESSES MAPPING
R2.1.1 - Revisión de la descripción del negocio
realizada anualmente o cuando cambian los
requisitos del cliente, surgen nuevos desafíos
o después de una interrupción del negocio.
73%
2nd. Calculate the score accoring to the "Scoring" and insert it in this column (or in column N). 1st. Insert in this column (or in colum
Mandatory: 1 73% 64% O) YES or NO, according to each
requirement.
64%
Question
How to Check Scoring Guidance Global Owner Feedback Playsheet MAZ WH - DDC WH - DDC DEL - DDC DEL - DDC DDC
Weight
60% N/A 60%
60% N/A 60%
60% N/A 60%
1. Verifique los registros de capacitación
para las Políticas de cumplimiento. Nota:
Para el personal de 3PL, solo el
conocimiento del Canal de Cumplimiento
(línea de ayuda de denuncia de
irregularidades) y el procedimiento son YES YES
obligatorios.
2. Verifique si existe una línea de ayuda y si
se comunica adecuadamente a todos los
empleados (la línea de ayuda debe
publicarse visualmente). - Entrenamiento en: código de conducta, linea ética, compliance (entrenamientos en
3. Compruebe si los empleados conocen el Workday para equipo ABI) - (Equipo tercero por DPO Academy).
Canal de cumplimiento o cómo pueden - Material de entrenamiento y revisión de plan de capacitaciones (validar en las guias de
escalar posibles violaciones de cualquiera SKAP).
de las Políticas globales obligatorias de la - Entrevistas a equipos mandos medios y primera linea.
empresa. Es aceptable que los empleados 5 - Todos los requisitos YES YES
escalen los problemas al Departamento de cumplidos. '- Publicación de números de linea de ayuda/ética
Las Políticas Globales de la Compañía son
Personas o a su gerente, además de utilizar - Entrevistas a equipos mandos medios y primera linea.
definidas por los principales líderes de la
el Canal de Cumplimiento. 3 - Además, R1.1.3 cumplió. - Flujo o canal de comunicación sobre incumplimientos a las políticas globales (Los
empresa y se vuelven obligatorias de
4. Solicite ver el registro de acciones para mencionados lineas arriba) 1 3 N/A 3.0
inmediato. Son reglas que se establecen como
las acciones de Auditoría Interna y Zona o 1 - R1.1.1 y R1.1.2
producto de creencias, valores y experiencias
Auditoría Global/visita. Verifique que los cumplieron. '- Flujo o canal de comunicación sobre incumplimientos a las políticas globales (Los
ligadas al Sueño de la empresa.
elementos se hayan completado de manera mencionados lineas arriba) - Opcional: la publicación del flujo
0 - Sin R1.1.1 o R1.1.2. - Entrevistas a equipos mandos medios y primera linea.
define como dentro del mismo año YES YES
calendario para los elementos de auditoría '- Validar con people el listado de casos sobre incumplimiento de politicas globales en el año
interna, y para la próxima auditoría de zona en curso.
para la mayoría de las acciones de - Estatus de casos, que se hayan cerrado a nivel PAIS, ZONA Y GLOBAL
visita/auditoría de zona/global a menos que - Revisión de action log de eventos reportados a través del flujo de comunicación
el equipo de auditoría/visitante de
Zona/Global.
N/A N/A
1. Verifique la revisión del Sueño del CD.
se produjo una interrupción importante en el
negocio o si las condiciones internas /
externas cambiaron.
2. Verifique una declaración clara de sueño, N/A N/A
los KPI seleccionados y la conexión con la
estrategia de ABI.
3. Verifique el tablero de la sala de equipo
para la comunicación de Sueño del CD. - Realizar un comparativo del performance de los KPI sueño del año anterior VS meta actual
4. Hable con los miembros del equipo en para los 03 negocios
- Construcción del sueño del CD (tomando en cuenta los 03 negocios)
medir su conocimiento y comprensión del - Solo se debe publicar un sueño para todas las salas del CD
Sueño del CD. - Asegurar la actualización del sueño con el mindset 100%
'- Definir sueño para cada negocio dentro del toolkit del ciclo de gestión (delivery, warehouse N/A N/A
y fleet)
- Definir un solo sueño como CD pero aliementandose de los otros 3 negocios
5 - Todos los requisitos
- Definir KPIs del año que conecten con los 3 negocios
cumplidos.
-Los Dream KPIs, deben ser aspiracionales y - Sueño con un alcance definido
realistas (alineados y complementarios a los - KPI PATH (CONSOLIDADO DE KPIS EN BASE EL EJEMPLO GLOBAL - FOCO EN DOS
3 - Además, R1.2.3 y R1.2.4
objetivos anuales). Además, deben estar NEGOCIOS)
cumplieron.
conectados con la estrategia ABI y ser 1 N/A N/A N/A
comunicados a todo el equipo. ' - Definir el sueño sin dejar de lado el foco de la compañía para el año en curso desde sus N/A N/A
1 - R1.2.1 y R1.2.2
diferentes negocios
cumplieron.
DPO.MGT.1.2 SUEÑO.docx
'- Se cascadea un único sueño en el CD a todo nivel
0 - Sin R1.2.1 y R1.2.2.
- Validar por medio de entrevistas el conocimiento acerca del sueño en los diferentes niveles
- Validar como cada miembro de la operación desde su rol tiene impacto hacia el logro del
sueño
N/A N/A
' - Realizar un analisis comparativo de KPIs del sueño a nivel BU, ZONA o Global
(dependiente el alcance del sueño que define cada CD)
- Los KPIs del sueño deben ser mas retadores que lo Target del año en curso
- Definir LES anuales para los KPIs del sueño, hasta el horizonte fijado (año en que se
cumplira el sueño)
N/A N/A
1. Verifique la definición y priorización de
objetivos estratégicos utilizando tanto el
Análisis FODA como el Análisis So What N/A N/A
(DPO. MGT.3.1 Plantilla DAFO.xlsx). Las Acciones Estratégicas pueden
- Definición del FODA por cada negocio
2. Evaluar si los objetivos estratégicos están 5 - Todos los requisitos desencadenar un Proyecto o un PDCA que
- Definición de un FODA único para el CD
abordando los principales obstáculos para cumplidos. debe iniciarse para mejorar los resultados
- Asegurar el FODA tenga sustento cuantitativo
lograr el Sueño. mediante la mejora de productos o procesos.
N/A N/A
3. Comprobar que los resultados del So 3 - Además, R1.3.2 cumplió. Corresponde al liderazgo definir y priorizar las
'- Definición de estrategias del CD 1 N/A N/A N/A
What Abakysis definen los proyectos, Belts, acciones estratégicas. (ver Temas 4.4 y 4.6)
- Ejecutar matriz de priorización CD
gastos de CAPEX, Cascadeo de metasy/o 1 - R1.3.1 cumplió.
DPO.MGT.1.3 Instrucciones FODA.pptx
ejercicio PDCA en los que va a participar el '- Definir lista de proyectos ejecutables en el año (al menos uno debe ser PDCA
DC. 0 - Sin R1.3.1. DPO.MGT.1.3 Plantilla DAFO.xlsx
ESTRATEGICO). Conectar con los KPIs criticos en cada nivel N/A N/A
DAFO.mp4.
N/A N/A N/A
1. Compruebe si se actualizó la descripción
del negocio y si se siguió el estándar global
(SIPOC).
2. Busque la alineación de proveedores y
clientes, procesos y recursos que coincidan
con el estado actual. N/A N/A
Verifique que los procesos enumerados
cumplan con la definición del proceso: "Un
proceso es cualquier MEDIO que
transforma los insumos en productos o
servicios que satisfagan las necesidades de
los clientes". El proceso descrito puede ser
de cualquier naturaleza: un proceso de
fabricación, administrativo o de servicio
Compruebe que está claro dónde comienza
y termina un proceso con entradas definidas
específicas y la salida deseada.
3. Verificar si la Matriz de Productos Críticos - Revisar la descripción del negocio del año anterior y evaluar si hubo algún cambio o
fue elaborada de acuerdo con las actualizaiones en los procesos de acuerdo al herramienta SIPOC
orientaciones adecuadas. Tenga en cuenta - Construcción del BD (para cada negocio) en base a la revisión ejecutada previamente
que la criticidad se mide en función del durante el Q1 y cuando se tengan actualizaciones asegurar que esto se refleje en el BD
impacto de los resultados de LY y la
posibilidad de comprometer la estrategia a '- Asegurar el estandar de acuerdo a la herramienta SIPOC
 1. Compruebe si se actualizó la descripción
del negocio y si se siguió el estándar global
(SIPOC).
Questionnaire - Management Pillar 2. Busque la alineación de proveedores y
clientes, procesos y recursos que coincidan
Reporting Period: con el estado actual.
Verifique que los procesos enumerados
Facility Name:
cumplan con la definición del proceso: "Un
proceso es cualquier MEDIO que
transforma los insumos en productos o
servicios que satisfagan las necesidades de
Mandator ID Question/Topic Requirement How to Check
los clientes". El proceso descrito puede ser
y
R2.1.2 - Revisión de la descripción del negocio de cualquier naturaleza: un proceso de
realizada de acuerdo con el estándar global fabricación, administrativo o de servicio
(SIPOC). Compruebe que está claro dónde comienza
y termina un proceso con entradas definidas
específicas y la salida deseada.
3. Verificar si la Matriz de Productos Críticos
fue elaborada de acuerdo con las
orientaciones adecuadas. Tenga en cuenta
que la criticidad se mide en función del
impacto de los resultados de LY y la
posibilidad de comprometer la estrategia a
largo plazo. Los KPI se correlacionaron
R2.1.3 - SLA correctamente definidos de adecuadamente con productos críticos.
acuerdo con los Proveedores y existe una 4. Verifique la comunicación de la
5 - Todos los requisitos
clara propiedad por parte del cliente y el Descripción del Negocio y de su importancia cumplidos.
proveedor. para la operación (por ejemplo, correo
electrónico, tableros visuales o reuniones). 3 - Además, R2.1.3, R2.1.4 y
5. Entrevistar a los empleados para verificar R2.1.5 cumplieron.
Business
2.1 su conocimiento de la Descripción del
Description
Negocio, los KPIs, así como su importancia 1 - R2.1.1 y R2.1.2
para la operación.
cumplieron.
6. Averigüe qué SLA existen, por qué se
establecieron y cómo se realiza un
0 - Sin R2.1.1 y R2.1.2
seguimiento. Asegúrese de que el equipo
R2.1.4 - Matriz de Productos Críticos no realice un seguimiento de los SLA solo
elaborada de acuerdo con las orientaciones para realizar un seguimiento de los SLA.
adecuadas. Busque acciones de seguimiento
provenientes de incumplimientos de SLA.
R2.1.5 - KPI correctamente correlacionados
con productos críticos de la Descripción del
negocio.
R2.1.6 - Descripción del negocio, KPIs, y su
importancia para la operación debidamente
comunicada y empleados lo conocen.
R2.2.1 - Mapeo de procesos realizado de 1. Comprobar si el Mapeo de Procesos se
acuerdo con el estándar global. realizó utilizando como referencia el
estándar global y si refleja la realidad de los
procesos críticos del área.
2. Compruebe si el Nivel 1 y el Nivel 2 del
R2.2.2 - Mapa de procesos que contiene todos Mapa de Procesos están correlacionados
los componentes debidamente definidos y que con el proceso de crítica definido en la
reflejan la realidad de los procesos críticos del descripción del negocio.
área. 3. Verifique si el Nivel 3 tiene las
R2.2.3 - Matriz de tareas críticas elaborada de Actividades correctamente definidas
teniendo en cuenta que una actividad es un
acuerdo con las orientaciones adecuadas.
grupo de tareas ordenadas con un principio
y un final definidos donde los insumos se
transforman en productos/servicios
R2.2.4 - Identificar y comprender el rol de las intermedios (si están en la mitad de la
tareas críticas. cadena) o productos/servicios finales (si es cumplidos.
el último de la cadena).
4. Compruebe si el Nivel 4 tiene las tareas 3 - Además R2.2.2, R2.2.3 y
2.2 Process Mapping correctamente definidas teniendo en cuenta R2.2.4 cumplieron.
que una tarea es un grupo de pasos
R2.2.5 - Los PI se correlacionan correctamente ordenados que describen QUÉ hacer y NO
con las tareas críticas del mapa de procesos. CÓMO hacerlo.
5. Verifique si el mapa de procesos contiene 0 - Sin R2.2.1.
la matriz de tareas críticas. Tenga en
cuenta que la criticidad se mide en función
del impacto de los resultados de LY y la
posibilidad de comprometer la estrategia a
largo plazo. Verifique que los PI definidos
estén correctamente correlacionados con
R2.2.6 - Mapa de procesos, PIs, y su las tareas críticas.
importancia para la operación debidamente 6. Entrevistar a los empleados para verificar
comunicados y los empleados son conscientes su conocimiento de los Mapas de Procesos,
de ello. los PIs, así como su importancia para la
operación.
R2.3.1 - Árbol de KPI para el problema 1. Verifique los materiales del árbol de KPI
definido en el lugar que asigna la para verificar si se usaron al menos para los
responsabilidad adecuada a cada miembro del KPI críticos y si los PI y KPI estaban
equipo. correctamente vinculados;
2. Mostrar cómo las capas del árbol de KPI
se conectan con el MCRS: KPI mensuales /
semanales, algunos KPI y principalmente pi
Diarios/ SHO, PI en estaciones de trabajo
del operador, SICs integrados en los planes
de reacción y SOP en el OWS;
3. Compruebe si el equipo puede conectar
los elementos en los paneles Shiftly/Daily a
R2.3.2 - Árbol de KPI implementado utilizando los KPI en el panel mensual;
el concepto de KPI a PI a SIC para al menos 4. Es posible que no todos los KPI
los KPI críticos sin brechas en la selección de mensuales estén conectados a un elemento
KPI/PI efectivos para los tableros y estaciones del panel de control de Shiftly/Daily. Sin
de trabajo de Team Room.
embargo, verifique los KPI mensuales rojos
tienen algo relacionado;
5. Verifique que para los PI de la estación
de trabajo los miembros de primera línea
tengan la capacidad de reaccionar a las
excepciones y realizar cambios para que el
PI vuelva a tener el control. Si no, no es un
buen PI;
6. Entrevistar al empleado para verificar su
R.2.3.3 - Proceso de selección de PI conocimiento de los árboles de KPI, del
implementado con una comprensión clara de vínculo entre PI, KPI y árboles de KPI, y su
Product and los insumos que se utilizarán, la frecuencia importancia para la operación;
Yes 2.3
Process Indicator para revisar los PI a rastrear y quién está 7. Compruebe que se retira un KPI y/o PI y
involucrado en la discusión y las decisiones. se selecciona uno nuevo en función de los
datos de rendimiento actualizados tan
pronto como se resuelvan los actuales.
Scoring
5 - Todos los requisitos
1 - R2.2.1 cumplió.
5 - Todos los requisitos
cumplidos.
3 - Además, R2.3.4 cumplió.
1 - R2.3.1, R2.3.2 y R2.3.3
cumplieron.
0 - Sin R2.3.1.
73%
2nd. Calculate the score accoring to the "Scoring" and insert it in this column (or in column N). 1st. Insert in this column (or in colum
Mandatory: 1 73% 64% O) YES or NO, according to each
requirement.
64%
Question
Guidance Global Owner Feedback Playsheet MAZ WH - DDC WH - DDC DEL - DDC DEL - DDC DDC
Weight
- Revisar la descripción del negocio del año anterior y evaluar si hubo algún cambio o N/A N/A
actualizaiones en los procesos de acuerdo al herramienta SIPOC
- Construcción del BD (para cada negocio) en base a la revisión ejecutada previamente
durante el Q1 y cuando se tengan actualizaciones asegurar que esto se refleje en el BD
'- Asegurar el estandar de acuerdo a la herramienta SIPOC
Business Description (BD) es la descripción de '- SLAs criticos definidos (Max 2 por cada negocio: WH, DEL, FL) para cada negocio con
cómo cada Función o Departamento agrega acuerdos SMART
valor a la Organización. Ayuda a comprender - Revisar ( firmar) acuerdos al menos una vez al año si no hubieran cambios en los acuerdos
los procesos de transformación completados y KPIs
por cada operación para garantizar que - Revisar matriz de SLAs (no solo los criticos) y acciones para mejorar el resultado (cruzar
estamos entregando los productos correctos a con pilar planning)
N/A N/A
nuestros clientes. 1 N/A N/A N/A
'- Correr la matriz de criticidad para el producto critico
DPO.MGT.2.1 Descripción comercial.docx - Validar que el criterio utilizado sea en base a eventos ya ocurridos y no por ocurrir
DPO.MGT.2.1 Plantilla de descripción - Validar cuantitativamente que los resultados en cada uno de los criterios exista el sustento
comercial v1.0.xlsx de porque el puntaje.
Descripción del negocio.mp4 - Reevaluar cuando dentro de una de las matrices de ciriticidad son arroja el mismo puntaje
SLA s.mp4 en el critico (solo cirtico).
'- Revisar que los KPIs del producto critico esten correlacionados con el proceso en si
'- Asegurar que el equipo operativo conozca y haya participado de la elaboración del BD
(FOCO EN LOS EQUIPOS AUTONOMOS)
- Entrevistar al equipo operativo y lideres para validar el conocimiento del BD (clientes, N/A N/A
proveedores, procesos y KPIs)
N/A N/A
N/A N/A
N/A N/A
N/A N/A
Los mapas de proceso deben utilizarse
- Asegurar que el CD tenga el estandar del formato de global (DPO MGT 4.1)
cuando: N/A
- Los resultados de un área no son estables
'- Asegurar que el CD tenga el mapa de procesos de cada negocio con visibilidad al
debido a la falta de tareas estandarizadas (bajo
producto, actividad y tarea critica
control del proceso).
- El equipo tiene diferentes entendimientos del
'- Validar la ejecución de las matrices de actividad y tarea critica con los criterios tomados en
flujo de tareas y cómo el proceso interactúa
el anterior bloque (BD) N/A N/A
con otras áreas.
- Implementación de un nuevo proceso. 1 N/A N/A N/A
'- Enrenamiento sobre el de las tareas criticas de los negocios
- Estudiar un proceso de posibles mejoras con
el fin de reducir el desperdicio o eliminar
'- Revisar que los KPIs y Pis se relacionen con las actividades y tareas criticas
actividades sin valor agregado.
'- Asegurar que el equipo operativo conozca y haya participado de la elaboración del MP
DPO.MGT.2.2 Mapeo de procesos.docx
(FOCO EN LOS EQUIPOS AUTONOMOS)
DPO.MGT.2.2 Plantilla de mapa de procesos N/A N/A
- Entrevistar al equipo operativo y lideres para validar el conocimiento del MP (al menos
v01.xlsx
identificar la criticidad en cada nivel)
MapaDeProcesos.mp4
N/A N/A
N/A N/A
- Asegurar que el CD tenga el árbol de KPIs de cada negocio con visibilidad de los KPIs y
Pis críticos.
- Asegurar que el CD tenga un árbol de KPI´s considerando los 3 negocios N/A N/A
El Bloque de Indicadores de Producto y
- SIC para los PI´s que son definidos como críticos en los diferentes árboles de KPIs
Proceso está enfocado a la definición de
- Matriz de correlación entre PI´s y KPI´s de tal manera que se pueda demostrar que los PI´s
mediciones, las cuales pueden ser
del nivel 4 al nivel 2 tienen un impacto en el nivel 1
consideradas KPIs o PIs dependiendo del
alcance y punto de vista considerado. Estas
'- Rutinas alineadas al MCRS para seguimiento de KPI´s y PI´s
definiciones son las salidas de este bloque. La
- TOR de rutinas de seguimiento de KPI´s y PI´s
verificación de estos indicadores es parte del
- Evidencia de planes de acción según desviaciones de KPI´s y PI´s resultantes de las
Bloques de proceso de revisión de rutina y
rutinas de seguimiento y uso de SIC
rendimiento discutidos más adelante. El
- Para SIC de la Workstation que ya se tienen definidas acciones ,se deben dejar evidecias
desglose de un KPI en sus componentes PI y
de respaldo cuando se ejecutan. 1 N/A N/A N/A N/A
sus palancas SIC se puede visualizar en un
- Revisar las desviaciones de las Workstation en las rutinas de cambio de turno.
árbol de KPI. Si solo medimos los KPI en
nuestro negocio, estamos midiendo los
'- Entrevistas al Front Line para validar conocmiento sobre:
resultados cuando nuestros productos ya están
* Conexión de PI´s y KPI´s
terminados. Esto es demasiado tarde para
* PI´s que se rastrean en las Workstation
hacer correcciones y resultaría en mucho
desperdicio y reelaboración.
'- KPI´s mensuales conectados o relacionados con algún PI diario
Mejoras de KPI´s o PI´s al menos 3 meses consecutivos para poder cambiar el PI o KPI
DPO.MGT.2.3 Ejercicio de ruta de KPI.pptx
Ajustar la meta del PI o KPI aplicando Minset 100%
DPO.MGT.2.3 Ejemplos de árbol de KPI.pptx"
'- Actualización del árbol de KPIs en base a la mejora que puedan ir presentado en el
resultados de los KPIs y Pis. (mindset 100%)
 Pis críticos.
tienen algo relacionado;
- Asegurar que el CD tenga un árbol de KPI´s considerando los 3 negocios
5. Verifique que para los PI de la estación El Bloque de Indicadores de Producto y
- SIC para los PI´s que son definidos como críticos en los diferentes árboles de KPIs
de trabajo los miembros de primera línea Proceso está enfocado a la definición de
- Matriz de correlación entre PI´s y KPI´s de tal manera que se pueda demostrar que los PI´s
tengan la capacidad de reaccionar a las mediciones, las cuales pueden ser
del nivel 4 al nivel 2 tienen un impacto en el nivel 1
excepciones y realizar cambios para que el consideradas KPIs o PIs dependiendo del
PI vuelva a tener el control. Si no, no es un alcance y punto de vista considerado. Estas
Questionnaire - Management Pillar '- Rutinas alineadas al MCRS para seguimiento de KPI´s y PI´s 73%
buen PI; definiciones son las salidas de este bloque. La 2nd. Calculate the score accoring
5 - Todos los requisitos - TOR de rutinas de seguimiento de KPI´stoy the
PI´s"Scoring" and insert it in this column (or in column N). 1st. Insert in this column (or in colum
6. Entrevistar al empleado para verificar su verificación de estos indicadores es parte del
Reporting Period: cumplidos. Mandatory: 1 - Evidencia de planes de acción según desviaciones de KPI´s y PI´s resultantes de las 73% 64% O) YES or NO, according to each
conocimiento de los árboles de KPI, del Bloques de proceso de revisión de rutina y
rutinas de seguimiento y uso de SIC requirement.
Facility Name: vínculo entre PI, KPI y árboles de KPI, y su rendimiento discutidos más adelante. El 64%
3 - Además, R2.3.4 cumplió. - Para SIC de la Workstation que ya se tienen definidas acciones ,se deben dejar evidecias
Product and importancia para la operación; desglose de un KPI en sus componentes PI y
Yes 2.3 de respaldo cuando se ejecutan. 1 N/A N/A N/A
Process Indicator 7. Compruebe que se retira un KPI y/o PI y sus palancas SIC se puede visualizar en un
1 - R2.3.1, R2.3.2 y R2.3.3 - Revisar las desviaciones de las Workstation en las rutinas de cambio de turno.
se selecciona uno nuevo en función de los árbol de KPI. Si solo medimos los KPI en Question
Mandator ID Question/Topic Requirement How toactualizados
Check cumplieron.Scoring Guidance Global Owner Feedback Playsheet MAZ WH - DDC WH - DDC DEL - DDC DEL - DDC DDC
datos de rendimiento tan nuestro negocio, estamos midiendo los Weight
y '- Entrevistas al Front Line para validar conocmiento sobre:
pronto como se resuelvan los actuales. resultados cuando nuestros productos ya están
R.2.3.4 - Los miembros del equipo de primera 0 - Sin R2.3.1. * Conexión de PI´s y KPI´s
terminados. Esto es demasiado tarde para
línea entienden la conexión entre los KPI * PI´s que se rastrean en las Workstation
hacer correcciones y resultaría en mucho
mensuales y el tablero diario/de turnos en sus
desperdicio y reelaboración. N/A N/A
salas de equipos y hasta los PI que están '- KPI´s mensuales conectados o relacionados con algún PI diario
rastreando en sus estaciones de trabajo. Mejoras de KPI´s o PI´s al menos 3 meses consecutivos para poder cambiar el PI o KPI
DPO.MGT.2.3 Ejercicio de ruta de KPI.pptx
Ajustar la meta del PI o KPI aplicando Minset 100%
DPO.MGT.2.3 Ejemplos de árbol de KPI.pptx"
R2.3.5 - Definir el problema a resolver con '- Actualización del árbol de KPIs en base a la mejora que puedan ir presentado en el
base en el Sueño, análisis crítico a partir de la resultados de los KPIs y Pis. (mindset 100%)
ejecución del Ciclo de Gestión u otros criterios
de priorización.
N/A N/A

