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Colgate Palmolive Morocco IT Essay

The need of Factory Performance and Reliability Standards, with the technology used in the manufacturer, is to place Morocco Seed among the top ranked plants on the globe in fact, the technology is defined to provide an improved efficiency at a better development cost while making sure a higher product-availability and an excellent response time. FP&R expectations have been estimated to be completely executed in five years beginning with May 2009. Because of the start of the project, THE BUSINESS centered on two out of eight areas contained in the technology deal that are: Standard Daily Getting together with and Planned Maintenance.

Six months following the launch of the program, the first results commence to be obvious. The technology allowed mitigating the gaps existing between CPM current tactics and certain requirements of FP&R Specifications. The early execution of the machine has contributed to lessen this difference by 70% for the Daily Standard meeting standard and by 45% for the Planned Maintenance standard.

Colgate Palmolive Company targets its primary businesses which are manufacturing and selling Mouth, Personal and Home Care Products. With an effective financial strategy, Colgate has increased its gross margin, in every factories worldwide, while at the same time reducing costs to let other impressive procedures such as new product development. The latter has generated increased profitability.

This report identifies all the gaps discovered is each field and how the FP&R technology has allowed the business to improve their production.

First, I give a synopsis of CPM Company. CPM is the leader on the national market concerning shampoos and the second concerning toothpastes.

Second, I identify the project's framework by deeply describing each "FP&R Criteria", heading from the standard explanation to the implementation stage using the FP&R technology.

Finally, I come up with a conclusion which has some suggestions to managers.

Chapter I: CPM presentation

Presentation of CPM

CPM is a limited Company and contains the following five departments:

The Finance Department whose responsibility is to manage the capital expenditure (purchase equipment, equipment. . . ), handles daily costs (purchase stationery, training bills. . . ) and operates expenses for resolved costs (lease, wages, electricity, drinking water. . . )

The Marketing Section which takes care of advertising on (TV / Radio / Press), produces marketing campaigns, that are appropriate to the buyer needs (consumer review)

The Sales Section that is regionally structured, each region comprises three supervisors each with a sales team of 8 distributors for a complete of 24 distributors on average. Subsequently, each supervisor with its sales force covers today's sector and traditional sector. Both of these sectors are offered and supervised by the central services at head office.

The Technical Team that has as first role purchasing the recycleables used to manufacture the merchandise and developing products regarding to demand from the sales division.

The Human Resources Department which deals with Personnel remuneration and repayment of all administrative affairs (communal security, taxes, insurance and common personal pension. . . )

Nature of Business

The two main activities of CPM are making shampoo, that creates 80% of profit, reselling toothpaste, which symbolizes 15% of revenue, what is still left is shared between Home maintenance systems: softeners and dishwashing liquid.

CPM is the leader in the home market on the shampoo and the next on the toothpaste. The fight for market share with competitors is at:

Shampoo with brands such as: Head & shoulder blades / Pantene

Toothpaste with brands such as: Transmission

CPM Company exists in several market segments of consumer goods. Indeed its extensive product range addresses both Personal Care and attention as the Home Attention.

Colgate-Palmolive operates in the market of Oral Attention through Tonigencyl and Colgate toothpaste and Colgate toothbrushes. In addition the Company has a strong presence on the market with hair shampoo brands: Cadum, Alert and Palmolive.

Colgate-Palmolive market segments including Palmolive shaving cream. For the house Good care, CP offers an array of products such as cleaners Ajax and Palmolive dishwashing liquid, in addition, to Soupline a softener for laundry.


Colgate in Morocco was founded in 1957, 52 years back, under the name of Cadum Palmolive generally to market products imported from France. The labor force at that period was just 17 workers and products were mainly cleaning soap, toothpaste and shaving-cream.

Three years after its creation in Morocco. CP starts off the local manufacturing of cleaning soap, toothpaste and shaving-cream. In 1970, Colgate began the production of shampoos. In 1972. Cadum Shampoo is promoted and is still the undisputed market head of shampoos in Morocco.

