charting training v01
TRANSCRIPT
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Sales of Groglets have doubled in the last five years
McKinsey standard elements
Source: McKinsey
Message Title
Interpretation ofdata (handoutonly)
SourceAllows use ofother sources
FootnoteComments onparticularelements ofexhibits
Exhibit TitleDescription ofexhibit content
LegendDefinition ofshadings/colors
StickerQualification ofcontents
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Whats to be achieved
Source: McKinsey
Sales are steadily increasing
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SALES
$ Millions
Source: McKinsey
0
100
200
300
400
500
Jan Feb Mar Apr May Jun Jul Aug
One clearmessage per
exhibit
Simplicityand consistency
in format
"Less isalways more"
Messageand contents
conform
Readability
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Component
Comparison
... the size of in-dividual componentsmaking up the total(share of , percent of )
Shows ...
Our company has a marketshare of less than 10%
Example
Pie
Bar
Column
Line
Dot
Compo-nent Item
Fre-quency
Correla-tion
Timeseries
The process in action
Which chart type for which comparison?
Source: McKinsey
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Comparison
Shows ...
Example
Item
... ranking of individualitems in a group by size(biggest/smallest, bigger/smaller than, equal to, inn-th position)
In terms of RoI ourcompany is in fourth place
Which chart type for which comparison?
The process in action
Source: McKinsey
Pie
Bar
Column
Line
Dot
Compo-nent Item
Fre-quency
Correla-tion
Timeseries
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Comparison
Shows ...
Example
Time series
... change over time(rising, growing, falling,changing, fluctuating,remaining steady, sinking)
Sales have increasedconstantly since January
Which chart type for which comparison?
The process in action
Source: McKinsey
Pie
Bar
Column
Line
Dot
Compo-nent Item
Fre-quency
Correla-tion
Timeseries
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Comparison
Shows ...
Example
Frequency
... how often a specifiedobject appears in anumber of consecutive,equally sized categories(concentration, distribution,
frequency, range)
The salary level is highestin the age group of 51 to 55
Which chart type for which comparison?
The process in action
Source: McKinsey
Pie
Bar
Column
Line
Dot
Compo-nent Item
Fre-quency
Correla-tion
Timeseries
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Rules for creating charts
Source: VMS
Design rules Consistency (same elements for same
meaning, same elements should be samesize, should be placed the same, etc.)
Balanced layout (optimum white spaceand font size) Central position of chart content (relative
to slide)Accuracy (alignments, double check titles,
activate spell checker)
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Agenda
Instructions for VGI and Team
Template
Appendices
Sample charts
Other Avoid two lines per bullet
in table of contents Make box wider to make
sure one line only
Appendices in italics andnot in bold
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Colors used in this format keep if client hard color set, apart from thatMcKinsey U-Template applies
1st fill
2nd
fill
3rd fill
4th fill
Fill colors
Do not forget to change font color to whiteor it will not show correctly when printednor on an onscreen slideshow
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Sample exhibit page with sample charts
Note: National Health and Nutrition Examination Survey
Source: If you do not have a source for a page add placeholder as reminder
Legend follows typicalMcK format
Prevalence and trends, U.S.Percent
Footnotes are 12 point fontsize or smaller; 1 point fontsize smaller than main bodytext on page
Legend 1
Legend 2
Legend 3
Legend 4
3
5
4
22
5
2
5
3
20052003 04
Use 2nd fill color if you want tohighlight part of chart
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2457
C
BA
Unit of measure is 16
point font size, leftaligned, sentence case
STICKERSStickers above legend
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An example of how we will number the groups and align their top-level and also footnote alignment
* Business Rationalization Program was executed after San Miguel Corporation (SMC) took over CCBG with primary mission of reducingFTE
** Based on bottom-up payroll data for regular and casuals and estimated split of labor vs. non-labor cost for third party contractors
Source: Client data; client interviews; team analysis and estimates
ESTIMATES
From unclear due diligence findings to a more transparent view post-acquisition
B BLabor costs unclear at ~USD60-100m
Various sources during due diligence wereinconclusive as to real FTE labor costs
Total labor cost estimated at ~USD98m**
CCBPI regular employees account for morethan 70% of the cost
34% of labor cost resides in sales (despite30% decrease of sales volume)
27% in logistics
A AIdentified ~7,000 headcount
No clear picture regarding core vs.non-core activities
In-house vs. outsourced unknown
Identified total >19,000 FTE
Almost 3 times as many FTEs compared todue diligence
No net FTE reduction since 2002 despite SanMiguel BRP restructuring initiative*
Annual sales volume dropped by ~30% from2001 to 2006, while FTEs increased by 4%
C CNo clear perspective on org structure
Layers of hierarchy and span of control athead office or in the field were not clear
More transparent view on FTE distribution
between HO and field
417 FTEs in HO (~2% of total FTE)
PhilBev HO oversized relative to revenues:
12% of revenue, 35% of HO FTE
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25
37
10
14
2 19-21
25-35
37-51
This is an example of how we will layout data, with the headers bold andunits in normal font
Headcount savingsestimateUSD millions
* Range of percentage reduction applied to different people-related cost bases/payroll mix
Source: HR database; 2006 MOR; team analysis
Benchmarkingapproach
Merger synergy
Step-wise
changes
Global bottler
productivity
benchmark
Description
Apply percentage savings by function,based on bottle merger experience
Uses bottling benchmarks from Europe,Africa, and Latin America
Apply 4-step improvement based onglobal experience Pure fat removal Processes improvement Manager to staff ratio rationalization Network optimization
Conduct benchmarking exercise usingsales volume per FTE as the driver torationalize the number of FTE functionby function
Use benchmarks from three bottlers
Potential FTEreductionPercent
20-22
25-36
53-63
1
2
3
Further detail providedPercent, USD millions
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KEY CSAG TOPICS
Key topics Decisions/support needed
1. Performance update
2. Friday kickoff meeting
3. DSL trouble index metrics
N.A.
N.A.
Provide inputs
Diff t k f tifi ti ill th ti d l t f
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Transformation improvement expert MasterBlack Belt
In-depth, value stream design knowledge Improvement is their only/main task Provide advices and knowledge management
Change agent Green Belt
Lean knowledge and experience Core basic improvement skills Project management and instruction skills Sub stream owner
Team member Yellow Belt
Team member of specific projects Understanding improvement skills Have relatively strong subjective initiative
Top management
Mid-levelmanagement
District head
Supervisor
Technician
Expert
Change agent
Project leader
Team member
Transformation project leader Black Belt
In-depth, professional lean knowledge
project owner Professional instructor with training andcoordination skills
Different ranks of certification will ensure the continuous development ofpractical lean talents
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