R2.3.5 - Nuevo enfoque o problema

identificado al estirar el objetivo de KPI o
debido a una brecha que debe cerrarse. En
caso de que el KPI mejore de manera
sostenible, establezca objetivos de N/A N/A
estiramiento para lograr el punto de referencia
o identifique un nuevo problema para resolver.

MANAGE TO SUSTAIN N/A N/A N/A

3.0 ROUTINE MANAGEMENT (SDCA) N/A N/A N/A
R3.1.1 - Los empleados tienen conocimiento y 1. Entreviste a una muestra de empleados 5 - Todos los requisitos N/A N/A
comprensión de los principios
R3.1.2 - Se implementa 5S la rutina 5S de diferentes áreas para verificar su
y ejecuta cumplidos. N/A N/A
conocimiento y comprensión de los 5S es una metodología para organizar, limpiar,
R3.1.3 - Existe un sistema digital/sin papel principios de 5S. Deben poder explicar la 3 - Además, R3.1.3 y R3.1.4 desarrollar y mantener un entorno de trabajo N/A N/A
- Dashboard de resultados de auditorias 5s (mantener misma tendencia en 12 meses,
para gestionar y ejecutar tareas 5S.
R3.1.4 - El plan de acción se encuentra en importancia de su rutina. (5S es la base cumplieron. eficiente y es la base para la productividad y un
imcorporando mindset 100%) N/A N/A
ejecución. para la productividad y 1. Entreviste a una facilitador de la eficiencia. Este método
- Planes acción de rutinas
muestra de empleados de diferentes áreas 1 - R3.1.1 y R3.1.2 cumplen. proporciona un enfoque fundamental y
R3.1.5 - Los resultados son visibles cuando - Plan de reconocimiento (programa/SOP) y despliegue a equipos a todo nivel
para verificar su conocimiento y sistemático para ser más productivo mientras
Yes 3.1 5S (Estandarizar) caminamos por el área. - Análisis de correlación de indicadores operativos (NO SOLO GKPIS) y 5s 1 N/A N/A N/A
comprensión de los principios de 5S. Deben 0 - Sin R3.1.1. se mejora la seguridad y la calidad.
- uso de 5s en ciclos SDCA
poder explicar la importancia de su rutina. - Checklist de 5s digitales (mínimo 1 evaluación por área 5s (layout 100%) al mes)
(5S es la base para la productividad y un DPO.MGT.3.1 5S.docx
- Auditorias de su propio sector y cruzadas por parte del equipo operativo (foco en nivel 4 de N/A N/A
habilitador de eficiencia) Auditoría 5S WH.xlsx
autonomia SKAP)
2. Camine por el área para observar la Lista de verificación de auditoría de flota
calidad de la ejecución de las 5S 5S.xlsx
3. Verifique la auditoría 5S. ¿Se realiza con
el apoyo de un sistema digital/sin papel?
R3.2.1 - Los SOP están establecidos para 1.
4. Verificar
Revisar losloscriterios
estándares paradel árealay los
definir 5 - Todos los requisitos
todas las tareas definidas como críticas registros/horarios
frecuencia de capacitación.
de las auditorías 5S. Si noVerificar
hay cumplidos.
durante el Mapeo de Procesos. si todas
una laspara
rutina tareas
5S,críticas tienen susal
debe ejecutarse
estándares,
menos una vezde acuerdo con losajustarse si
al mes. Podría 3 - Además, se cumplieron
lineamientos
no hay brechas globales.
importantes que cerrar. R3.2.3 y R3.2.4. N/A N/A
2. Los
5. Verificar que haya
elementos másuna revisión
grandes de los
o los
procedimientos
esfuerzos existentes
de mejora a másantes
largodeplazo 1 - R3.2.1 y R3.2.2 Estandarización significa establecer,
establecer
fuera uno nuevo.
del alcance del control de la línea del cumplieron. implementar y verificar el cumplimiento de los
3. El reentrenamiento
frente deben escalarsepara todos
dentro dellos
MCRS a procedimientos estándar.
empleados que utilizan un SOPun crítico debe 0 - Sin R3.2.1. -SOPs de Productos críticos a nivel proceso y tarea crítica (actualización en base al ciclo de
la sala del equipo para realizar Asegura resultados predecibles, que todas las
R3.2.2 - Los estándares son accesibles para seguimiento
realizarse dentro gestión anual) - Para cada negocio
en elde los 30de
registro días posteriores
acciones. actividades se realicen de la mejor y correcta
-Validar la existencia y ejecución del resto de SOPs que se encuentran en los demás pilares
todos los usuarios. a un
6. cambioque
Verifique o actualización
haya un punto delde
estándar. manera por todos los involucrados, garantiza la
4. Entreviste - Asegurar que el SOP tenga al menos los requisitos mencionados en la guia de este check
referencia deaWhat
los empleados
Good Looks deLike
todoen el retención del conocimiento y facilita la
list N/A N/A
departamento
cada para comprender
área y asegúrese de que elcómo
puntajeusan formación. Una lección de un punto (OPL) es
los SOP
refleje lasen sus rutinas, cómo
expectativas".un se usan de
habilitador los una descripción simple de una página de una
SOP durante las actividades de '-SOPs de Productos críticos a nivel proceso y tarea crítica (actualización en base al ciclo de
eficiencia) tarea, que generalmente incluye imágenes para
capacitación, quién está involucrado en su gestión anual)
2. Camine por el área para observar la ilustrar cómo completar la tarea.
R3.2.3 - Los miembros del equipo en todos los creación, cómo brindan comentarios sobre - Validar que no existan duplicidades entre SOPs
Estándares y calidad de la ejecución de las 5S
niveles del departamento han sido capacitados las actualizaciones necesarias, - Validar que se tenga trazabilidad dentro del mismo SOP al menos una vez año
3.2 capacitación 3. Verifique la auditoría 5S. ¿Secómorealizasaben
con Elementos de un Procedimiento Operativo 1 N/A N/A N/A
(estandarización) sobre las expectativas de los SOP críticos. si
el los
apoyoSOP dese unhan actualizado,
sistema etc.papel?
digital/sin . Estándar (SOP):
5. '- Despliegue de OPLs de los procesos criticos, validación en entrevistas y ejecución de N/A N/A
4. Verificar
Revisar losun criterios
proceso parapara definir
actualizar
la - Objetivo
procesos en todos los niveles (mandos medios y equipos operativos)
constantemente los estándares.
frecuencia de las auditorías 5S. Si no hay - Instrucciones de seguridad cuando
una rutina para 5S, debe ejecutarse al corresponda
'- OPL o instructivo para actualización o cambios en algún proceso
menos una vez al mes. Podría ajustarse si - Herramientas y recursos necesarios
R3.2.4 - Los miembros del equipo de primera - Validar en entrevistas el conocimiento de ese flujo por parte del equipo operativo
no hay brechas importantes que cerrar. - Referencia a Indicadores de Proceso
línea entienden el proceso para actualizar los5. Los elementos más grandes o los - Funciones y responsabilidades
estándares. '- Conexión del proceso con el KPI relacionado
esfuerzos de mejora a más largo plazo - Público objetivo
- Conocimiento a todo nivel sobre la relacion del SOP con su tarea y producto critico N/A N/A
fuera del alcance del control de la línea del - Descripción de tareas/pasos
- Acciones que impactan en la mejora del proceso (entrevistas)
frente deben escalarse dentro del MCRS a - Creador y aprobador
la sala del equipo para realizar un
DPO.MGT.3.2 SOP.docx.
R3.2.5 - Cada SOP crítico está conectado a un seguimiento en el registro de acciones.
PI y a los miembros del equipo de primera 6. Verifique que haya un punto de
línea. referencia de What Good Looks Like en
cada área y asegúrese de que el puntaje N/A N/A
refleje las expectativas"

R3.3.1 - Rutina para planificar la ejecución de 1. Los SOP para todas las tareas críticas
los OWD establecidos. deben revisarse anualmente utilizando un
OWD. Los SOP no críticos pueden
revisarse con una frecuencia más baja y no
necesariamente se revisan a través de un
OWD.
R3.3.2 - Diagnóstico de trabajo operativo 2. Busque documentos y registros de OWD
(OWD) ejecutado para todos los para verificar si se han planificado
procedimientos operativos estándar (SOP) correctamente y se ejecutan regularmente. 5 - Todos los requisitos
críticos. Compare los OWD con todos los SOP
R3.3.3 - Acciones correctivas adoptadas en priorizados, para asegurarse de que estén
Diagnóstico del caso de incumplimiento según OWDs. completamente cubiertos.
3. Verificar las acciones correctivas
Trabajo
3.3 adoptadas en caso de incumplimiento de
Operacional
(OWD) (Do) R3.3.4 - Los OWD se utilizan como una las DDO.
herramienta de resolución de problemas para 4. Entreviste a los empleados para
desviaciones individuales para ayudar a comprender si están ejecutando OWD
determinar la causa raíz de un problema. correctamente como herramientas de
resolución de problemas para las
desviaciones individuales, si se están
adoptando acciones correctivas y si se está
R3.3.5 - La rutina OWD es efectiva y ayuda a proporcionando la retroalimentación
mejorar los KPI o PI adecuada para ejecutar las mejoras.
5. Verifique si los resultados de OWD se
están utilizando como una herramienta de
resolución de problemas para desviaciones
individuales.
R3.4.1 - Todas las reuniones obligatorias se 1. Verificar si todas las reuniones
están realizando de acuerdo con el Estándar obligatorias se llevan a cabo de acuerdo
Global. con el MCRS definido
(DPO.MGT.4.1.1.MCRS Standard.pdf);
2. Verificar el cumplimiento de todas las
reuniones obligatorias de acuerdo con los
R3.4.2 - Términos de referencia establecidos y TOR definidos (DPO.MGT.4.1.2.TOR
seguidos para todas las reuniones de acuerdo Standards.xlsx);
con el Estándar Global.
3. Asegurarse de que las personas
adecuadas estén en las reuniones correctas
y que las reuniones se celebren en el
momento adecuado para que puedan
Sistema de asistir;
Control de 4. Comprobar que el objetivo definido para 3 - Además, R3.4.4 cumplió.
Yes 3.4 Gestión y todos los KPI y PI es mejor que el objetivo
Reporte (MCRS) LY;
(Verificar) 5. Verificar si existen planes de acción para cumplieron.
todas las reuniones y si las acciones están
debidamente definidas para corregir una
desviación;
7. Si se identifica un nuevo
problema/enfoque, asegúrese de incluir los
N/A N/A
El Diagnóstico Operacional de Trabajo (OWD) - Calendarizar la ejecución de las OWDs y asegurar el cumplimiento
se utiliza para verificar si los operadores y - Validar en la MCL/SCL que se encuentren registrados las OWD de los procesos criticos y
conductores están ejecutando sus tareas de no criticos N/A N/A
acuerdo con los procedimientos estandarizados
cumplidos. establecidos. Las acciones que se deben tomar '- Validar la ejecución de las OWDs y % cumplimiento
en caso de incumplimiento pueden incluir la
3 - Además, R3.3.3 y R3.3.4 revisión estándar si es necesario, el reciclaje de '- Acciones provenientes de las desviaciones en el proceso
N/A N/A
cumplieron. los empleados y la promoción de la conciencia
1 N/A N/A N/A
del importancia del cumplimiento de las normas '- Ejecución de OWD en los diferenctes procesos que tengan el KPI desviado en al menos
1 - R3.3.1 y R3.3.2 establecidas. una semana (la OWD es direccionada - donde esta el GAP)
cumplieron. La nueva capacitación de todos los empleados - Conexión con el SDCA tracker (validar que la herramienta se este activando dentro de las
que utilizan un SOP crítico debe realizarse rutinas operativas principalmente)
0 - Sin R3.3.1. dentro de los 30 días posteriores a un cambio o N/A N/A
actualización del estándar. '- Mejora de KPIs/PI relacionado al proceso o tarea - MCRS (SEMANAL) - se valida con el
KPI/PI con tendencia positiva
DPO.MGT.3.2 OWD.docx. - Mejora en la adherencia del la OWD
N/A N/A
N/A N/A
El sistema de informes de control de gestión Verifique si todas las reuniones obligatorias se llevan a cabo de acuerdo con el MCRS
(MCRS) proporciona una forma sistemática de definido (DPO. MGT.4.1.1.MCRS Standard.pdf);
verificar los resultados. Un MCRS N/A N/A
cuidadosamente planificado y ejecutado puede '- Verificar la existencia de TOR para todas las rutinas (transversal con los otros pilares)
5 - Todos los requisitos reducir el volumen de reuniones, liberar tiempo
cumplidos. para los empleados y, en general, mejorar la '- Action log de forma digital para todas las rutinas
productividad. Es una rutina en turnos, diaria y - validar en la DPO APP
semanalmente, que define acciones a tomar - Impacto positivo en KPIs/Pis de acuerdo a las acciones ejecutadas
cuando los resultados no son aceptables, y 1 N/A N/A N/A
1 - R3.4.1, R3.4.2 y R3.4.3 establece planes y estándares a seguir una vez '- Entrevista con el personal
que se alcancen los resultados. - Acompañamiento en campo para validar ejecucion de las rutinas bajo el liderazgo del
Este proceso garantiza que ABI mantenga y frontline.
0 - Sin R3.4.1. mejore los resultados comerciales de la manera
más efectiva, fácil e inteligente. '- Validar debida actualizacion de los tableros en los diferentes Teams Rooms del CD.
- Uso de Herramientas de Gestion ante las desviaciones presentadas y planes de accion en
DPO.MGT.3.4 Estándar MCRS.pdf lugar.
 1. Verificar si todas las reuniones
obligatorias se llevan a cabo de acuerdo
Questionnaire - Management Pillar con el MCRS definido 73%
2nd. Calculate the score accoring to the "Scoring" and insert it in this column (or in column N). 1st. Insert in this column (or in colum
(DPO.MGT.4.1.1.MCRS Standard.pdf);
Reporting Period: Mandatory: 1 73% 64% O) YES or NO, according to each
2. Verificar el cumplimiento de todas las
requirement.
Facility Name: reuniones obligatorias de acuerdo con los 64%
TOR definidos (DPO.MGT.4.1.2.TOR El sistema de informes de control de gestión Verifique si todas las reuniones obligatorias se llevan a cabo de acuerdo con el MCRS
Standards.xlsx); (MCRS) proporciona una forma sistemática de definido (DPO. MGT.4.1.1.MCRS Standard.pdf);
3. Asegurarse de que las personas verificar los resultados. Un MCRS
Question
Mandator ID Question/Topic Requirement adecuadas estén HowentolasCheck
reuniones correctas Scoring Guidancey ejecutado puede
cuidadosamente planificado Global Owner Feedback Playsheet
'- Verificar la existencia de TOR para todas MAZ(transversal con los otros pilares)
las rutinas WH - DDC WH - DDC DEL - DDC DEL - DDC DDC
Weight
y y que las reuniones se celebren en el 5 - Todos los requisitos reducir el volumen de reuniones, liberar tiempo
R3.4.3 - Plan de acción establecido para todas cumplidos. para los empleados y, en general, mejorar la '- Action log de forma digital para todas las rutinas
momento adecuado para que puedan
Sistema de las reuniones y acciones debidamente productividad. Es una rutina en turnos, diaria y - validar en la DPO APP
asistir;
Control de definidas para corregir una desviación.
4. Comprobar que el objetivo definido para 3 - Además, R3.4.4 cumplió. semanalmente, que define acciones a tomar - Impacto positivo en KPIs/Pis de acuerdo a las acciones ejecutadas N/A N/A
Yes 3.4 Gestión y todos los KPI y PI es mejor que el objetivo cuando los resultados no son aceptables, y 1 N/A N/A N/A
Reporte (MCRS) LY; 1 - R3.4.1, R3.4.2 y R3.4.3 establece planes y estándares a seguir una vez '- Entrevista con el personal
(Verificar) cumplieron. que se alcancen los resultados. - Acompañamiento en campo para validar ejecucion de las rutinas bajo el liderazgo del
R3.4.4 - Los miembros del equipo de Primera 5. Verificar si existen planes de acción para Este proceso garantiza que ABI mantenga y frontline.
Línea dirigen sus reuniones de rutina. todas las reuniones y si las acciones están
debidamente definidas para corregir una 0 - Sin R3.4.1. mejore los resultados comerciales de la manera
más efectiva, fácil e inteligente. '- Validar debida actualizacion de los tableros en los diferentes Teams Rooms del CD. N/A N/A
desviación;
7. Si se identifica un nuevo - Uso de Herramientas de Gestion ante las desviaciones presentadas y planes de accion en
problema/enfoque, asegúrese de incluir los DPO.MGT.3.4 Estándar MCRS.pdf lugar.
R3.4.5 - Los paneles KPI/PI creados para KPI y/o PI correspondientes de acuerdo con DPO.MGT.3.4 TOR V1.1.xlsx. - Mejora de los KPI/PIs monitoreados en las rutinas.
todas las reuniones ayudan a mejorar el el Tema 4.1.
rendimiento.
N/A N/A

R3.5.1 - Disposición y componentes del puesto 1. Verifique que las estaciones de trabajo
de trabajo según norma. estén en su lugar de acuerdo con el
requisito mínimo descrito en el estándar
global.
2. Ejecute la lista de verificación de N/A N/A
Efectividad para nuevas implementaciones - Estaciones de trabajo fisicas/digitales en las diferentes areas requeridas.
o baja adherencia al estándar. - Estaciones de trabajo definidas en conformidad con el estandar global (correr check de
3. Verificar que cada área operativa del efectividad de OWS para validar adherencia).
Almacén cuente con una Estación de
R3.5.2 - Se incluyen todos los PI del proceso, Trabajo (ej.: Picking, Montacargas, Sorting, '- Garantizar que el PI monitoreado en la OWS de picking sea crittico para el proceso.
destacando los PI Críticos o de Foco. Repack, etc.).
4. Verifique que todos los elementos La estación de trabajo del operador (OWS) es '- Entrevista con el personal para validar conocimiento sobre la utilizacion de la OWS y como
obligatorios estén en su lugar para la un espacio diseñado deliberadamente dentro o les aporta en la ejecucion de sus tareas.
estación de trabajo crítica y de pinzamiento. 5 - Todos los requisitos junto al área de trabajo inmediata de un N/A N/A
5. Busque un ejemplo de mejora del operador. Involucre a los miembros del equipo '- Entrevista con el personal para verificar como desde la ejecucion de sus tareas aportan al
cumplidos.
rendimiento de un PI debido a la correcta de primera línea en la propiedad del proceso logro de los indicadores medidos por el CD.
implementación del plan de reacción. en el que participan conectando la estación de - Conocimiento de los miembros del equipo de trabajo sobre la conexion del PI monitoreado
3 - Además, R3.6.3 y R3.6.4
Workstations trabajo de operaciones con el resto del proceso dentro del SIC con las actividades que ejecutan de forma diaria.
Yes 3.5 cumplieron. 1 N/A N/A N/A
(Comprobar) R3.5.3 - Los miembros del equipo de primera de revisión de rutina .
línea entienden cómo usar la estación de '- Validar identificacion de las causas comunes que provocan la desviacion del indicador
1 - R3.5.1 y R3.5.2 cumplen.
trabajo. DPO.MGT.3.5 OWS.pptx monitoreado. N/A N/A
DPO.MGT.3.5.Estándares OWS.xlsx - Definir planes de reaccion para las zonas amarillas y rojas dentro del SIC (estos planes de
0 - Sin R3.5.1.
Eficacia OWS WH T2 ENG.xlsx reaccion deben conectar con las causas comunes previamente definidas).
Estaciones de trabajo DPO 2.0 - Entrega.pptx - Revisar actualizacion dinamica del indicador monitoreado en la OWS de picking en
R3.5.4 - Los miembros del equipo de primera Almacén de la estación de trabajo.mp4. confirmidad a la mejora en el desempeño del indicador.
línea entienden cómo impactan a los PI con - El PI critico definido para la OWS de Picking debe ser monitoreado tambien dentro de la
sus tareas diarias. rutina de Cambio de Turno.
- Implementar WS para delivery , sic , riesgos de seguridad , indicadores de delivery ( no
N/A N/A
mandatorio, pero debe de solicitarse fisico y/o digital )
- WS debe de estar dentro de unidades ( acceso permanente al conductor )
- WS mandatoria para todos los CD´s picking