Organizational Structure

The two pursuing figures represent two organizational buildings, the first one illustrated, in number I. 1 p. 15, shows the composition from a general view, whereas the second, figure I. 2 p. 16, illustrates the framework in its more specific representation.

Figure I. 1: Executive Board Company Chart(Company's Website)

FigureI. 2: Manufacturer Business Chart(Company's Website)

CPM Values

As detailed in this company's website:

"Our three fundamental values-Caring, Global Teamwork and Continuous Improvement-are part of everything we do"

"Valuing Colgate People"

"Becoming the Best Place to Work"

Standards Description

The Colgate Manufacturer Performance & Stability (FP&R) expectations require the implementation of some Standards aimed at increasing plant potential, responsiveness and ensuring available capacity.

An assessment was done at preceding stage to evaluate the work that should be done also to evaluate the targeted fields to focus on. Among the eight modules of FP&R Requirements, two were really looking for improvement. That is why the business has decided to start with the two following modules:

Daily Standard meeting

Planned Maintenance

Autonomous Maintenance

Planned Maintenance

Management Systems

Productivity and Constant Improvement

Production Planning

People Capability

Standard Daily Meeting

Every Colgate Focus Factory/Facility should have a typical Daily Meeting (SDM) process in location to review KPIs, prioritize issues and drive manufacturing plant constant improvement (CI) and trustworthiness, as well as coordinating level teamwork.

The SDM agenda should review the defined Plant Floor Indication Metrics for a Concentrate Stock/Facility that highlight production issues/incidents impacting throughput.

The organised SDM plan should enable:

1) Identification as high as 3 critical issues/happenings from the previous day,

2) Task of accountability for follow-up beyond your meeting and

3) Talk of image resolution on previously discovered items with a higher level of results-oriented concentrate.

The SDM is a problem-solving process designed to identify and deal with production issues/situations by participating people at the appropriate organizational level, with the purpose of improving development throughput. Each day, the SDM focuses on the 3 most significant issues/events, understanding that completely correcting those will have significant effect on ongoing performance.

SDM has a great deal of benefits like obtaining immediate, visible performance advancements, differentiating between issues that are operational in characteristics (local problems) and systemic problems. Systemic problems are issues that are either recurring problems or problems that require resolution by affecting people and functions outside the restrictions of the Concentration Stock/Facility. It establishes who should solve the problems and assigns possession of the problems to specific individuals. In addition to the fact it creates individuals responsible for the evaluation and complete quality of issues.

If a Concentration Factory/Facility determines a need for additional agenda items, these would be deemed to be outside the SDM plan and are to be completed either before or following the SDM and really should include only the people essential for those topics

Planned Maintenance

All facilities should develop and execute a Planned Maintenance System, where possessions are proactively and effectively managed to support procedure/production strategies by guaranteeing required levels of safety, quality, availability, outcome capacity and customer service. Maintenance plans should be developed for Emphasis Factories, Central Maintenance, Resources, Warehouses, Laboratories, Offices, etc.

Effective Planned Maintenance minimizes/prevents equipment failures and stretches equipment life expectancy. Maintenance costs and downtime should reduce when a highly effective Planned Maintenance Program has been carried out.

In this chapter, we will identify spaces in the requirement of the four criteria resolved in this job and clarify the actions that people took to lessen those spaces.

The last analysis done for the four standards is symbolized in the next table:

The Standard


Planned Maintenance

1, 40*

Standard Daily Meetings

1, 80*

Table III. 1 May 2009 Examination (*rating has gone out of 4)

Standard Daily Meeting

Gap Identified in SDM

The Standard Daily Appointment is the most important standard, because, it tackles the plant's daily problems. The individual in charge of SDM at CPM used to have many Excel data, each document was dedicated to a specific section, and was formulated with historical data specific to that section. Before, each SDM, The director has to acquire from the various data files all "Open Issues" that will be discussed during the SDM. Once a concern has been "Closed", He must look back again for the problem on the group of files to help make the required changes. Furthermore, Key Indication Performance (KPI) weren't computed of course, if so these were misunderstood.