R3.5.5 - El plan de reacción brinda claridad al

operador sobre qué hacer, lo que permite que
los resultados regresen a la zona verde.
R3.6.1 - Disposición de Salas de Equipos y
tableros según norma.
R3.6.2 - TOR definido en base al estándar y
seguido.
R3.6.3 - Crítico de Focus KPI/PI revisado en la 4. Busque un ejemplo de mejora del
reunión.
Team Room
Yes 3.6
(Check) R3.6.4 - Los miembros del equipo de primera
línea entienden cómo usar la Sala de equipo.
R3.6.5 - Los miembros del equipo de primera
línea entienden cómo impactan a los PI con
sus tareas diarias.
N/A N/A
1. Verifique que las Salas de equipo estén
en su lugar de acuerdo con el requisito
mínimo descrito en el estándar global y
2. Ejecute la lista de verificación de
Efectividad para nuevas implementaciones N/A N/A
o baja adherencia al estándar.
3. Los tableros físicos se pueden
reemplazar por digitales SOLAMENTE si los
datos se toman de un sistema o se vinculan
directamente al tablero digital. Observe una
reunión, si es posible, y verifique el uso - Distribucion de la sala de equipo este definida segun el estandar global (fisico o digital).
sólido del contenido visual aplicable (es N/A N/A
- Ejecutar check de efectividad de reuniones para validar adherencia al estandar global.
decir, el equipo NO debe depender - Garantizar que el llenado de los tableros respete la leyenda de colores definidas por el
únicamente de la pantalla/computadora). Una sala de equipo es un espacio donde el estandar global.
equipo puede reunirse para compartir y
rendimiento de un PI debido a la causa raíz analizar la información necesaria para la '- Asegurar que la ejecucion de las diferentes rutinas siga los lineamientos minimos de la
identificada en la Sala del equipo. resolución de problemas y la mejora continua TOR definida por global.
5 - Todos los requisitos
de manera efectiva, eficiente y sostenible. Las N/A N/A
cumplidos.
salas de equipo se utilizan para ejecutar la '- Seguimiento de los KPI/Pis criticos dentro de las diferentes rutinas del CD.
rutina y se han diseñado con un diseño - Plan de accion en lugar ante cualquier desviacion presentada.
3 - Además, se cumplieron
deliberado para facilitar las reuniones
R3.6.4 y R3.6.5.
ordinarias que en él deben tener lugar. '- Entrevista con el personal para comprobar conocimiento sobre los tableros de la sala de 1 N/A N/A N/A
equipo.
1 - R3.6.1, R3.6.2 y R3.6.3
DPO.MGT.2.0.Sala del equipo de entrega.xlsx - Acompañamiento en campo para verificar interaccion con la sala de equipo al momento de
cumplieron.
DPO.MGT.2.0.Sala del equipo de gestión.xlsx liderar las rutinas. N/A N/A
DPO.MGT.2.0.AlmacénSala de equipo.xlsx
0 - Sin R3.6.1.
Team Room Efectividad ENG v1.xlsx '- Entrevista con el personal para comprobar conocimiento sobre sus Pi critico que impacta
su tarea diaria
Sala de equipo Warehouse.mp4 - Acompañamiento en campo para verificar interaccion con la sala de equipo al momento de
Entrega de la sala del equipo.mp4. liderar las rutinas.
- Entrevistas al equipo operativo para validar la conexión entre PI critico vs tarea
- Impacto y desarrollo de indicadores N/A N/A

El tratamiento de anomalías se realiza cuando

un KPI/PI no logra los resultados esperados en
el ciclo SDCA.
R3.6.6 - Los problemas se resuelven gracias a El tratamiento de anomalías es una actividad
las rutinas realizadas en la Sala del Equipo. que:

• se enfoca en reducir las anormalidades que N/A N/A

R3.7.1 - Disparador definido para las
herramientas de resolución de problemas
utilizadas en el área.
R3.7.2 - Las acciones del tratamiento de
anomalías incluyen los esfuerzos de cierre del 3. Verificar si se están identificando las
ciclo SDCA para cerrar las brechas de manera causas raíz, si los empleados están
sostenible.
R3.7.3 - Los problemas recurrentes o crónicos necesarias para la resolución de problemas
se escalan a otros métodos de resolución de
Tratamiento de problemas (espina de pescado, mapa de
3.7
Anomalías(Act)
procesos, mapa físico, lluvia de ideas, mapa
de problemas, 5-Por qué, etc.)
R3.7.4 - Los miembros y líderes del equipo de
primera línea ejecutan la resolución de
problemas de forma autónoma, no solo por
parte de los líderes.
R3.7.5: métodos de resolución de problemas
relacionados con mejoras en los resultados de
PI y/o KPI.
afectan fuertemente los resultados importantes
asegurando que se tomen contramedidas,
eliminando sus causas fundamentales
1. Verifique que esté claro para todos los
• inicia reacciones inmediatas cuando ocurren
miembros del equipo cuándo activar cada
anomalías N/A N/A
actividad de resolución de problemas.
• desencadena la actualización o creación de
2. Asistir por lo menos a una reunión para
los estándares requeridos
verificar si las desviaciones están siendo
• reúne todos los esfuerzos de las personas - Bitacora (listado) y definición de disparadores para los indicadores que se revisan en las
debidamente tratadas;
involucradas en el proceso para tratar y rutinas mandatorias.
solucionar las anomalías - Disparadores calculados según tendencia (disparadores retadores que ayuden a activar N/A N/A
5 - Todos los requisitos • Desarrolla la capacidad de la organización herramientas de gestion)
utilizando correctamente las herramientas
cumplidos. para resolver problemas.
-Validar la aplicación del reporte de anomalias, se activó posterior al uso de las
y si se están elaborando acciones.
3 - Además, R3.7.3 y R3.7.4 Los factores desencadenantes deben definirse herramientas del SDCA (action log, opl´s, sop´s, entrenamientos, 5ws, etc)
4. Verificar si el liderazgo alienta y reconoce
cumplieron. para escalar a Tratamiento de anomalías 1 N/A N/A N/A
el uso de herramientas de resolución de N/A N/A
cuando la herramienta 5-Por qué no soluciona -Validar si los problemas graves fueron tratados con ( ishikawa, paretos , mapa de procesos
problemas por parte de la primera línea.
1 - R3.7.1 y R3.7.2 cumplen. el problema con éxito. Algunos ejemplos etc.)
pueden ser: presionar un disparador de 5-Por
0 - Sin R3.7.1. qué por tercera vez en un turno o día, un gran - Equipo de primera linea debe ejecutar herramientas de solución de problemas)
evento de pérdida, cualquier incidente de
seguridad o calidad, etc. Sin embargo, cada - La aplicación de herramientas de la solucion de problemas deben tener impacto
N/A N/A
tema debe desarrollar su lista de disparadores POSITIVO en el desarrollo de KPIS Y/O PIS
en función de sus procesos y rendimiento
únicos. capacidades.
N/A N/A
Si el tratamiento de anomalías no tiene éxito y
el problema se vuelve crónico, el equipo debe
escalar el problema. Con base en las
prioridades del área y los recursos disponibles,
el gerente del área puede decidir formar un
equipo para profundizar en el problema
utilizando el método PDCA (ver Tema 4.6)

DPO.MGT.3.7 Informe de anomalías.xlsm

Questionnaire - Management Pillar 73%
2nd. Calculate the score accoring to the "Scoring" and insert it in this column (or in column N). 1st. Insert in this column (or in colum
Reporting Period: Mandatory: 1 73% 64% O) YES or NO, according to each
requirement.
Facility Name: 64%

Question
Mandator ID Question/Topic Requirement How to Check Scoring Guidance Global Owner Feedback Playsheet MAZ WH - DDC WH - DDC DEL - DDC DEL - DDC DDC
Weight
y
MANAGE TO IMPROVE N/A N/A N/A
4.0 MANAGEMENT BY OBJECTIVES (MBO) N/A N/A N/A
R4.1.1 - Planes de cumplimiento de objetivos 1. Verifique los planes de logro de objetivos
elaborados (por ejemplo, plan estratégico, del departamento.
cascadas de KPI 1YP, etc.). 2. Entrevistar a los empleados para medir N/A N/A
su conocimiento de la conexión entre sus
R4.1.2 - Seguimiento y monitoreo mensual de objetivos y las acciones definidas para
objetivos individuales que se realizan en una lograrlos, así como entre sus objetivos y la Nota: si un área no tiene - Validar con el ciclo de gestion que se hayan definido estrategias, priorizaciones y
reunión de rutina mensual existente. estrategia de DC/DC Dream. miembros de ABI, califique proyectos que se ejecuten en el año
3. Entrevistar a los empleados para verificar esta pregunta como N/A para El establecimiento de objetivos y la cascada en
función de los impulsores de la empresa y las N/A N/A
el seguimiento y monitoreo de sus objetivos. esa área - Definición de las metas individuales hasta N4 (SOLO PERSONAL ABI) , estas metas
4. Consultar la bitácora/plan de acción del iniciativas estratégicas es el primer paso para
deben estar alineadas a la BU, zona, CD
área o departamento. alinear a todos en la misma dirección para
5 - Todos los requisitos - cascadeo de metas
mejorar los resultados. En otras palabras, el
Monitoreo de R4.1.3 - Los planes de acción para los KPI de cumplidos. - rutina de seguimiento en cascada ( definición de metas hasta N4)
4.1 establecimiento de objetivos y la cascada es el 1 N/A N/A N/A
objetivos (Do) bajo rendimiento se revisan adecuadamente. despliegue y el desglose del plan estratégico
3 - Además, R4.1.4 cumplió. -Planes de acción efectivos para desviación de las metas individuales N/A N/A
en objetivos específicos a través de todos los
niveles. de la organización.
1 - R4.1.1, R4.1.2 y R4.1.3 - Validar que la estrategia del CD haya bajado a todo nivel y validar en entrevista que la
R4.1.4 - Empleados conscientes de la cumplieron. gente conozca la conexión con el SUEÑO
conexión entre sus objetivos y la estrategia DPO.MGT.4.1 Monitoreo de objetivos.docx
DC/DC Dream. 0 - Sin R4.1.1. -Mejora de las metas individuales en consecuencia de los planes de acción N/A N/A

R4.1.5 - Ejemplos de cumplimiento de

objetivos debido a la ejecución del plan. N/A N/A

R4.2.1 - El área cuenta con una sólida rutina 1. Verifique todos los proyectos Nota: si un área no tiene
de seguimiento para monitorear el progreso de implementados en el área, los proyectos ningún proyecto/iniciativa para N/A N/A
todos sus proyectos. incluyen: CAPEX o no relacionados con el año en curso, y ninguno se
CAPEX, resultado de una actividad de transfiere del año anterior,
R4.2.2 - Existe una clara vinculación del resolución de problemas o no, en cascada califique esta pregunta como - Activación de rutina MENSUAL de seguimiento sobre los proyectos que se identificaron en
DAFO, objetivos estratégicos y 1YP del área desde la Zona/BU, etc. Los proyectos priorizados por la unidad están
N/A para esa área el ciclo de gestión N/A N/A
con sus proyectos. conectados con el sueño y fueron definidos
2. Verificar quiénes son los participantes del
equipo de proyecto, sus roles y las rutinas utilizando la herramienta FODA (1.3 Definición
5 - Todos los requisitos - Asegurar que las estrategias y proyectos hayan surgido del analisis FODA, de los 3
Gestión de R4.2.3 - Los miembros del equipo de todos de seguimiento de proyectos del área. de Objetivos Estratégicos). Las acciones que
4.2 cumplidos. negocios 1 N/A N/A N/A
Proyectos (Do) los niveles del departamento participan en los apoyarán el progreso del proyecto deben ser
3. Revisar los materiales de la reunión
proyectos que se ejecutan en el departamento. (TORs, documentos, etc.) para verificar si el monitoreadas siguiendo los lineamientos de los N/A N/A
3 - Además, se cumplió - Participación del 100% del equipo del CD en la ejecución de los proyectos
TOR (3.4 Control de Gestión y Sistema de
seguimiento de los proyectos se está R4.2.3.
realizando correctamente. Reporte).
- Evidenciar mejoras en los KPI´S que estuvieron comprometidos dentro del proyecto.
R4.2.4 - Ejemplos de mejoras en los 4. Verificar si los proyectos están 1 - R4.2.1 y R4.2.2
resultados comerciales debido a una iniciativa correctamente conectados con el Sueño cumplieron.
estratégica y cómo los productos/resultados de DC, sus objetivos estratégicos definidos o N/A N/A
los proyectos se estandarizan nuevamente en alguna iniciativa de Zona/BU. 0 - Sin R4.2.1.
las rutinas para garantizar su sostenibilidad. Nota: para un área pequeña o
R4.3.1 - Los problemas seleccionados para 1. Verifique el proceso que utiliza el área de una sola persona, es
abordar utilizando PDCA están conectados a para iniciar un nuevo PDCA. ¿Cuáles son N/A N/A
aceptable la puntuación
los objetivos estratégicos definidos. los factores decisivos? ¿Quién está La resolución de problemas es una parte
R4.3.2 - Lista de verificación SDCA utilizada basada en su participación en
involucrado y por qué? fundamental del sistema de gestión de AB
antes del inicio del PDCA para evitar los esfuerzos de PDCA
2. Hable sobre al menos uno de los InBev. AB InBev define el PDCA (Plan, Do, - Definicion de PDCA estrátegico conectado con almenos 1 de los proyectos N/A N/A
reinventar la rueda. internos o externos a su área.
miembros del equipo PDCA de PDCA del Check, and Act) como una metodología
Si un área no tiene ningún
área. Comprender sus rutinas y procesos estándar para alcanzar objetivos y resolver - Validacion de lista de SDCA y herramientas previas antes de la jecución del PDCA
R4.3.3 - Fase de observación completada PDCA para el año en curso,
de pensamiento a medida que avanzaban a problemas. Se utiliza para abordar los desafíos
dividiendo el problema en problemas más califique esta pregunta como N/A N/A
través de los pasos. anuales. para mejorar los resultados de - Validar dentro del PDCA que el problema se haya desmenuzado en problemas mas
pequeños. N/A para eso". área.
3. Verifique que el equipo esté de acuerdo Negocios que pueden provenir de Target pequeños
4.3 PDCA (Act) R4.3.4 - Causas raíz claramente conectadas con el enunciado del problema. 1 N/A N/A N/A
Setting y Cascading.También se utiliza para
con el problema que se pretende resolver. 5 - Todos los requisitos N/A N/A
4. Verifique que la meta sea realista y resolver problemas crónicos que provienen de - Validación del uso de herramientas para la identificación de cauza raíz
cumplidos.
discuta cómo se medirá el éxito. la rutina diaria.
R4.3.5 - Planes de acción elaborados para 5. Verifique que el equipo esté usando Si el equipo de PDCA no logra cerrar la brecha, - Validad calidad de planes de accion dentro de la etapa A
3 - Además, se cumplieron
atender los síntomas y, en especial, bloquear datos y evite hacer suposiciones o sacar el problema puede convertirse en una debilidad N/A N/A
R4.3.4 y R4.3.5.
las causas raíces. conclusiones precipitadas sobre el en el análisis DAFO del área como entrada en - Impacto positivo en el resultado despues de la ejecución del PDCA
R4.3.6 - Conexión entre el uso de PDCA problema. el proceso de planificación estratégica
1 - R4.3.1, R4.3.2 y R4.3.3
Toolkit y mejoras en los resultados de PI y/o 6. Verifique que el progreso del PDCA en (consulte el Tema 1.3)".
cumplieron. N/A N/A
KPI. curso se revise al menos una vez al mes.
Se puede incorporar en una reunión 0 - Sin R4.3.1 y R4.3.2.
R4.4.1 - Programa definido para incentivar la 1. mensual
Verificar
o celebrar
la existencia
una reunión
de un programa
de revisión
de
generación de ideas de los empleados para de PDCA por
generación deseparado.
buenas prácticas y verificar
N/A N/A
mejorar los requisitos de almacén, entrega o si existe un proceso de identificación de
flota tales como seguridad, calidad, buenas prácticas.
productividad o capacidad.
R4.4.2 - Programa de generación de buenas 2. Verificar la comunicación del programa,
prácticas debidamente comunicado. ya sea a través de correos electrónicos,
N/A N/A
tableros visuales o reuniones;
3. Entreviste a los empleados en todos los
R4.4.3 - Se está realizando un niveles para verificar su conocimiento del
reconocimiento/retroalimentación a los programa y para comprender si están Buenas Prácticas es un programa local que
empleados, así como un seguimiento de la utilizando la Plataforma de Buenas N/A N/A
tiene como objetivo nutrir, apoyar y fomentar la
implementación de las mejores prácticas Prácticas para presentar y adoptar buenas 5 - Todos los requisitos
“cultura innovadora” en todos los niveles de
adoptadas. prácticas. cumplidos. -Programa de buenas practicas, en el CD
nuestra organización. El propósito es contar
4. Verifique si los empleados están con un proceso de envío, revisión,
R4.4.4 - Se están analizando otras buenas recibiendo retroalimentación después de 3 - Además, se cumplieron -Comunicación de flujo y/o proceso de buenas practicas a todo nivel
prácticas aprobadas en el portal para implementación y comunicación de Buenas
Buenas Prácticas presentar buenas prácticas y si están R4.4.4 y R4.4.5.
4.4 replicar/implementar en el CD. Prácticas para lograr el desarrollo de la 1 N/A N/A N/A
(Act) siendo debidamente reconocidos. Verificar -Llistado y estatus de buenas practicas N/A N/A
creatividad e iniciativa de los empleados, elevar
si existe un seguimiento de la 1 - R4.4.1, R4.4.2 y R4.4.3 - Activación de reconocimientos a las mejores prácticas
la moral de los empleados, reconocer a los
implementación de las mejores prácticas cumplieron. - Feedback sobre buenas practicas que no prosperaron
empleados por su contribución a la generación
adoptadas. - Seguimiento a la implementación de buenas practicas.
R4.4.5 - Los empleados de todos los niveles de negocios y optimizar los procesos de trabajo
5. Acceder a la Plataforma de Buenas 0 - Sin R4.4.1"
conocen el programa de generación de buenas y la eficiencia. Está diseñado para ser algo
Prácticas para comprobar que está siendo simple y de fácil implementación.
prácticas y utilizan efectivamente la Plataforma
utilizada.
de Buenas Prácticas para presentar nuevas N/A N/A
ideas.

R4.4.6 - Hay una mejora medible en un KPI

o PI relacionado con la seguridad, la calidad, la
productividad o la capacidad relacionada con N/A N/A
la buena idea y la implementación de la idea
R4.5.1 - GOP utilizados como herramienta de 1. Verifique si los GOP se están utilizando
resolución de problemas provocados por como una herramienta de resolución de
desviaciones. problemas que se activa al seguir la guía. N/A N/A
2. Acceda al portal DPO y verifique si los
GOP y los kits de herramientas están
actualizados. Las Buenas Prácticas Operativas (GOP) se
R4.5.2 - Los GOP y los kits de herramientas se 3. Verificar si se están elaborando acciones 5 - Todos los requisitos refieren a las condiciones técnicas básicas que
actualizan en el Portal DPO siempre que sea para el tratamiento de las preguntas sin cumplidos. deben existir para lograr y mantener los
necesario o al menos cada trimestre. respuesta. resultados de CD objetivo. Es una colección de N/A N/A
3 - Además, se cumplió buenas prácticas ya probadas que se recopilan
4.5 GOPs (Act) R4.5.3. a nivel mundial y de zona para implementarse 1 N/A N/A N/A
en todos. Los GOP proporcionan una lista de
R4.5.3 - Se han implementado acciones para 1 - R4.5.1 y R4.5.2 cumplen. verificación de acciones prioritarias que ayudan
todas las respuestas No y notas para todas las a los sitios a lograr sus resultados.
respuestas N/A. 0 - Sin R4.5.1. N/A N/A
DPO.MGT.4.5 GOP.pptx
R4.5.4 - Conexión entre acciones completas y
evolución de la adherencia del GOP.
N/A N/A
Questionnaire - People Pillar 73%
Reporting Period: Targets : 73% 64% Mandatory: 0
Facility Name: 64%

Question
Mandatory ID Question/Topic Requirement How to Check Scoring Guidance DC Comments & doubts Global Owner Feedback WH - DDC WH - ABI #REF! DEL - DDC DEL - ABI #REF! DDC
Weight
PEOPLE PILLAR N/A N/A N/A N/A N/A N/A N/A
FUNDAMENTALS N/A N/A N/A N/A N/A N/A N/A
1.0 RECRUITMENT & SELECTION N/A N/A N/A N/A N/A N/A N/A
1.1 How effective are the Supply Chain R1.1.1. Every person participating in the interview process went 1. Score zero: You see that Recruitment & 5 - All requirements are met It is vital to have the right talent, in the right position at the 1 N/A N/A N/A N/A N/A N/A N/A
2.0 Teams
REWARDSin attracting diverse talent?
& RECOGNITION through the interview Bias Breaking training. Selection process is not standardized or 3 - In addition R1.1.3, R1.1.4, R1.1.5 and right time. To achieve that, we have to have an accurate
N/A N/A N/A N/A N/A N/A N/A
R1.1.2. Each role being recruited has a Job Description aligned guidelines not followed. R1.1.6 are met demand plan, updated job descriptions, a bias-free and
2.1 How effective is the Rewards & R2.1.1.
to the Roles Thereand is aResponsibilities.
Recognition Program in place, but the criteria 1. 2. Score
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standardized and Recognition process system and aand focus criteria must be
on diverset 1 N/A N/A N/A N/A N/A N/A N/A
3.0 Recognition
LEARNING & Strategy
DEVELOPMENT to succeed
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3.1 Is the Learning Strategy connected to the R3.1.1.
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learn new
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part level
ofmethods improved?
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asturnovera result People
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proficiency?
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(including assessments) for the site. Are
advanced skills accounted for in addition to
basic and intermediate skills? Are employees
who have accomplished basics/DL and
intermediate levels being evaluated for
proficiency on advanced skills?"
Questionnaire - Dist. Planning Pillar 73%
Reporting Period: Targets : 73% 68% Mandatory: 1
Facility Name: 68%

Question
Mandatory ID Question/Topic Requirement Scoring Guidance DC Comments & doubts Global Owner Feedback WH - DDC WH - ABI #REF! DEL - DDC DEL - ABI #REF! DDC
Weight
DIST. PLANNING PILLAR N/A N/A N/A N/A N/A N/A N/A
FUNDAMENTALS N/A N/A N/A N/A N/A N/A N/A
1.0 BUDGET MANAGEMENT N/A N/A N/A N/A N/A N/A N/A
Yes 1.1 Budget Process, R1.1.1 - DC RACI is in place showing accountability of warehouse, delivery and fleet packages. 5 - All requirements achieved Purpose: The budget process allows DCs to contribute to the building of their budget based on KPI and volume and 1 N/A N/A N/A N/A N/A N/A N/A
1.2 Creation,
Cost and LE
Monitoring The owners
R1.2.1 - A growth can speak financial about theirisinvolvement
metric tracked in the in the Zone/BU
monthly budget
financial review process.routine; DC EBITDA or 5 3 -- All R1.1.1, R1.1.2, R1.1.3
requirements and
achieved negotiate After
Purpose: with BU/zone teams.isBy
the DC budget creating
built, a simulator,
it is helpful to trackthe DCmetrics
cost can anticipate
to showpeople
growth and fleet resource
or improvement in needs. This
your DC. budget
This 1 N/A N/A N/A N/A
N/A N/A N/A
R1.1.2 - DC created a budget simulator from the BU volume projection with headcount and fleet. 3 R1.1.4 are R1.2.2
achieved,
andbut R1.1.5
areis must also can
be monitored to control
actionscosts.
2.0 RISK MANAGEMENT Net Revenue.
R1.1.3 -- Operations DC built a budget foristhe current
- R1.2.1, R1.2.3 evolution help validate your DC is taking to improve costs and by benchmarking with other DCs in your BU
N/A N/A N/A N/A N/A N/A N/A
R1.2.2 VLC/HL tracked in year after final
the monthly budgetreview
financial is negotiated routine with DC committed achieved,
and management missing but R1.2.4 is missing cluster, this can drive even more growth!
Yes 2.1 Permits and Licenses can champions
R2.1.1speak - DCabout initiatives
RACIimpacts integrated
is in place to this showingand
metric.requirements accountability and DC management team can 1
has budgets of global performance & cost Sustainability KPIs 1 --- R1.1.1,
5 All R1.1.2
requirements
R1.2.1 and and
R1.2.2 R1.1.3 arebut
achieved
achieved, -Purpose: Work with The BUDC support
must have to understand
the proper budget
documentation negotiation to process,
operate in champions
a legal way. process
This questionand DC involvement.
ensures the DC Thishas is helpful
a to 1 N/A N/A N/A N/A N/A N/A N/A
for Right to Operate (at minimum).
speak
R1.2.3on how Management
to a maintain team
the Stoppage
right
ops to can speak
operate. about the budget's connection with the Sustainability achieved,
3 but others are missing see in a with yearly timeline so DC knows when they should onbe involved.
Yes 2.2 Risk Assessment, R2.2.1
KPIs. -- DC DC has
has doneWorkplacea yearly VLC/HL Riskbenchmark
Assessment with at least
Matrix in placeone DC thatinhas their cluster
been to
reviewed 5
0 --- All
others R2.1.1, R2.1.2, and
are missing
requirements
R1.1.1 and R1.1.2
R2.1.3 are
achieved
are not
register
- EBITDA
-Purpose: DC should
andthese
The have
Net
workplace documents
Revenue
package stoppageare
owners
updated
standard
risk
defined
and
assessment, the team
financial
for operations
DC's cost
metrics
response site
centers
is plan
tracked knowledgeable.
throughout
- aand RACI business
is helpful
ourresumption
business atplans ABI. By is atracking
very the DC's
important push part this of 1 N/A N/A N/A N/A N/A N/A N/A
Response Sizing R2.1.2
identify
and Business R2.3.1
in the past - DC has
opportunities a register
toon drive of all
aDC safety
100% and
mindset environmental
in budget legal
planning. requirements according to local achieved,
0 -- R2.2.1, but R2.1.4
R1.2.1 isR2.2.2, is
not achievedmissing. progress of EBITDA and/orthe Netteam Revenue, the andanticipate
commercial teams cantocost define ownership.
observe the performance Work to
and ourwork
2.3 Resource R1.1.4
and country-- DC DCyear packagebased
utilizes
legislation owners
volume the
for the aandhave
DC.
reality
toa deliver
special monthly and potential
event routine
information inforplacerisk.
gatheredChanges
to analyze fromfrom budget
the S&OP previous version
performance,
routine as are
an 5 3
achieved
1 -- All requirements
R2.1.1 andR2.2.4
and
R2.1.2
R3.2.3 are
achieved planning
ownership
Purpose: pillar.
down
Understanding Thistocan allows
managers volume below trends to
DCthink manager
and proactively
sizing to drive
people and connection
and fleet ofrisk
in people,
an DPO to reduce
operation means, is veryKPI impacts
results
impactful and
and service
toitfinancials.
the VLC to performance 1 N/A N/A N/A N/A N/A N/A N/A
Resumption R1.2.4
recorded.
identify
has performed cost POC level analysis at least 2x/year to understand achieved, but isare achieved,
missing. -together
customers! As this question
to drive profitabilitybe owned of the by DC.multiple This parties
should (safety,
be checked planning, monthly and commercial,
cascaded to fleet,
the etc),
management is important
team. to define
2.4 Facility Maintenance input
R2.1.3
which
R2.4.1 into
R2.2.2POCs ---root DC
DCthecauses
DCand
sizing
has
created
are
has owners
most
created
of
processdeviations
a costly and
facility at
due
to and
aservice.
DC
dates
maintenance
a Workplace
create
definedassigned
Stoppage
action
frequency
checklist to plans
all
Responsewith to close
between
permits Planand
critical 1gaps.
and
licenses
maintenance
aligned
6 months
with theenabling
inZone/BU
items register.
marked.
guidelines
3
but
5 - R2.3.1,
1 -- All others R2.3.2,
are
requirements
R2.2.1 and
and
missing
R2.2.2
R2.3.3
achieved are - VLC/HL
-of
aPurpose: Volume
a DC.with
RACI Byshould
is building
DC aowners
managers
metric come forfrom
better
and the
are BU
the top
setcommunication
operation
responsibleroutine down to
taking forchallenge
with
ensure
the S&OP
variable alland
facility and
documents
spend use
budget, the
ordering
into budget
arebyplatforms
soaccount in scenarios
compliance.
creating by HL gettodaily
atoroutine
sold. adjust
This is headcount
accurate
a goodvolume/stops,
to specifically high
focusandlevel fleet
and metric needs.
reviewthe to DC can
items
work 1 N/A N/A N/A N/A N/A N/A N/A
R1.1.5
warehouse
R2.1.4 --- The DC
All package
necessarydelivery owners hashave
execution.
permits and a monthly
licenses routine
are visible withandPPM totodate.
upThis reviewat performance by cost achieved,
0 -- R2.4.1, R2.1.1 but R2.3.4 isare achieved,
missing. - This
mitigate Headcount sizing should
risks include
and set all
the employees;
warehouse in aown, and temporary
delivery teams and up 3PL. to be to successful in execution.
MANAGE TO SUSTAIN R2.4.2
in anticipation
center and
DC
update
manager
of defined
the LE. potential completed
risks from thethis facility
risk checklist
assessment. quarterly,response minimum,
from plan
and
includes ifan
any 3
but others isarenot achieved
R2.4.2, and
missing R2.4.3 are --to
that improve
the
Clarifying ensures
DC andhas
the weby are
looking
defined
difference operating
as atcritical
the
between our
DC's and
the DC cluster,
non-critical
risk
andassessment
legal
can way
benchmark.
maintenanceand
in safetyhave continuity
items
and planning to get
review isthese
pillars very documents
important
- safety pillar updated
tofocuses
ensure on ainsmaller
the event
assessing issueof
N/A N/A N/A N/A N/A N/A N/A
R2.3.2
items are
escalation
- DC out has
of compliance,
matrix with
parameters
responsible criticalcontacts to alert
items are the
andenteredteam
includes
to
forsize differently
emergency
topics of service CAPEX level,
budgeted
orlabor,
fixed. and 1 - R2.3.1
Non-critical achieved,
0 - R2.2.1
and
but
is
R2.3.2isare
R2.4.4
not achieved
achieved,
missing. -- Cost
turnover.
does
workplace
Fleetnot should
to deliver
grow
safety
include
atrisks
into the
a largerall
POC ways level
problem,
and planning
to movecanpillar provide
causing deliver
assesses impactful
additional product;
risk visibility
expenses like into trucks, thevans
efficient
toevents DC's and
and
budget MHE;
inefficient own,POCs
and/or 3PL, (especially
emergency SPOTCAPEX. and in crowshipping.
terms of
3.0 SHORT TERM PLANNING headcount/fleet
items out ofadjustment due to overage
compliance are prioritized or lack to of bemanpower/fleet.
fixed. but
1 - R2.4.1 others and
are missing
R2.4.2 are achieved, -frequency Each year,
Work withand/or sales/commercial
the DC service should participate
time). teamThe on team ainroutine
the
canchampions basis
utilize thistoof external
process,
get
visibilitythe most tocommit accurate
discuss toand potential
initiatives
sales information
opportunities and workplace
likemonetary forstoppages.
changing regular
commitment.
frequency,
Both
sales, are
This
propose N/A N/A N/A N/A N/A N/A N/A
forecasting
R2.3.3 -- A DC is RACI
using is a SOP procedureswithshowing to mitigate
steps tomaintenance risk,
take to reduce at minimum.
or increase manpower/fleet and can 0 - R2.3.1 is focused
should be on the
included reality of
inpromotionsyour
the budget DC! negotiation process.
Yes 3.1 S&OP Routine: R2.4.3
R2.2.3
R3.1.1 - DC DC has
sales a and
Business in place
operations Resumption teams attend
Plan thata weekly
has execution
been S&OP accountability
reviewed
meeting in following
the past including
year
the Global
and TOR. but
5 - others
All arenot
requirements
achieved
missing
achieved -innovations,
-delivery DC managerswindows, events, service
should review times
andpast
and
and price POC
other
maintenance increases. variables
items, towith
and iscommercial
common ofissues teams.
among This can
thedifference
DC be used
and/or as a valuable
zone/BU torisk
create input a into
speak aboutsales, instances ofand/or
this happening at the DC. -Purpose:
the
Review
The
Bycustomerbudget
looking this
Theatmust division
weekly
volume
clustering be withsales
reviewed
months your
analysis.
DCoperations
monthly,
out safety
and atsupport
putting planning
minimum togetherteam meeting
to an ensure
understand
SOP one
for the teams
the most
deviations
increasing know toimpactful
and the
the budget
decreasing and andvaluable
between
a planmeetings
volume, must
you thecan beput for
put the DC.in
in place
actions 1 N/A N/A N/A N/A N/A N/A N/A
operations,
adjusted if necessary. fleet,Business 3rdattendance
party teams. 0 -- R3.1.1, R2.4.1 isR3.1.2,
not achieved facility checklist and mark critical to items. Ideally visuals would be added to OTIF
this for the DCnorth manager to NPS!
show the expected
Yes 3.2 Connecting Sales
Forecasting and R3.2.1
Routine: TOR
R2.3.4
R2.4.4
is -owned DC salesby both
passes and this teams
sizing
operations offResumption
and to
teams the attend Plan
warehouse must
is atracked. andinclude
forecasting delivery valid
meeting teams vendorto contacts
enable
according for labor,
tofinancial
easily and
toZone/BU
3
5 - All requirements and R3.1.3 are
achieved assessments!
This
to
place
Purpose: getbrings thehelp
to costs
The Sales
together
reduce backand
forecasting team
the
under
service teamsmembers
control,
level,
meeting speak ifshould
aover
productivity
is time about also
budget.
for and
thebeDC
volume, consulted
cost supply
impacts
sales and in
chainthis
to process.
loss,
your
operations DC. (mainly and our
warehouse) starteamsof
uptowalls,discuss etc)forecasts 1 N/A N/A N/A N/A N/A N/A N/A
software,
OperationsService Level standard
R3.1.2 --success DCoff manager
Customer sitewithin
storage,
Centrichas an
andKPIs,updated
rental
ofvolume,
database
vehicles, at of
a forecasting vendors
minimum. metric, available
SKUs to at
for DC
Risk team
and Obsolescence achieved, but R3.1.4 is R3.2.3
missingare condition
--Purpose: Some
The PPM
of
examples an
routine
item ofmustexternal provide
bewith events
adhered
things areand
to
tonatural
look
the
for
DC
(water
disasters
must
leaks,
like
give
ice
flooding,
feedback
build up,hurricanes,
fire,
to ensure
broken furniture,
the to tornados,
LE
marked
is adjusted extreme
based heat/cold
on thebe DC'sweather,
3.3 Routing SOP and Skills results
Mitigating reference.
R3.3.1
R2.2.4
are reviewed - DC following
has
andawhen
management
the
SOP 1Global
month
for
out the
team
TOR. execution
routing TOR
is ablemetric,
of compliance,
is
process
to speak
and
owned
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feedback
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about
by accounts
both
areataction top (over
is given
teams
DCfor
3plans
and improve
attendance
inunexpected
risks, placethe to response
the sizing
is tracked.
routing
improve.
process. of 3
situations
plan to these 5
- R3.2.1,
1 -- All
R3.2.2,
requirements
R3.1.1 andR3.2.4
and
R3.1.2achieved so
--etc.
It is critical
volume
Checklist Routing to review
planned
can be is onand this
a paper what
critical orstep your
isdigital, in warehouse
incoming but
connecting is
should and
as accurate show
commercialdelivery as
gaps teams
possible
in
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operations reduce inon aover
anrisk planof the
efficient SKUs ensure under
previous
way. Thetheseand
quarters.
goal teams
over
is to can
range
create soaofset
ourupas
plan 1 N/A N/A N/A N/A N/A N/A N/A
and Cost Impacts R3.2.2 - Obsolescence, a forecasting SKUs risk and under), and theoretical
toIfalland out of achieved, but isare achieved,
missing reality.
for
customers
-- Vendor
DC should
success get follow
when
database the it the
product
comes global they
to standard
execution.
want, on TOR time forand S&OP in full.(at It minimum)
is also and have
important to owners
have this ofroutine
topics assigned.
to reduce The
supply idea chain this
3.4 Matrix
Critical Period Plan over
risks capacity,
R3.1.3
R3.4.1
stock and
are -- DC where
SLA(s) has
monitored
pushed
the
are
a critical
and
volume,
business
aligned period
action
and/or
resumption
between calendar
plans
weather
teams
are plan
based
in andis
place
impacts
located.
monitored
on to prior with in
closeyear
a plan
gaps the
sold
with
to
defined
dailycommunicate
frequency.
volume,
necessary OTIF,
teams.
3
but
5
1 --- All R3.3.1,
others
R3.2.1
R3.3.2,
are
and
and
missing
requirements
R3.2.2
R3.3.3
achieved
are
are
achieved,
close
TOR
Purpose: Some isas to possible
examples
bring
There ofideally
to
together
are the
workplace
times the should
execution
when sales, the be on sharepoint
utilizing
stoppageslogistics
operation accurate
would
and has be aso
support spikeallteams
master
strikes, team
indata,
active
volumemembers
such execution
shooters,
as people
due can refer
data
etc.
to seasonality,andand tolocal
this, add oretc.
people/fleet
BSC/support
events, update
costs. and teamcontacts!
should and give spend 1
extra 1 N/A N/A N/A N/A N/A N/A N/A
stakeholders.
consistently Global
underperforming Routing TOR
KPIs is in
existare place
from and
R3.1.2,At routines
DC are
canthe set
show up to
examples close gaps
ofperiods
SLAs between route achieved, but R3.3.4 is missing -losses
-A Work RACI from
with should obsolescence.
your be
Zone/BU in place teambetween to gather theand different
a standard itparts processthe operation
to impacted.
gather toand 3rd party
potential risks, vendors,
assess, atcreate
minimum. amonthly OtherS&OP
response things
and to
4.0 CUSTOMER CENTRICITY absenteeism
R3.2.3 - Ifand DC tohasshow 10% days or morewith service
SKUs level issues.
forecasted minimum,
within DC, three an critical
inventory policybeing
should used
be 3
is in place 0 -- R3.4.1,
but R3.1.1 and
others and
are R3.1.2
R3.4.2, andare
missing not are
R3.4.3 hour
attention
-add
per week
to these discussing
periods the
to operation
ensure service tohow customers can be isimproved
not ensure The service
critical level
period and budget.
definition,
N/A N/A N/A N/A N/A N/A N/A
planning
to close
defined
for these gaps.
from
SKUs.
execution.
the analysis to create the critical period plan. 1
achieved
achieved,
0
- R3.3.1
- R3.2.1 but
and
R3.3.2
R3.4.4 are
R3.2.2isare
achieved,
missing
not resumption
routine DCare
Global salestolinks
Routing
team
plan
mitigate to vendor's
TOR
to
should apply
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and contact
provide
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reviewed
daily
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after SLA
volume but
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forecast
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need
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period the toupcoming
are be a call.
important etc.week.
and to
If thisensure is
DC a call,
should
are it should
show
completed beinalast
the quick meeting,
theweek
planning planned
to
Yes 4.1 Customer Centricity R3.3.2
R3.1.4
R4.1.1
R3.4.2 -
-
-- DC DC
DC has
can
level
reviews a
showprimary
NPS a cross
survey
the critical and wasbackup
collaboration
pulled
period plan router
for defined
plan
the
monthly between
past in
three
in the tothe skills
sales
months.
S&OP andmatrix
meeting with
operations
For NPS, completed
the
anddelisted teamsteam
if criticalSKUs DC
with
period routing
events
analyzed is but
5
1 - others
All are missing
requirements achieved
- R3.4.1, R3.4.2 are achieved, but --reduce
less
daily
Purpose:
DC
In somehas
than
sales
set
15
zones,
NPS
service volume
a routine
minutes
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our
level versusandwith
North
impacts
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always
sold
forecasting
in and
Star prior
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the if there
show
future!
team
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customer
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a variance session
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target,
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priority operations
for
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By for
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close
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all parts
global
this
the Bycould
RACI
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R3.2.4 in
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withoccurs.
simulator
review datathe
Also, to anticipate
cost/case
understand when future
metric moneyand needs is reflection
review of people
granted, there and
+ the are focus,
headcount, thefleet
opportunities
expectation DC can
mix,
to utilizeto move
warehouse,
benchmark
CAPEX weaknesses etc
with
and spend
request- log,
R5.4.4 If CAPEXunion negotiations
is granted, project (3PL),isand/or delivered procurement
on time and negotiations
within budget. (rentals). DC can show toDC
resources
other
this
should
the
strengths
moneyDCs. DC toon
show
improve.
and
helpwhat
a matrix
mitigate
setwas up an threats! routing and master data
operation as we know resources and contracts are not easy to get in the short term.
granted.
update frequency RACI. Routing data should include road
speed and service time by POC, at minimum. Master data should include the POC's lat/long, delivery window, segmentation,
evidence. --- Understand
In the case"within
Clarifying of union the negotiations, this period (sometimes every time5level. years)
auditis a time to review content within the contracts and
and
What client
is thistype the
survey from thepast
emergency
asking?! DC's year"
CAPEX
ERP. = the 12
process months to prior at
follow to the the DC of
-propose
- Ensure
To show
DC
Primary should
new the
tracking
Drivers
topics.
showcost/case
ofisthe inBy
NPS:
preparing
placeimprovement,
skills
APP and
matrix
Featuresworkcontent
withwith primary
for
territory thethese,
& Rewards,
planning
management
and Customer
this goal
backup
can pillar add
statevalue
routerService,
can
-listed.
project to contract
be partially
Delivery,management negotiations
implemented.
Other Factors, block toin anticipation
This
deliver
Payment
is helpful
projects for if the
& Credit,granted
our teamon
Products,
changing
decided
time and&towithinbusiness
focusbudget. and ways to deliver.
a large TP effort and coordination with the commercial team on a key area that drives reduction of costs.
Pricing Promotions, Refrigeration Materials & Returnable, Sales & BDR Service.