Solutions to make SDM more efficient

The FP&R technology has place one common system that gathers all the problems from the many departments. It generates a databases that will permit its individual to draw out whatever information he wishes. The database is composed of 4 modules that are connected into one Gain access to switchboard.

The first User interface enables an individual to Edit Issues, the manager can Add/Delete/Modify/Save the changes at any record. The technology presents the idea of "On-time closure", that symbolizes how efficient these are in closing problems with respect to deadlines. The Checkbox is automatically examined if the deadline is less than the rising date and the status is "Closed" this function is produced through SQL.

The second user interface enables an individual to print all kinds of needed records. Those records can be made by category, by night out, by Sensible or by keyword. Keyword is a fresh concept to retrieve repeated problems by entering a String. All of the four conditions are published with respect the Status or not it is determined by the need.

The database was created in such a way that an individual can't type in an incompatible data. Virtually all the fields are Combo Containers, Dates are with Suggestions masks to avoid from Errors and lastly conditions are set in "Valide If" Menu to guarantee the good use of the program. .

Planned Maintenance

Gap Identified in Planned Maintenance

The organized maintenance program has the lowest grade within the last assessment among all requirements. This is scheduled to machines downtimes, and free parts management system.

Solutions to make Planned Maintenance more efficient

Concerning the extra parts management problem, the administrator accountable for the breakdowns reporting was also lost between the amounts of files he has to take care of. He was organizing his documents per machine 8 machines, for every machine he reserved a file for the shift quantity (1, 2, 3) then for each shift amount a apply for the team leader (3 team market leaders) It had been very difficult for him to identify in which record he will type in the Breakdown Duration.

The FP&R component has proposed a program able to record all the downtimes with the causes and the person in charge of the fixing the tools. Furthermore, it prints records by all the conditions needed.

The other major issue is about Free Parts warehouse having three files one for inventory, another one for Free Parts Reception and another for Free Parts Use. Posts were done by hand between documents, the intricacy and the variety of Spare parts were making things very hard to do. Each Item was determined by the code.

The FP&R technology allows to regulate the extra parts in a very interactive form. it updates the quantity that enters or Exits from the Free Parts Warehouse. It is related to the inventory table. The Undo is in the event there's a miscalculation in the entry in cases like this, the transaction is canceled, and no change is done in the inventory. The business deal is canceled also when the quantity requested at exit is less than the quantity in the inventory.

Spare Parts Management system allows:

Accurate replenishment parameters

Pre-staging of materials for slated maintenance

Optimum spare parts stock level

Identifying and retaining poor moving inventory

The Standard


Planned Maintenance

1, 40*

Standard Daily Meetings

1, 80*

Table III. 1 May 2009 Analysis (*rating is out of 4)

The Standard


Planned Maintenance

2, 03*

Standard Daily Meeting

3, 06*Table III. 2: Summary of the past Assessement(*rating has gone out of 4)


The FP&R technology has allowed a soft implementation of the benchmarks. The technology was actually an alteration in the working process, which presents an important concern for managers. Top and middle professionals should be aware of people's advantages and weaknesses. Colgate Palmolive professionals want to make the system the maximum amount of familiar as they can, they are really interacting by resolving each employee issues, because they believe that employees will vary in terms with their preoccupations, things and hopes. The more they understand people's needs, the better they'll be able to deal with change.

Supervisors and employees have to go for trainings to be more familiar with change. Implementing a fresh technology not a simple staff because a strong resistance to improve is often rooted in deeply conditioned or historically reinforced feelings. Persistence and tolerance are required to help employees in these circumstances to see things in another way. Piece by piece.

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