Secondary Drivers of NPS Delivery and (indicators): On Time Delivery (OT), Driver Professionalism (RMD), Product
Condition/Quality (IF DQI), In Full Delivery (IF REF), Delivery Schedule (OT), Problem Solving (RMD), Product Availability (IF
OOS).

- When you dive into the secondary drivers above, you can see the relationship to operational KPIs and PIs - use these to
drive actions inside of your operation!
Questionnaire - Warehouse Pillar 73%
Reporting Period: Targets : 73% 68% Mandatory: 1
Facility Name: 68%

Question
Mandatory ID Question/Topic Requirement How to Check Scoring Guidance DC Comments & doubts Global Owner Feedback WH - DDC WH - ABI #REF! DEL - DDC DEL - ABI #REF! DDC
Weight
WAREHOUSE PILLAR N/A N/A N/A N/A N/A N/A N/A
FUNDAMENTALS N/A N/A N/A N/A N/A N/A N/A
1.0 LAYOUT & CAPACITY N/A N/A N/A N/A N/A N/A N/A
Yes 1.1 Layout Optimization R1.1.1 - Layout plan is executed with clear allocation for 1. Check if DC has a layout plan executed with a clear allocation of certain 5 - All requirements met​. • The layout design should be divided into zones accordingly with different activities such as empties zone, refusals zone, picking 3 N/A N/A N/A N/A N/A N/A N/A
all products, assets and different activities inventories and activities. Check of the location of the products in the warehouse 3 - R1.1.1 and R1.1.2 are met, but one of the zone, qualification zone, repack zone, finished goods zone, keg box/cold chamber, pick & pack zone, and high-value products
1.2 Capacity Management R1.2.1 - Process defined to quantify the storage and 1. Check if there is a process in place to quantify the storage and calculate the 5 - All requirements met​. • To optimize the warehouse capacity, the focus must be on minimizing the cost and man-hours, while maximizing the asset and 4 N/A N/A N/A N/A N/A N/A N/A
R1.1.2 - Layout plan is compliant with safety and quality corresponds to the latest ABC analysis other requirements are missing. storage zone.
calculate the Capacity Utilization (%) Capacity Utilization (%) 3 - R1.2.1 is met, but missing one of the others​. capacity utilization, considering inventory policy, and the desired service level.
2.0 QUALITY standards 2. Check if the layout allows the products to be stored according to safety and 1 - R1.1.1 and R1.1.2 are met, but two of the • The products need to be stored according to the quality standards such as finished goods stored on pallets (never directly on the N/A N/A N/A N/A N/A N/A N/A
R1.2.2 - %Cubic meter utilization is monitored in all 2. Check if DC is using the vertical space available by monitoring the % cubic 1 - R1.2.1 is met, but missing two of the others​. • The implementation should also consider allocating maximum square meters space to storage and inventory processing
Yes 2.1 Quality Fundamentals R1.1.3 -- Employees
R2.1.1 ABC analysis istrained
performed on quarterly basis quality standards other requirements are
met​missing. floor) and at aQuality minimum distance ofbe 50checked
cm (18 inches) from andwalls and other pallets
can beto minimize moistureGOP damage andifpest 3 N/A N/A N/A N/A N/A N/A N/A
warehouse areas forare vertical space in quality
optimization standards 1. Check
meters if the facility
utilization in allhas quality training
warehouse areas for all employees. Check employees’ 5
0 - All requirements
Requirement R1.2.1 .is not met, or three or •purposes Warehouse while minimizing GOPs should
space for office areas, monthly,
empty pallets, an action
charging plan stations, defined
crosswalks, to improve
vehicle traffic,Scoring etc. the scoring
for stock and picking
annually 3. Check if the
awareness andABC analysisofhas been performed on quarterly basis for stock and 3 0 -- R2.1.1
R1.1.1 is and /or but
R1.1.2
two are notother
met, or three is harborage.
2.2 Quality Policies R1.2.3 -- Non-conforming
R2.2.1 %Square meter utilization product is monitored
blocking, Returned in all 3. Check
1. Check ifif the DC isknowledge
well usinghas
warehouse the quality
policies
standards
area available in place by to monitoring
ensure that %Square
non-conformingmeter more
5 - Allof met,
the other
requirements requirements
met​
of the are missing. • Warehouse lower than 90%. Capacity Utilization should be monitored the daily or above:
weekly and its information available to drive decisions in everyday 3 N/A N/A N/A N/A N/A N/A N/A
R1.1.4 - Warehouse
R2.1.2 Employees involved in the layout plan and ABC Check pickingif the warehouse adheres to global quality standards - considering the 5 or more of theare other requirements are missing. •• Non-conforming
. Areas should teambeshould
products
identified blockage
withstandards
signage should and/or follow striping. criteria
warehouse
and Destroying areas for and
Policies area surrounding
arespacedefined
areas
optimization
and updated as
without utilization
products are in all warehouse
blocked and areas andwhenever
repacked optimizing the layout
possible to considering
avoid losses. maximum
requirements missing.
3 - R2.2.1 and R2.2.2 are met, but one of the operation.
1.
BU/Zone
Non-conforming product
provide
is physically
and training
blocked with some
to employees on how to handle marketplace SKUs and guarantee product
barrier flooror pallet blocker to prevent forklift access
2.3 Stock Age Management Analysis
R2.3.1 - 100% are trained
compliance withmeters FEFO is ensured by daily1.4. Check
warehouse
Check employees’
if daily operationwarehouse awareness operation of the layout
can eliminate plan and ABC
operational Analysis
errors and ••quality. All products should be easily identified by an overhead marking, marking, or any other way that allowsto move
the the pallet
warehouse team 4 N/A N/A N/A N/A N/A N/A N/A
excessive
(considering
provided
accumulation
maximum
by BU/Zone team
of trash,
square old pallets space orforunused
storage critical
square
2. Check
points:
meters
if there space for storage and inventory whilereturned
minimizing fromspace for ensure 100%
5
1 - All compliance
requirements
R2.1.1 is met, with
butmet​
FEFO.
. of the other
three Each
The vertical zone orspace site shouldavailable have can a be policy to define
optimized
marked by
how FEFO
withinvestigating
prioritization
thepallets ismedia
storageindicating guaranteed.and thetaking
Rotational
natureadvantage
Product of thePolicy
clearand span height.
R1.1.5 -- All
R2.3.2
equipment, ABC and standard
pallets other easily adherence
are
conditions identified
that (%)might is
with monitored
a standard
provide 5.expiration
ID,
2. Check
Warehouse if DC
all
date, is is
pallets
and
a policy
measuring
blockingare
surrounding
toABC
easily
date,
ensure standard
identified
pre-blocking
areas
that products
for withadherence
overall dates,
a standardand
cleanliness,(%) anyID, other
customers
expiration
excessiveinformation
date,
are other requirements are missing.
blocking
necessary
3 date,
- R2.3.1
to
requirementsensure
pre-blocking
is met,
FEFO
are butdates,
standards
one
missing. of
and
the any
other
other
requirements
information
Pallets
to recognize
Identification are
of non-conforming
necessary
missing. which
Pallets
to product
ensure
Policy
products
is palletized.
FEFO
should
are
standards.
comply with FEFO
signs over the
practice and meet the following criteria:
of the non-conformance, blocking
2.4 Suppliers Development and inventory
R2.4.1 - Actions All processing
occurrences ofpurposes
products while
with minimizing
inadequate crosswalks,
1. Check analyzed, vehicle and
if products traffic,
withprocessed etc)
inadequate packaging, palletizing issues,
issue. or intrinsic 5
1 - All requirements met​ . met, but two of the For that,
andDC theshould measure how many cubic meters/feet offor vertical space is beingand used.
R2.2.2
R1.1.6
R2.3.3
harborage -- All
Quality
toemployees
policies
are defined
rodents,
for
involved
birds,
marketplace
to insects
or solve
in FEFO problemsSKUs
procedures
within the
are
and blocked,
6. Check
are trained
facility. 3. Check
accumulation of
in employees’action
standards plans
ofinformation
trash, oldtomaterial
awareness solve of
pallets
according
problems
the
ordesign
unused standard and to improve
the
equipment,
detected
procedures results
and tometers
otherreduce FEFO that
conditions breakage
R2.2.1
1 - R2.3.1
and R2.2.2
and near-expired
is met,
are
butproducts.
two of the otherof requirements ••date,
1.
Damaged/broken
Inventories
Identification
are loading
missing.
person
should
Pallets
products
beresponsible
in such
must
are
containasegregated
for
way final
anthat expiration
and
disposition
fastest-moving accounted
date, blocking and daily during
highest-volume
dates, and
picking
SKUs have
pre-blocking
otherthe warehouse
dates shortest
according travelanddistance
delivery operations.
to the globalthroughoutquality
3 N/A N/A N/A N/A N/A N/A N/A
space
packaging
followed for
improve- ABC as crosswalks,
orprovided
palletizing
standard byvehicle
issues
BU/Zone
adherence
traffic,
areteam. (%)
etc.)
kept in a database, 4.
3. Check ifif the
weaknesses a in packaging
Destroying of about
Products warehouse
Policyare isdensity
recorded
defined (%
and cubic
and subsequently
aligned reported 0
with utilization) 1 - R2.1.1
other R2.4.1 is not
met,met,
requirements but
are
or four
missing
missing.
orone
moreof thetheothers​. ••2. the
Dock
Data records for
Non-conforming
warehouse
and
–are
using
product
from products racksareor
breakage/damage
receiving
flow
blocked
to storage
racks arethe
to should
within picking
initiatives
be
system, that
analyzed
to checking, andmaximize and
final total
stratified
anddispositions
finally, loading
utilization
to are
identify and
on athe
accurately warehouse
toprecorded
delivery 10vehicle.
SKUs. density.
in an internal database
3.0 INVENTORY MANAGEMENT R2.3.4
R2.1.3
R1.2.4 Stock
A
The pest Age
management
capacity Index is monitored
utilization, system andand isroutinely
implemented
density (% cubicto to 4.
might
and Check provideif Stock
utilization Age
harborage
are being Index isto
to rodents,
used monitored birds,routinely.or insects within the facility. 0 - R2.3.1
other is not met,
requirements areormissing.
three or more of the other policy requirements missing. N/A N/A N/A N/A N/A N/A N/A
the causes
R2.2.3 - All are analyzed,
non-conforming stratified,
products aresubsequently
blocked the suppliers
environmental requirements.​ ​ improve results and to handle forecast changes for 0 - Requirement R2.2.1 and/orR2.4.1 R2.2.2isare notnotmet, or or
met, 2 of the •3.
three • The DC should
database
Non-saleable
After ranking
defineshould standard
products
products be procedures
analyzed
intended
from in by
for
highest toa lowest
when capacity
suppliers,
destruction SKUs
volume,are notutilization
and at
select carriers.
the DC is more
near 100% than 30suchdays asafter
isolating crosswalks
generation and and/or
do not vehicle the
exceed traffic,
R2.3.5
meters --birds,
control Stockrodents, Ageinformation
Index and is analyzed andand actions are taken 5. Check
topest
solveifmanagement
FEFO
Stock Age
breakageIndex problems
is analyzed and and improve
if maintain
actions results are taken
SOP to solverodents,
problems and improve results. •2. ifdefining
DC does not have WMS otherplace, standard ID(WMSPallet andbreakpoints
100% of thetoPallet separate “A” (fast-moving,
in storage must have high volume), ID
this standard “B”Pallet
(medium-
Yes 3.1 Inventory Counting Process reported
R3.1.1
(physically utilization)
Cycle the count
to and zone/BU
in the system) process or insects,
are
andused
suppliers SOP
monitored
action
to define
defined are
with action
outlining
no
3.
both
1.
2.
4.
A
Checkhigh ifand there
the low are capacity
communication
quality
system
apolicies
cycle count must
with
for
exist
process
the
marketplace
and
suppliers defined
SKUs and
is done arean
tomonthly
control
implemented
birds,
defined
by theand and
DC or
followed 5 -more
others
or All requirements
are the other met​
of missing. .
requirements are missing. zone orDC
velocity), should a buffer
andexecute
shipping parameters
“C”
ortheany
(slow-moving, process initiatives
lowwith the
volume)
to reduce
Tech tool
groups.
the impactcounting in productivity.
module or similar). 3 N/A N/A N/A N/A N/A N/A N/A
& Results defined
to
howhandle
to -take to solve
forecast
inventory existing
changes of all problems.
forthe
items both high and
(assets, finishedlow and
5. insects.
Check
executed Review
ifoutlining
warehouse orhow action logs for
adaptations
to properly actions
and
take againstwith
investments
inventory, existing
to counting problems.
accommodate frequencynew adherent 3 - R3.1.1, R3.1.2 and R3.1.3 are met, but two ••3.The DC WMS shouldshould
training trainensure
employees thatmandatory
allininformation
thethe standard to procedures
identify eachtopallet manage is available
warehouse in asignature
digital way
capacity when (ID,capacity
expiration date,knowledge).
utilization blocking
is near dates,
100%.
3.2 Product Traceability R2.4.2
deviation
R3.2.1
R2.1.4 -and
Communication
in blocking
Traceability
Non-food grade
failure
Process with KPI
chemicalsis inmarketplace
place
such toashelp productsa 1.
oils,locate
fuels,to to
through
as provided
4. Check
Non-food
zone/BU
if and aby external
traceability
grade
marketplace
chemicals
suppliers/BU
process such
team.
is in and
as place
oils,
Zone team.
torequirements
fuels, help andlocateothers aoutlined
product
are stored inWarehouse
the
awayand and 5 - All requirements met​. •• A
and
Repack
Starting
documented,with should
Policy
pre-blocking the “A”have
should
systematic
dates)
meetplan
products, following
assign validation
storage
that indicates criteria: (Inclusion
locations
how an organization
of
closest minutes
to the or digital
willdocks
track or and in recall
line with informing
the flow
produce
the
needs
process
of product
to be inthroughplace, athe facility.
system 3 N/A N/A N/A N/A N/A N/A N/A
capacity
goods,
suppliers istheothers)
done withblocked,
monthly counting
byany frequency
the analyzed,
DC or adherent processes
Zone policy to support
and proper growth
segregation come theon from roles and responsibilities in
(RACI), of the other requirements are missing. •1. Inventory documentation shouldthe include an explanation and then the outcome ofmoving
any someinvestigation into accuracy deviations above
R2.2.4
product - All
-- in
returns
warehouse are at time bythrough and
batch zone/BU 3.
5. Check
warehouse ifemployees’
actions
at any are
time taken
awareness to
by batch_x000B_2. improve
of overall
quality Check quality
if thepackaging
policies. movements of theinproducts 3 - R3.2.1 is met, but missing one of the others.​ •should Focus DC
The most product
enable
should
is 100%
efforts
tracing
manage to andbackconforming
streamline one stepthe
eliminate
but
and not
product saleable
trace
impact handling
forward
in FEFO
due travel
one to
of the
handling
time
stepkeyto for damage
these
occur
accounts
of either
infastest
the
thatevent
onlytrucks
of the primary
of a products.
receive recall. Fillwith packages
remaining areas(removal
that and
are
3.3 Asset Management and
R1.2.5
R3.3.1
Zone
or others
policy
marketplace
processed SOP are
Warehouse
and isstored
according defined
proper
team away
Toolkit
to the
and
Design
anddetected
updated,
segregation
the
separaterequirements
onissueroles from
outlining ​asand
finished
theare by separate
defined Toolkit
1.Check
considering
6. Check iffrom
Designifan aall
finished
SOPproducts
Repack
goods
is defined
Policy thatisDC to avoid
and executed
in manages
place
cross-contamination
andsuch outlining
adherent theDPOQ
as finished and
receiving
goods, off-odors
of assets finished
assets, from 5
1 - All requirements
R3.1.1, R3.1.2 and met​ .
R3.1.3 are met, but •a DC
certain should have
threshold. athe clear process for reassembling the asset pallets after unloading to products
send (racks,
back dates
toetc.)
the far
brewery from expiration
according 3 N/A N/A N/A N/A N/A N/A N/A
R3.2.2
goods
used to
for - Movements avoid
all warehouse of
cross-contamination productsand
adaptations are
and collected
off-odors
investments and are
in to Route
goods. collected and stored in a historical database, withtoidentification A4-105. and registration 1 - R3.2.1 is met. •replacement)
further The
Problems from the
traceability
with
or docks
ofand
obsolete
secondary
for
recall the procedures
products
package
“B” product. that should
are
(replacement
Reserve be indistant
notarelated the to
and
planareas recoding).
as well
operational or zones
as thewith
errors limited
recall
such asteam accessibility
FEFO roles with contact
should be addressed for
information, “C”
intothe products.
and contacts
planning
receiving
responsibilities
R2.4.3
the returned - of
Action assets
policy(RACI)
Plan fromis Route
defined Return
to improve or external
overall quality marketplace
7. Check
Check Return or external
products, raw suppliers
materials identifying
if applied, receipts
POP or if needed
marketing products, etc. 3 -
three R3.3.1
of and
the R3.3.2
other are
requirementsmet, but
are two of
missing.the to
• If safety
a standards
deviation is unresolved, there should be record of the problem-solving tool (Abnormality Report, etc.) used check the
Yes 3.4 Loss Prevention & R3.4.1
stored
finished in - goods. Losses
a historical areprocesses
explained
database,and using reason
withtoidentification codes and 1.
of
5. all
Keg the
Box ifif the
movementsDC site is monitoring
temperature can and show Blocking
ishandling and explain
recorded that Failure
daily losses
theand KPIusing
product with
anemployees
SOP went no
reason
or
occurrencecodes
through_x000B_3.
OPL ispossible
of deviation.
associated
outlining Check 5 0 - All requirements
R3.2.1 is not met,met​or .two of the others are 2.
• DC
•for
pillar TheThe product
ABC
should
product
(e.g: Analysis
have does
destinations.
non-alignment
not be
can
dashboards exceeddone with
Additionally,
with
the
sales)not established
only
Control
the plan considering
& Loss age
should limits,
the volume
prevention
have according but to
indicators.
ready-to-use also DPO the Product
documents number Age
such asstandards.
of orders. traceback/recall customer contact 4 N/A N/A N/A N/A N/A N/A N/A
accommodate
suppliers
R3.1.2
packaging
R2.2.5 - identifying
Inventory
Destroying new of receipts
of all items
products if(assets,
needed
is support
executed finished growth
alignedgoods, 2. Check ifunderstanding
returnable assetsamongst are sent all to the
warehouse brewery whenever about the tothe
inventoryavoid other
0 - requirements
R3.1.1 and/or are missing.
R3.1.2 and/or R3.1.3 are not •possible
3.
• The
It Theis sorting
sources
repack
important process
to of
operation the
update is deviation.
the
does
thissegregation
not
analysis in any and between
way introduce
layout good
frequently aassets
new to and
quality
accountassets
deficiency
for broken
trends to or
the
and with
final any otherinproblem
product
fluctuations (e.g.
volume erasure that
mix, stop
of
as theirasusage.
primary
well
Recordkeeping associated
registration
R2.1.5 with
ofBox allthethe causes
movements of loss and (e.g: breakage
handling that inthe with the causes
ifprocedure
traceability of loss (e.g:
information breakage
is provided when inout-of-spec
picking,
a recallinventory
isconditions
needed differences, 3 - R3.4.1 is met, but missing one of the others​. forms
missing. The Obsolescence (stating who was global GOPthe
called, performance
date and time, should andbethe analyzed
purposeif of losses
the recall).KPIs do Thesenot improve
forms will from
be LY.used to trace the origin of a
MANAGE TO SUSTAIN R3.3.2
and others)
standards -- Returnable
Keg is executed temperature
assets areissent
in compiance recorded
towiththe daily
brewery
minimum and an idle assets,
the obsolescence,
counting process for monitoring
adherence to and correcting
breweries/soft drink plant plan as defined by zone 1
measured_x000B_3. - R3.3.1
met, and
or fouris of R3.3.2
the otherare met, but three
requirements of the •package
areothers​ innovations. The
DCsshould Scraps
canlotkeep arean
code, all assets
inventory
mold, that
action
off-aroma, need log toto
glass be throwncycle
record
particles, away
crown because
count rust, they are
execution,
etc). broken execution,
full-count or with anyand otherany problem
investigationsthat stop their usage.
required for N/A N/A N/A N/A N/A N/A N/A
picking,
product
SOP orInventory inventory
went
OPL through
is outliningdifferences, the idle obsolescence,
procedure for theft,
monitoring quality theft, FEFO breakage, and others) 1 - R3.4.1 met, but missing two of the . •
product DC and measure
account FGLI
for all KPI
other andproductsDC track SCL
distributed financial
from impact
that same to understand
point of origin how that the operational
falls under the KPI
recall impacts
scenario.financial results
whenever
Global possible to avoid
Control isPoilicy. assets, adherence to A4- Check
3. Check ifstandards.
sorting results are monitored (%scrapped and if%sorted) at the individual other requirements are missing. Should havewith a clear definition at thewhat ofpoints the site will perform the checks.
4.0 PICKING R2.2.6
FEFO
R3.2.3
and -- Traceability
breakage,
correcting
Repack policy
andinformation
out-of-spec others) executed
conditions
aligned
is provided as defined
towhenDPOQ
bya zone 2. 6. Check
Product ifif is Inventory
all products
not exposed
Toolkit
losses Adherence
toCheck are reported
excess
is tracked and
in themoisture,
WQI, the information
FGLI, and SCL KPIs is used to 0 missing.
- R3.4.1 is not met, or three of the others are ••sizeable The
Operations
DC
A should
mock
inventory
Returns
recall Policy
validate
should
variations.
should
increasing
the beMCRS have
numbers
done. and
A mock following
review SKUs
recall process.
iscriteria
or anissues to in
internal avoid
ABC the
exercise riskto of
adherence test sabotaged
should
a company's run products:
theability
ABC to analysis
trace and in monthly
recall a basis.
product using N/A N/A N/A N/A N/A N/A N/A
breweries/soft
R3.1.3- Inventory drink plant implemented
Toolkit plan measured (employee level)_x000B_4. if dust,
targets mold,and performance or sunlight.
of the sorting process 0 - R3.3.1 and/or 3.3.2 are not met, or four or •1.An DC should kegs have RACI forwith
route return process theand empties shipping to performed.
breweries.
4.1  Picking process
105​
R3.4.2
recall
quality
R4.1.1 --and
isstandards. All products
needed
Picking SOPlosses isanalyzed
defined reported and inand
updatedthe adherence
WQI, FGLI,is 1. define
3.
7. Check
Check
actions
ififif there
WQI, and
marketplace FGLI,bringand results
SKUs SCL KPIs
quality are monitored
standards arefrom and
implemented analyzed and is followed as 5 missing. ••its The analysis
Returnedlosses
documented
of the
KPIs must SKUs
should
traceability be inspected
be broken
and
major
recall
impact
to
into verify
plan. IVs:
beWhen
(HL and
integrityfinance)
performing of the should
a “mock
be
tamper-evident
recall” onecaps needs to create a scenario of a problem with a
R3.3.3
tracked Sorting outcomes results are monitored to improve (%scrapped results​and are 4. Checkavailable allis employees
thetofinished a Picking
good SOP
andand in
asset place_x000B_2.
if they understand
differences Check
their theimpactif there
last on
inventory a digital
are tool - Allof
more requirements met​
the other requirements are missing. 2. Once
DC
Major
Primary avariances
should year the
ortrack
secondary picking
the
and System strategy
deviations
packaging utilizationshould
should and
be reviewed.
adherence
escalated inproper
anytovisible the evidence
route
areas return
(finance, process control,and asset
planning, loading
etc).for breweries (TMS or similar) 3 N/A N/A N/A N/A N/A N/A N/A
and
R2.1.6
R4.1.2SCL KPIs
-- Picking
Product isgoods
orders not exposedexecuted towithexcess digital dust,tools, mold, 4. Check
provided
for preparing if actions
by BU/Zone
and executingareteam.defined to improve
picking orders, operational
that gives results
the optimal linked with losses to on 3 - R4.1.1 is met, but missing one of the others. •delivered 1.The Total breakdown
product. Anofcost
operation thenmust follows not show
thebetraceability and recall plan, of tampering
tracking damage
date and time of contact. The mock recall
%sorted)
R3.1.4
R4.2.1 - Finished at theand individual (employee)
and asset level
differences are picking results_x000B_5.
correctly reflected Check
incaused
the systemif an SOP and is defined
ifbreakage)
the site and
can ofexecuted
clearly showfor areaallsequence
disposing
actions oftaken
scrap •2.DC
3. Productsperformance
should measure
recovered preparing
the picking
asset orders
idleness should
tostoring
ensure reflected
that returnable on systems
beassets and/oraredaily printed
sent to the documents.
brewery whenever possible
4.2  Picking Area R3.4.3
moisture,
ensuring
SOP,
WQI,
orand
the FGLI,
sunlight
optimal
RACIand
sequence
for
SCLreplenishment
KPIsto in are analyzed
assemble
of the
and(SAP
1. Check
(e.g: obsolescence if an SOP and RACI by FEFO for replenishment the picking are defined and 5 - All requirements met​. should WhereTotal there
Damage
have as isclose
ainnightly tofrom
picking 100% consumers
/ should
Total process,
Movement
reconciliation for
give an of
quality reasons
between
inallpicking,
implicated must
1.3x and
products properly
2xasthe segregated
possible. supply and
of blocked
product for destruction
in the pick and must
area should mitigate 3 N/A N/A N/A N/A N/A N/A N/A
Replenishment R3.3.4
reconciled
area
R3.4.4 defined - Targets
- Actions and and
correctly
safety
are
performance
defined reflected
concernsto improve
ofthethesystem
addressed sorting
operational to process
reduce / ifassemble
according
accuracy
5. safety
Check concerns
if
and
results
covers
to environmental
deviations are
are
all SKUs
after
addressed
improving
bycount.
to
improving
therequirements_x000B_6.
last againstreduce Check
LY
productivity
interaction
/ Budget
Check
if physical and
between if picking
stock actions
matches
forkliftsareand defined
SAP / to 1 1 - R4.1.1 is met, but missing two of the others. •never
- R4.2.3 is missing​ . the
The
3. need
system
be repacked
Breakage for
used
forklifts
by
in
for
forkliftin
picking
sale
the pick
operator, area during
assembly
the picking
sequence
process.
for picking focused on productivity and safety.
4.3 Picking Accuracy R2.1.7
R4.3.1
covering
are
ERP)​available
, with - SOP Marketplace
allroot
SKUs is cause
to defined
all and SKUs
employees unit
and and quality
updated
picking
action and log standards
by
they outlining
inimproving
understand
place are
totheclose 1. Check
accuracy_x000B_3.
their pedestrians
solve
ERP if thereand
problems
inventory is an SOP employees'
Check
improve defined
the planand being executed
awareness
adherence (%)of thetostandard verify load picking and 5 0 - All requirements
Requirement met​.is not met, or three of • Consider
R4.1.1 There the following
should notmust havehave solutions
loosea and/or (among others)
non-palletized to ensure
products that
that cargo
make isin-trade
accurately
pallet assembly constructed
unproductive.and loaded for delivery: 4 N/A N/A N/A N/A N/A N/A N/A
interaction
results
implementedlinked betweenwith
and forklifts
losses
followed and
asand pedestrians.
reflected
provided in
byfinancials
BU/Zone 0 - Requirement R4.2.1 and/or R4.2.2 not met. •4. Return
4.Sites
Break with product
by ahelper
24-hour continuous defined
picking sector
process within shouldthe warehouse
make efforts forto replenish losses the picking area during break times and shift
verification
productivity
impact on
gaps. of
and
results thepicking
load picking
accuracy and unit picking loads unit picking
procedures_x000B_4.
5. Check loads before
if accuracy Checkleaving
deviations if theforcrates
are marketin the unit picking process or kitting
analyzed 3
the- R4.3.1 and R4.3.2 are
other requirements aremet, but missing one •1.
missing. Scales
BU/Zone verifying the weight of outgoing pallets to matchSKUs anticipated/calculated order weight
5.0 LOADING / UNLOADING DELIVERY
R4.2.2
results
team
before
R4.1.3 (e.g:
leaving-
VEHICLE
- Employees
All obsolescence
for
employees market
involved
involved
in picking
caused in by FEFO
picking
area breakage) 2.
are trained in 2.
Check
ensureCheck
for
quality if
employees’
all employees
and package
understanding
are aware
appearance of
of the standard procedures
the standard
according to procedures
zone/BU quality of the others​ ._x000B_1 - R4.3.1 and R4.3.2 are
changes.
• DC
2. Supportshouldshould
forhave
cameras,aprovide quality
Gatetrackers,
Control, policies
including
scanners,
to marketplace
checks
or other for
typessafety, of
before quality,
product
technologies
the arrival andofproductthese products
quantity as at the warehouse by the Asset
recommended N/A N/A N/A N/A N/A N/A N/A
R3.3.5
R3.1.5 - SOP
replenishment Accuracy is defined deviations and updated
for standard
all items for disposing
are analyzed of 6. Check
Check ifif a actions is inare taken to solve problems and improve results
5.1 Loading & Unloading R5.1.1
R4.3.2
the
scrapstandard
R3.1.6 according-- SOPAll isare
employees
Financialsprocedures
to
trained
defined and
are
environmental
results
in the
and updated
trained
are tools in theoutlining
requirements
improving
procedures.
standard
by actionthe plan 1. 3.
3. Check
policy_x000B_5.
7. Check the
ifif Picking
PI
existence
results Check
place
Accuracy
are ofif DC
improving
to track
an SOP
PIhas
occurrences
ainstandard
isagainst place
monitored LY
of picking
outlining
daily the
inprocess routine
area
loading
implemented
replenishment
andand unloading
being 5 - Allbut
met, requirements
missing twomet​ . others​.
of the
•and
•3. DCLoss
TheRandom
should
warehouse consider
Prevention
recount should Digital
ofteam,
theuse
capabilities
Zone
a tool
entire Safety,
load to for to
prioritize support
aorsubgroup
the and Securitypicking
order
of trucks thelayout
group. loads optimization
after theyfor building
are loaded and and loadingready if DC has a limited dock size or drive-
to go. 3 N/A N/A N/A N/A N/A N/A N/A
Process R4.2.3 -and
loading PI isunloading
defined toprocess track occurrences of performed during the picking process • DC DC should should track losses thatamount
are related with operational errorsthat such asbe breakage, and FEFO non-compliances.
5.2 procedures
R4.1.4
R3.3.6
taken
Outbound Load Scheduling R5.2.1 in-- inventory Crates
Disposing
Outbound available
of
process
loads scrap the for
to according
planned unit allpicking
with
modals
to process
standard
tools to optimize or 1.process
4. Checkfor
executed
Check the
all
iftorefusals modals_x000B_2.
separately
existence withdispose
ofload a tool errorof Check
used reasons
the waste
for
if theare
planning
Loading
tracked
generated and
in the
the outbound
unloading
picking process for
loads.for recycling 5
3 - Requirement
0 R5.1.1 and R5.1.2
- All requirements R4.3.1 are met, but missing one •through
met​.and/or 4.3.2 are not • The
area,avoid
warehouse
restrictingredundant
should
the
use achecking
of of
tool to prioritize
WIP the(workpicking in progress)
and order orders, the the loads
can
verification
for building
handled
should at once.
and happenloading ifone DCtimehas anda limitedbe sufficient
dock size to or
ensure
drive- 3 N/A N/A N/A N/A N/A N/A N/A
replenishments
R5.1.2 --AllLoading ofand the picking
unloading area processperformed for unitallduring
modals the different
R4.3.3
kitting
R3.1.7-to
R3.3.7
docks utilization Verification
ensure
Actions
employees are of
quality the
defined andload
involved package picking
to solve
in and
appearance
theproblems
inventory pickingis 2.
and
counting 5. Checkmodals
purposes
Check ifif theactions is executed
timeare slots taken according
to
for loading improve to standards
are PickingsufficientAccuracy
and safety and productivity
to satisfy the volume required for 3
of
met,theorothers​
- R5.2.1 three . of the other requirements are
is met, but missing one of the others​. through
•accuracyThis tool should consider the routes departure time and the maximum capacity of the loading areas to organize the loading
area, restricting the amount of WIP (work in progress) that can be handled at once.
5.3 Load & Unload Efficiency picking
R5.3.1 -process.
%according
executed
loads before
according
improve
process
R5.2.2 the
- are
Timetooftrained
trucks to
leaving
zone/BU
returnable
slots for
loaded
for standards
market
quality
assets
loading
before
policyisand
plan
defined
departing
executed safetyaccording
adherence
and sufficient
time
and (%)is toto the 1.
6. Check
requirements
DC
if % theofsupervisor
trucks loaded before departing
has access for pickerstime is measured
individual performance 5
1 - All
missing.
1
requirements
R5.1.1 and R5.1.2 met​ . met, but missing two •process.
are
- R5.2.1 is met, but missing two of the others​. • This
With
Places a WMSunion
toolwith
system,
should consider
measuring
restrictions the routes
this unit
to share can become
indiviual
departure performance
time
easily accessible.
and the maximum must havecapacity the information
of the loading and use it only
areas for supervisor
to organize action plan
the loading
4 N/A N/A N/A N/A N/A N/A N/A
monitored
productivity
standard requirements 2.
3.
7. Check ifemployees' % of trucks unloaded in
awareness of the expected
standard time is measured
procedures_x000B_4. are ifin 3
Check of-theR5.3.1 is .met, but one of the other
others​ • DC There should
should monitor the KPI: Unloading
be monitoring of % of trucks timethat and/orhave#of beentrucks loadedunloaded.
before the departing time or HL/#PA Loaded by the hour.
6.0 REPLENISHMENT R4.1.5
satisfy the - Processvolumetorequired disposefor of the the DC waste generated in 3. Check if picking an SLA accuracy is in placeresults with the and refusals
delivery team caused to reduceby picking issues error
or delays 0 - R5.2.1 is not met. process. N/A N/A N/A N/A N/A N/A N/A
R5.3.2
R5.1.3
R4.3.4
the picking -% All of
Picking
for trucks
employees Accuracy
recycling unloadedinvolved
PI
purposes is inmonitored
the
in expected
loading
implemented time
& unloading
in and is 3. Check
overall
improving ordersifagainst
loading
loaded truck
LY are
/ histogram
budget verified before is analyzed leavingand actions defined to improve
for market requirements
0 - Requirement areR5.1.1
missing. and/or 5.1.2 are not • DCs should have technology in place to measure % Docks Utilization.
6.1 Receiving Process R5.2.3 -- SOP
R6.1.1 SLA defined defined with
and the
updateddelivery team to
outlining thereduceprocess 1. theCheck
loading for process
the existence •• Blindly
Or a WMS tool can be usedare to provide a loading plan intoininventory
order to optimize this taskwhich and delivery departure
to expect in the morning. 3 N/A N/A N/A N/A N/A N/A N/A
monitored
process
individual/employee
executed. are trained in
levelthe standard procedures 4.
5. if unloading
refusals truck of
caused byanloading
histogram SOP is inerror
place
analyzed areoutlining
and actions
improving the process defined to to
receive
improve a 5
1 - All
met. requirements
R5.3.1 is met, butmet​ . of the other
two DC should receiving:
define operators
an SLA with thereceiving
deliveryproducts team if there are issues without
or delays knowing in the loading product
process.
issues
to receiveor delays a load in
from the loading
all modals process
into inventory load into inventory if employees are communicated knowledgeable about the standard 3 - R6.1.1 andare R6.1.2 are met, but one of the The receiving
6.2 Inbound Load Scheduling R5.3.3
R5.1.4
R4.3.5
R6.2.1 -- Time
Loading
The
Refusals overall
slots truck
with orders
analysishistogram
load loaded
error
is executed analyzed
is verified
reasons are and
according beforeactions
tracked to 5.
1. Check
Check ifif thetargets timeand slots performance
analysis is executed accordingtotoemployees the receiving capacity requirements
5 - All requirements missing.
met​. •• The A time windowSOP
framework planning should
for managing
refer to
system theorloads
and
digital relate
fromtools to thebe
thecan brewery
Freshness
in place and
shouldtoprovidehelp Rotation
optimize Policy allocation
flexiblethe
and Gate Control.
time windowsofand docks.
availability for carriers (3rd 3 N/A N/A N/A N/A N/A N/A N/A
R6.1.2
are defined -for
Receiving
to improve process tofrom all modals into procedures._x000B_2.
6. Check if loading andstock Check
unloading if receiving is done blindly, with operators receiving others are is
missing. • Replenishment strategy should be improved using initiatives
in ordertotohelp optimize thistime
task and and travel distance as well as morning.
FEFO
leaving
R4.3.6
receiving the
Actions
capacity market
are and to
taken ensure
sufficient improve accurate
to cover Picking orders
stock and
Accuracy
policy and sufficient to cover policyefficiency results are analyzed 0 -- R6.2.1
3 R5.3.1 not met,
is met, or three
but one of theor others
more ofis the party,Or a dedicated,
WMS tool can be used
or company-owned) to provide to a loading
deliver plan
products. optimize delivery departure in the
6.3 Truck Cycle Time R6.3.1
inventory
R5.3.4 - Average
is results
blindly Truck
truckCycle
executed Time analyzed
according KPItoisstandard
monitored
and to 1. Check into
products if the Average
inventory Truck to
without Cycle
knowing Time KPI product
which isand monitored covering
to expect._x000B_3. all received
Check 5 1 - All requirements
R6.1.1 and R6.1.2 met​ . met, but two of the
are •requirements.
Theshould facility ensure
should that havealllive unloads. 4 N/A N/A N/A N/A N/A N/A N/A
reflected
and reflecting
R6.2.2 - Unloading
in
SLAs in
are results
defined histogram
and tracked with T1/BSC 7.
2. Check of if SLAs actions areare taken
defined andsolve tracked problemswith T1/BSC improve
to ensure loading/unloading
trucks' arrival other
missing. requirements are missing. • DC A general guideline is to have orders 10% loaded
to 25% areopen accurate, even theor
time windows orders
capacity that abovedo notwhat needappointments
picking. are booked for dock usage.
covering
R6.1.3
actions -areall defined
Processreceived defined
to trucks
improveand including
updatedmarketplace outlining how to trucks thereincluding
ifefficiency is a process marketplace
in place to suppliers, and unload and
receive marketplace products replenishment
and to doactivities
pallet 3 - R6.3.1
others are is met, but one of the others is
missing. • ATCT
For best monitoring
results and should
awarenessbe stratified of warehouseinto different PIs such as
performance, both waiting
inbound time, andunloading
outbound time, loading at
stay-times time,the departure
DC shouldtime, be and
MANAGE TO IMPROVE ensure trucks' arrival happens during a certain interval of happens during a certain interval of time and product accuracy 1 - R6.2.1 is met. With disciplined focus, coordination with the carriers, and proper workforce planning in the warehouse, this metric could be brought N/A N/A N/A N/A N/A N/A N/A
suppliers,
receive
R5.3.5 and unload
-marketplace
Actions are and replenishment
products
taken and to
to solve do pallet
problems activities
and are 2. Check if the targets
deconsolidation of mixed andpallets_x000B_4.
performance areCheck communicated employees' to employees
awareness in the missing.
0 - Requirements R6.1.1 and/or R6.1.2 are not others. understood and tracked. Often this may involve coordination with the guard or checker.
7.0 PRODUCTIVITY IMPROVEMENTS time and product accuracy 3. Check if actions are taken to solve problems and improve SLA compliance 0 - R6.2.1 is not met. down. On the converse, some DCs with unreliable carriers or distant source points may need to overcompensate with additional N/A N/A N/A N/A N/A N/A N/A
R6.3.2
deconsolidation
reflected - Targets
in loading and
of mixed performance
pallets efficiency are communicated to 3. Check procedures
standard if ATCT results are analyzed 1 - R6.3.1
met, or threeis met, but
of the two requirements
other of the others is are • DC should have a Gate Control, including checks for safety, product quality, and product quantity as recommended by the Asset
R6.2.3 - Actions areand taken unloading
to solve problemsresults and vacant timeslots.
7.1 WNP Management employees
R6.1.4 -- WNP
R7.1.1 Receiving KPI is process
monitored for mixed pallets and/or
and information used to 1. 4. Check
Check ifif WNP actions KPI areistakenmonitored to solve andproblems
information andused improve to improveresults results missing.
5 - All requirements met​. and TheLoss labor Prevention
planning team,
tool Zonenot
should Safety, only be or the used Security
to plan group.
for the future but should also be used to analyze previous performance. 4 N/A N/A N/A N/A N/A N/A N/A
improve SLA compliance • SLAs should be defined with the management load team.
R6.3.3
marketplace
improve results - ATCT results
products are
is analyzed
executed according to 2. Check if productivity is tracked in all warehouse areas (e.g.: sorting, picking, 0 - Requirement R6.3.1 is not met,
3 - R7.1.1 and R7.1.2 are met, but one of the of the other • DC
Proper should have
use analyze a
of this tool digital tool
should such as
result in improvedtrack&trace to give
productivity demand visibility
and reduced overall cost. and help optimize service.
7.2 Telemetry tool R7.2.1
R6.3.4 - All forklifts arehave telematics and warehouse andareas 1. Check if all forklifts have telematics and warehouse teams trained and qualified 5 - All requirements met​. •• The
DC should
site should have data by brewery/soft
equipment control and drinktrack plant withor carriers.
a minimum 12-month historical database available to analyze and for use 3 N/A N/A N/A N/A N/A N/A N/A
R7.1.2 - Actions
standards Productivity taken
is tracked to solve in allproblems
warehouse loading, unloading, repack, and others) requirements
others is missing. are missing. • Use
Schedule as much labor asshould
possible be individual
based on performance task completion information,
time to simulate places with
optimal union restriction
resourcing and should
compare use the information
to current sizing.
teams
improve trained and qualified to use in this technology to use this technology 3 - R7.2.1 is met, but one of the others is management tools to improve results
7.3 Productivity Initiatives R6.1.5sorting,
R7.3.1
(e.g.: -- results
All employees
Employees picking,are involved
cross-trained
loading, unloading,receiving
to perform process
repack, andare 1. 3. Check if employees productivity are cross-trained
is tracked to perform different warehouse
at the individual/employee level job 5
1 - All requirements
R7.1.1 and R7.1.2 met​ . met, but two of the
are •supervisor
DCs
Variable should action
haveand
compensation individual
initiatives should feedback.
to measure
be in place theShare in shiftproductivity
toproductivity
improve handover
of all warehouse only
at the theindividual
group performance.
workforce. This(tracking
level makes iteach possible to have productivity
employee's a data basis to 3 N/A N/A N/A N/A N/A N/A N/A
R7.2.2
trained -inActivities the standard are visible in real-time and the 2. Check if the DC has visibility of its activities in real-time and the information is missing. • The telemetry data should be used to improve productivity re-designing the layout/ABC curve to reduce travel distance and be
different
others) warehouse jobprocedures
functions according to the SKAP functions 4. Check ifaccording results are to available
the SKAPtomatrix the frontlineand informationduring and/or is used to improve
at the end of the shift 3 - R7.3.1
others is met, but one of the others is
is missing. train
results). the whole team, open new GAPs, have fair variable compensation, and reduce idleness.
information is available to operators during and/or the available to operators during and/or at the end of the shift. 1 - R7.2.1 is met, but two of the others is used as input for the sizing process.
matrix
R7.1.3and information
- Productivity is is used to
tracked at improve
the productivity productivity
and used to improve productivity missing.
0 - Requirements R7.1.1 and/or R7.1.2 are not • DC should promote evaluate initiatives
WNP GOPs to improve
and define marketplace SKUs handling.
actions if productivity targets are not achieved.
end of the shift and used to improve the daily routine 3. Check if DC is monitoring FNP KPI. missing.
R7.3.2
individual/employee - Initiatives are level defined to improve productivity 2.
5. Check for if a initiatives
sizing simulator definedused to improve
to improve productivity
productivity suchon asasynergy/shared
weekly level 1 - R7.3.1
met, or threeis met, but
of the two requirements
other of the others is are • DC
Individualshouldperformance
define any other mustinitiative
be analyzed, to reduce if existsemployees'
union restrictions paid hours. provide the feedback if necessary in 1:1 session not in team
R7.2.3 - FNP tracked with clear correlation to 4. Check if the information is used to drive to find GAPs and improve daily 0 - Requirement R7.2.1 is not met, or three of
such
R7.1.4 as- synergy/shared
Results are available workforce to thebetween frontlinewarehouse during workforce between warehouse and delivery or alternative work schedule to reduce missing. •sessions
DC should define SLA with delivery team to share the workforce.
improvement productivity, and safety the other requirements are missing.
and
and/ordelivery
at theor end alternative
of the shift workandscheduleused to improve to reduce employees' paid hours. 0 - Requirement R7.3.1 is not met, or three of
R7.2.4 - Action are taken to solve problems and improve
employees'
productivity paid hours. 3. Check if technologies are used to help track productivity of all daily activities and the other requirements are missing.
productivity, and safety
R7.3.3
R7.1.5 - Technologies A sizing simulator are usedis used to help
to improve track productivity information is available to all employees during or at the end of the shift
of all daily activities
productivity on a weekly and information
level is available to all 4. Check if the initiatives to improve productivity are used as input for the sizing
employees during or at the end of the shift process
R7.3.4 - Initiatives to improve productivity are used as
input for the sizing process
Questionnaire - Delivery Pillar 73%
Reporting Period: Targets : 73% 68% Mandatory: 0
Facility Name: 68%

Question
Mandatory ID Question/Topic Requirement How to Check Scoring Guidance DC Comments & doubts Global Owner Feedback WH - DDC WH - ABI #REF! DEL - DDC DEL - ABI #REF! DDC
Weight
DELIVERY PILLAR N/A N/A N/A N/A N/A N/A N/A
FUNDAMENTALS N/A N/A N/A N/A N/A N/A N/A
1.0 DELIVERY EXECUTION PROCESS N/A N/A N/A N/A N/A N/A N/A
1.1 PRE ROUTE R1.1.1 - Pre-route delivery process SOP is updated and includes all critical 1. Review the pre-route delivery process at the 5 - All requirements met Purpose: By collecting the time from when your team arrives to the DC until they leave the gate for delivery, we are able 1 N/A N/A N/A N/A N/A N/A N/A
1.2 ON ROUTE operational
R1.2.1 - On-route steps (clock delivery in,process
huddle, SOP routeiscollection,
updated and inventory/quality
includes all critical DCReview
1. (clock in thetoon-route
gate exitdelivery with delivery process truck).
at the 5 3 -- All
Only missing R1.1.5
requirements met to have better
Purpose: In order visibility
to provide into the total productivity.
a customer centric delivery, It is important it is importantto understand for oureach teamstep members and expected to be trained time in oneach the step 1 N/A N/A N/A N/A
N/A N/A N/A
verification, steps
operational safetyand checklist,
common at minimum).
one-off steps in the on-route process. Check
DC (gate forto DC specific
gate). Check SOP forwhich DC specific includes SOP all 3 1 -- Only
R1.1.1, R1.1.2R1.2.6
missing and R1.1.3 are achieved because ifprocess
standard the truck departs
toroutedeliver inlater
a safe, thanproductive
planned, this andand can customereffect the centricentire day of the delivery team and result in missed
1.3 POST ROUTE R1.3.1
R1.1.2 - Post-route delivery process isSOP is updated and includes all critical 1. Review ofthe thepost-route delivery process DC at the 5 - All requirements met Purpose: The post inprocess should be defined streamlined toway.get the delivery professional into thewe DCcan andhelp on 1 N/A N/A N/A N/A N/A N/A N/A
R1.2.2 -- Pre-route
operational On-route
steps
delivery
delivery
(5S, inventory
process
process is
validation,
executed
executed Delivery
according
according Vehicle
to the
to the SOP.
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SOP. sections
which
DC (gateincludes entry
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all
with standard
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truck
for
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clock out). 5
0
1 --- R1.1.1,
3 R1.2.1,
Only
R1.1.2 or R1.1.3
R1.2.2R1.3.5
missing and R1.2.3are NOT
are achieved
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1.4 R1.1.3
DELIVERING QUALITY PRO R1.4.1 -
- All
The
R1.2.3 - All Delivery Delivery
process Professionals
to report
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breakages
are trained and knowledgeable
is digital
and knowledgeable with about
reasons
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code (clock
1. Review in, huddle,
there isroute
a on-route
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Purpose: delivery By team
training streamline
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members and inget to the
identify truck out for
quality delivery
allissues,
steps awork quicker!
to report and correct them doensures
to havewe are cangiving 1 N/A N/A N/A N/A N/A N/A N/A
Report/Safety
pre-route
linked to SOP.Checklist,
delivery quality financial, root
index. cause analysis/action closure, at the on- breakages.
one-off
Check steps
for
inventory/quality DC in
Check
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specific
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delivery
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safety should at 3
checklist
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R1.3.1,
Only
R1.2.2 and
R1.3.2
missing
R1.2.3
R1.4.5R1.3.3are NOT
are achieved
achieved • Delivery
help
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2.0 EMPOWERED TEAMS route SOP.
minimum). 2. Check
encompass if there is
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to be refusals,place
followed that to track
everyday 0 -- R1.4.1,
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R1.3.2 and
or R1.3.3 day.customers The main steps the best of On quality Route process to should
sell to end consider: consumers! On Route Navigation process, Delivery Execution at POC, N/A N/A N/A N/A N/A N/A N/A
R1.1.4 -- The
R1.4.2
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Technologyprocess Delivery
istoinreport PI (clock
place product
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to truck
gate real-time
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able to register
deliveries. reason 1 R1.4.3are NOT
are achieved
achieved Guidance:
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2.1 RESULTS VISIBILITY R1.3.2
compliance -- execution
Post-route
to target delivery
there is process is plan
executed according to the SOP. and it should thebe broken down into critical area 5 •• Delivery Post-Route Process – all
SOP should be in place including if the all steps since delivery teams toarrive at theprofessional
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R2.1.1
delivery
R1.2.5
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On-route
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Professionals
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Professionals PIan (gate action
are able
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are
inif place
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daily isteam
compliance consistently
performance
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codes
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linked
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all delivery
to delivery
delivery professionals
professional
quality
professionals hasare
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R1.4.1, R1.4.2 ormet
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different
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5 Only missing R2.1.4
requirements met
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efficiently,This
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post-route
R1.1.5 SOP.
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method,
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performance - Delivery is
or individualized.
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-> Sister Brewery APAC program steps:
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4. SDCA Implementation Effectiveness
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7. Three months to review and modify the KPI/PI
Questionnaire - Fleet Pillar 73%
Reporting Period: Targets : 73% 68% Mandatory: 1
Facility Name: 68%

Question
Mandatory ID Question/Topic Requirement How to Check Scoring Guidance DC Comments & doubts Global Owner Feedback WH - DDC WH - ABI #REF! DEL - DDC DEL - ABI #REF!
Weight
FLEET PILLAR N/A N/A N/A N/A N/A N/A
FUNDAMENTALS N/A N/A N/A N/A N/A N/A
1.0 COMPLIANCE N/A N/A N/A N/A N/A N/A
Yes 1.1 Does the site have a list of required documents/aR1.1.1 - Documents available inside each vehicle1.and Check legalized if documents upon the are competent
available traffic insideauthorities
each 5 vehicle
- All(can
requirements
and belegalized
electronic are
upon
documents
metthe competent
if legallytraffic
allowed)
The
authorities
purpose of this quesiton is to ensure fleet 1 N/A N/A N/A N/A N/A N/A
Does all fleet follow the standards that ensure R1.2.1 R.1.1.2--Fleet Equipment standards listed inwith the following
compliance with information:2. Check
1. Check ifif there there is is a a list
list ofof fleet
eachstandards equipmenttowith 5 the following
- All information:
requirements are met has the
The fundamental
purpose fleet tracking
of this question and there
is to ensure N/A N/A N/A N/A N/A N/A
Yes 1.2 1
people's - Asset type and safety requirements which are comply - Asset with typeABI's quality and safety 3 - Requirements 1,2,3,4 are met processes in place andso fleet can remainfor our
Yes 1.3 Does thesafety andapromote
site have checklista to
high quality
control the ABI's
R1.3.1
- Asset
quality
- assigned
Digital checklist number in place and ensures 1. - Checkassigned
Asset if the sitenumber has a digital checklist in 5 - All requirements are met are clear
The purpose
compliant
safety
withofall this quality
question
local, national,
guidelines
is toand ensure ABI there 1 N/A N/A N/A N/A N/A N/A
image
fleet of AB-InBev and our brands?
condition? tracked
that the electronically
operators are unable to use equipment place requirements that ensures whichthe areoperator
tracked is electronically
unable to use 3 - Four requirement are met including 1.2.1 fleet
is an that meet
equipment local,
checklistnational, process and in ABI place and
1.4 Is there a tire and liquid/solid maintenance - VIN
R1.4.1
R1.2.2 or- DisposalSerial
Visual standardsNumberof tires &for other
MHE maintenance trucks 1. - VIN or
2. Check ifthat Serial thethere Number
disposal of tires & other visual and 5 1 - Requirements 1,2,3
- All Requirements are met are met guidelines.
The purpose ofwell
thisas, question is to ensure thator 1 N/A N/A N/A N/A N/A N/A
until the checklist
- License Plate (ifisappliable)
completed andand no critical equipment
- License Plate until the is a local/zone
checklist
(ifforappliable) is completed 3 - Five requirements are met including 1a guidelines.
that they are Asare completed ensure in gaps
a quality in safety
manner.
residuals disposal procedure being performed residuals defined inexecuted
a policy according
and branding to local
of delivery maintenance
standards policy residuals MHE areand being trucks.executed Delivery when 1 - Three requirements are met including 1.2.1 This ABI vendors
quality are first
clearare and disposingactions ofarefleet inwaste
place in
to a
MANAGE TO SUSTAIN issues
- have
Manufacturer been found no- critical issues
Manufacturer have been found 0 - applicable
Missing Requirement 1,2 or 3 R1.1.2 is the
DPO step to
Master ensuring
Fleet List safe operation N/A N/A N/A N/A N/A N/A
with the final destination meeting all regulations
vehicles in and/or according to AB-InBev according to localmust regulations and/or policy according and 3 - N/A responsible
them. manner.
R.1.3.1a
- Year/model - Ifcompliance
checklist does withnot local/zone
prevent branding 1a. vehicle Check
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of equipment as well as compliance torenewal
local,
2.0 environment
FLEET RELIABILITYrequirements? Environment
policy.
operators from
Policy
using equipment until
to
all AB-InBev
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unable with to the
use local or 0 -- Three
1 Three requiremnts
or more requirements
are met are not met
including 1a or R.1.1.4
national,
DPO Document
and ABI guidelines.
Tracking and N/A N/A N/A N/A N/A N/A
- Km (miles)
R1.4.2 orare hours - Km (miles) or hours of environmental issues 1
2.1 Does the fleet team understand the needs of its completion,R1.2.3
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Number defined
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are environmental
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requirements
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met
met R1.4.2
R1.2.1
The Environmental
Fleet GTS
purpose of this Disposal
- mandatory
question Tracking
issafety
to ensure standards 1 N/A N/A N/A N/A N/A N/A
clients (operational teams) based on issues that required reported,
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0 --- All requirements are1met Operators
The purpose should of this have communication
question is to ensure witha 1 N/A N/A N/A N/A N/A N/A
impact the results? requirements
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checklist - Inventory
Minimum
completion Policy
of 2 PIs
is under defined
defined andbased
100%(km/miles the on 1. Check
delivery
100% andtheandif there
warehouse. is evidence These that an
KPI/PIs Inventoryor a 5 - All requirements are met Spare
and parts
delivery management
execution while is critical
being to
safe our and lost, or stolen documents 1 N/A N/A N/A N/A N/A N/A
with the defined intervals - Documents status to be compliant with local ororPolicy
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requirements there strict
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process swift to management
ensure that vehicles or-requirement
remain out1a not met
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are until applicable and executed.
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frequency around the management of spare itsparts to N/A N/A N/A N/A N/A N/A
of occurrence,
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fleet is a Tire
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DDC

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Questionnaire - Safety Pillar 85%
Reporting Period: Targets : 85% 80% Mandatory: 1
Facility Name: 80%

Question WH - WH DEL - DL
Mandatory ID Question/Topic Requirement How to Check Scoring Guidance DC Comments & doubts Global Owner Feedback WH - DDC WH - ABI DEL - DDC DEL - ABI DDC
Weight 3PL 3PL
SAFETY PILLAR N/A N/A N/A N/A N/A N/A N/A
FUNDAMENTALS N/A N/A N/A N/A N/A N/A N/A
1.0 SIF & INCIDENT MANAGEMENT N/A N/A N/A N/A N/A N/A N/A
Yes 1.1 Incident Reporting R1.1.1 - 100% of incidents including Near Miss, 1. Check incident reporting tool for potential 5 - 100% of incidents are reported and Purpose: entering all data into the global tool 1 N/A N/A N/A N/A N/A N/A N/A
1.2 Incident Notification First Aid- 24
R1.2.1 incidents, and Total email
Hour Notification Recordable sent within 1. gaps Check in reporting.
for record of 24 Hour Notification documented
5 - All requirements in the Global
met forIncident
100% of applicable Purpose: allows us 24 to perform data analysis
Hour notifications are at variousto
intended 1 N/A N/A N/A N/A N/A N/A N/A
Incident
24 hours properly
for every documented
LTI, MDI, MTI in the
andGlobal
SIF Management System. levels (site, region, zone, site,global). Itand
ensures
1.3 Incident Investigation and Root Cause Analysis R1.3.1
Incidentand - Reporting Root cause toolanalysis
(no gaps). for every incident. email.
1. Check incident reporting tool and review the cases 5 - All requirements met for 100% of applicable immediately Purpose:
visibility and Wenotify must the
accountabilityidentify aregioncause
torootour
zone
performance. for of 1 N/A N/A N/A N/A N/A N/A N/A
Actual SIF Potential. 2. Check Incident management tool, ensure incidents which have occurred. This allows us
R1.3.2 --5Incidents Why or otherintegrated management system root causeif analysis (Check if the documented as the first 5 5 cases
3 -- All Evidence every incident so thatto we can create corrective
1.4 Incident Management Routine Review Process R1.4.1
R1.2.2 - Completedare investigation for intoevery
routine LTI 1. that Check
investigation incidents fields areare reviewed
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requirements R1.2.2 met anand
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100% gapof in Refer
Purpose:
to to the
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it quickly
critical and Reporting
review
implement andindividual
the SIF
corrective 1 N/A N/A N/A N/A N/A N/A N/A
tool documented
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levels investigation. Why in is daily
uploaded andmeetings,
if it is of good quality). reporting (1cases case). actions
Management which will
global prevent
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2.0 HIGH RISK PROCESS MANAGEMENT MDI, MTI and SIF within the(Incident
Global Incident notification item 3. Check theroutine audit tab to verifyshift timeliness handover, of demonstrating
applicable improvement
BUT R1.2.3 met for <100% of incidents actions which
across happen,
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Sharing of of those
safety N/A N/A N/A N/A N/A N/A N/A
R1.3.3 - Corrective
evidenced in team actionshandover
rooms, - must be more 2. Check incidentand reporting toolinand review 3 - R1.3.1 AND R1.3.2 AND R1.3.3 met for incident.
guidance. Root cause causeanalysis the should be done
Management System within 7 days. meetings, weekly investigation meetings and that covered it is closed an within effective 7 days. applicable cases cases,
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theroot conclusion and of our individual
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2.1 Oxygen Deficient Environment Monitoring & than
R2.1.1 1 corrective action. performed in corrective actions. Check if tothere seeare multiple are 100% 1 - All of cases
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meetings,
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of Safety Alert ifbeing
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3 requirements Refer
actions.
ensures to Itthat
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important
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R1.3.4 to-- identify Evidence of corrective action actions, that theyaction. relate to the root cause and applicable reporting cases
(<3 corrective actions must be managedwhat to oxygen
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awareness/take
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requirements for 100%
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global
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Refer
protocol
toofthe
what
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Risk
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Processincidents,
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Management
on aretypes 1 N/A N/A N/A N/A N/A N/A N/A
management.
R2.1.2 - Potentially oxygen-deficient areas that
2. the actions
Check Incident. are
if there is a monitoring more than simply
andfor retraining. 3 - R2.1.1, R2.1.2 completionh. Refer to the Incident Reporting
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available.
incident within
areas that7 days.
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BUT R1.4.1
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met met BUT R2.1.4
of applicable deficient
of
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possible environment
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information the will
onIncident
Yes 2.3 Explosion Prevention Monitoring & Management R2.3.1
R1.4.3 -- Facility
equipped withAssessment
Strategic risk
detection
focusassessment update.
system
area and/or
identification for 2.
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Review
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incidents
corrective
and riskprograms
assessment
root and log to verify
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see if areas actions
system within 5 1
0
not -- All R1.3.1
Evidence
met AND
requirements R1.3.3
suggests metamet for 100%gap
systematic of cases
in and
Refer SIFto Management
the High SIFRisk
global
Process protocols
Management for 1 N/A N/A N/A N/A N/A N/A N/A
system. areCheck
closedif in there a timely iscauses
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manner.
are identified.
and 3
BUT - R2.2.1,
reporting R1.3.2 R2.2.2
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of cases
empower
Reporting
Ammonia
additional
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and
Systems site
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toManagement
select
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and global actions
Yes 2.4 Electrical Systems Management order
Monitoring
R2.4.1
R2.2.2
to- identify
the facility. No and
Ammonia
areasviolations
management
electrical with potential
installations equipped
programs
observed of in -
with 1.
potential
Check of
place.
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management
4. Check
Check ifthe
explosion
iffacility
strategic
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facility andfocus are Identified.
check and areasthe
detection are identified
condition system of in 5 0 -- All
not R1.4.1
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no violations cases Refer which
protocols protocol
have
to
Management. theforthe for
power
additional
High more
Risk to information
impactManagement
guidance.
Process multiple on injuries 1 N/A N/A N/A N/A N/A N/A N/A
explosion.
place.
Electrical systems/equipment maintained 2.
3.
for the facility. there arearisk
is controls assessment
monitoring and and
in(electrical
place. 3
1 - R2.3.1, R2.1.1 AND R2.3.2 ANDmet
R2.1.2 R2.3.3 met BUT R2.3.4 Explosion and willprotocol
help Prevention
theforsite toMonitoring
prioritize andwhich
on
3.0 WORKPLACE TRANSPORT SAFETY detection
R2.3.2 - system
Areas with and/or
potential Monitoring of and in
explosion
electrical
place.
validate
management
systems/equipments
that itprograms
is updated and as detection
a resultthese ofsystem the rootin not
0 - R1.3.1 met OR R1.3.3 met for <100% of cases global Management.
more information on N/A N/A N/A N/A N/A N/A N/A
R2.1.3
good conditionprograms
management Controls are in
and safe.in place. place for potentially 4. Talk
conduits,
3. to
Check ifmissing operators
there are and
outlet controls ask
covers, about panel covers
in place. areas 3
1 - R2.4.3 R2.2.1 met ANDAND R2.2.2 1 violation
met of R2.4.1 or actions must be
Electrical Systems Management. taken first. Refer to the Incident
equipped
oxygen-deficient with detection areas. system and/or cause.
place.
and if they follow theand intervention
3.1 Traffic Plan Management R3.1.1
R2.2.3 -- Traffic
R2.4.2 Electrical
Controls Plan work
are implemented.
in permits
place forcompleted. areas that 1.
4. Review
not secured,
Talk the
to operators traffic
exposed plan wiring,
ask etc).routines.
established
about these by the areas 5 0
R2.4.2-- All R2.1.1 not met met
requirements Reportingtoand
Purpose: defineSIF the Management
traffic flowglobal and controls 1 N/A N/A N/A N/A N/A N/A N/A
Monitoring
R2.1.4
R3.1.2 --- Layout When and amanagement
detection
featuring thesystemprograms
Traffic isPlan
used inisit is site.
3. Review
Check ifwork therepermits are controls in place.check if it 1 - R2.3.1 AND R2.3.2 not met protocols the for additional guidance.
3.2 Loading & Unloading Safe Execution R2.4.3
utilize ammonia.
R3.2.1 All electrical
Loading/Unloading works completed
procedure by
written, 2.
and
1. if they the
Review follow the intervention
load/unload andprocess: projects, routines.
checkareas if it is 50 -- All R2.2.1 not met met AND improving trend in within
requirements Purpose: facility
a wrtitten andprocess
the yardforand to visually
loading and 1 N/A N/A N/A N/A N/A N/A N/A
place.
inspected
posted by accessible
the operators with routine 4. completed.
Talk to ifoperators and ask about these
R2.2.4 -inWhen
qualified
complete an
employee+14:17s.
and a detection
available area. system is used it is 2. is Check the layout with traffic plan is posted 3 1 - R3.1.1,
R2.4.3 met R3.1.2AND AND2-3 R3.1.4 met
total violations of communicate that beto all emplolyees. The traffic
3.3 Powered Industrial Equipment Safe Execution R2.3.3 -- Safe
intervention
R3.3.1
R3.1.3 Controls
Operatorsdocumented
operatingare aware in to placeemployees.
ofwith thefortraffic
appropriately.
rules for areasplan.
powered with documented
and
1.
in
3. if they
Watch
areas
Check the
where
if there
in
followPIT a SOP.
the intervention
operation:
people
is any can
electrical checkwork
access. routines.
if drivers are 5 coaching/OWD
0 -- All
R2.4.1or R2.3.1 not met
requirements
R2.4.2
results
met AND improving trend in Purpose: unloadingtomust
plan should ensure be usedthat
available
as aequipment
to employees.
problem solving is operated 1 N/A N/A N/A N/A N/A N/A N/A
inspected
R3.2.2 - Loading/Unloading by the operators Process routine well 2. Watch the load/unload process: checkspeed if the coaching/OWD results Adherence toour thisoperations.
process must beoperating
maintained
potential
equipment
R3.1.4 - Engineering of followed
explosion.
Sufficient bycontrols
signage drivers of safety(using horns,
rules operating
3. Talk to operators
completed safely
by - using
unqualified to horns,
ensure workers. following
that they are 1 -- Pedestrian
R3.1.1 and interaction
R3.1.2 meteliminated through safelly
visual, andwithin updated when new Saferisks are
Yes 3.4 Pedestrian Safety Management intervention
R3.4.1
executed
R2.3.4 - in - documented
(Tiresaare
When appropriately.
choked/secured,
detection in
system is usedplace to
keys itare 1. Review
process
is limits, the traffic
is executedintersections plan/systems
as it is documented implemented 5
(check 3 All requirements met BUT coaching/OWD Purpose: We
through our should must
OWD and eliminate pedestrian
coachinginroutines. A 1 N/A N/A N/A N/A N/A N/A N/A
following
outlined
eliminate speed
trafficlimits,
potential plan.
pedestrianapproaching interaction. aware
on the approaching
and
floor: can Check theyifreference
there are with caution,
details
engineering of the 0 - R2.4.3
engineering not met OR
controls >3 total violations of procedures
identified. Refer
interaction in our be outlined
towarehouses
the Workplace and aTransport
writtenThis
yards.
3.5 Powered Industrial Equipment Pre Use controlled
inspected
R3.5.1 - Process , vehicle
by with
the operators
in operators
place to with are
assess free
routine from
powered If
balls, 1. the truck
Check ifmirror is secured
there is a documented using chocks and
pre use key results
5 -- All not showing
requirements improvement trend control which physically prevents the vehicle
intersections caution, checking mirror checking
plan.
controls in processplaceballs, that respecting
make separation 3
0
R2.4.1 R3.1.1 not met met AND
or R2.4.2 improving trend in Purpose:
BUT coaching/OWD procedure
Safety global weand must define
availale
protocol the
topedestirans
for process
employess.
more information. for 1 N/A N/A N/A N/A N/A N/A N/A
Inspection Safe Execution interaction
interventionseparation
equipment.
respecting and FLT operators
documented requirements, integrated).
appropriately. vehicles control).
inspection
requirement, vehicle in place.it signage
properly
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results not showing results
improvement trend
includes
from being
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Adherence
interaction
able
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shift with
inspectionsis the most of our that
robust
powered
Yes 3.6 Key Control Safe Execution R3.6.1
R3.2.3 --- FLT Key Control
operators process written, complete 4. Check
1. Check the
impossible/hard if there Key tois bypass
sufficient
iscontrol process
(Check inif placeto support
pedestrian and if 5 1 -- All
3 requirements
Pedestrian and interationmet AND improving
controlled withnot trend
some metin Purpose:
occurs ofwhen wetomustsomeone procedures
define was theon ashoudl
process powered forbe and 1 N/A N/A N/A N/A N/A N/A N/A
R3.5.2
properly Critical
disabled). pre useare fully
inspection in control
elements of 3.
2.
the
Check
Talk
Check
safety to ifthe there
operators
rules Global ato
outlined
potential
ensure
Incident inprocess.
the
for the
that
Management
overall they truck are to
traffic
R3.2.1 R3.2.3 met BUT R3.2.2 style
industrial
maintained control.
equipment,
through A gladhand
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and is aprocedures
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coaching
and available to employees. there
interaction are visible
is ELIMINATEDgaps oncheck wherever Talk possible. toin coaching/OWD
egineering results
controls BUT mainly through controlling
industrial keys/
equipment access and totheyvehicles
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prevent
3.7 Overhead Door Management load/unload
R3.7.1
identified. -
R3.3.2 -- Operators All operation.
dock
Annual driver doors maintained
reviews in
completed good move,
1. Observe
knowledgeabletruck driver,
Dock about or
doors: FLT
critical driver
a SIFelements if to
they be injured.
are and that 3 (a
5 - SIF
All Potential
requirements or SIF
met Actual
AND
BUT related
all actions
notcoaching/OWD
to R3.2.2
current inexpensive
Refer
to to
our teamsthe control
Workplace
and to ensure
which phsycially
Transport
adherance to thosefora
Safety global 1 N/A N/A N/A N/A N/A N/A N/A
R3.6.2
R3.2.4 executing key control inand good System-
plan.
operators
Check has
if there there
to ensure been
that
are significant they arePotential
barricades understand or
in SIF 1 - R3.3.2 met controls
administrative BUT R3.3.1 met (a SIF routines.
unexpected
any
truckreason.
Refer movement.
If there thewill Workplace
These
be Transport
procedures
pedestrian access must
to
conditions
R3.5.3
documented. --- Equipment Completed
and compliant coaching
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protocol. ensure
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they Check
Actual condition.
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if critical Management
elements are has occurred)
not from
results - AllPreventative
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improvement Routine
trend protocolfrom
procedures formoving
more
using during
information.
our OWD loading or unloading.
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not orbeing
fields
SIF 5 - All requirements
to are or SIF Actual relatedmet to confined space entry Purpose: thethat
control strategies
employees
security threat assessment
to prevent
execute
theft and we ismust
toa 1 N/A N/A N/A N/A N/A N/A N/A
R7.2.2
R5.3.8 ----- SAT
Operators
Management execute withinviolence
conducts OWD prevention
to to employees. preventmanaged
violence. by These procedures must be
Yes 7.4 Violence Prevention Toolkit R7.3.2
facility
R5.4.7 cash
followed
R7.4.1
procedures Violencein
updated
storage.
Management
by refueling
employees.
adherencePrevention conducts
to the
the
Level OWD
program.
12 to ensure assessment:
lastassessment Actual
and
eliminate
followed?
(positive
filled
1.
2. Review
Check
related
corrective).
out and cash.
prior
ifthe
to safe
check
site’s
operators CSiflevel
corrective).
to
operating
the
Entry
are -SAT/RA
by
check
executing
rules
authorized how
not being 3 - All requirements met BUT coaching/OWD
is completedidperson
violence they 3 has
5 occurred
- All
All BUT coaching/OWD
requirements metbut BUT results not
coaching/OWD
routine
ensure
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written
that
and
allrisk
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ourassessment
team global
for employees.
security
and adhere
violence teamto to 1 N/A N/A N/A N/A N/A N/A N/A
Gas/Diesel
months.
R7.1.4 - Effective procedures.
communication strategy followed?
9.
and
3. Check
updated
Check the
if there facility
within is a OWDs
the systemlast -12 check
in months.
place if to check 3
results - requirements
not showing me
improvementR7.3.3 not
trend assess
those the
strategies specific risks
through of
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our facilities
compressed
R6.2.4
completed
R7.2.3 -- Action
Confined
and
Completed gasaccurate.
cylinder
spacecoaching handling
permits togaps procedures.
completed
ensure 7.
and assess
and
8. Checkareand
Check
prevention usedthe facility
for alllevel
if facility
their
procedures coaching
entries.
OWDs inassessment- check
adherence log - check is theifif
if to showingnot
results improvement
showing trend
improvement trend prevention
Compliance toolkit is designed
withnecessary
these procedures to eliminate mustthese be
8.0 ROAD AND DRIVING SAFETY R7.3.3
implemented - to plan
minimize to address
theft. identified 8.
diagnostics
2. Check
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if the are being
action
fitted coaching
with performed
plan is
security logboxes
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and and if bulk
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coaching actions
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global Violence N/A N/A N/A N/A N/A N/A N/A
filled
R7.4.2
operatorsout. - Violence
execute Prevention
violence Toolkit
prevention there
4. Check
diagnostics
accurate.
program. is coaching
if there
are being ison a compressed
final
performed check gas
conducted
on battery cylinder 3 - R7.4.2, R7.4.1 AND R7.4.3 BUT R7.4.4 not violence managedrisks. related
through fatal
our incidents
OWD and from our
coaching
in the
R7.1.5 SAT - If is
cash in place,
is handled, current, security and aligned
measures with there
filling
security
properly is coaching
procedures.
team
functioning). is on gas/diesel
aligned with action refueling plan. 1 - R7.1.1, R7.1.2, R7.1.3, R7.1.4 AND R7.1.5 security
Prevention This
protocol assessment
for addtional must
guidance.be
8.1 Driver Qualification Management R6.2.5
R8.1.1
implemented
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definition
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used priordriver,
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authorization.
site the
the Global site’s and
procedures.
self assessment corrective).
definition
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of achievement current 1
5
1 -- R7.3.1- All requirements
R7.2.1 met met BUT met
BUT R7.3.2 BUT
R7.2.2 not a
not metSIF Potential
met (a SIF or Purpose:
operation.
routines. Refer the site
The site must
to the must define
global determine what
Violence it
their risk to
means 1 N/A N/A N/A N/A N/A N/A N/A
security team. (positive corrective).
in
100%place of- to
incorporating
R7.4.3 the reduce
Violence entries. the regulatory
all participate
local
Preventionrisks of cash handling
requirements. 4.
8.
5. Check
driver:
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the facility
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8.2 Hazardous Route Management R7.2.4
R8.2.1
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updating tothe to
1.
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facility
area hazardous
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(safe).
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if : check if Actual Potential
5 - All SIF Actual
requirements
related to R7.1.6
related
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R7.2.2 has level
Purpose:usingour
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protocol risk assessment
hazardous
current.
for
Refer
addtional
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to risk globalWhen
and then
guidance.
Violence 1 N/A N/A N/A N/A N/A N/A N/A
R6.2.6
R8.1.2
achievement
violence
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All drivers
prevention checkqualified
above
Route/Area conducted
90%.
procedures.
in DriverandtoTeam authorized.
confined room.by check,
diagnostics
equipment
site/vehicles
Actual
the drivers regulatory
related are
are
are – to being
in
check safe
included
performed
registration,
good working
ifoperating
thein the selfetc on
orderas required.
assessment
rules
process and
not and being is 3
are occurred
1
occurred) - R8.1.2,
R7.4.2 R8.1.1
met BUT met BUT
R7.4.1 1occurred)
violation
met of requirements
implement
requires usthe to and toolkit
evaluatezone requirements.
to the
that routeslevel's that our
8.3 Driving Safe Execution R7.1.6
R8.3.1 - Proactive
Cash
Safe handling
driving, procedures
parking and followed
operation diagnostics
5.
1. Check
Watch
compressed ifdriver are
strategy
gas being
departure,
cylinder performed
communication POC
handling onprocedures.
arrival, gas/
has diesel
been
talk 0 -- All
to R8.1.3
5 R7.3.1 not met met A
requirements Prevention protocol for addtional guidance. 1 N/A N/A N/A N/A N/A N/A N/A
space
R8.1.3
R7.4.4 permits.
R8.2.2 - Hazardous - Action plans process in place
routes/areas in place
to to
address
process ensuregaps available
2. Check
accurate.
followed?
in to drivers:
participate to
if all
employees
drivers
in updating meet prior
the Hazardousall to requirements
confined space 3 -- R7.1.1, R8.2.2 AND R8.2.3 metR7.1.4
BUT weak defining
requirements.qualifications,
Refer to ensure
the
drivers will drive, and identify the risks that global that you
Violence are are
operators.
practices are written, complete and available procedures.
implemented. check ifsite’s
themaintains
drivers are adhering to the 0 R7.1.2,
W met R7.1.3, OR R7.1.5 W
Yes 8.4 Telemetry Management R6.2.7
compliance.
in toolkit
place and - Confined
achievement.
visually expressedspace entry on devices and
Safety Board policies entry.
outlined
3.
4. Check
Route/Area in if
the the
the
in site
facility
Driver Team definition
coaching anof
log a - qualified
actioncheck plan if to 0 - Any
R7.4.2
R7.2.1 requirement
not not met considering
Prevention the
toolkit difference
for additional in qualification
guidance. 1 N/A N/A N/A N/A N/A N/A N/A
R7.1.7
employees.
monitoring - Completed
equipment coaching
available. to ensure 6.
6.
close
thereIf cash
driver.
Check gaps
is asifisdescribed
coaching handled,
there
to toolkit in the room.
check
isonaachievement
defined
violence if rescue
there
protocol
prevention and areteam ifissecurity
(Seatbelt isto 1
it that
execution
not met of
- R8.1.1
R8.2.1
met BUT R8.1.2 not met
present on those routes. These risks must then
requirements across different vehicle types.
Yes 8.5 Hours of Service Management in Driver
operators Team
conduct room. cash handling inpolicies
adherence 2. Check
measures if the hazardous route board up be communicated to our drivers, and risks that 1 N/A N/A N/A N/A N/A N/A N/A
R8.3.2
R6.2.8 Drivers
- Actions
Confined are spaceadhering entry ABIdevices andand date use
3.
is between
Check
trained
current.
(positive ifininthe
and place
each
rescue drivers
corrective). to
stop, reduce
can
procedures. electronic the risk
produce a of
device valid cash used N/A = No entry of confined spaces allowed. W Once the zone has a definition for a qualified
R8.2.3
to thedriving
procedure. - in place to address issues handling in the while Driver in Team
theOWDs market room. 1 - R8.2.2 met BUT R8.2.3 not implemented they identify must be communicated back and
Yes 8.6 Load Capacity Management safe
monitoring
identified in
rules (Seatbelt
equipment
Driver Team wellroom. use between each driver
maintained. when
7.
5.
3. Check
Check
Check
necessary
license. if actions
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if thefacilityteam and
are isauthorized).
available
in - .check
place to and if notified
address
0 - R8.1.1 not met driver, they must implement a process to
communicated to others. A Whatsapp chat is a 1 N/A N/A N/A N/A N/A N/A N/A
R7.1.8electronic
stop,
R6.2.9 -- Rescue
Management team conducts
device used when
defined andOWD to cash
necessary
trained 7. Check
3.
4.
on issues
priorCheck if there
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toidentified
diagnostics CSE there Global
entries.
are have
is
being aIncidentbeen incidents
proactive Management
process ofintheft place or ensure that no one ever drives a vehicle unless
8.7 Commuting Safety Management handling procedures. violence involving theperformed
incash Driver
–conducted.
acheck Team on room.
if cash
violence 0 - R8.2.2 not met fine method for immediate notification of risks, 1 N/A N/A N/A N/A N/A N/A N/A
and
rescue authorized). procedures. System-
to Checkhas
8. monitor
prevention ifcompliance
the there
procedures.drills beenareand SIF
ensure Potential therehandling or
areSIF no they are qualified. Refer to the global Road and
follow procedures but the site should ensure that there is a record
8.8 Road Safety Risk Assessment and Toolkit R8.3.3
R6.2.10- -Safety Recuemonitoring team available and coaching and in place. Actual
gaps
9. Check inrelated thewere
driver to safe
Global followed.
authorization. operating
Incident rules not being
Management Driving safety global protocol for more
of risks that are identified, using the team room 1 N/A N/A N/A N/A N/A N/A N/A
up to give
R6.2.11 - Drills conducted. corrective feedback and positive 8. Check
followed? the Global
System- has there been a SIF Potential or SIF Incident Management information.
9.0 WORKING AT HEIGHTS System- has board, so that team members can reference N/A N/A N/A N/A N/A N/A N/A
recognition
R6.2.12 - Completed as appropriate. coaching to ensure 2. Check
Actual relatedthe there facility
to safe been
coaching a SIFlog
operating Potential
- check
rules notorbeing if SIF
Actual that information at a point in the future when it
Yes 9.1 Working at Heights Protection R8.3.4
operators - Management
conduct confined conducts space OWD entry toin safe therefollowed? isrelated
coaching to safe on safe operating drivingrules practice not being W 1 N/A N/A N/A N/A N/A N/A N/A
followed? is no longer fresh in the Whatsapp.Refer to the
9.2 Working at Heights Safe Execution driving
adherence practice. W to the procedure. (positive
10. Check and thecorrective).
facility coaching log - check if
9. coaching log - check if global Road and Driving safety W global protocol 1 N/A N/A N/A N/A N/A N/A N/A
R6.2.13 - Management conducts OWD to 3.
thereCheck the facility
is coaching onOWDs confined - check spaced if entry W W
Yes 9.3 Roof Work Management there is coaching on cash handling for more information.. W 1 N/A N/A N/A N/A N/A N/A N/A
confined space entry procedures. diagnostics
(positive andare being
corrective). performed on(positive
safe driving W
10.0 LOTO/SAM and corrective).
practice.
11. Check the facility OWDs - check if N/A N/A N/A N/A N/A N/A N/A
W W
10. Check the
diagnostics arefacilitybeing OWDs performed - check if
on confined
10.1 SAM Safe Execution diagnostics
space entry are being performed on cash
procedures. 1 N/A N/A N/A N/A N/A N/A N/A
10.2 LOTO Safe Execution handling procedures. W 1 N/A N/A N/A N/A N/A N/A N/A
10.3 LOTO Equipment Management W W 1 N/A N/A N/A N/A N/A N/A N/A
W
11.0 OCCUPATIONAL HEALTH W N/A N/A N/A N/A N/A N/A N/A
11.1 1 N/A N/A N/A N/A N/A N/A N/A
11.2 Hearing Conservation Management 1 N/A N/A N/A N/A N/A N/A N/A
W W
12.0 EMERGENCY RESPONSE N/A N/A N/A N/A N/A N/A N/A
W
12.1 Medical Device and First Aid Kit 1 N/A N/A N/A N/A N/A N/A N/A
Yes 12.2 1 N/A N/A N/A N/A N/A N/A N/A
12.3 Emergency Response Plan W 1 N/A N/A N/A N/A N/A N/A N/A
12.4 Specialized Emergency Response Management 1 N/A N/A N/A N/A N/A N/A N/A
12.5 Emergency Response Drill Management 1 N/A N/A N/A N/A N/A N/A N/A
W
13.0 TRAINING AND COMPETENCY N/A N/A N/A N/A N/A N/A N/A
13.1 Annual Refresher Training Management W 1 N/A N/A N/A N/A N/A N/A N/A
Yes 13.2 Qualification Training Management 1 N/A N/A N/A N/A N/A N/A N/A
MANAGE TO SUSTAIN N/A N/A N/A N/A N/A N/A N/A
14.0 OPERATIONAL SAFETY MANAGEMENT N/A N/A N/A N/A N/A N/A N/A
Yes 14.1 Inventory Management W 1 N/A N/A N/A N/A N/A N/A N/A
Yes 14.2 Risk Assessment Management 1 N/A N/A N/A N/A N/A N/A N/A
14.3 POC Assessment Management W 1 N/A N/A N/A N/A N/A N/A N/A
14.4 Personal Protective Equipment Management W 1 N/A N/A N/A N/A N/A N/A N/A
14.5 Safety MCRS 1 N/A N/A N/A N/A N/A N/A N/A
W
15.0 NON-STANDARD WORK MANAGEMENT N/A N/A N/A N/A N/A N/A N/A
W
Yes 15.1 Visitor Induction Management W 1 N/A N/A N/A N/A N/A N/A N/A
15.2 Contractor Induction Management 1 N/A N/A N/A N/A N/A N/A N/A
15.3 Major Works Management 1 N/A N/A N/A N/A N/A N/A N/A
Yes 15.4 Work Permit Management W 1 N/A N/A N/A N/A N/A N/A N/A
MANAGE TO IMPROVE N/A N/A N/A N/A N/A N/A N/A
W
16.0 BEHAVIORAL MANAGEMENT N/A N/A N/A N/A N/A N/A N/A
16.1 W W 1 N/A N/A N/A N/A N/A N/A N/A
16.2 Behavioral Safety Leadership 1 N/A N/A N/A N/A N/A N/A N/A
16.3 Safety Champions 1 N/A N/A N/A N/A N/A N/A N/A
W
16.4 Safety Committee 1 N/A N/A N/A N/A N/A N/A N/A
Questionnaire - Safety Pillar 85%
Reporting Period: Targets : 85% 80% Mandatory: 1
Facility Name: 80%

Question WH - WH DEL - DL
Mandatory ID Question/Topic Requirement How to Check Scoring Guidance DC Comments & doubts Global Owner Feedback WH - DDC WH - ABI DEL - DDC DEL - ABI DDC
Weight 3PL 3PL
16.5 World Safety Week R16.5.1 - Safety Day coordinated on April 28th 1. Review safety campaign material: Check if 5 - All requirements met Purpose: the purpose of world safety week is to 1 N/A N/A N/A N/A N/A N/A N/A
(or other date with agreement of Global Safety the site are executing a safety campaign with a make safety fun and to connect it people's
Director). coordinated Safety Day. 3 - R16.5.1 AND R16.5.2 met BUT R16.5.3 not passions. Throughout the year, safety focuses
R16.5.2 - Safety campaigns and materials 2. Check if it are covering the required met on compliance, ensuring the correct way to do
covering the required global/zone topics. global/zone topics. something, and quite a lot of rules. World
R16.5.3 - Minimum participation of 80% or 3. Check if the operators can reference safety 1 - R16.5.1 met BUT R16.5.2 not met Safety Week should br an engagement focused
higher on planned Safety day. campaigns and content. on getting people excited about safety. The
0 - R16.5.1 not met week should focus on the elements of the
safety program that most need strengthened
(based on performance). The week must be
much more than just training. The week should
feature games, food, prizes and other activities
which are exciting and serve to get team
members to connect with WHY safety is critical.
Refer to the Behavioral Safety Culture global
protocol for more information.